國際貿易對臺灣經濟有著舉足輕重的影響力，然而隨著貿易商競爭越發激烈以及去中間化之議題逐漸興起，臺灣的貿易商為了提升競爭力逐漸轉型，使自身企業之價值更加提升。貿易商轉型後之角色，以銷售代理商為被學者探討最多之主題，研究者認為採購的角色也是交易不容忽視的另一方，因此本研究以國際採購代理商為研究主題，探討採購代理商如何保有競爭力，吸引客戶與其合作，以及如何在與客戶合作時發揮中間商之功能與價值。 　　本研究之研究問題為：「哪些因素會影響國際採購代理商與客戶合作之內容?」，經過文獻探討及研究者之採購經驗歸納，本研究整理出五類因素影響採購代理商與客戶之合作內容：(1)外國客戶之合作動機；(2)外國客戶之策略與資源；(3)採購代理商之策略與資源；(4)採購代理商與外國客戶之合作成果；(5)採購代理商與外國客戶之合作關係。本研究以個案研究法進行研究，並搜尋次級資料及實際訪問採購代理商與採購協會來進行個案分析及整理，進而提出結論與建議，期望本研究結果對於採購代理商之業者及欲轉型為採購代理商之業者具參考價值。 　　透過資料蒐集及個案訪談之結果，本研究之研究結果支持研究初期所設計之研究架構。外國客戶之合作動機、外國客戶之策略與資源與採購代理商之策略與資源會影響雙方之合作內容與方式，合作之結果有可能是好的或不好的，也有糾紛發生的情形，這些合作結果會影響雙方之合作關係，而關係的強化、弱化會影響下次的合作內容，或是產生停止合作的結果。本研究依據研究發現，整理五類因素之內容，以供業者參考。本研究建議業者須發展企業自身之獨特核心資源，並建立與客戶及供應商夥伴關係，以持續保有自身之競爭力。 / International trade has decisive influences over Taiwan’s economy. As competition between traders has become more intense, and companies are taking consideration about disintermediation, Taiwan’s traders need to transform themselves to enhance their values and strengths for competiveness. Sales agents are the most popular role for this kind of research topic; however, the author thinks purchasing agents are also important. This research aims at studying how international purchasing agents remains their competitiveness to attract their clients and display their functions and values as middlemen. The research question is “How purchasing agents cooperate with their clients?” According literature review and purchasing experience from the author, the research summarizes five cooperation influential factors between purchasing agents and clients: (1) incentives for clients working with purchasing agents, (2) strategies and resources of clients, (3) strategies and resources of purchasing agents, (4) results of cooperation between purchasing agents and clients, and (5) relations between purchasing agents and clients. The research used case study method with collecting information and visiting target companies and institute to analyze and organize summery along with suggestion. The purpose of the research is giving valuable reference for purchasing agents and those who will become purchasing agents. After analyzing related information and visiting target companies and institute, the result of the research supports the research framework. Incentives for clients working with purchasing agents, strategies and resources of clients and strategies and resources of purchasing agents influence ways and contents of cooperation between two parties. Results of cooperation may be positive or negative, and even disputes can occur between two parties. These results will strengthen, weaken or even end cooperative relationship between purchasing agents and clients. According to research findings, the author summarizes contents of five cooperative influential factors between purchasing agents and clients for reference. The research suggests purchasing agents should develop their core resources and built up relations with clients and suppliers for maintaining their competitiveness.

