開放系統已蔚為資訊技術的主流，但目前關於開放系統之研究多半屬於技術層面之探討，缺乏從管理面探討開放系統之研究。因此，本研究旨在進行有系統的探討國內企業對開放系統發展策略之採行措施的調查分析，以及所產生的管理績效是否達到預期的水準。探討「發展策略」與「管理績效」二者之間的關係，並進一步檢視發展策略的不同及現存的「技術環境」、內部的「組織特性」的差異，對其管理績效的影響關係。 本研究屬於實證性研究（Empirical Research），針對國內大型企業的資訊部門主管進行問卷調查，根據76份有效問卷之資料統計分析、檢定，獲致下列研究結論： 一、 對國內企業而言，受訪者認為開放系統發展策略的重要性因素，包括妥善規劃發展準則、引用正規的發展方法、運用專案管理技術、標準化的遵守、應用元件的整合性等規劃措施，以及強化目標平台能力、風險低的實施策略、資訊教育訓練與推廣、安裝及測試完整性、適當處置政治因素等實踐措施。 二、 本研究將國內企業之開放系統發展策略區分為應用者、業務者、功能者三個策略群，採應用策略者一般來說，有較佳的發展成本、資訊提供、使用者效果、系統整合之管理績效，但僅在系統整合上有顯著差異。 三、 技術環境的影響關係上，在技術產品效用性高及標準化需求的遵守性高的情況下，發展策略採行應用策略者並取得良好的配合，則有較佳的系統整合績效產生。 四、 組織特性的影響關係上，在組織結構為有機式之情況下，發展策略採應用策略者，有較高的系統整合績效。在資訊部門員工人數少時，發展策略採功能策略者，有較佳的使用者效果績效。

通路商在「供應鏈」的角色，除了必須發揮原廠與客戶端中間橋樑之基本功能以外，尚須面對外部競爭及內部營運績效提昇之考驗。在面臨內外在環境的衝擊及市場的激烈競爭，通路商如何發展其競爭策略來厚植其競爭力，謀求生存利基，是一值得探討的問題。 本研究主要目的是在探討台灣半導體通路商之發展策略，透過對於國內有效問卷之180家通路商作分析，經有系統的收集與整理資料後，利用隨機效果的橫斷時間序列資料迴歸模式分析，結果顯示： 一、組織績效正差會增加通路商對於新產品與新客戶開發的發展策略。 二、組織績效負差會增加通路商對於新產品開發的發展策略，但減少新客戶開發。。 三、領導者的認知度需求度對於新產品與新客戶開發的發展策略有負向影響。 四、領導者的冒險傾向對於新產品與新客戶開發的發展策略有正向影響。 五、領導者的認知需求度對於績效差與新產品開發有調節效果。 六、領導者的冒險傾向對於績效差與新產品開發有調節效果。 / The role of distributor, basically, not only supply chain management but also “bridge” between suppliers and customers, Meanwhile, they encounter external competition as well as challenge of internal performance improvement. Beset by difficulties both at home and abroad as well as fierce competition, distributors need to modify their competition strategies in order to enhance their competitiveness and chip in the niche category they can rely on. It is worthwhile to understand how the semiconductor distributors in Taiwan keep their competitive capability under the challengeable situations. The aim of this study is to investigate the development strategy of Taiwanese small and medium distributors who exclusively manage semiconductor products. After the collection of 180 leader-company dyadic data, this study utilized the random-effects panel regression models to examine the hypotheses. The results showed： 1. The positive difference between organizational performance and past performance increased distributors’ development strategies of new product and new customer exploration. 2. The negative difference between organizational performance and past performance increased distributors’ development strategies of new product exploration but decrease new customer exploration. 3. Top leaders’ need for cognition had negative effect on both of new product and new customer exploration of development strategy. 4. Top leaders’ risk-taking propensity had positive effect on both of new product and new customer exploration of development strategy. 5. The need for cognition of a top leader had moderating effects on the relationships between performance differences and new product development. 6. The risk-taking propensity of a top leader had moderating effects on the relationships between performance differences and new product development.

