公營銀行原為我國金融體系之主軸，隨著金融自由化與國際化的推動，民營化遂成為公營銀行不得不面對的進程。揆諸國內外民營化經驗，主導民營化成效之關鍵，乃為員工問題。基於保障員工權益，員工對民營化之認知與態度，乃是應予關注的核心議題，亦為管理決策的重要參考。惟，相關實證研究對公營銀行較少涉及，爰有深入探討之必要。本研究目的即在探討公營銀行員工對民營化之認知與態度，以及員工屬性、認知與態度間之差異性與關聯性，俾做為管理決策之參考。本研究透過問卷，針對臺灣土地銀行員工進行調查，並採用敘述性統計、t檢定、卡方檢定及集群分析等統計方法進行分析。研究發現，部分員工屬性，對於民營化之認知或態度，有顯著性影響；其次，部分民營化認知構面，會影響民營化之態度；此外，民營化認知傾向不同的員工，在部分員工屬性或民營化態度上，有顯著性差異。

國營事業在台灣具有悠久的歷史，對台灣的經濟及民生佔有舉足輕重的地位。而這些國營事業所產生的檔案，則與台灣的國計民生有關，包括經濟、科技研發等，具有相當珍貴的價值。近年來，公營事業民營化成為時代的潮流，許多公營事業皆已列入民營化時程，檔案法施行細則第十四條中規定：「公營事業機構移轉民營者，其永久保存之檔案應移轉檔案中央主管機關，定期保存之檔案應報請該機構主管機關處理。」但由於檔案管理局成立時間尚短，我國檔案管理事業尚處於起步階段，在國營事業民營化過程的檔案管理及相關的移轉問題方面，便產生相當多的問題。本研究旨在以檔案法施行後列入民營化時程之國營事業為研究對象，針對各國營事業之檔案管理、民營化過程中檔案之移轉問題、檔案管理局公營事業訪查計畫對各公營事業訪查及徵集的現況進行深入探討，藉以瞭解各公營事業在民營化過程中所會產生之檔案徵集移轉之問題，供其他即將民營化之國營事業作將來之參考。 　　本研究採用個案分析法及深度訪談法實際進行研究，首先針對檔案法施行後列入民營化時程之國營事業作實地調查，包括台鹽、台電、中船及台灣菸酒公司，以瞭解關於國營事業檔案之管理模式、民營化後組織之變革；另一方面以深度訪談法瞭解民營化過程中檔案徵集及移轉之流程及產生之問題，以及檔案管理局國營事業訪查計畫對各國營事業訪查徵集之現況，以收集各國營事業在民營化過程中對於檔案管理、徵集及移轉等各方面之問題。 　　研究結果針對國營事業民營化過程中之檔案相關問題有下列幾點發現：一、我國公營事業檔案之專利權問題為各公營事業單位都會碰到的問題；二、公營事業在回溯建檔方面產生許多問題；三、機關如欲成立檔案館，目前並無訂定相關辦法；四、各機關之檔案管理作業與檔案管理局之標準有很大的差異；五、公營事業訪查計畫之流程過於短促，時間亦顯不足；六、早期公營事業之歸檔作業無強制規定，致常有流失之情形；七、早期各公營事業之組織如有裁併，則裁併後承接檔案之公營事業單位多有無力管理之情形；八、公營事業訪查計畫所選擇之檔案為永久保存之檔案，但未入選之檔案未有妥善處理之辦法；九、各機關檔案保存年限歷年多有變化，增加檔案審選之困難。 　　根據以上問題，研究生提出以下幾點建議：一、儘速針對公營事業中有專利權及所有權問題之檔案訂定相關辦法；二、優先審核列入民營化時程之公營事業單位；三、儘速成立國家檔案館或國家檔案庫房；四、妥善應用未被審選之公營事業檔案；五、公營事業應建立檔案數位化管理。 / The national corporations have a long history in Taiwan, playing a significant role in the economy and people's livelihood of Taiwan. The archives of the national corporations are related to the national economy and the people's livelihood of Taiwan, including the economy, technology research and development, etc. These archives have quite precious values. In recent years, the privatization of the national corporations becomes a trend. A lot of national corporations have already listed the schedule of privatization. Nevertheless, it is just a short period of time since the archival administration bureau has been established, and the archival administration of our country has just begun. There are quite a few problems in the archival administration of the privatization and relevant transfer questions. This research aims to investigate the national corporations listed in the schedule of privatization after the implementation of the Laws of archives. This study also discusses the archival administration of each government business, the transfer questions of the archives in privatization, and the current situation about how the file administration bureau investigates the national corporations. In this way, we may understand the transfer questions that may occur in the process of privatization with reference to other national corporations that will do the privatization in the future. This research adopts the case analysis and the deep interview to carry on research. Firstly, we investigate practically the national corporations listed in the schedule of privatization after the implementation of the Laws of archives. These businesses include Taiyan Company, Tai Power Company, China shipbuilding Corp., and Taiwan