本研究之主要目的在於探討「人力資源政策制定」對「組織競爭力與績效」之影響，並依此發展人力資源政策內涵與運作過程之評量工具。在透過對領導才能、組織使命、人力資源政策、組織文化、與組織競爭力、績效等變項關係探討後，進而運用結構方程模式之統計方法，嘗詴發展「人力資源政策之競爭力模式」，以提供後續相關研究與實務應用之參考。 / 本研究透過嚴謹編製程序，針對研究變項編製相關量表，並進行專家會議與信效度及因素分析。此外，本研究採立意抽樣方式共蒐集136份樣本，經過統計分析後，結果顯示本研究所發展的「領導才能」、「組織使命」、「人力資源政策」與「組織文化」等量表的內部一致性信度皆在.90以上，且在效標關聯效度(與組織績效之r值介於.59-.71之間)檢驗上皆達顯著的效果。另外，本研究「人力資源政策量表」中的政策內涵部份，研究分析發現，此量表包含「執行型人力資源政策」及「策略型人力資源政策」兩個向度，其分量表之內部一致性信度分別為.96與.93，而在效標關聯效度(與組織績效之r值分別為.62與.60)檢驗上亦皆具有顯著效果。 / 最後，本研究之假設考驗及模式驗證之結果顯示：1.領導才能乃是透過組織使命影響人力資源之政策表現； 2.在人力資源政策部份，政策內涵對組織文化具有正向顯著的效果，但政策運作過程與組織文化僅有正向顯著相關，政策運作過程無法預測組織文化；3.策略型人力資源政策並未比執行型人力資源政策對組織文化具有更正向的顯著效果；4.執行型人力資源政策與策略型人力資源政策，透過對組織文化強度的影響，提升組織之競爭力與績效表現。研究者最後針對研究結果及修改後的「人力資源政策之競爭力模式」，與對未來的學術研究及實務應用提出具體的建議。

「中華人民共和國勞動合同法」於2008年1月1日施行，導致企業用人成本提高，於是企業開始採取一些變革策略，這些策略包括1.全盤接受2.廠區內遷3.招聘退休人員4.自動化及工作外包5.遇缺不補或凍結人事6.要求員工辭職7.裁員8.勞動契約到期不續簽9.提前簽定勞動契約10.轉移員工至派遣公司11.歇業12.關廠13.外移14.棄廠潛逃等。本研究依照「接受法令」的程度，將14項變革策略分為『接受法令』、『接受但有措施因應』、『閃躲法令規定』及『不接受規定』等四類，總計收集大陸台商及員工有效樣本168份，並進行這四類在員工心理契約、組織承諾、組織核心競爭力、及組織績效量表上的信效度分析、變異數分析、及事後考驗，希冀可以作為政策發展者及企業決策者之重要參考。 / 本研究結果顯示：1.各量表之信效度頗高，在心理契約、組織核心競爭力、與組織績效方面，『接受法令』組顯著地優於『閃躲法令規定』組。2.在心理契約及組織績效方面，『接受法令』組的分數也顯著地比『接受但有措施因應』組及『不接受規定』組為佳。3.若將『接受法令』、『接受但有措施因應』歸為接受組，『閃躲法令規定』及『不接受規定』歸為拒絕組時，接受與拒絕組在員工心理契約、組織核心競爭力、及組織績效皆有顯著的差異。最後，研究者嘗試提出「變革策略之競爭力模式」。 / 總而言之，本研究結果支持心理契約、組織承諾對組織核心競爭力、及組織績效的影響，且亦支持組織核心競爭力對組織績效的影響。另外，建議後續研究者或可配合人力銀行或中國學術研究單位，再進一步進行縱貫性研究。最後本研究提出後續學術研究與實務應用之建議。 / "Labor Contract Law" in People's Republic of China was implemented on January 1, 2008. Since this Law, the corporate was increased personnel costs and started taking some change strategies. These change strategies including: 1.Entirely accept 2.Moving the factories to inland 3.Recruiting retirees 4.Automation and job-outsourcing 5. Recruiting freeze 6.Asking Staff for resignation 7.Layoff 8.Contratct un-renewed 9.Signing contracts before the Law was implemented 10.Transfering staffs to temporary worker services 11.Shutting down the business 12.Closing factories 13.Relocation 14. Abandoning factories and absconding. According to the degrees of “acceptance of the Law”, this study divided these change strategies into four categories, including “Accept”, “Accept, but taking actions”, “Dodging the Law by taking actions”, and “Un-accept”. / This study collected 168 samples, and used ANOVA and post-tests to know how these strategies can influence on employees’ psychological contract, employees’ organizational commitment, organizational core competitiveness and organizational performance. / According to the results of this study: 1.the reliability and validity of the scales were high, and the scores of “Accept” in employees’ psychological contract, organizational core competitiveness, and organizational performance were significantly higher than the scores of “Dodging the Law by taking actions”; 2.the scores of “Accept” in employees’ psychological contract and organizational performance were significantly higher than the scores of “Accept, but taking actions” and “Un-accept”; 3.when author divided these four categories into accept group and refuse