「藝術不是一面鏡子，而是一把槌子。」引領英國紀錄片運動發展的John Grierson曾作出如此嘹亮的宣稱。足見紀錄片作為一種藝術傳達的形式，得以建構社會議題，敲擊現實，撼動主流意識，揭發社會問題的根源。因此本研究將強調紀錄片作為政治行動的可能性。 紀錄片是紀錄片工作者用自己的觀點和詮釋基模所組織起來的真實世界，因此紀錄片工作者乃是紀錄片文本框架的主控者。而環境議題紀錄片則強調藉由影像語言的中介，再現具有爭議性或討論價值的環境議題，且能在主流媒體所塑造的優勢框架之外，產製新的媒體框架以提供觀者新的觀點與另類的視野。 環境議題紀錄片究竟引用了哪些證據？如何凸顯其論證的可信度？能否引發共鳴？為進一步檢視環境議題紀錄片的敘事策略，本研究將援引「集體行動框架」作為分析架構，由問題建構、歸因、處理方針、共鳴程度與動員潛力等面向剖析紀錄片如何再現環境議題，評估紀錄片是否具有觀念倡導、說服觀者採取社會行動的能量。除此，本研究亦將耙梳相關文獻資料，建構台灣環境議題紀錄片類型發展的歷史梗概，期能有助於釐清此類型紀錄片產出的社會脈絡。 本研究由以環境議題三大主要子議題 ── 環境公害、生態保育、反核運動 ──為主題的紀錄片中，各篩選出一部近年來具代表性的環境議題紀錄片作為分析文本，包括《奇蹟背後》、《獼猴列傳》、《貢寮，你好嗎？》。研究發現，上述紀錄片除了提出處理方針之方式有別之外，皆以「環境正義框架」作為主導框架、並深入探究環境議題的結構性因素，以召喚觀者共鳴與動員的可能。 / “Art is not a mirror, but a hammer,” claimed John Grierson, who exerted pivotal influence on British documentary film movement. It is believed that documentary as one of the art forms is able to construct social issues, and explore further the causes of those problems. This study is going to focus on the possibility of documentary as political action. This study will adopt “collective action frame” as analyzing structure, to analyze how documentaries represent environmental issues, evaluate its effectiveness in related ideas, and mobilize the viewer to take up social actions. Behind the Miracle (2002), Biographies of the Macaques (2004), and How Are You, GongLiao? (2004) are the three environmental documentaries that the author chooses to examine. There are four findings in this study: 1.Environmental justice frames are adopted as master frames 2.Structural elements of environmental issues become the major investigating points 3.Proposals of management policy vary 4.The directors endeavor to call for the resonance and mobilization of the audience

近年來越來越多資訊應用領域，開始採用領域特定語言（Domain Specific Language）以表達並解決其領域問題。然而這些特定領域語言多數卻缺乏可大大提升生產力的高品質編輯輔助工具。其主因乃因為從頭開發一套高品質編輯輔助工具所費不貲，然這些特定領域語言普及程度卻遠不如一般通用語言，是以缺乏誘因驅使軟體商開發相關工具。為能快速開發輔助工具，現今的工具開發平台如Eclipse、IDEA，以及NetBeans等，均提供整合開發環境(IDE)的發展支援，以利開發者在平台上快速擴增新語言之編輯環境。即使如此，要發展一套IDE，開發者不僅需深入熟悉所用平台，而且仍需繁瑣與長時間之開發過程。基於此，為求更簡化IDE開發過程，本研究嘗試增強、重構先前開發之雛型系統EGOE【9】，發展出一套遵循模型驅動架構(MDA)之高品質語言編輯環境生成系統：EGOE II。經由此系統的輔助，IDE開發者僅需提供程式語言文法定義(Grammar)及IDE輔助機制客制化資訊，即能套用系統內部的模型轉換程式及程式樣板(Templates)，自動生成以Eclipse為平台的高效能、高品質，且提供豐富編輯輔助的程式語言IDE。 / In recent years more and more fields of applications began to use DSLs(Domain Specific Language) to solve their problems. However, most of these languages were created without accompanying high-quality language specific editors(LSE) to help increase the productivity of the language. The reason for the lack of such tools is mostly economic consideration: because of the very high cost of developing a LSE from scratch, it is not worthwhile to invest a LSE on a less frequently used language. To avoid developing an LSE from scratch, however, most present tool platforms such as Eclipse, IDEA or NetBeans have offered required editor frameworks and APIs to help developers to be able to build LSEs on these platform more quickly and easily. Even so, however, it is still thought hard to develop a LSE by way of platform support since developers need a long and steep learning before they can get adept at a platform and, moreover, the process of developing a LSE remains long, tedious and error-prone. Accordingly, to enable even quicker development of LSEs, we proposed and have developed in this paper a high quality editing environment generating system called EGOE II, which follows the MDA approach and is the refactoring and enhancement of our previous prototype EGOE system. With EGOE II, the developer need only offer an editor-specific specification of the target language, which includes the grammar and editor-related customization informations; he can then apply to it the model translator and program templates provided by the system to automatically produce a high-quality editor on Eclipse platform for the target language.