企業的持續成長是每一家企業所追求的目標之一，也是衡量企業營運績效之重要指標，當一個企業成長趨緩或開始衰退時，往往是企業遭遇困難的警訊。而企業能持續成長端賴競爭力之保有及持續提升，這在企業就必須具有企業競爭優勢策略，因而企業競爭優勢策略是提升企業經營績效的重要課題。 營運成長模式一般可分為內部成長與外部成長。內部成長是指經由公司內部新事業、新產品或新訂單與新客戶的增加使營業額成長；外部成長則是藉由外部策略聯盟、轉投資、購併等手段使公司能取得有利競爭優勢與地位或擴大營業規模。又因為藉由轉投資與購併經常能使企業之規模與競爭力獲得跳躍式成長，如美國通用電氣(General Electric)與思科(Cisco corp.)均為明顯而成功的案例，故在大部分企業經營時，其成為很多企業成長策略的主要選項。 然而，企業在選擇轉投資、策略聯盟或購併行為時，其策略與目標的訂定、購併與被購併企業之定位、整合；購併或轉投資的標的選擇與評估、計畫的規劃與執行等等，均影響外部成長之成敗，導致企業競爭力是否持續增進。 本研究針對垂直市場的產業內聯盟與轉投資為限制範圍，以聚焦於”垂直市場”產業內之轉投資有別於跨產業之投資行為，以”優勢競爭替代”之觀點來探討企業策略定位，以”組織變革”觀點來觀察購併與被購併或投資者與被投資者之定位策略與執行策略，以”累積長期競爭優勢”為標準來衡量與檢驗聯盟或轉投資之效益。 本研究針對研華股份有限公司轉投資艾訊股份有限公司之策略聯盟個案，以探索性研究方法依理論比較實務，研究其在策略聯盟之過程，探討此個案之策略與執行過程，期望能對研華與艾訊公司之策略作一研究與檢討並提出後續改進之建議。 本研究之歸納發現為： 一、 垂直市場競爭者之水平式策略聯盟或購併，如僅由發揮最大生產效率之綜效來考量，不易累積長久之競爭優勢。 二、 在垂直市場產業中，卓越的聯盟或購併之策略運用，在清楚的分析所處市場特性與公司定位以持續維持競爭優勢是策略思考的核心。 三、 破壞性創新思維運用在市場競爭策略上，市場在位者可提升維持性創新競爭力並同時可建立低階策略聯盟以形成阻止其他低階攻擊者障礙，足以保護現有市場在位領先者免於被競爭者侵蝕競爭力。形成結構上的長期競爭優勢。 四、 購併策略之執行，是否應將被併購企業併入，端賴兩方公司之策略定位。依據定位來檢視雙方之資源、流程與價值三個構面，當此三構面在雙方整合對整體策略有助益，則雙方應合併，反之則應維持獨立運作。 五、 雖然處於相同產業，但競爭之主要成功因素將因企業為維持性創新之市場在位者，或是防止低階、低價進攻者之阻攻者角色而有所改變；相對應的組織變革就應提出以確保策略之成功執行。 / The continuous revenue growth is one of the utmost goals that every enterprise seeks. It is also one of the key factors to measure the operation efficiency of an enterprise. It is an alarming signal that the enterprise is encountering serious challenges whenever the sales growth stays slow or encounters a recession. In order to keep the revenue grow consistently, an enterprise needs to sustain its competitiveness and keep its ascendancy as its cutting edge strategy. We can classify the growth engines into two categories: first, the internal growth engine which is contributed by new business, new products, and new orders; second, the external growth engine which is contributed by strategic alliances, M&A, and other investment opportunities. The enterprise usually gets a quantum jump on its business scale when a successful Merger & Acquisition is executed. The General Electric Co. and Cisco Co. cases are good examples of M&A. This probably explains why many companies place M&A and investment opportunity on high priority when setting growth strategies. However, when an enterprise adopts strategic alliance, M&A or diversified investment, its success depends heavily on its abilities of goal setting, positioning, targeting of Alliance Company, doing due-diligence, and solving culture conflict. This thesis investigates the strategic alliances and diversification investment between vertical market players, to focus on monistic industrial investment instead of cross industrial investment; reviews the company positioning strategy from the point of ascendancy competitiveness strategy; studies the execution of organization change between merger and merged companies and verifies the effectiveness of strategic alliances from the viewpoint of accumulated long term competitiveness advantages. The thesis studies from theoretical research to the case study of Advantech Co. which applies the exploratory research method. The Advantech Co. conducted an alliance with Axiomtek Co. in 2002 by stock swap between the two companies. Advantech owns 65% of Axiomtek after the alliance. It is my purpose to assay the process of strategic alliance and try to provide some advices to improve the effectiveness of this strategy. Conclusions can be summarized as follows 1. The strategic alliances or diversification investment between vertical market players can contribute less for cumulating the competitiveness if it is targeted to prevail by maximizing the production efficiency synergy. 2. A superior alliance strategy in vertical market is to analyze the market attributes and anchor the company positioning which helps the competitiveness accumulating for a player. 3. By implementing the disruptive innovation theory in market competition strategy, one company can develop alliance with a lower cost, 2nd tier or less functionality product provider to create the barrier for protecting attack from the disruptive competitors. 4. The resources, process and value are three scopes to judge whether two companies need be combined as one company or not. When those three measurements are formulating more advantages after combining based on mergers decision on companies positioning strategy, then, it should be combined as one company, otherwise vice versa. 5. The key success factors will be reformed accordingly if the acquirer re-positioning the company. A correspondent organization change also is recommended to be implemented.