group, there are significant difference between the scores of employees’ psychological contract, organizational core competitiveness, and organizational performance. Finally, “Organization change of competitiveness model” was proposed. / In summary, this study showed that employees’ psychological contract and organizational commitment do have the influence to organizational core competitiveness and organizational performance. It also showed that the organizational core competitiveness can influence the organizational performance. In conclusion, the model of this study and substantial suggestions were proposed for follow-up academic studies and practical applications.

台灣資通訊產業面臨毛利率與獲利屢創新低的困境，但國內部分企業仍能維持高於同業的毛利率與獲利水準，本研究將這類企業稱為「藝匠型企業」，研究問題包括：（1）藝匠型企業應如何定義？（2）藝匠型企業的核心能耐為何？（3）藝匠型企業如何培養與延伸新的核心能耐？有哪些途徑？如何選擇？ 本研究採個案研究法，在手機產業設定五家企業為個案進行分析研究，發現藝匠型企業在擴大事業範圍前，會優先深耕特定領域的技術深度；具有主動實驗未來的精神和常態的知識創造活動，因此能把握先機，優先布局下一階段事業成長所需的技術；和該領域全球龍頭業者有深厚的供應商或客戶關係，除了是穩定訂單來源外，也能掌握或共同定義未來技術趨勢。 因此，藝匠型企業的核心能耐資產不斷提升，具有長期競爭力，而非短線的機運或能力，這也是能維持高水準毛利率和獲利率的原因。 藝匠型企業的核心能耐是實體技術系統、管理系統、員工知識與技能和價值觀的組合，這項組合深受創辦人與經營團隊專長影響，且藝匠型企業傾向以師徒制自行培育人才，員工需熟練公司專屬的流程與常規，這也使得外界不易以挖角形式取得該藝匠型企業的核心能耐。 藝匠型企業傾向朝產業上游延伸新核心能耐，延伸途徑可分為內部研發、外部併購與聯結研發三類；又以內部研發、深度聯結研發最能形成長期核心競爭力。 1. 內部研發是在既有資源（人員、時間、資金）充足、目標是重點新能耐時的第一選擇，通常可形成長期競爭力； 2. 外部併購或合資通常是為了快速卡位（快速取得新核心能耐及市場），併購是完整移轉其他企業的核心能耐，若整合成功可形成長期競爭力，合資則僅移轉其他企業的部分核心能耐，因此通常只是短期競爭力； 3. 聯結研發的速度與成本介於中間，有助於借外界長處、同時培養內部專屬知識。其中強勢網絡的深度聯結研發，表示參與者均投入較強的組織承諾，有機會帶來長期競爭力，弱勢網絡則因多方的組織承諾不同，通常只是短期競爭力。 / While the IT and Telecom Industry in Taiwan generally suffers from low gross-margin rate and profit, some companies still sustain these at a higher level than others. In this thesis, these outstanding companies are defined as “Modern Craftsman Companies.” The aim of this thesis is to find out: (1) How to define “Modern Craftsman Company”? (2) What are the core capabilities of a Modern Craftsman Company? (3) How does a Modern Craftsman Company develop its core capabilities and extend into new ones? What are the paths? How to make the choices? Research was conducted using case studies of five companies in the mobile phone industry. The results show that when Modern Craftsman Companies extend the scope of their businesses, they devote themselves to a certain area of technology and go deep into it. Also, their spirit of actively experimenting along with regular knowledge-creating activities results in their ability of foreseeing great opportunities. Lastly, long and strong relationships with leading suppliers and major clients not only brings stable and sustainable orders, but also help these companies have control over or even co-define the trends of future technology. Thus, Modern Craftsman Companies have an ever-improving core competence position and long-term competence, not just luck or abilities that only work in short-term. This is how Modern Craftsman Companies can keep a higher margin rate and profit rate. The core competence of Modern Craftsman Company is the combination of physical technical systems, the managerial system, employee knowledge and skill, and its