Tobacco and Liquor Corp. In this way, we could understand the management about the national corporations and the changes of the organization after privatization. On the other hand, by the deep interview, we could understand the processes and problems of the archival collection and transfer in the process of privatization. We also try to understand the transfer questions that may occur in the process of privatization to collect the current situation about how the file administration bureau investigates the national corporations. The following are some points derived from the research result targeted at the relevant problems concerning archive administration in the process of privatization of national corporation: 1. The issue of the archive patent rights is faced by all branches of the national corporations. 2. The national corporations are still facing many difficulties in tracking and constructing the archives. 3. There are no laws to abide by for the bureaus to establish archive office 4. There is a wide gap in the archive administration between each branch and the National Archives 5. The plan of investigating national corporations is too short in the process, and the lasting time is too short, too. 6. The loosen regulations of the archive administration of the earlier decades have caused the loss of some archives 7. If there is reduction in the organization of a national corporation, the organization that takes up the archives mostly has few abilities to manage them after reduction. 8. The archives chosen by the investigation plan of national corporations are forever-preserving ones, but the unselected ones are not properly managed yet. 9. The fixed number of years of the archives of each organization is mostly changing, and this makes it more difficult to select the archives. According to the above questions, the author proposes the following suggestions: 1. Make relevant contracts about the archives that are problematic in right of monopoly or in right of ownership as soon as possible. 2. Examine in prior the national corporation organizations that are listed in the schedule of privatization. 3. Establish the national archival office or the national archival vault as soon as possible. 4. Apply properly the unselected archives of the national corporations. 5. As a national corporations, set up the digitization management of the archives.

本文以垂直相關市場中的連續寡占模型探討公營廠商效率、政策偏好、下游競爭程度之交互作用對上游獨占公營廠商之最適民營比例決策之影響。結果顯示，當公營廠商的效率較低時，增進公營廠商民營化程度將改善中間財生產效率而間接影響最終財的價格與產量且最適民營比例與下游競爭程度為互補。本文亦探討上游獨佔廠商的民營化對社會福利效果的影響，結果顯示當政府偏重消費者時，即使有些許民股釋出都比全公營好；若政府偏重廠商，當民營的比例升高到一定程度時，則直接轉為全民營。

公營事業民營化是世界各國普遍的發展趨勢，不論是先進國家或開發中國家都出現對企業放寬管制或出售公營事業讓民間接手經營的趨勢。藉由公營事業民營化，導入自由競爭，從而提高經營放率，降低成本，並改進服務，提升人民生活水準，增進全民福祉。 我國早在民國四十三年，即首開公營事業移轉民營之先例。近年來，政府為順應世界經濟發展趨勞及經營潮流，已於民國七十八年成立由中央有關部會及省、市首長組成之「公營事業民營化推動專案小組」，積極推動國、省市營事業民營化的工作，以加速邁向經濟自由化的目標。 由於公營事業民營化已成為國人矚目的焦點，然而移轉民營是否即能紓解目前公營事業的困境？政府的民營化方案內容如何？對員工的權益及消費者利益上如何才能作周妥之保障？本文經由我國公營事業的演進過程，目前的營運狀況、民營化的可行性、規劃步驟等提出分析，進而參酌各方意見與國外民營化的經驗，提出具體之改進建議。 全文共分五章、十八節，各章要點如下： 第一章：緒論，闡述研究動機、目的、範圍，說明研究方法與限制，並對「民營化」一辭提出界定。 第二章：探討公營事業民營化的有關問題、闡述民營化的形成背景、理論、例證、執行的步驟與方式。 第三章：說明我國公營事業的發展與趨勢，由我國公營事業的起源、重要性、目前的營動困境、說明民營化的可行性。 第四章：闡述我國公營事業民營化的規劃。說明其目的、政治方向、處理原則推動要點，並提出個案探討。 第五章：探討民營化的障礙，說明對民營化觀念的誤解、民營化的限制及其在發展中國家所遭遇到的難題。 第六章：綜合上述各章節的意見，參酌我國目前各界意見與國外民營化經驗提出改進建議。