自貿易自由化及全球化以來,先進國家的教育「市場化」已成趨勢。此時教 育產業中的消費者-學生與其家長可依據其意願和偏好在眾多教育機構中來做 選擇,教育市場勢必逐漸走向「消費者」主導的競爭機制。近年來,全球少子化 議題延燒,台灣更在 2012 年創下全球最低生育率,其中幼托產業首當其衝。不 僅在幼兒就讀人數的逐年下降外,幼兒園的核心資源-幼教師亦因不斷增設的公 立幼兒園,嚴重的流失。 本研究即以幼兒園為研究主題,屬質性之個案研究,以個案公司-A 公司為 研究對象,並選擇同一教學法及規模相近之標竿公司作為比較基準,探討與個案 主體公司之經營現狀比較,並運用策略行銷 4C 模型中四項消費者心中產生之成 本-外顯單位效益成本、資訊蒐集成本、道德危機成本、專屬陷入成本作為架構, 進一步探討兩公司之現行策略中,與消費者心中主觀成本間所產生的落差,並依 據分析結果提出針對 A 公司未來發展策略之建議。 研究中發現私立幼兒園在營運模式上,應著重在服務模式及教學專業的精進, 以提升消費者心中的價值,得以降低其外顯單位效益成本(C1),並對消費者及內 部員工皆維持一致的產品定位,以降低資訊搜集成本(C2)及道德危機成本(C3); 最後因長期耕耘的品牌價值,與消費者建立起專屬資產,得以成為消費者最後的 選擇。最後,需同時洞察市場變化及風險,即時掌握學前教育政策,靈活彈性的 調整企業自身的狀態,達到永續經營的長程目標。 / Since trade liberalization and globalization, the marketization of education in advanced countries has become a trend. At this point in the education industry, consumers - the students and their parents can choose educational institutions in accordance with their wishes and preferences. Therefore, the education market is gradually moving toward the consumers-leading competition. In recent years, as the world's dramatically birthrate declining and continuing as a hot issue, Taiwan even reached a new record of world’s lowest fertility rate in 2012, which directly impacted private child-care industry. Not only declining number of children enrolled, but also increased turnover rate of the teachers due to new-established public preschools and day-care centers. The theme of this research aims at preschool industry, using the qualitative study on A company and choose a same approach and size as the benchmark company to discuss A company current operation situation. Besides, applying strategy marketing 4C model –Cost of External Unit Effectiveness(C1), Cost of Searching(C2), Cost of Moral Hazard(C3) and Cost of Engagement(C4), to further investigate the gap between corporate strategies and the consumers’ insight needs. Then propose suggestions of future development strategy to A company based on the analysis results. The study found that the business model of preschool should focus on client service systems and sophisticated teaching development in order to enhance the value of consumer insights, and to significantly reduce the external unit tcost-effectiveness (C1). In additions, given the consistent brand positioning to both consumers and internal teachers could effectively reduce the cost of searching (C2) and the moral cost (C3). In the end, as a result of a long-term cultivation of brand value to establish exclusive assets to clients, it spontaneously becomes the customer first choice with high royalty. Moreover, it is also suggested that people should keep high awareness to industrial changes and challenges, and timely review the government regulations to ensure sustainability of the company.

中國大陸自1978年改革開放後，經濟成長驚人，但是這個成長是伴隨著城鄉之間的差距與地區之間的差距。地區間絕對差距與相對差距都在逐年擴大，以1999年的資料，上海與貴州人均GDP相差16倍，絕對差距為一萬元人民幣。對於區域間發展差異的問題，有些學者從自然環境差異等天賦條件因素解釋；另有一派學者則以依賴理論說明市場自然運作的結果；亦有專家以過去計畫經濟時期的歷史發展來說明國家能力，尤其是財政能力，是消弭差異的主要關鍵；也有人以政府的傾斜政策，將資源導向被傾斜的一方流動，致使東西差異形成。本論文認為經濟事物應回歸經濟的角度來探討，再結合制度（正式與非正式）選擇對於經濟層面的干擾因素，來尋求各地區經濟發展差異的解答。在理論上，以新經濟成長理論為基礎，認為除了生產要素的增加外，資源配置是否有效率亦是經濟成長的重要關鍵，而制度決定資源配置的效率，因此，東西部的制度落差是造成東西部經濟成長差異的源頭。這樣的制度落差可以分為兩個面向來探討：第一是經濟領域上政府的退出；第二是社會關係、法律制度、中介組織等相關配套措施的建立。要使得地區發展能夠得到平衡，管制的解除以及新制度的建立是主要的關鍵，尤其是不合理戶口制度造成勞動市場的不健全以及各地方和全國法律的完善程度。本論文整合時間（1978年到1999年）和橫斷面（28個省市區）的統計數據，使用迴歸分析說明制度變數與經濟成長之間的關係。 / Since the reform in 1978, China has experienced an astonishing economic growth. However, the disparity between the coastal and inner provinces is increasing. According to the 1999 statistics, the GDP in Shanghai is sixteen times of GDP in Guizhou. More and more scholarship focuses on the uneven development in China. The reasons of regional disparity in China have focused on the geography, the operation of market, the weakening of the central government's power, or the preferential policies received by the coastal provinces. These can't fully explain China's disparity. I argue that the real reasons for China's disparity lying in the " institutions" (formal and informal) in China. Based on regression analysis of data from 1978 to 1999, my thesis intends to explain the dynamic between institutions and economic growth.

