本研究以經濟部2007年「製造業對外投資實況調查」問卷資料赴中國大陸地區投資採垂直整合及水平整合共計1, 194家廠商為研究對象，利用OLS多元計量模型進行實證分析，並以勞動生產力作為衡量經營績效的指標，首先欲探討「廠商特性」、「投資動機」與「整合模式」對勞動生產力的決定因素，進而分析不同整合模式下的「廠商特性」與「投資動機」對勞動生產力的影響。整體實證結果發現「垂直整合」對台商赴中國大陸投資勞動生產力具有顯著影響，「資本密集度」、「國際化程度」與「政策因素」之垂直整合廠商，亦均對勞動生產力具有顯著影響。就廠商特性而言，「廠商規模」、「研發密集度」、「資本密集度」是影響台商赴中國大陸投資勞動生產力的決定因素；當廠商不考慮「研發密集度」因素時，「資訊電子工業」及「國際化程度」方為影響勞動生產力的重要因素。而投資動機方面，僅「政策因素」是影響勞動生產力的決定因素。

本文透過特定之賽局設計，欲觀察廠商在相互整合之現象與原因。內文中之賽局有以下玩家：上游有一獨佔之中間財供應商，而下游有兩種不同類型共三家之最終財生產廠商，而其中一間下游廠商之技術優於其他兩家，其生產最終財之邊際成本較低。賽局之設計為一動態賽局，上游先決定是否進行垂直整合，下游將會觀察到上游垂直整合之意願，並將水平整合視為對上游釋放之友善信號，接著上游廠商將對水平整合之廠商，進一步進行垂直整合；若下游未因上游之意願而進行水平整合，則上游廠商將隨機選擇一間下游廠商進行垂直整合。 廠商於互動時，我們加入不確定性並加以計算並分析；首先是廠商間整合時存在不確定性，由於下游廠商之技術水準為一不透明資訊，換言之，無論是上游觀察下游，或者下游廠商間，皆不了解對方之技術水準，僅知技術水準佳與較差的下游廠商之比例與數量，因此在廠商整合時將面臨整合綜效與技術衰退之風險性；另外，在模型中，加入一整合失敗之懲罰額，當技術較差之兩間下游廠商相互水平整合時，將面臨整合失敗之風險。 經試算後發現，根據這樣的模型設定，若下游未水平整合，或者水平整合之雙方生產技術相異，將會排擠技術較差之下游廠商進行生產；此外，我們亦發現，若進一步分析均衡結果，我們發現，不同技術類型之下游廠商，水平整合之成功(失敗)率，以及兩間技術較差之下游廠商整合後之懲罰金額，皆將影響下游廠商水平整合之意願，若下游廠商不願意進行水平整合，上游廠商經衡量後，將不對下游釋放垂直整合之意願信號，此時廠商間之結構將維持原狀。 本文欲透過加入不確定性，試圖找出與前人研究之異同處；而透過本文之模型設定，我們發現了與前人相似之結論，亦即存在上下游之廠商結構中，將有可能出現廠商間完全分離(沒有任何水平或垂直整合發生)之現象。 / This thesis tries to find out the interaction between firms, especially when these firms face the decision of merging. We also try to figure out the reason why these firms try to merge than stay separation. Here we design a game with some specific conditions for firms to observe the process they merge and the outcomes. In this dynamic game, we design 2 layers, 3 kinds, total 4 firms to be the players of the game. Upstream firm has to make decision whether to merge the downstream firms. Then downstream firms try to merge horizontally after they receive the signal that they knows that upstream firm’s willingness to vertical merge. Here we have to kinds of downstream firms, the one who has better technology has lower marginal cost, in this thesis we assume the marginal cost to be zero. The game have 3 downstream firms totally, so the other 2 downstream firms have the same technology and have the marginal cost above zero. While the downstream firms merge horizontally, they face the uncertainty of the marginal cost changes and the rise of fixed cost, recognized as the failure of integrations. Then the upstream stick to its promise to vertical merge, it will tend to merge the downstream firm which had horizontal merge previously. The result is far beyond the expectation we had before we run this model. The inferior downstream firms will not join the game, even they won’t produce any when the superior downstream firms is vertically merge by upstream firm, no matter the downstream firms merge each other. More, the probability of success in horizontal merge will affect upstream firm to make the decision of vertical merge. The game has only two equilibriums in the end, one is all firms stay separately, and the other outcome is one inferior downstream firm will rule out from the game, and other firms will be merge to one firm and become the monopoly firm in the entire market.

