中越關係，如同中蘇關係，是國際關係學習很好的一課。中越共50餘年的正式關係，大致言之，可分四個階段，第一階段自1950年至1964年，此為兩國關係最密切友好的時期。第二階段自1964年至1975年，雙方仍維持友好關係，然同時存在若干的磨擦和衝突，致雙方關係每下愈況。第三階段自1975年至1991年，此為兩國關係最惡化的時期，尤其在1979年「懲越戰爭」之後，有10餘年的時間，雙方中斷了正常的往來。第四階段自1991年迄今，兩國關係恢復正常，並穩步成長。 支配每個階段雙方關係演變的因素非常多，吾人可從國際及國家層次結合中越關係的實際發展情形，綜合歸納有以下五大變數主導兩國關係的發展：一、國際情勢。二、意識形態。三、民族矛盾。四、領土糾紛。五、軍經援助。這五大變數在中越關係每一個發展階段中，一直存在，並同時互為因果，交相作用。而且各變數在不同的階段，對兩國的關係具有不同程度的影響，其所導致的結果也有所不同。 亙中越關係發展的全期，五大變數中的國際情勢因素，始終都發揮較強的影響力，而在第三階段中，五大變數的影響力同時增強，並使雙方關係迅速惡化，此階段的中越關係亦為雙方53年關係的最低潮。 國家之間在政治、經濟和安全領域的相互依賴是國際關係，特別是現代國際關係中的一個重要的問題。它為國際的合作和衝突提供了更多更新的可能和機會。在53年的中越關係中，有合作友好的一面，也有衝突對抗的一面，這也正好是相互依賴關係的特徵之一。而因為相互依賴有導致國際衝突的內在傾向，中越間的衝突與對抗，就是這種內在的傾向被激化的結果。 五大變數不僅直接影響中越關係的發展，同時亦成為觀察雙方互賴關係的重要指標。如在軍經援助因素中，吾人可從中共對越南支援的質量，來判讀越南對中共依賴的程度；再如民族矛盾與領土糾紛因素中，吾人可從越南挑起此類問題的時機和其發生的頻率，來研析中越間敏感度與脆弱度的轉換；此外亦可從國際情勢及意識形態因素的變化中，來比較雙方主要需求的規模和替代性。

如何有效率管理或執行組織間交易活動，是學術界及實務界有興趣的議題。以成本觀點觀之，交易組織管理交易活動愈多，即代表付出的管理成本愈高。 本研究以交易買方角度，思考組織間交易過程中，我方管理交易活動複雜度。故本研究焦點設定在我方在決定與他方進行交易後，交易過程中的協調與管理活動。研究問題主要欲瞭解我方在決定交易對象後，執行該交易的管理成本為何；即瞭解影響我方管理交易付出活動多寡的因素為何。 為能確認研究議題相關之實務現象，本研究先進行個案研究，訪談六家電子產業公司、十二個交易個案。與理論對話後，整理出「我方交易管理複雜度」構面，並建構出本研究架構﹕考量交易特性、交易重要性及交易經驗與知覺他方投機行為對我方交易管理複雜度之影響。進一步地進行實證研究。 本研究透過問卷調查，共蒐集電子製造業產業170個有效交易樣本，研究假設經檢測後，本研究結果發現，在組織間交易過程中影響我方交易管理複雜度之因素包括：(1)交易任務流程的相互依賴程度愈高，因作業流程彼此銜接或為合作的資訊取得需要，我方管理重點將置於流程的協調，故我方會付出較多的管理行為來溝通協調交易的作業，包括對內整合與對外(即他方)溝通協調的管理活動。(2)交易任務不確定程度，包括交易品質的不確定與交易數量的不確定，我方將增加管理複雜度，例如進行監督、增加互動頻率或溝通來降低品質與交期的不穩定。(3)交易的重要程度高，表示該交易標的物取得對我方具有潛在優勢。當交易的作業重要性愈高時，我方在管理該交易時將增加管理行為取得或增加我方權力、或降低對他方的依賴，故我方交易管理複雜度將提高。(4)當我方知覺到他方有投機行為時，因交易任務流程相互依賴高的情況下，我方擔心資訊不對稱可能造成我方損失、或擔心我方須不平衡地多付出，我方除加強溝通協調取得更多作業資訊外，也須付出其他監督他方行為成本，形成我方整體交易管理愈趨複雜。 / Managing inter-organizational transactions efficiently is an important issue in practice and in research field. From cost perspective, when an organization manages transaction activities more, it pays the management cost more. This study takes the view of the buyer organization on transactions, and it considers the management complexity for inter-organizational transactions. It focuses on coordination and management for inter-organizational transactions after buyer organizations decided the transaction party. In other word, this research wants to explore what influence buyer organization to manage inter-organizational transaction on management cost. In order to explore the issues, this study adopted two study researches. At first, this study took 12 case studies form 6 companies to develop the construct of management complexity and build this research framework. Secondly, the study collected 170 samples of transaction in electronic industry by questionnaire investigation. The findings include below. (1) The higher the task-process interdependency is, the more management complexity buyer organizations pay for coordinating, communicating inter-organizational operational process or gathering more transaction information. (2) Task gets more uncertainty, including quality uncertainty and quantity uncertainty of transactions, then buyer organization will do more management complexity, e.g., monitoring transaction party