本論文從IBM在軟體的策略，尤其是軟體的產業解決方案作為研究的核心。2008年的金融海嘯造成全球經濟大衰退，IBM適時提出了智慧的地球的計劃與願景，並積極推動從客戶實際需求與價值思考出發的產業解決方案(Industrial Solution)，結果IBM驗證了其營運與業績不但沒有受到影響並且在營收與獲利上繼續穩健成長。本論文首先依時間軸對IBM自1993年葛士納總裁接任後針對服務與創新的轉型；到2003年帕米沙諾接班後的併購計劃與智慧的地球創新策略；乃至於2012年羅美蒂繼任後推動之商業分析，軟體產業解決方案以及最重要的2015年成長計劃等各項重要改革與執行策略做一詳細的整理與分析，個案研究針對IBM公司所面臨的挑戰與企業經營策略及轉型架構進行分析與探討並延伸至軟體產業解決方案，以Michael Porter的五力分析架構對IBM公司在軟體產業與產業解決方案的產業競爭態勢予以深入探討分析，並針對IBM與其主要競爭對手的軟體產業解決方案以SWOT做一完整的分析，此外也從IBM的軟體事業群的成長與轉型策略，來驗證IBM對軟體的產業解決方案的重視與策略意涵，並針對軟體之產業架構(Industry Framework)的發展與導入的「客戶導向與客製化產業解決方案開發策略(client focused & tailored execution strategy)」與成功要素予以分析並歸納。 最後結論中對國內軟體產業以Michael Porter的鑽石模型做一分析，並對未來台灣軟體產業可能的發展方向提出建議以提供產業與政策制定者參考，如何面對與開發國際市場以及如何從人才面發展並建立台灣的軟體產業競爭優勢將是值得我們仔細深入思考的方向，希望未來台灣的軟體產業也能創造出典範移轉，發展出如同IC設計與製造產業的規模與競爭優勢。 / The development of this paper is focused on IBM`s software strategy，especially on the strategy of IBM`s software industrial solution as the research focuses。When the financial tsunami caused the serious economic recession around the world during 2008 year end，IBM raised the「smarter planet 」initiative and vision to drive the execution of series of industrial solution centric projects according to the client real requirements and values。IBM proved that its operation and business performance were not affected by this crisis，moreover IBM continued to grow steadily in the areas of both income and margin。In the context of this paper，I will first analyze the IBM`s transformation history in the three key stages under three CEOs，including Lou Gerstner`s service & innovation transformation since 1993；Sam Palmisano`s Merge & Acquisition plan & smarter Planet initiative；and Ginni Rometty`s 2015 roadmap plan to shoot for at least US$ 20 EPS by year 2015。 In the case study we will analyze the challenges which IBM was facing from corporate operation and transformation standpoints. For IBM`s software & software industrial solution strategy，Michael Porter’s five forces framework will be used to do an analysis to have a clear view on IBM`s competitiveness in the software & software industrial solution industry. SWOT analysis will also be applied to gain an in-depth view on IBM and its major software industrial solution competitors。From IBM software group’s growth and transformation strategy，we can also verify the strategic imperatives on IBM`s focuses on industrial solutions。Finally we use the example of how IBM successfully developed the various Industry Frameworks through client focused & tailored execution strategy to illustrate IBM`s asset-based solution development concept。From the recent organizational transformation of IBM software group in 2012，we can also prove that the transformation direction is toward solution centric。 In the summary of this paper I will analyze Taiwan`s software industry using Michael Porter’s Diamond model to come out several suggestions for the reference of software development vendors and government policy makers in Taiwan。How to develop the international market and build the talent resources to increase Taiwan`s competitiveness advantage will be the key focuses which we need to think deeply。Hopefully the software industry in Taiwan will have a paradigm shift and grow to the scale of the IC design and manufacturing industry with competitiveness。