現代社會必須解決的公共問題性質相當複雜，不僅問題難以釐清、問題的範疇難以界定，解決問題的方案難以取捨、政策利害關係人的態度及意見亦不容易整合。基於上述種種原因，政策制訂者在政策制訂過程中除了需要幕僚人員與政府相關部門提供政策資訊外，政府部門外圍的智庫亦是重要的諮詢對象。 本論文首先介紹智庫的意涵、發展歷史與相關組織，界定智庫的定義與範圍。其次，分析美國智庫在政策制訂過程的活動，透過具體個案瞭解美國智庫在政策制訂過程中扮演的角色與發揮的影響力。再其次，探討國內智庫的發展，以「台灣智庫」、「國策研究院」、「國策研究基金會」為個案研究對象，透過訪談智庫執行長，瞭解國內智庫在政策制訂過程中扮演的角色與發揮的影響力。除此之外，國會是國家政策制訂的重心，透過訪談立法委員瞭解其與國內智庫的互動及其對國內智庫扮演角色的看法與發揮影響力之評估。 最後，綜合研究美國智庫的心得、國內智庫執行長與立法委員的看法，為國內智庫未來發展提出建議。 關鍵字：智庫(Think Tanks)、人才庫、旋轉門、影響網絡、議程設定、政策辯論、政策諮詢、策略聯盟。

非營利組織在今日扮演了非常重要的角色，從提供獨特的服務到積極參與應付社會的需要，以增進社群福祉。更重要的是，非營利組織在各個區域以關鍵經濟力量之角色，滿足各地人們之需求。 當全球化的時代來臨，臺灣非營利組織仍然遭遇許多挑戰。因此，本研究的動機是希望藉由檢視國際非營利組織是如何成功地實現他們的使命以協助地方的非營利組織改進整體表現，以增進其對社會的影響以及如何充分地運用資源。因此本論文將分成以下四個主要議題進行研究： 1. 國際非營利組織的使命如何影響其運作？ 2. 國際非營利組織如何組織其活動？ 3. 國際非營利組織要與其他組織合作以達到其目標之原因？ 4. 國際非營利組織是用何種方案或行動來更成功地達成其使命？ 本研究採用質性個案研究法以及檔案紀錄蒐集法為研究方法。本研究並選擇了五個國際非營利組織進行研究，其各自在使命、組織結構、營運管理、方案行動以及策略聯盟上的選擇皆有所不同的。卻同時具備高聲望、數據可取得特性以及專注多元發展(diversity focus)等特性而有助本研究之資料探索及分析。 最後本研究的研究結果可以歸納如下： 1. 國際非營利組織在落實使命以及目標的同時總會謹慎專注於管理其操作執行流程以及如何提供產品及服務之流程。此外為求持續成長，國際非營利組織在其募款策略上增加多元性以確保組織強度。 2. 國際非營利組織有使用功能性架構之趨勢-此架構可精簡與迅速的整合組織各個專案計畫以及達成組織之目標與使命。此外，其聘任具有優越技能、專業經驗、外部關係(企業或非營利組織間)以及與社群有緊密互動的董事會成員、管理階層、委員以及志工。 3. 為了達到完成使命之目標，國際非營利組織會採取策略聯盟之作法，其主要理由有以下五種(1)成本以及風險考量(2)擷取更有實益之研究(3)獲取互補性之資源(4)取得合法性(5)取得公開曝光、聲譽以及公共關注。 4. 國際非營利組織不僅確保其各項專案計畫在操作以及發展上具有效益，同時也將各項專案計畫緊密的與組織整體使命結合。 本文不僅解釋了國際非營利組織在達成使命時為何較具效率也針對台灣非營利組織提供了若干建議以增進其執行目標或任務之效率。 / In this turbulent time, nonprofit organizations (NPOs) play significant roles since offering unique services and engaging in tackling the societal needs to benefit all human beings. Most importantly, the NPO sector served as a crucial economic force in most regions of the world fulfilling human needs. Nonetheless, as globalization approaches, the Taiwan NPOs still encounter the numerous challenges. Therefore, this research is motivated by a desire to examine how international nonprofit organizations (INPOs) function to accomplish their missions successfully as one means of assisting local NPOs to improve overall performance, increasing their impact on the society, and pinpointing how they can fully utilize their resources. Four major research questions to be addressed in this dissertation are as follows: 1.How does the mission of an INPO affect its operation? 2.How does an INPO organize its activities? 3.Why does an INPO collaborate with other organizations to achieve its objectives? 4.What programs and activities does an INPO create to fulfill its mission more successfully? The researcher focused on qualitative case study and the archival research method was adopted in this dissertation. Five INPOs, which differed in mission, organizational structure, operational management, program activities and strategic alliances and collaboration, were selected to be explored, investigated, and analyzed due to their high prestige, data availability and diversity focus. The findings of this dissertation can be summarized as follows: 1.INPOs always have made it a habit of following their missions when focusing on carefully managing the operational processes or routines to produce and distribute their products and services. In addition, in order to sustain growth, INPOs diversify their funding strategies to insure the strength of the organization. 