values and norms. This combination is deeply influenced by the founders’ and management’s expertise. Because this kind of company tends to cultivate its talents using a mentor system and the employees need to know the process very well, it is very unlikely that it obtains its core competence simply by recruiting its staff. Modern Craftsman Companies tend to extend their core competence to the up-stream part of the industry. The paths include internal development, acquisition & development, connection & development: 1. Internal development is the best choice when the existing resources (human resource, time, capital) are abundant and the new aim is an important competence. 2. Acquisition and joint venture are usually used to gain a new core competence and market quickly. Acquisition is to have the other firm’s core competence fully transferred. If successfully integrated into the acquirer itself, a long-term competence is formed. Joint venture is used only to transfer some part of the other firm’s competence and usually merely brings short-term competence. 3. Connection & development works somewhere between the two above-mentioned principles in perspective of speed and cost. It helps by utilizing external expertise as well as developing internal exclusive knowledge. When the network of connection & development is strong, the involved parties commit more and therefore there is greater chance of forming long-term competence. On the other hand, when the network is weak, commitments on different parties bring only short-term competence.

本論文主要探討中國上海便利店的現況及發展趨勢、競爭態勢，統一超商在台灣便利店市場之關鍵成功因素，以及統一超商進入中國上海便利店市場策略之探討，並試圖爲統一超商進入中國上海便利店市場提出未來發展策略之建議。 中國上海便利店市場之發展趨勢包括：(1) 密集開店，貼身競爭，以致大多數便利店不是虧損多年，便是薄利經營；(2) 上海便利店85%為本國國營企業，在大多數地區，便利店與超市只有面積大小、品種多少上的區別，並沒有明顯的功能差異；(3) 上海國民所得已將近一萬美元，新一代的中產階級崛起，他們要求好品質、好服務、有安全衛生保障的產品；(4)上海人口多元化顯著，有可能各種便利店包括土便利及洋便利同時存在，便利店可以“一業多態”的存在;(5) 在地法規限制、高成本、發展特許加盟上的困難、及物流系統不成熟皆為進入上海便利店市場的挑戰。 統一超商在台灣便利店市場之關鍵成功因素包括：(1)先佔優勢；(2) 成功的訂定目標客戶及自我定位；(3) 高密度展店及高市占率；(4) 完善的加盟制度；(5) 卡式管理及單店行銷結合；(6) 強大的後台系統; (7) 高效能的物流系統; (8) 靈活的行銷策略; (9) 完整的教育訓練。 從本文的分析中，我們得到: 統一超商進入上海便利店市場最適合採行「差異化集中策略」做為競爭策略。

本文分別針對東南亞七經濟體，探究相對價格及供給面變數，對其主要來源國家觀光客-美、日、英、澳，選擇旅遊地點的影響，並了解各經濟體間替代及互補關係。實證結果發現：（1）大陸開放對香港、新加坡吸引英國觀光客呈現統計上顯著互補效果；而台灣、菲律賓對爭取美國觀光客上，呈現競爭替代關係。（2）天安門事件對香港國際旅遊，統計上皆存在顯著負面影響，且其在美、澳觀光客的明顯競爭對手為新加坡。（3）馬來西亞的國際觀光年在統計上皆是十分正面的效果，替代對象就美國觀光客部分為新加坡及菲律賓；就日本觀光客部分為台灣；就英國觀光客部分為新加坡及香港；就澳洲觀光客部分則為香港。（4）印尼的國際觀光年在統計上亦有顯著的成果。

本研究是以個案公司為例，藉以了解企業公司盛衰起伏的背後原由。對於這些果與因，雖然不能直接以簡單的原由來歸納與說明，但其發展過程中勢必有其脈絡，可以幫助了解公司發展與適應的做法。因此本研究透過描述個案公司各項策略作為，來了解企業經營的歷程。 　　本文第貳章說明研究動機與問題，並對本研究的各項變數做必要的定義。第參章對個案公司的基本資料與背景有較多的說明。本研究主體係個案公司責任中心二(Strategic Business Unit II)，該事業單位為自動資料蒐集產業(Automatic Data Collection)的本土製造商，自1985年第一台條碼閱讀機問世至今，在產業中已將近十六年的時光。 　　十六年以來，由人機介面(Input Device)的定位，以開發個人電腦鍵盤與自動資料辨識產品(Automatic Identification & Data Capture，AID)的條碼閱讀機(Bar Code Reader)，到目前以自動資料蒐集(Automatic Data Collection)產業的主流產品攜帶式自動資料蒐集終端機(Portable Data Collection Terminal)為主的經營範疇；經銷通路從貿易商為主的型態，轉而進入經銷商與系統整合商的通路；由完全沒有產業知名度，到進入美國前十名的自動資料蒐集產業供應商。地理構形也從本土企業出發，成為跨美、歐、日與大陸都有分支機構的跨國經營。 　　