自一九八○年代起，歐美國家興起「民營化運動」的風潮，各國政府開始縮減其在公共資產及公共服務上的角色與介入程度，而將原本應由政府部門所承擔之功能，全部或部份的提供予民間部門參與。當民營化被賦予等同於效率與改革的意涵時，自然亦擴及至社會福利領域。政府也從福利的唯一供給者，轉換為與民間分工及協力提供的模式，從而形成福利供給多元化的發展，「公設民營」即是政府與民間協力提供福利服務的模式之一。 由於「公設民營」具有節省政府部門人力、經費成本，並可結合民間的專業服務，提昇機構照顧品質等效能，已成為我國各級政府廣泛實施的政策。基隆市政府受此浪潮之影響，亦於民國八十八年起，陸續將新建完成或運用閒置公有建物空間改設之社會福利機構，以公設民營方式委託民間團體經營管理及提供服務，短短數年間，即已有成功的四案例，呈現出未來「公設民營」仍將是基隆市政府推動社會福利服務之主要選項。然而，此植基於公私協力關係，合作提供福利服務之政策是否為最理想的方式？雙方之責任分際各應為何？政府部門與民間團體之組織性質迥異，在實際合作的過程中，是否將因雙方之角色、地位、立場等不同，而導致觀點及認知上的差距，進而影響到委託服務的效能及福利服務的品質？凡此課題，實有待逐一分析。本研究即擬以基隆市社會福利機構公設民營案例，進行探究與分析。 本研究除對文獻與次級資料的整理檢視外，主要分析資料的來源，係對於市府業務單位主管、承辦人員及受託民間團體之機構負責人、業務主管進行深度訪談所獲得之意見。 運用上述方法經內容分析後發現，市府與受託之民間團體在公設民營的過程中，雙方間或有認知與期待上的落差，但彼此亦均肯定尚能有良好的互動關係，雖然部份的落差，可歸因於政策的走向、法令的限制與資源的有限，但其中亦有大部份，是可以透過溝通來化解歧見並建立共識的。在市府方面，認為委託初期雙方認知的差距，在經過「磨合期」後，已能達到合作互動良好的「夥伴關係」，惟承接團體在角度上，偏重於服務對象及機構人力問題，而政府部門則尚需衡量財政能否配合及行政程序上有無困難等等；在承接團體方面則認為，市府由於實施公設民營起步較晚，在整體制度及配套措施上仍未見完備，以致在政策方向、契約規範、委託條件、分工權屬、行政流程等方面上，尚有改進及補強的空間。此外，機構硬體建物及設施設備的維護修繕，幾乎是所有公設民營機構最難以解決的問題，也是最容易造成委託與受託雙方產生齟齬之處，基隆市亦同樣面臨此狀況。 鑑於上述問題，本研究就獲致之發現與結論，分別對政府部門及受託民間團體，提出政策層面及執行層面之相關建議。 / Since 1980s, there has been a trend of privatization in the western countries, which have tried to diminish public assets and to limit the participation in the pubic service. Some of the functions which should be carried by governments are partly or all released to civil companies. When privatization is taken to be efficient and revolutionary, it is naturally applied to social welfare, and thus the government is not the only social welfare provider any more instead of cooperating or sharing with civil organizations. Consequently, the development of furnishing social welfare is various, and “Public assets run by civil company” is one of social welfare service provided by the public & private collaboration. Since the “Public assets run by civil company” mode can reduce the employment and costs in government and also take advantage of professional service from civil company to improve the service quality, it becomes a policy applied by our government broadly. Impacted by the trend, since 1999 Keelung government has had the new buildings or unused public assets be used as social welfare organizations which are commissioned to civil organizations and ran by the mode of “Public assets run by civil company”. In such short period, there are already four successful cases. Obviously, “Public assets run by civil company” will be the main choice to implement social welfare programs by Keelung government. However, based on the public-private partnership, would “Public assets run by civil company” be the best mode to provide social welfare service? Due to the organic difference between the government and private enterprises, in the process of collaboration, will the different roles, and positions cause the different points of view and recognitions? And will the difference of them influence the efficiency of outsourcing and the quality of social welfare ? The issues mentioned above need to be clarified and studied. This paper will take the Keelung social welfare organizations run by “Public assets run by civil company” as the study case to analyze and evaluate. Besides reviewing literatures and documents, the data of the study came from the results of interviewing the directors and staff in Keelung government and the managers in private enterprises which are commissioned by Keelung government to execute outsourcing. According to the results in this study, there sure are some differences in points of view and different recognitions existing between Government and enterprises; however the relation of cooperation still remains in healthy and good condition. Although the existing differences come from the direction of policy and the limited resources, them can be solved by the communication. From the side of Keelung, it thought that the differences occurring at the beginning of outsourcing has been diminished and achieved good partnerships, but from the side of the enterprises they focused on whom they are going to provide the service and on the manpower issue; however, the government has to focus on whether the city’s finance can afford and there are without difficulties in the administrative procedures, etc. The commissioned organization thought that the city launched the “Public assets run by civil company” program late and without integrated planning and support, so there are some fields needed to be improved, such as policy directions, contracts, conditional commission, responsibilities and administrative processes. Besides, the maintenance of the buildings and facilities is the most difficult and complicated issue in the outsourcing program, and moreover easily causing the problems between the government and the enterprises, and we can see the same situation in Keelung’s case. According to the difficulties mentioned above, this paper tries to study them deeply and to use the findings and results to give the city and the enterprises some suggestions on the level of policy and execution.

在英國國營事業民營化成功經驗的推波助瀾下，民營化浪潮，襲捲全球，成為主流性思潮，世界各國紛紛群起效尤，銜都獲致不錯的成效。我國政府有鑑於所屬公營事業機構，大多面臨經營困境，故也加入積極推動行列，截至目前為止，已有37家公營事業機構，完成民營化，其餘各家，仍持續進行中。而有關民營化過程中，對所屬員工之生涯發展或適應情況等問題，較為不足，更少以「已完成民營化之公營事業員工」為研究對象，因此公營事業員工在民營化前後，他們的因應方式、生涯發展需求與社會生活適應等一連串的變動情況，值得深究。 本研究旨在瞭解員工真正的想法與關注事項。有鑑於臺北市公共汽車管理處於93年1月1日移轉至大都會汽車客運股份有限公司，創下公營逕轉民營無抗爭之首例，迄今業歷經了五年多的寒暑，故以公車處調任其他公務機關與轉任大都會汽車客運股份有限公司之員工為研究對象，採用深入訪談之方式，藉以瞭解公車處員工面臨民營化衝擊迄今，對民營化的認知、因應、感受及對生涯發展的影響與社會生活適應等情況，茲有以下發現： 一、 民營政策，最佳策略：公車處之所以會走向民營化之路，主要原因在於績效不彰、人事包袱沉重、巨額虧損等，移轉民營公司後，獲致諸多成效。 二、工會斡旋，著有成效：因產業工會之幹部，扮演舉足輕重的角色，使得公車處民營化過程順利，創下未有抗爭之首例。 三、員工安置，顯有不足：公車處民營化過程，未能就各類不同身份員工：純勞工身份者、具公務員資格者及負有推動民營化業務之各級主管等，做妥適之安置。 四、切身權益，關心焦點：公車處民營化，涉及員工任職機關、身份及權利義務等之重大變革，員工所最為關心的事項，都是與切身相關的事務。 五、轉任公職，首要考量：民營化後，大部份員工考量公務機關各方面條件均優於民營公司，銜將轉任其他公務機關，列為首要選項。 六、條件惡化，美夢破碎：民營化後，機關性質已從公務機關變為民營公司，原有公務員之福利不再，生活與心理的壓力卻與日俱增。 七、為求生存，眾能適應：員工於民營化衝擊的初始，雖顯得不知所措，一旦轉任新公司後，立即改變想法，展現出旺盛的企圖心，調適得宜。　 本研究根據研究發現，作成下列若干建議，予政府相關單位及公營事業員工參考： 一、民營政策，廣為宣導：政府對民營化政策之宣導，實有不足，就是面臨民營化的員工亦是一知半解；故建請政府應多利用政策行銷工具，廣為宣導。 二、轉業訓練，應多辦理：公車處民營化期間，政府僅針對極少數的人員，做一些零星的訓練，應多舉辦各類訓練課程。 