2.INPOs have a tendency to use functional structure—lean and agile—to organize programs and achieve their goals and missions. Besides, they recruit outstanding board of directors, executives, other committees and volunteers with exceptional skills, professional experiences, connections to the firms and philanthropic organization and ties to the community. 3.With the aim of fulfilling their missions, INPOs pursue strategic collaboration and alliances for five reasons: (1) To share the costs and risk, (2) To receive more effective research, (3) To acquire complementary resources, (4) To get legitimacy, and (5) To obtain exposure, reputation and public awareness. 4.INPOs ensure that each program is not only developed and operated effectively, but also strongly associated with the organization's overall mission. To conclude, this dissertation not only explains how INPOs function so effectively in achieving their missions but also provides recommendations for Taiwan NPOs to fulfill their missions more successfully.

本論文研究動機係筆者基於近十年於國內創投業之相關工作經驗，感受到國內創投業正面臨急遽之環境變遷，而興起以「評鑑各類型創投業者管理品質」觀點來探討我國創投業目前經營方式，俾供未來發展方向參考。研究目的有三：(1)整理有關創投業管理品質之文獻；(2)瞭解國內績效較佳之創投業者在管理投資案之作法；(3)提出有關創投業管理品質之命題，供後續研究者和業者之參考。本研究方法係將國內創投業者作適當分類，經由對各類代表性業者作探索性研究，綜合歸納影響我國創投業管理品質之主要因素。研究結果，就目的(1)而言，由於國內過去有關創投業之文獻大都偏重於業者之投、融資行為及其影響因素之探討，甚少文獻直接涉及投資後管理之研討及分析影響業者管理品質之主要因素，因此在第二章各節，除說明所蒐集文獻之要點外，另於各節小結中補述國外情況及實務運作經驗，以補文獻之不足；就目的(2)及(3)而言，經對選擇性個案研究綜合分析後，歸納出影響我國創投業管理品質之主要因素有下列八項： 1.具備專業之決策小組，包括：(1)專業董事會；(2)專業領導人；(3)專業幕僚。此結構愈完整，面對高風險之科技事業投資計畫，愈具明確決策及避險能力。 2.配合產業發展潮流，以主流產業為主要投資對象，此投資組合較能因取得政府研發補助等資源挹注而獲致較高成功機會。 3.能提供被投資事業高度附加價值，主要涵蓋以下四項：1.金融網絡（包括後續增資之配合及協助取得融資）；2.產業網絡（包括協助技術引進、市場開發及策略聯盟等）；3.國際化網絡：主要用予協助拓展海外市場及建立國際策略聯盟；4.諮詢輔導（包括協助申請政府研發補助、協助解決計畫推動面臨之技術引進不順利、主力產品之市場需求不如預期、關鍵技術人員流動、計畫資金不符實際需求等問題）。 4.能給予經營團隊具激勵性之獎酬制度，主要包含下列兩項措施：(1)優厚之技術股；及(2)與業績相連結之績效獎金。此激勵措施若能予以公開化、制度化，且激勵之實質內涵愈完備，愈能留住專業人才並激發其最大之效益。 5.公司或經營團隊具聲譽效果，創投業者面對高風險之科技投資，若能因獨特之差異性產生競爭優勢並衍生聲譽效果，相對地較能覓得好的案源，降低其投資風險及經營成本。 6.對被投資事業施予適度之涉入管理，掌握「及時」之管理資訊，此要素功能主要透過以下三方式而發揮：(1)取得董事會席次；(2)參與經營管理會議；(3)設置專案管理人(A/O)，專案追蹤管理。對被投資事業若能掌握「及時」之管理資訊，可提早發現問題、事先防範風險，對提升創投業者之管理品質甚具助益。 7.協助取得政府資源之挹注，在政府選擇性之介入產業科技發展下，投資案若能取得政府資源之挹注，成功率自然較高。 8.聯合投資或策略聯盟之程度，經由與旗下或其他國內外同業間之聯合投資或策略聯盟，創投業者可獲取下列三項效益：(1)分散投資風險；(2)拓展網絡關係，增加產業資訊來源；(3)學習評估及經營管理經驗。聯合投資或策略聯盟之程度愈密切，效益愈高。 本研究根據文獻探討、個案研究及實務經驗而發展出四類命題：(1)創投業者公司特質與投資管理之關係；(2)創投業者投資政策與投資管理之關係；(3)專業團隊與投資管理之關係；(4)投資管理與績效之關係。研究過程中，本論文雖已力求客觀、週延表達我國創投業之經營管理狀況，但在業者經營績效資料不易充分取得之下，本研究存在三項限制：(1)只針對六個選擇性個案分析，雖然其績效均優於同業，本研究之分析結果可能不具有一般性，且除個人經手外，其他案件因係訪談而取得之資訊，可能有誇大情形；(2)國內創投業之發展，相較於美國仍在早期，業者可能仍在摸索階段，目前之作法未必為最佳之作法；(3)由於經營失敗之創投案例，資料不易取得及作歸納分析，本研究並未予以蒐集與探討，這是在詮釋本研究之結果時，應納入考慮的。

