本篇主要是研究大型TFT-LCD產業的研發活動進行效率分析的論文，本研究採取二階段的方法來對大型TFT-LCD產業進行分析，研究期間為2001~2003年，第一階段採用資料包絡分析法（Data Envelopment Analysis；DEA），其產出項為專利件數，其投入項為研發人力，研發資本，一般研究TFT-LCD的經營績效都以研發費用當作投入，而本研究以研發效率為為討論對象，研發資本當作投入，為其特殊之處。 第二階段以Tobit回歸分析找出可能影響研發活動的影響因子，發現影響大型TFT-LCD研發的因子有碩士以上研發人員(R&D)占研發人員比例、研發人員年約收入高低、研發人員平均年資、專利累積數量、專利數量變化量不同會影響技術效率。 實驗結果發現友達的整體相對效率、研發績效、規模效率皆為1為最有效率的廠商，這也印證友達能在世界TFT-LCD占據第三名的地位；友達是連續三年總體及技術效率被評估為最有效率廠商；廣輝在技術相對效率是相當好且穩定的公司，而在營收表現也逐年進步；瀚宇彩晶在整體效率、技術效率、及規模效率是逐年下滑的，而營收表現也不佳；華映則是整體相對效率、技術效率逐年改善。 研究也發現公司規模、技術移轉費用的多寡並不影響研發效率，因此並不是買技術就可提昇研發能力，最根本還是要從資源妥善運用及管理。 關鍵字：研發資本、研發人力、資料包絡分析法、TFT-LCD

本研究旨在探討研發取得策略，情境因子，研發人力資本，與公司績效之間的關聯性。藉由理論模型的推導與實務訪談研發中心主管來發展假說，進而以混合資料模型(pooled data models)與橫斷面資料模型來進行實證分析。主要結果為：當公司的研發多樣化程度較高，專利權數目較少，公司較可能採取內外部研發並進策略(R&D hybrid strategy)，而非完全內部研發策略(make strategy)。最重要地，過度/低度的外部研發取得(under-/over-external R&D sourcing)對於公司績效有負/正向影響。相較於會計績效，此效果對市場績效的影響尤其顯著。同時，研發取得策略對於公司績效的影響，取決於公司的研發人力資本。相較於採取完全內部研發策略的公司，為了吸收外來的異質技術，採取內外部研發並進策略的公司較可能聘任不同研發種類的研發人員；而如此的研發取得策略與研發人力資本契合將進而改善會計與市場績效。本研究的發現與交易成本理論與supermodular理論一致。如同預期，相較於橫斷面資料模型，本研究的實證分析在混合資料模型較為顯著。 / The association between performance and R&D sourcing strategy in relation to contextual variables and R&D human capital is determined by the analytical model coupled with field interviews with directors or managers in R&D centers. Capitalizing on a unique database of the 2001-2003 Taiwan Industry R&D Investment Survey containing more detailed information available on the R&D activities to verify this association, the researcher tests the empirical results by cross-sectional and pooled data models. The findings are that an innovating firm will prefer to implement the R&D hybrid strategy when the higher degrees of R&D diversity and fewer counts of patents are exhibited. Perhaps most importantly, this study shows compelling evidence that over-/under-external R&D sourcing affects negatively/positively a firm’s performance. This effect is more significant in the market-based performance (Tobin’s q and average two-year Tobin’s q) than accounting-based performance (ROS and ROA). Moreover, the associations between R&D sourcing strategy and a firm’s performance are contingent on the use of R&D human capital. Innovative firms with the R&D hybrid/make strategy are more/less prone to employee diverse types of R&D experts to absorb the coming external knowledge, and such alignment between R&D sourcing strategy and R&D human capital thus improves both accounting- and market-based performance. The results are consistent with both transaction cost paradigms that discriminating alignment of transactions with strategy leads to more efficient outcomes, and the supermodularity model that a firm’s performance is a function of coherent alignment between strategy and structural elements of an organization. As predicted, these effects are noticeable and more pronounced in the pooled data model than in the cross-sectional design.