三、教育補助，予以維持：員工最害怕的是權益遭受損失，其中對不能請領教育補助費，最為在意，故建議政府，尤其是子女教育補助費的請領，應予維持。 四、增加職缺，以供安置：政府對員工的安置，顯有不足，故建議政府，除指定更多配合控缺之機關外，並宜規範各機關所控留之職務，應在各類別及官職等間，達一定比例，使民營化員工，得以調任與原職務相當之職缺。 五、萬事俱備，方可上路：公車處民營化之實施時程，員工大多應變不及，故建議政府，在施行民營化之前，應讓員工預作準備；政府本身，亦應備妥相關配套措施。 六、面對變故，處之態然：根據本研究發現，員工面臨民營化之重大變革，大多不能接受，故建議公營事業員工，想辦法跳脫負面的情緒，轉個念頭，把握當下。 七、多一技能，有備無患：根據本研究發現，員工面臨民營化，驚惶失措的主要原因是怕本身所具備技能，已無法應付社會所需，會失去工作；故建議公營事業員工應多學習技能或專長。 / Under the influence of the experiences of successful privatization of Public Corporations in Britain, the waves of privatization have swept the world, and it has become a mainstream policy-making philosophy. While other countries followed suit, the results were mostly promising. Due to that most local Public Corporations were having operational difficulties and serious debt problems in spite of every possible means being taken, our government has joined in the line of privatization. Up to present, 37 Public Corporations have been privatized, while many others are under process. During these processes of privatization, the understandings toward the related Employee’s Career Development and Social Adaptation were relatively insufficient, let alone researches aiming at the employees of these privatized public corporations as research objective. Therefore the changes in the reactions, career developments and social adaptations of these employees before and after the privatization process were in need of further understanding. 　　The purpose of this research will be the thoughts and concerns of the related employees. Due to the fact that it’s been 5 years since Taipei City Bus Office reorganized to Metropolitan Transport Corporation, through which no protest ever occurred, this research will try to gain more understanding of the perceptions, reactions, emotions, influences on career development and social adaptation of the related Taipei City Bus Office employees, through methods of visiting and interviewing. The findings are as followed: 1. Privatization is the best strategy: The reason why the Taipei City Bus Office underwent privatization is because lack of efficiency, over-staffing, and huge amount of debts problems. Reorganizing it to Metropolitan Transport Corporation had resulted in many positive results. 2. The Union’s mediation achieved great results: The staff of the Union had played an important role on smoothing out the privatization process as there was no protest during the privatization process. 3. Appropriate settlements for the employees were obviously insufficient: During the privatization process of the Taipei City Bus Office, appropriate settlements for the employees according to the individual needs of different types of employees were obviously insufficient, for example, labor workers, employees protected by the law, and managers in charge of the privatization have different types of job settlements needs. 4. Personal welfare was the main concern: The privatization process of the Taipei City Bus Office involved major changes of job arrangements, personal rights and interests of the related employees; and the personal welfare was the main concern of the employees. 