電腦產業在1990年代發生了極大的變化。最主要的原因來自於科技的突飛猛進，知識工作者的覺醒，組織結構的演變以及全球經濟的不景氣。這些驅使力使電腦產業在個人電腦之外，又出現了電腦工作站的新區隔。而且特別由於組織內工作小組的出現，使得兼有大型主機與個人電腦優點的工作站配合主從架構與開放系統，成為市場的新寵兒，而且後勢看好。在電腦市場中一些新興的廠商像Sun, Hp 或晶片領導供應商Intel與軟體的領導廠商Microsoft都想包舉宇內，囊括四海。而傳統電腦市場中的IBM 與個人電腦的領導廠商Apple 也不甘勢弱，紛紛打起策略聯盟的組織戰來。 於是以HP為軸心的PRO 聯合組織，由Sun領導以銷售為導向的Sparc聯盟，以Intel與Micr- osoft等為主的ACE多頭馬車聯合組織，以及結合IBM,Apple與晶片供應商Motorola 的三角互補性聯盟乃先後形成並且各擁重兵。「策略聯盟」既是現代高科技廠商自保與進占市場的神兵利器，加以研究「策略聯盟」理論的大師們所作各種專精的研究與立論也在管理界引起重大的研究與迴響，因此本論文旨在分析比較各種策略聯盟理論的同時，兼能探討根據不同的策略聯盟理論的立論，究竟聯盟是否易於成功。最後，並以面訪或電話採訪方式收集國內參加策略聯盟廠商經理人的經驗與資料，再配合所作的四大聯盟的分析提出對我國電腦廠商參與日後策略聯盟的建議。

策略聯盟在管理理論與實務上都是重要且常被提及的議題，但因組織進入策略聯盟後績效提升的成果不一致，以致廣受學者與經理人之質疑與討論。近期研究顯示，策略聯盟是否能提升績效與組織學習或改變有關。本研究以組織慣性觀點檢視在策略聯盟過程中組織慣性之所在、展現與成因，以及透過策略聯盟如何化解組織慣性，達成焦點組織跟隨策略意圖而來的組織改變。 Hannan與Freeman(1984)據組織生態學提出的組織慣性觀點認為，組織為使利害關係人持續投入資源，須達到當責性(accountability)與穩定性(reliability)的要求，如此將令組織在重複產出下產生慣性(inertia)。組織慣性具有效率、低成本及自動化等功能以因應穩定的環境，但當環境變遷時，組織慣性則將成為組織因應環境的絆腳石與組織改變的障礙。據此，本研究目的有二：一、希望透過聯盟雙造（多方）受訪者的觀點，探討焦點組織的組織慣性所在與展現。二、如何透過組織間的策略聯盟化解焦點組織的組織慣性，達成焦點組織策略改變之目的，找出策略聯盟成員廠商與領導廠商的條件及化解組織慣性的機制。 組織慣性引自物理學的慣性概念，本研究利用跨領域理論之借用，嘗試與當前的聯盟研究對話，透過質性紮根的研究方式，訪談紡織產業中參與策略聯盟之廠商，以變革事件為分析單位，探索廠商參與策略聯盟過程中出現的組織慣性及其化解方式，並就本研究之發現與相關組織理論對話。 本研究核心問題為：一、組織慣性成因；二、組織慣性之化解；三、策略聯盟如何化解組織慣性。理論貢獻包括：一、提出組織內各單位、各層級無法同步改變是組織慣性之成因。二、若可使組織內部達成同步改變，則可化解組織慣性；透過認知、誘因、資源與能力的互補提升等三種機制可影響各個個體的決策與行動。三、策略聯盟可透過對象的選擇，以鏡像脈絡與聯盟倡導人途徑造成焦點組織同步改變，化解其組織慣性。實務意涵為提供具有組織慣性的組織改變的可行途徑，以及策略聯盟夥伴的選取與聯盟化解組織慣性之機制。 / Strategic alliances are a popular practical strategy in the management field and represent an important area of academic research. The outcomes of organizations that have joined strategic alliances have been inconsistent, however, so strategic alliance is still a black box for management scholars and managers. Recent studies have shown that the performance of strategic alliances is related to the process of organizational learning or changes in the focal organizations. This research is based on the organizational inertia perspective, which analyzes the organizational inertia of a focal organization in the process of strategic alliance through the Management Matrix (Seetoo, 2005). This matrix shows the locations, causes, and presentations of the organizational inertia. Overcoming organizational inertia through strategic alliances may allow organizations to achieve expected changes in strategic intent. Organizational inertia was originally a concept from physics. In this study, we have borrowed from multiple theories in an attempt to dialogue with the current research on strategic alliances. According to organizational ecological theory, organizational inertia emerges when an organization wants its stakeholders to continue to input their resources into the organization, and ,in turn, the organization must provide output that meets the stakeholders’ requirements regarding accountability and reliability. After repeated production and documentation, the organization acquires inertia (Hannan & Freeman, 1984). In a stable environment, an organization with inertia is efficient, low-cost, and automated. When the environment is changing, however, organizational inertia will become an obstacle for