本論文旨在探討台商企業面對中國大陸這幾年來的投資環境變化所採取之創新應變策略之研究。本研究聚焦在台商聚集最密集、且近年來大陸投資環境變化最劇烈的東莞地區，探討過去以彈性、創新與問題解決為特性的台商企業，在快速變遷與競爭的大陸與全球市場，所面臨的困難以及他們的創新之道，藉由掌握台商後續在中國大陸市場發展的重要參考。 本研究結果顯示，中國大陸外資政策的巨大轉變，讓當地的台商企業產生營運成本提高、出口退稅減少的問題。對外又受到全球原物料上漲與金融海嘯的衝擊，影響其營運成本和外銷訂單衰退。 儘管多數受訪企業都受到外在投資環境改變的影響，但本研究也顯示，成功的企業早在投資環境開始大幅改變之前，就以前瞻的思維做好創新的準備，並採取「提高價值(Value up)」的路線，而非一味的講求「降低成本(Cost down)」。因此開始在產品上更加強化研發實力，在內部管理上更加強調人員培訓，在市場開發上則更加注重中國內需市場，以發展自有品牌或代理國際代工客戶的品牌，走出外銷不振的衝擊。 最後，本研究也建議，企業在發展創新策略時應該注意保持對自身核心競爭力與外在市場的敏銳了解，才能成功創新，讓企業永續經營。 / The objective of the thesis is to discuss the innovation strategies that Taiwanese enterprises take to overcome the dramatic changes of Chinese investment environment. The study mainly focus on Taiwanese enterprises in the DungKuan City, the area that most Taiwanese enterprises locate in and has been through the most dramatic investment environment changes in recent years. Also, the study aims to discuss what kind of problems these Taiwanese enterprises, who are known for being flexible, innovate, quick problem-solving encountered and how do they solve the problems by innovative ways. These results can become important reference for Taiwanese to develop further in Chinese. The result shows that the changes of Chinese policies for foreign enterprises increase the Taiwanese enterprises’ operating costs and decrease their export tax benefits. At the same time, the soaring raw material price and global financial crisis also infect the Taiwanese enterprises’ operating costs and lose of export orders. Although most of the Taiwanese enterprises suffered from the impact of external investment environment challenges, the study also indicates that successful enterprises have made well preparation before the environment challenges happen. Also, they mainly focus on “value up” strategies, not just to “cost down”. Therefore, they emphasize more on research and develop abilities, or human power training, or make efforts on developing Chinese market by different branding strategies. At last, the study also provide suggestion to these Taiwanese enterprises and points out that enterprises should oversee their competitive advantages and cultivate strong market sense when they develop their innovation strategies. In this way, the Taiwanese enterprises can survive from the investment environment changes and have a better future.