從以上的說明可以了解個案公司的發展歷程，詳細的內容可以參考第參章與第肆章的兩個策略轉折點前後的各個構面分析；本文中另以競技場分析，比較個案公司歷經策略轉折點之後在體系、產業結構、產品/市場的相關位置，透過競技場分析可以讓經營者更清楚未來的策略走向。 　　本文第伍章則提出研究發現與後續研究建議，其中的研究建議較值得注意的是個案公司最新的主流產品WinCE攜帶式終端機即將進入開放式的主流環境，在開放式的主流環境對未來成長有絕對的幫助，但風險當然也就大很多。而這項經驗在個案公司早期投入個人電腦鍵盤產品時期非常類似，若能透過對個人電腦產業的反思，相信面對未來的競爭思考能有方向的指引作用。 / “The Company” has been used as an example for my thesis, that helps to understand how an enterprise been successful and going dead. Those reasons and results to be successful and dead, which maybe not easy to get conclusion from simple examples, but we did understand all possible development from those tracks. We are also possible to find the way to adapt all those changes from all tracks’ studies. 　　In this case, the chapter 2 gives the motivation and answers about the reasons to have this thesis. It also defines all variables. In Chapter 3, I give more information and back ground about “The Company.” The major studied body is the SBU II (Strategic Business Unit II) of “ The Company”. That SBU II is the Taiwanese local maker for ADC (Automatic Data Capture) industry. The SBU II produced first Bar Code Reader since 1985 and is existed in the ADC industry more than 16 years. 　　Since last 16 years, “The Company” was positioned as “Input Device Provider,” that developed the keyboard for IBM Personal Computer and Bar Code Reader for AIDC (Automatic Identification and data collection) Industry. Up to now, the business scopes of “The Company” is producing the main trend products for ADC industry, which is Portable Data Collecting Terminal. During last 16 years, the distribution channels of “The Company” are changed from “Trading Company” to “VAR (Value Added Retails) and SI (System integrators). It is also changed from “ No Named Company” becomes one of ten major players of ADC industry in USA market. The geographical point of view is also changed from Taiwanese company to become multiple locations in Europe, USA, The Mainland China and Japan. 　　The description above helps to understand the development of “ The Company”. The detailed information will refer all details in “Three Dimensional Analysis” of those two strategic turning points in the Chapter 3 and Chapter 4. In these chapters, “The Competitive Field Model” is used to compare the different related positioning between two industrial structures, Products and Markets. After that study, I hope that can guide “The Company” to be much clear the way to the future. 　　In Chapter 5, I give some comments about my own development and also give some hints for future studies. There are some key comments about “The WinCE Portable Terminals”, which are going to be the main trend products and opened architecture environment. In the opened architecture environment that is very high growth in market size and industrial business. That is of course coming with very high risky in the future. This experience is very similar with the age of IBM PC Keyboard. If we can rethink the related experience from IBM PC age that may help a lot to face all future market competition. That is one of the key reasons to have this case study.