organizations in their ability to respond to external changes. This study has several purposes, First, through the interviewees, who are key persons in dyadic (or multiple) partnerships in strategic alliances, we aim to investigate the locations, causes, and presentations of the focal organizations’ organizational inertia. Second, in order to analyze the process of overcoming the focal organizations’ inertia in a strategic alliance context, we aim to identify the routes, mechanisms, and characteristics of the strategic alliance partner that aid in overcoming the focal organization’s inertia. Through qualitative interviews with the participating organizations, all of which have joined strategic alliances in the textile industry, our analysis focuses on the events surrounding strategic change. We explore the presentations and overcoming of the focal organizations’ inertia in the strategic alliance process. The findings of this study are brought into the conversation through dialogue with relevant organization theory. From the analysis of the qualitative data from multiple resources, we put forward the following three propositions: First, the focal organization’s lack of coherence and synchronous change are the cause of the organizational inertia. Second, if coherence and synchronous change can be reached within the organization, organizational inertia can be resolved. Third, a strategic alliance can help the focal organization to achieve the coherent and synchronous change to overcome its organizational inertia. This study makes several theoretical contributions. First, we find that the focal organizations inability to enact coherent, synchronous change is the main cause of organizational inertia. Second, if synchronous change can be reached within the organization, this can resolve organizational inertia; offering new information to influence cognition, incentives, resources, and capabilities are complementary enhancement mechanisms that can affect individuals’ decisions and actions. Third, strategic alliance through the selection of an alliance partner, a mirroring context, and an alliance champion can improve the focal organizations’ ability to access synchronous change to overcome its organizational inertia. When the partners in the strategic alliance have high reputation and capability, they will accomplish these mechanisms more easily. For the coherence of multiple decision makers, one partner of the strategic alliance must mirror the focal organization to obtain a better result in overcoming focal organizational inertia. Other, there needs to be a champion in the multiple strategic alliance who can to persuade people to alter their cognition, plan incentive allocation, integrate the organizations’ capabilities and resources, and so on. The practical implications of this research are that it provides a viable way to overcome organizational inertia, as well as selecting strategic alliance partners and the mechanisms and routes of strategic alliances.