and interacting frequently to each other. (3) As the transaction is important to buyer operations, buyer organization would do more management complexity in order to get more power in inter-organizational relationship or reduce dependency on transaction party. (4) If buyer organizations feel the transaction party opportunism, they would pay more attentions to safeguard. Especially, buyer organization will do something more to prevent getting loss from asymmetric information, when the task-process is getting more interdependent. Hence, the higher task-process interdependency trends to make buyer organizations pay more management complexity, when buyer organizations perceive higher opportunism

本論文的研究目的在探討工作績效理論中任務性、脈絡性及適應性績效表現對主管獎酬決策的影響。研究一以「特定職位或職系適用」的角度，以業務經理為標的，運用實驗法以影片模擬實驗法的三因子實驗設計來進行，以233位企業主管為受試對象。研究二以「跨職位適用」的角度，運用調查法以150位主管選取一位部屬來評量三種工作績效表現。兩個研究結果顯示，任務性及脈絡性績效表現如過去研究結論一致，對主管獎酬決策有影響；適應性績效表現亦對主管獎酬決策有影響。透過實驗法驗證，適應性績效表現與脈絡性績效表現的交互效果對主管獎酬決策有影響；但與任務性績效表現的交互效果則是不存在的。透過調查法驗證，在任務越複雜的工作，脈絡性績效表現及適應性績效表現對主管獎酬決策的正向關係則越強。在研究三中，針對上述研究結論及實務應用，以兩個職務屬性為干擾效果，發現顧客接觸需求程度及任務相互依賴性越高的職位，適應性績效表現與主管獎酬決策的關係就越強。 本論文之研究延伸工作績效內涵，驗證適應性績效表現對主管獎酬決策有其影響。並以三個不同的研究來驗證假說，從不同的職務適用觀點及研究方法的角度，更具理論及實務的價值。 / The current research aims to examine how adaptive performance, contextual performance and task performance correlate supervisory reward decision. The study employed the methods of survey and laboratory experiments and virtually comprises three parts. In Part One, from the perspective of specific occupations or job families, 233 manager subjects were recruited to view a previously-videotaped simulated sales executive’s job performance and give rating afterwards in terms of his task performance, contextual performance, and adaptive performance. In Part Two, from the perspective of applicable across jobs, 150 manager subjects randomly chose one of their subordinates and rated his/her task, contextual and adaptive performance. The findings in either Study 1 or Study 2 were congruent with results of previous research, which indicated not only the main effects of task and contextual performance but also (that of) adaptive performance affected supervisory reward decision. In addition, the experiment study justified that the interactional effects of adaptive and contextual performance were crucial factors to modify the supervisory reward decision, while the field study illustrated how employees’ contextual and adaptive performances reinforced supervisory reward decision especially when task complexity were taken into consideration. In Study 3, based on the former findings and practical application, we found that a job position of high customer-contact requirements and high task interdependence significantly strengthened the correlation between adaptive performance and supervisory reward decision. This study not only endorses the essentiality of job performance but also testifies effect of adaptive performance on supervisory reward decision. Moreover, this study, using different methodologies, has extended theory and provided practical implications.