中國大陸自改革開放之後，其經濟成長之快速，使得全球眾多的學者投入中國大陸議題的研究。隨著世界的開發，有限的資源不斷被使用，造成資源愈來愈少，也由於資源的稀少性，因此市場經濟方為競爭的經濟。參與競爭必須首先具備競爭力，作為國民經濟重要組成單元的區域經濟，如何應對日趨激烈的競爭，如何培育構建、提升保持具有區域特色的競爭力，就成為迫在眉睫的問題 本研究之研究目的主要有以下幾點：第一，希望能藉由相關理論文獻，解釋財政地方分權對中國省、市之間競爭力是否會有所影響或是關聯，將以此為本研究之理論基礎，並且進行實證的檢驗；第二，將以1994年中國財政改革以後之財政相關資料，利用中國31個省、市的追蹤資料，資料蒐集期間涵蓋2000年至2008年，以各年各省、市的綜合競爭力作為衡量該省、市的競爭力指標，以期能夠了解各地區競爭力的影響情形； 第三，本研究建立一個二階段固定效果模型，來檢視中國31個省市財政分權對其綜合競爭力的影響，並將各省市的情形做歸納；第四，從實證模型中發現，財政地方分權與區域綜合競爭力間的關聯性為一非線性關係且具有U型曲線關係；最後，利用實證結果來提供具體的政策建議。

在台灣內部產、官、學界對於「開放陸生來台」議題，於政治、經濟、教育層面產生諸多正反討論之際，本研究深度訪談40位大陸地區交換學生，試圖由政策實施對象瞭解大陸地區交換學生在台現況、釐清大陸地區學生來台攻讀大專院校學位之意願以及檢視開放陸生來台政策內容。 過往涉及大陸學歷認證與開放陸生來台政策的相關文獻，多將研究主題著重於探討兩岸關係，如權力、政治菁英、意識型態等影響政策制定過程的決定因素。本研究則以「全球化」、「知識經濟」與「軟實力」的概念探討「開放陸生來台」政策，本研究焦點置於全球競爭時代中，吸收一流人才提升國家競爭力的重要性。 本研究針對受訪者的人口特徵、大陸地區交換學生來台動機、大陸地區交換學生在台現況、大陸地區學生來台就學意願進行分析，從受訪者對開放陸生來台政策之相關反應，整理歸納台灣吸引大陸地區學生來台攻讀高等教育學位之主要優勢，並預測台灣可能吸收之大陸學生類型。 根據主要研究發現，本研究之具體政策建議如下：1. 以香港、新加坡招收陸生政策為借鏡，放寬相關限制。2. 政府應投注更多資金與優惠政策協助各大專院校建立良好口碑，前往大陸地區進行「針對性、目的性」宣傳。3. 政府應對大陸地區學生展開大規模調查研究，瞭解其需求以作調整改進。4. 政府機關應培養兩岸優秀談判人才。 在未來研究方向的建議部分，應針對第一波來台留學之大陸地區學生進行後續追蹤研究，向大陸高校學生進行來台攻讀學位之意願調查，並針對亞太地區的招收陸生留學政策做更詳盡的比較分析，以期對開放陸生來台政策的施行進行有效之相關配套措施規劃，提升大陸地區學生來台就學意願，達到兩岸雙贏局面。 / Under the effects of globalization, attracting talents to improve national competitiveness has become a top priority for all countries in the world. Adopting to globalization, knowledge-based economy and soft power, this research intends to answer the following questions: （1） What is the current situation of mainland exchange students in Taiwan? （2） What are the factors affecting mainland students’ willingness to gain higher education degree in Taiwan? （3） How mainland exchange students subjectively interpret the open policy in allowing mainland students study in Taiwan universities? Through in-depth interviews and analysis of relevant policy making, this research tries to deduce the motivations and willingness of mainland students moving to Taiwan for higher education. Since no registered mainland students gained academic degree in Taiwan, the author interviewed and discussed with 40 mainland exchange students to identify Taiwan’s attractiveness and advantages compared to other opponents, such as Hong Kong and Singapore in the Greater China Area. The main research findings are: （1）The aspiration to go abroad, the limited opportunity to cross border, the convenience of using the same language, the attraction of Taiwan culture and the tough restriction to access Taiwan are the five main reasons why mainland exchange students choose Taiwan to visit. （2） Different degree of competitive pressure on students makes the distinct higher education circumstances between Mainland China and Taiwan. （3） The advantageous overseas diploma, the convenience of using the same language, the lower learning cost, the higher level of academic standards and the employment opportunities after ECFA are the main factors which attract mainland students gaining higher education degree in Taiwan. Based on the research findings, the policy advices are the followings: （1） Learning the advanced experience from Hong Kong and Singapore, the government should bend the rules and consider further relaxation of the policy. （2）Inject more money into making more propaganda for Taiwan’s universities. （3） Undertake large-scale empirical investigation to gather more information about the Chinese students’ willingness to study in Taiwan. （4） Train excellent negotiator in coordinating cross-strait affairs.