當佈局包括國家區位的選擇、進入策略的選擇與價值活動的安排時，藉由觀察多家企業價值鏈的全球佈局與協調性，本研究將探討：塑膠射出模具業，全球化佈局的「策略架構」與「佈局型態」兩大重心。實務意涵，將可提供塑膠射出模具業、其他相似利基或產業特性企業，業者在進行全球化佈局時的參考。 本研究從全球經營策略、國際化動機、資源優劣勢與策略聯盟、全球化佈局等相關文獻的探討開始，依據塑膠射出模具業的產業特性、企業的價值鏈來進行研究設計。藉由多家個案公司的訪談與次級資料整理，描述其企業全球化佈局發展的過程與型態、全球化佈局的策略思維；最後，再經過跨個案公司的比較與分析後，本研究有下列的發現： （一）塑膠射出模具業『全球化佈局的策略架構』 欲進入國際目標市場，企業應充分檢視「國際化動機」（主動面及被動面的因素）以及「資源優劣勢」（無形資源、實體資源及策略聯盟運用等因素），來決定其「全球化佈局」（國家區位的選擇、進入策略的選擇與價值活動的安排）。 （二）塑膠射出模具業『全球化佈局的型態』 企業進行全球化佈局，「國家區位」的選擇：包括主要區域（台灣、中國、美國），次要區域（日本、德國、英國、法國）以及其他區域。「進入策略」的選擇：包括內部活動，子公司，辦事處（含業務代表），投資型（合資、合併收購），策略聯盟（整合、聯盟、共同行銷、經銷貿易商）以及出口型等。「價值活動」的安排：包括行銷，專案管理，設計研發，原物料進貨，生產製造，策略性外包，試模成形，量測驗收，銷售，售後服務，塑膠射出以及噴塗組立等。 全球化佈局的競爭策略型態，可概括歸類為：高外國投資策略（企業價值活動的佈局是「地域分散」，然而價值活動的協調性「高」），簡單全球策略（企業價值活動的佈局「儘可能集中」於同一個國家來服務全世界，然而價值活動的協調性「高」）以及外銷策略（企業價值活動的佈局是「地域集中」，直接執行廣泛行銷）三種。 （三）塑膠射出模具業者『全球佈局的實務意涵』 業者全球經營之目的是為了「掌握新市場」時，則應將企業的下游價值活動（行銷、銷售與客戶服務等），以最適切的進入策略（銷售子公司、辦事處、投資、策略聯盟或出口等），建立在除了售價亦重視模具品質、交期與服務之北美（諸如美國）、歐洲（諸如德國）與東亞（諸如日本）等目標市場。 業者全球經營之目的是為了「獲取資源或低成本」時，則應將企業的上游價值活動（設計研發、原物料進貨、生產製造、策略性外包、試模成形及量測驗收等），以最適切的進入策略（子公司或投資等），建立在與台灣同文同種的中國大陸；未來，更可進而獲致地主國內需的新市場。 / Country selection, entry strategy and value-added activites are all key elements regarding successful global arrangement. By observing the global arrangements of firms with regard to value chain concept, this research emphasizes on probing into the strategic structure and phases of competititors' global arrangements within Plastic Injection Molds industry. In practice, this research provides reference materials concerning global arrangement to both competitors within Plastic Injection Molds industry and others with similar niches and industrial characteristics. At first, this research arranges related lectures regarding global strategy, motivations for globalization, strength and weakness of competence, strategic alliance. With the above basement, the article considers the characteristics of Plastic Injection Molds industry, and then determines the whole structure further. By reviewing the interviews of case companies and arranging secondary information, the research concretely describes the process and phases with regard to global arrangement, and the specific strategic structure when it comes to Plastic Injection Molds industry. After cross-comparing case companies, this article concludes the following finding: 1. The adopting strategic structure within Plastic Injection Molds industry when global arrangement is considered When companies attempt to enter their targeted international market, they ought to fully examine their motivations for globalization (both actively and passively), and strength&weakness of competence (factors such as strategy alliance, intangible and tangible resources) so as to determine their global arrangement. 2. The revealing phases whitn Plastic Injection Molds industry when global arrangement is considered When companies start their global arrangement, country selection includes the main area (Taiwan, China, and USA), secondary area (Japan, Germany, England and French) and other area; entry strategy selection includes internal activities, sub-companies, agencies (representative included), investing forms (such as joint venture, merge and acquisition), strategic alliance (integration, alliance, cross marketing, and consignee&trader) and exporting forms. Arrangement for value-added activities include marketing, project management, Research & Development, raw material procurement, production, mold outsourcing, molding, check and accept, sales, after service, injection molding, painting, and assembly. The revealing phases regarding global arrangement could be generally categorized into three types: High-Proportion Foreign Investment Strategy (value added activites seem to be both regional dispersed and well coordinated), Simple Global Strategy (value added activites are gathered within one country to serve the whole world's needs, also well coordinated), and Exporting Strategy (value added activities are gathered and Marketing & Sales are enforced extensively). 3. The practical meaning within Plastic Injection Molds industry when global arrangement is considered When the purpose of companies is to grasp new markets, they should adopt the most suitable entry strategy (such as sub company, agency, investment, strategic alliance, export) to build their downstream value-added activites (such as marketing, sales, and customer service) directly in the target market (such as USA in North America, Germany in Eurpoe, and Japan in East Asia) which takes account of price, quality, delivery, and service. When the purpose of companies is to gain resources or adopt low-cost strategy, they should adopt the most suitable entry strategy (such as sub company and investment) to build their upstream (Research & Development, raw material procurement, production, mold outsourcing, molding, and check and accept) in China so as to gain potential market.