5. Transferring to other Public Corporations was the first consideration: After the privatization process, because the benefits of working for the Public Corporations were superior than the private companies, transferring to other Public Corporations was the first consideration of most employees. 6. As the situations worsened, disappointments ensued: After the privatization process, public corporation reorganized to private company. The original welfare while as the public corporation employees no longer exist, the burden of livelihood and psychological pressure of the remaining employees grew. 7. Most employees adapted well: The related employees were inactive right after the privatization, but once settled in the new organization, positive attitudes were taken, and they adapted well. 　　 Base on the findings of this research, the suggestions for the related government organizations and public corporation employees are as followed: 1. Better understandings of the privatization policies should be created: The propagations of the privatization policies by the government were insufficient, the related employees were unknowledgeable of the related policies; the government should create better understandings through policy propagation methods. 2. More training for the transferred new job should be provided: During the privatization process of the Taipei City Bus Office, only a few of the employees received limited training. More training courses should be provided. 3. The welfare of education subsidy should remain: What the employees feared most is that their rights and interests being deprived, and the one causing most concern is that the education subsidy for their children being taken away. Therefore the welfare of education subsidy should remain. 4. More job openings should be created for settling the employees: Appropriate settlements for the employees were obviously insufficient, the government should coordinate more job openings from other public organizations, and the ratio of different level of job openings should be coordinated accordingly, so that the employees of the privatized corporation could transfer to the same level of job as the original one. 5. Actions should not start before everything’s prepared: Most employees were not ready for the Taipei City Bus Office privatization process. The government should make the related employees well prepared before the privatization process, and all related measures should be ready. 6. Keeping positive attitudes while facing the incident: This research shows that most employees did not accept the privatization process well. The public organization employees should get rid of the negative emotions, keep positive attitudes, and seize the available opportunities. 7. One more job related skill can be helpful: This research shows that the main reason of panicking by the employees is because they are afraid of not being skillful enough to handle the demand of the society, and that they may lose their job. The public corporation employees should learn more job related skills or expertise.

No description available.