臺灣文具產業發展至今超過一甲子歲月，環境局勢已經不同以往。各國特色文具來臺競逐池城，大陸東南亞低價文具搶食外銷市場；少子化與電子化縮減市場機會，環保意識加深品質要求；衣食無虞的現代消費者，追求心靈層次滿足。臺灣文具業者下一步該怎麼走？文具強國日本的發展可供借鏡。日本文具業者賦予文具產品新的意義，讓消費者使用意義創新產品打造新生活風格。 本研究探討臺灣文具業者開發意義創新產品的思考想法，從如何賦予產品新的意義，以及如何設計產品樣式，到如何運用意義創新產品打造新生活風格。以Verganti提出的設計力創新為理論基礎，融合Brown的設計思考，以及劉維公的生活風格定義與風格競爭力描述，整理成研究架構。本研究採取解釋性個案研究法，選取偷花（歲時紀）、Micia美日手藝館（Mini Cute印章）、好幫手彩藝（UBook）三家企業個案進行深入訪談，了解企業個案設計意義創新產品的整體歷程。 分析比較企業個案資料所得之結論如下。於構思創新方案階段，企業個案以產品設計團隊親自觀察產品的極端使用者，探尋產品隱藏需求；並以企業的價值理念做為首要評估項目，揉合產品原始意義與特殊用途，構思產品新的意義。於產品樣式設計階段，為了維持意義創新產品之產品意義與價值理念於開發過程前後一致，企業個案掌握設計自主權；為了獲得市場認同，選擇消費者偏好的生活文化題材開發產品內容，並提供產品原始意義觀點下的實用功能。於生活風格提案階段，企業個案以意義創新產品、周邊商品、互動場域構成各種美學體驗形式，讓消費者在體驗過程理解意義創新產品的產品意義與價值理念。意義創新產品開創認同產品價值的消費新市場，但若通路欠缺解說過程，則銷售成績較不好。 最後依據結論給予臺灣文具業者開發意義創新產品的建議，臺灣文具業者宜多研究文具產品於各種生活脈絡中的使用情形，挖掘產品潛在的新意義；在產品樣式設計過程，宜擁有設計自主權，並招募擁有設計管理與行銷管理的跨領域人才，控管意義創新產品的開發流程；宜發展各種美學體驗形式，宣傳意義創新產品，但也必須設想意義創新產品在無人解說的實體通路該如何因應。 / The The Taiwanese stationery industry has developed over more than 60 years, and both the market and the competition have changed a lot in that time. Many foreign stationery companies began operating in Taiwan, and companies in China and Southeast Asia are getting into the world market with lower-price stationery. Due to the decrease of birth rate and the trend of computerization, the market opportunity for physical stationery has decreased by 30% within the last five years. Consumer demand for sustainable products and packaging forces the industry to think innovatively about their products. After being satisfied with the basic needs in life, consumers are looking for a higher level of emotional and spiritual satisfaction from their non-essential purchases. What is the next step for the Taiwanese stationery industry? Recent developments in the Japanese stationery industry provide a good example of how innovation within an industry can lead to increased customer satisfaction by creating New-Meaning Products. A New-Meaning Product is realized when a well-known product with a specific function is integrated with additional form and function in a new way. For example, a video game console which can encourage kids to exercise is a New-Meaning Product. In many cases, the New-Meaning Product can have a powerful effect on the customer's lifestyle. This thesis discusses the process of developing New-Meaning Products by The Taiwanese stationery industry. This process ranges from how to redefine the stationery, design the prototype, and create a new lifestyle for the customer with New-Meaning Products. The research structure is based on Verganti’s design-driven innovation theory, Brown’s design thinking, and Wei-Gong Liu’s definition of lifestyle and the description of the magic power of style. This thesis applies the method of Explanatory Case Study and chooses three business cases – Flowerthief (Chronology