關鍵詞：軟體元件供應鏈、水平整合、企業資源規劃、ebXML、Web Service 近年來國內資訊硬體產業分工模式完整、廠商表現亮眼，不僅外銷國外市場，有些更擁有高自有品牌知名度，在在可窺視硬體產業之供應鏈管理推行的成效。相對於硬體產業而言，雖然國內軟體業者對於上下游廠商的定義劃分不很清楚，但事實上已然存在著相當程度的分工，在專案或產品開發角色上彼此合作。隨著軟體元件概念與技術的進步與普及，分工程度漸趨專業的可能性增大，究竟軟體產業可以存在著何種分工模式呢？ 本研究即是針對國內軟體產業，實行軟體元件供應鏈(Software Component Supply Chain)的相關合作機制做一個探討，試圖去思考如何參考國內資訊硬體廠商的專業分工模式及供應鏈管理推動成功的經驗，而達成國內軟體產業供應鏈管理的推行。 本研究以企業資源規劃(Enterprise ReSource Planning)系統的套裝軟體業者為例，提出一個水平整合(Horizontal Integration)各模組的方法論，並設計出相對應的解決方案，再加以實作驗證。本研究於技術上使用類似於ebXML的流程整合技術，並利用XML及網路服務(Web Service)等方式來達到元件之間鬆散耦合的目的。 若不同之企業資源規劃系統套裝軟體中的各個模組，可以依照需求而方便的進行某個程度的水平整合，則軟體元件供應鏈的藍圖已然勾勒出來，也勢必將帶給軟體業者一個勢力重分配的機會。本研究除了希望能解決模組問水平整合相關的技術瓶頸外，軟體產業未來的元件分工模式，也是本研究所要探討的主題。 / Keywords: Software Component Supply Chain, Horizontal Integration, Enterprise Resource Planning, ebXML, Web Service In recent years, the computer hardware industry contributes a splendid performance in Taiwan. In addition to the export to foreign country, some even have a well-known brand. With no doubt, we can see the whole picture of the intact-division of labor in the hardware industry, and the outstanding performance of its carrying out supply chain management. Although the definition of division between upstream and downstream is not so clear in the software industry, there do exist a division of labor to some degree. As the popularity and progress of the concepts and technologies of the software component, the possibility of specialization in division of labor will get increasing in the software industry. There is an interesting research topic, which form of division of labor will exist in the software industry after all. The focus of this study is on the collaborative mechanism of software component supply chain in the software industry. We try to figure out how to refer to the successful experience of hardware industry implementing supply chain management to drive the supply chain management of the software component in domestic software industry. This study will takes the ERP package vendors as the study object to propose a methodology of horizontal integration of different software packages and to do further implementation for verification. Technically, this study applies an ebXML-like process-oriented integration technology, and facilitates the purpose of low coupling between components by using XML and web service technology. If the integration among the modules of different ERP packages could be made to some extent, the picture of division of labor in the software industry could be outlined, and it also will brings the software vendors some chance to re-allocate. In addition to solve the bottlenecks of technical problems of software horizontal integration, the future model of division of labor in software industry will be also a subject to address in this study.

Tourism industry, one of the most rapid growing economic activities around the world, brings countries foreign exchange and creates million jobs. Due to the huge profit involved, more and more countries recognize the importance of tourism marketing and start to include it into their national development plan, so does Taiwan. However, little attention has been paid in the academic field to Taiwan’s tourism promotions on a global basis. Therefore, this research aims at analyzing how Taiwan manages and integrates its tourism marketing communications in its three main target regions—Northeast Asia, Southeast Asia, and Europe and America—from the perspective of Globally Integrated Marketing Communication (GIMC), and uses the current campaign “Tour Taiwan Years 2008-2009” as the subject. Following the IMC Audit proposed by Duncan (2002), this case study conducts document analysis and in-depth interviews with Tourism Bureau to investigate how Taiwan integrates its global communication either vertically across marketing disciplines or horizontally across countries. In addition, the level of standardization across marketing disciplines is compared, and suggestions for employing GIMC model are also provided. The finding can be summarized into three points: 1. Either within each region or across regions, the strategies Tourism Bureau employs are close to globally integrated strategy, but with different level of vertical and horizontal integrations. 2. The proposition, which suggests that public relation, sales promotion, and direct marketing are more difficult to standardize compared to advertising, is not supported in the case of “Tour Taiwan Years 2008-2009.” 3. The application of GIMC to tourism marketing in this case suggests that strategy should be the guiding principle for integration; and the classification of GIMC strategy should be adjusted and made based on a continuum approach.