台灣社會經濟環境變遷，連帶影響內陸運輸市場，台鐵百年老店，因受政府法令及公營企業僵化思想影響，以至於在組織及經營管理上，無法跟隨社會脈動，導致客貨運輸業務佔有率節節衰退，財務惡化；加以員額過於龐大，恩給制退休給付沉重，使惡化的財務無異雪上加霜。然鐵路經營虧損各國皆然，非獨台鐵經營不善；惟各國鐵路均肩負國家經濟發展命脈，莫不積極輔導，想盡辦法協助其變革，冀望其起死回生；而各國國鐵變革方向均朝車路分離方式，將鐵路事業一分為二，一為站車調度與經營之「車」部門；另一為路線建設及維修之路部門。台鐵車路分離後，原有資產和負債可由路部門承受，減輕車部門財務負擔，並逐步民營化，惟面對如此重大變革員工態度實是變革能否成功之關鍵因素，為此本論文採二元邏輯特方法來作員選擇行為分析，以探究其態度作為車路分離變革策略之參考。 關鍵詞：組織、變革、策略、民營化、「車路分離」，二元羅吉特分析

論文名稱：資訊社會電信事業自由化、電信公司民營化之研究校（院）所組別：國立政治大學社會學研究所 畢業時間及提要別：八十六學年度第一學期碩士學位論文提要 研究生：葉義輝 指導教授：陳小紅 提要內容： 由於現在資訊科技的發達，人們對通訊的需求日殷，加以國家在政治、經濟上的需求，在全球電信自由化、國際化、民營化的帶動下，電信的改革變變有著勢不可檔的趨勢，本論文即是著眼於此一潮流，而特別針對「電信事業自由化」、「電信公司民營化」兩大課題所作之研究。從問題主軸出發，試圖從理論的分析、現況的研討，輔以對相關人員的深度訪談內容，希冀尋得問題的癥結，找出相對應的策略。 在「電信事業自由化」的課題上，本論文先界定其定義，再研究其形成之原因與背景，加以世界各國（主要是先進國家與亞洲鄰國）的經驗啟示，再回顧我國目前電信自由化的現況，探討我們所要面對的問題，及未來政策規劃的遠景；而在「電信公司民營化」的課題上，亦是先界定民營化的定義，再透過國營事業的弊病，尋出民營化的原因，探討民營化的優點及配合措施，從電信公司民營化的進程開始，分別探討當前中華電信組織的改革及其員工「產業民主」之訴求，再探討當前政府推動民營化不力之原因，針對當前民營化之問題提出檢討，與展望未來「全民釋股」的政策走向；再針對民代、官員、業者（中華電信與其他民營業者）、員工與學者的訪談，尋出當前電信自由化、電信民營化之問題對策。 最後再綜合文獻的探討與訪談的結果，本論文提出了結論，並做出了具體的建議：我國的電信改革實需要有完備的制度設計與法令規範，也必須配合政府的魄力與決心，才能真正建立出電信市場公平競爭的環境。而政府必須強化電信監督管理之功能；中華電信若先分割解體，再進行民營化，將電信人才重組整合，才可能會是民營化成功的關鍵；而中華電信也必須重新釐清其所應扮演角色，與民營業者共創未來電信自由化的前景；政府也應當審慎考慮當前電信民營化的作法，讓全民共享電信所創造的利益成果。

依據我國憲法第一百四十四條的規定：「公用事業及其他有獨佔性之企業，以公營為原則。其經法律許可者，得由國民經營之」。由憲法層次觀之當前政府所經營的事業，實不僅止於公用事業所涵蓋的部分；而所謂獨佔性企業，其認定也隨經濟發展、民間經營能力與政府負擔等客觀因素的改變而面臨調整；至於在法律許可的規定上，則有「民營公用事業監督條例」與「公營事業移轉民營條例」等，作為由國民經營時的規範依據。因此，不論由憲法或法律的主觀層面，或由當前客觀的政經環境背景來分析，民營化的訴求，不可避免地已然成為一種趨勢。然而在探討公用事業民營化的課題上，以民營作為政策工具來追求效率的目標，事實上並無法滿足公用事業對於「公」眾使「用」所扮演的角色與功能。因為「民營」與「公用」之間存在的某些價值上的衝突，還必須有政府的「監督」機能從中配合，才能遂其功，而這必須藉由對公用事業經營特性的了解來掌握，也才能落實「民營公用事業監督條例」的基本精神。因此，基於對公用事業經營體質與特性的了解，民營化的訴求若祇及一般強調所有權移轉的作法，事實上對解決公用事業的經營問題並無多大助益。職是之故，一種強調結合公、私共同合作，以求能在兼顧「公眾使用」與「民營效率」的目標下，以滿足消費權益為前提，所建構之互依互補、互蒙其利的策略，遂在這種背景下提出。而我們可由其共同合作的基礎與合作方式的各個層面來瞭解這種策略所具備的內涵，最後則以我國的公用電力事業－台灣電力公司為例，提出如何運用這種合作性策略，來作為在維持電力供給穩定的前提下，更進一步追求經營效率的改革措施。