Schedule Book), Micia (Mini Cute Stamp), and UBook (UBook) – to do further research and discussion to understand the innovation process of New-Meaning Products. The conclusions of the business cases analysis are as below. At the step of innovation program planning, the product design team would observe the extreme users, and search for the valuable insights and ideas. In addition, they list enterprise value as the main assessment to derive New-Meaning Products. At the step of product design, in order to keep the consistency of the concept of the new meaning and core value of the products before and after manufacturing, the company holds the decision-making power of design. To gain market recognition, they develop the product content based on the life cultural topics the consumers like, and provide the practical functions behind the product original meaning. At the step of lifestyle proposal, they construct variable types of aesthetics experience based on the New-Meaning Product, peripheral products, and interactive field to help consumers understand the New-Meaning Product and enterprise value. The New-Meaning Products has developed new consumer market for product recognition. However, the lack of product exposition will have negative impact on sales performance. This thesis sums up by giving advice to the Taiwanese stationery industry on the development of a New-Meaning Product. First, the Taiwanese stationery companies should research more about the usage of stationery in all aspects of life, and explore the potential meaning in the existing products. To maximize the potential to create New-Meaning Products, the companies should retain decision-making power during the product design process, hire talent with design and marketing management experience, and prudently monitor the sustainability of their products. Lastly, they should pioneer marketing techniques to establish an emotional and spiritual link between the potential consumers and the new-meaning products, enabling customers to visualize the lifestyle benefits that the New-Meaning Products can provide.

液晶顯示器(LCD)產業是二十一世紀最令人矚目的產業，不僅因為液晶顯示器是一項融合了高科技與大量經濟投資的產業，更因為液晶顯示器的各種應用與消費者的日常生活習習相關，因此具有無限潛力的特色。 近年來，液晶顯示器隨著面板價格的快速滑落，使得液晶顯示器的售價越來越能讓消費者接受，也吸引了眾多的廠商投入，包含原日、韓及其他國家顯示器及電視大廠，歐美之資訊品牌或通路，台灣廠商也積極切入液晶顯示器和電視廠商之OEM及ODM代工，少數台商也切入自有品牌，也由於液晶顯示器價格的大幅滑落，新技術的興起，及眾多廠商的競逐其中，造成當前液晶顯示器產業之異常激烈競爭環境，而LCD 產業為台灣兩兆雙星產業之一，故其競爭力之提升不僅攸關該產業各相關企業存亡，對台灣維繫其日益流失之競爭優勢亦具樞紐地位，所以如何加強競爭力，並結合政府及民間之力量，從容面對日本、韓國之威脅，是國內目前產官學界所必須共同努力之目標。 經研究結果發現，個案公司之主要競爭優勢在於掌握關鍵零組件之生產、彈性之製造管理能力及全球通路行銷，積極進行策略聯盟以尋求與供應商上中下游及行銷通路間的垂直整合，以強化企業之競爭優勢。因此業者必須掌握企業核心競爭力、認清液晶循環趨勢及擬定企業競爭策略;進而尋求企業合併，並且建議政府提供穩定的投資環境與提昇廠商研發能力，藉以在液晶顯示器產業中取得持續性的競爭優勢。 本研究運用包含「五力分析」、「鑽石模型」、「競爭策略」及「SWOT」等產業分析理論，來研究企業如何建立核心能力，進一步歸納出液晶顯示器廠商競爭優勢的經營策略，並從中萃取出產業關鍵成功因素，以期望能提供作為業界參考及學習之用，並作為公司擬定其未來策略方針之用。