二十一世紀人類面對環境變遷及資源耗竭的問題，廣泛地討論因應對策，並提出環境議題成為產業下一次工業革命之觸發重點。各國政府、環境保護推行組織及企業皆針對該議題提出施行策略與政策，其中企業界回應態度由早期被動因應，近年來轉變為主動結合企業核心經營理念，實踐兼具環境與經濟目標之綠色經營，並開拓創造價值之新商機。針對企業綠色經營策略之規劃與執行，多位學者指出需要透過一個完整的管理架構，將企業於環境行動之現況與未來綠色經營之實踐藍圖，以具體可行的階段性目標陳述出來，並展開成為行動方案，逐步實現綠色經營下永續發展之願景。 本研究文獻探討著重三部份：永續經營思維的演變，綠色經營的發展，及綠色經營實踐階段性作法。利用Olson (2008) 綠色經營階段性發展模型之三大構面：領導理念、指導方針及具體實踐，並選擇日本綠色經營領導廠商精工愛普生公司，研究實務個案與理論架構之異同與行動背後之策略意涵。 本研究歸納出以下結論：一、企業推行綠色經營前期決策為戰術層級，發展至後期提升至戰略層級。二、企業推動綠色經營前期，視外部壓力為經營條件之限制；發展至後期企業將環境議題視為下一個驅動企業成長的機會。三、企業推動綠色經營前期因應外部壓力，主要回應法規及市場需求，推動單一倡議與重點投資，以降低成本與風險為主；後期主動領導階段以環境行動創造價值，結合綠色思維與企業價值主張，進而創造競爭優勢及打造新經營模式。四、企業推行綠色經營前期以產品相關議題為改善標的，因應環境相關法規改善製造成份與製造程序為主；產品階段改良步上軌道後，後期企業開始思考創新價值活動的可能性。五、合作對象範圍隨經營發展階段擴大，前期以整合合作夥伴、教育員工為主；後期擴大將環境理念教育傳達至顧客、社區協力合作。 / Facing the problems of environmental change and natural resources depletion, these environmental concerns are widely discussed and debated in hope to bringing up more public attention and countermeasures. Overtime, these environmental factors have become the trigger of next generation industrial revolution in twenty-first century. Governments, organizations and enterprises put forward environmental protection strategies and policies. Enterprises generally take a passive stand to respond to the issue of actively taking environmental initiatives combined with their core business philosophy to achieve both the environment and economic goals of a green business model, and further explore new business opportunities to create value. A number of scholars have pointed out that enterprises manage sustainable green vision through a complete management structure in response to the current situation and the future blueprint for a green business strategy. Green strategy implementation plans illustrate specific, feasible and stage-dependent statement for enterprises to achieve both economy and ecology objectives. In this research, the literature review focuses on three issues: the evolution of sustainable development thinking, green business development and management, and stage-dependent implementation of the green strategy. Meanwhile, the research chooses a green management leading practitioner in electronic product industry- Seiko Epson Corporation as the case-study company and the study focuses on three distinct dimensions of a green strategy maturity model which are illustrated by Olson (2008): role of leadership, role of policies and illustrative actions. The research identifies and draws the following conclusions. First, with the management maturity for implementing green strategy, the decision-making level is escalated from tactical level to strategic level. Second, in the early stage of implementing green strategy enterprises see external conditions as constrains and in later stage they see them as opportunities for driving growth. Third, the early stages of awareness are largely in response to external pressure, regulations and demand from the community, investing in simple initiatives to streamline costs and reduce risks. The later stage of the initiative leads to the value creation which combines green thinking and business value proposition, thereby creating competitive advantages and create new business model. Fourth, the early stages of green management focus on product-related improvement issues and, in the later stage, enterprises start to consider innovative new value activities through green strategy. Fifth, the scope of cooperation expands as green management stage develops. In early stages enterprises integrate partners and educate employees and in the later stage to convey the environmental concept to customers and the community to achieve the vision together.