近年來保險經紀人、代理人公司家數及市場占有率逐漸上升，並且因為監理政策調整，保經代公司越來越朝向大型化發展。保險經紀人、保險代理人已成為保險行銷、仲介極重要之通路，其招攬之話術、資訊之揭露、適合度之評估等對於消費者權益影響重大。立法者、主管機關金融監督管理委員會基於保護消費者權益，對於保險經紀人、保險代理人等保險輔助人之規範政策及管理態度，從過往寬鬆，皆轉向積極立法、緊縮監理，且嚴加查核，近期做出之裁罰案甚至超過過去數十年之總和。 由於保險經紀人管理規則於2011年2月25日修正發布全文49條條文，12月29日再修正11條條文、新增3條條文並刪除1條條文，修正幅度接近三分之一，對保險經紀人公司營運具重大影響性。本文遂以2012年為界，蒐集自2012年來主管機關金融監督管理委員會對於保險經紀人公司之裁罰案，分析其裁罰原因、理由；並類型化成三種主要之裁罰類型，包含：一、未落實保險經紀人簽署制度；二、違反禁止策略聯盟、轉單掛件制度；三、所使用之廣告、文宣用品未經保險業同意；逐一詳細探討其適法性，並提出修正本文看法。 由於探討上開三類裁罰案類型之法律依據的適法性，與學說、實務上對保險經紀人之定位、保險經紀人與保險公司、要保人間之契約關係屬性，甚至是現行我國對保險經紀人之管理制度等，皆密切關連。故本文開頭，先詳細介紹我國保險經紀人管理制度，並參考歐盟保險仲介指令、紐約州保險法第二十一章、以及國際保險監理官協會所頒佈之保險核心原則第十八點，有關保險經紀人之監理規範，定位我國保險經紀人之地位後，才進入本文重點，探討常見裁罰案背後規範的妥適性。 希冀藉由本文分析能稍釐清取我國保險經紀人之定位，並且取得主管機關所欲達成保護消費者權益，以及業者經營保險經紀人公司成本之平衡，提升保險經紀人之專業及信賴性，創造整體社會最大之福祉。

會計盈餘是企業向投資人傳達營運績效的指標，又投資人視公司達成分析師預測門檻與否為企業前景的重要訊號。當公司宣告策略聯盟決策時，資本市場給予正面評價，不過策略聯盟協議可能使管理當局存在機會主義與盈餘管理活動，過去文獻發現，有策略聯盟的公司，其盈餘品質較低。本文探究企業執行策略聯盟對於跨越盈餘門檻的關聯性，觀察策略聯盟事件是否為管理當局進行盈餘管理或是預期管理的工具，以迎合或擊敗分析師之盈餘預測門檻。本文實證發現策略聯盟與否及策略聯盟多寡與分析師預測門檻具有顯著正相關，而執行策略聯盟之公司從事向下引導分析師預測的機率較低，此外，實證結果亦發現，策略聯盟會降低公司管理當局採取向上調整裁決性應計數的可能性。綜上研究顯示，有策略聯盟之企業達成分析師預測門檻的機會較高，然而，其管理當局較不會選擇應計項目盈餘管理或預期管理方式來迎合或擊敗分析師之盈餘預測門檻。