中國與越南的關係源遠流長，自古就是山水相連的鄰邦，由於特殊的歷史、文化和地緣等因素，自古以來，中國就是對越南影響最大的國家。中華人民共和國成立後，從1950年到1990年的40年當中，中越關係經歷了從「同志加兄弟」到「兵戎相見」的嚴重對立又走向改善這樣關係大幅度的改變和劇烈變化。「渡盡劫波兄弟在，相逢一笑泯恩仇」，隨著1991年11月中越關係正常化以來，雙方在各個領域的交往與合作日益發展。1999年2月，兩國領導人確立了新世紀中越關係的發展框架，即「長期穩定、面向未來、睦鄰友好、全面合作」的方針。2002年中共總書記江澤民訪越期間表示，兩國要永遠成為好鄰居、好朋友、好同志、好夥伴。2008年5月底，越共中央總書記農德孟應邀訪問中國大陸時，中越發表《聯合聲明》宣示，雙邊關係提升為「全面合作戰略夥伴關係」。 2010年迎接中越建交60周年，雙方將今(2010)年定為中越友誼年，兩國關係正常化後，在政治關係，領導人互訪頻繁，建立各種對話機制和管道；在經濟合作方面，雙邊貿易迅速擴大，與中共－東協自由貿易區依存日益加深。但在友好合作關係下仍然存在有諸如民族主義興起、領土糾紛、台越關係的影響、貿易不平衡、投資與政治關係不對稱、歷史華僑等，不利於兩國關係發展問題；整體觀之，中越雖存在著矛盾，但可推測兩國未來的關係仍將持續深化，以維持和平、穩定的周邊環境；雙方仍互相抱持高度警覺與戒心；越南將加強與東協及大國關係，以提升對中共談判與對抗優勢；互藉地緣優勢，各取所得；進一步擴大雙邊經貿等方向前進。 / Sino-Vietnam relations can be traced back to ancient times. They have been neighboring countries sharing the same border. Compared with other countries, China has imposed most influence on Vietnam due to their special historical, cultural, and geographical connections. After the founding of the People’s Republic of China (PRC), China and Vietnam relationship experienced dramatic change within years from 1940 to 1990. It started from the period of “comrades plus brothers”, then went to “resort to arms,” and finally improved to current benign relationship. The China-Vietnam relations can be described as “experiences disaster brothers, as soon as meet by chance, their smile vanishes the love and hate.” After the normalization in November 1991, the two countries’ interaction and cooperation in all aspects have been further strengthened. In February 1999, the leadership of two countries established the framework for bilateral relations in the new century, which is “long-term stability, facing the future, good-neighborly relations, and comprehensive cooperation.” In 2002, Jiang Zemin, Chairman of the Communist Party of China, visited Vietnam and noted that two countries would always be good neighbors, good friends, good comrades, and good partners. In the end of May 2008, Nông Đức Mạnh Chairman of the Communist Party of Vietnam, visited China. Two countries made Joint Statement and declared to elevate bilateral tie to ‘comprehensive strategic partnership.’ In 2010, for the upcoming 60th anniversary of Sino-Vietnam diplomatic relations, two countries define the year as ‘China-Vietnam friendship year.’ Since establishing two countries’ diplomatic relation, politically, the leadership of two countries has visited each other frequently. Economically, bilateral trades have expanded rapidly and further relied on China-ASEAN Free Trade Agreement (CAFTA) Zone. Nevertheless, several issues emerge and handicap their cooperation. These issues include the rise of nationalism, territory conflicts, impact from Taiwan-Vietnam relations, trade imbalance, the asymmetry of investment and political conditions, and influence from overseas Chinese. Overall, despite of existing contradictions, the development of China-Vietnam relationship will be continually enhanced so as to maintain a peaceful and stable environment. At the same time, two countries will still be highly cautious of each other. Vietnam will improve its connections with ASEAN and other major states in order to strengthen its advantage on negotiation table against China. Two countries will make the best use of their own geographic advantage and take what they need from their cooperation. Also, they will further expand bilateral economic and trade relations in the future.