隨著體驗經濟時代的來臨，越來越多的顧客勇於追求自己心目中所想要的產品與服務。不同於過去只能被動的接受現有的服務，顧客希望能夠參與服務流程並獲取更多控制感。另一方面，企業也希望能夠提供更好的服務以滿足客戶，但所面臨的兩難卻是在既得利益、成本與客戶滿意之間取得平衡，此問題在寡占市場中尤其明顯。因為寡占廠商通常不願意付出更多的成本，這使得整個市場環境可說是一個有限服務價值的環境，如何在有限的資源中滿足客戶並維持利益成為一個待解決的問題。本研究提出一個服務互動設計的機制，希望藉由客戶期望與情緒的管理，並以鷹鴿賽局為基礎計算、設計出一系列的服務旅程，能夠以較少的成本滿足客戶的心理與控制感的需求。 本研究所提出的機制包含三大模組分別是：期望因子決策模組、鷹鴿賽局模組以及服務方案決策模組。此機制分析顧客的需求喜好，利用鷹鴿賽局演算法找出對客戶最有影響的期望因子，並適當的安排期望因子於服務旅程中，讓客戶在體驗服務的過程中能夠因期望的改變得到較佳的滿意。本系統之預期貢獻為:(1) 利用創新的互動設計機制為所有服務參與者帶來最佳利益。 (2) 從期望管理方面出發，提出一個新的服務設計發展方向。

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The role firms should play in the fight against depletion of natural resources and the shortcomings of their actions that affect people occupy a central position in the public debate. This paper argues that every firm, whatever its size, industry or country of origin can and should integrate the environment and society as a whole in their decisions and in turn, use business as a source for good. In this paper, I first take a snapshot of the debate occurring between the main actors at stake (consumers, governments and companies themselves). I then explain an existing program that intends to tackle the question of responsibility of businesses (B Corporations). Afterwards, I compare four companies (2 B Corporations, 2 non B Corporations), and analyze their actions through the 7S Model of McKinsey coupled with other relevant criteria. I conclude with the argument that firms actually benefit from taking care of the environment and of people around them. Indeed, doing so increases employees’ loyalty and responsibility, boosts firms’ awareness through a green image, appeals to the will of customers to consume responsibly and encourages those who are not decided yet to do so. Furthermore, it allows businesses to undertake a sustainable approach that will not jeopardize the resources they need to be around in the future.

境外臺校依我國教育學制與宗旨辦學提供我國籍學生正規教育及臺灣文化傳承功能，協助臺商子女完成學業並銜接升學，並且成為「臺灣教育櫥窗」。臺商學校的發展深受許多環境條件影響，包含了兩岸關係、國內外法令限制與政經局勢，而辦學經費與資源、教育人力流動等更對臺商學校發展影響甚深。綜觀境外學校現況，臺商學校辦學與發展仍有許多未知因素，作為臺商學校教職人員是如何看待自身學校的環境不確定？而哪些關鍵因素影響學校的發展？臺商學校又該如何因應？ 本研究探討上海臺商學校，找出境外學校辦學時會面對哪些不確定性因素，並且影響境外學校成功的關鍵因素。其次，藉由建立多元情境，以新分析工具來思考外未來策略，並檢視未來未知預測，幫助臺商學校系統研討不確定性對選擇不同策略下的影響。在發展多元情境後，針對各個情境做出策略制定，供主管機關及海外學校參考。期待組織在面臨當下各模擬情境，亦保持其彈性，以應環境的不確定性，緩減環境波動所帶來的影響。 本研究所採用研究方法為質性研究法中的個案研究，個案選擇上海臺商子女學校經營營運中的重要歷程與執行細節進行深度訪談與討論，完成研究資料的收集。經過資料的整理與歸納，瞭解臺商學校將可能遭遇的環境不確定性因素，在這些不確定性因素下所發展的情境來模擬出一套因應策略。藉由整理專家意見與個案歸納，本研究之研究問題總結為以下三點： 1. 上海臺校發展不確定性因素與關鍵因素 2. 關鍵不確定性因素所發展情境模擬 3. 根據多元情境中上海臺校的因應策略

University of Macau / Faculty of Law

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