企業進行併購的目的是要將企業之間各自擁有的資源和優勢結合、互補產生綜效，最終達到增強企業競爭力、擴大企業規模之目標。全球化的趨勢之下，企業搶占市場最快的方法之一就是靠國際併購。然而，併購併並不是簡單的買賣而已，研究顯示其失敗率約為70-90%。有效的併後整合（Post Merger Integration, PMI）不但是決定企業併購案是否成功的主要因素，也更是最複雜且失敗率最高的部分。成功的併後整合在實務上，必須要有嚴謹的計劃與執行，投入足夠的財務及管理資源，重視文化上的整合，更重要的是高階管理的參與，讓整合的指令與工作能貫徹執行，減少失敗風險。 本研究個案為一臺灣企業併購德商的併後整合之研究，主併公司期望除了透過併購買回品牌在當地的商標權之外，更重要的是擴大市場佔有率及銷售的實質成長。過程中，經由併購協商，訂定出併後整合之目標，形成雙方共識。而由於兩國經濟發展、民族及文化上的差異，雙方文化的融合與兼容並蓄是一個重要的課題。因此主併公司透過建立正式與非正式的溝通管道，由專人負責併後整合與管理，將併購的目標透過日常的溝通與合作中貫徹執行。個案主併公司在這項國際併購案中，設法留住人才，並投入相當資源以穩定軍心，也鼓勵員工發揮讓併購的成果極大化，更在併後的人力資源與管理上達到100%留住人才，且得到員工對併後整合感到滿意的成果。 研究發現，若能事前縝密的規劃併後整合計畫，交由適當的專人領導管控團隊監督整個整合過程，相互尊重雙方組織與當事者母國文化，遇到困難或問題能適時溝通、調整流程、平息雙方可能的歧見，將能更順利地完成併後整合，並且達到新組織設定的預期目標。 / The purpose of mergers and acquisitions (M&A) is to combine and complement two companies' own resources and advantages to create a synergy, and ultimately achieve the goal via enhancing the competitiveness and expanding the business scale. Under the trend of globalization, one of the fastest ways for companies to seize the market is to rely on international M&A. However, M&A is not simply buy and sell only. Research shows that the failure rate of international M&A is about 70-90%. Effective Post Merger Integration (PMI) is not only the main factor determining the success of a M&A. Successful PMI practices must be rigorously planned and implemented, be invested sufficient resources, pay attention on cultural integration, and involve high-level management, so that the integrated instructions and work can be implemented. The case is a study of a Taiwanese business merging a German firm. The Taiwanese company wanted to buy back the trademark rights in European market and also to expand the market share with sales growth. In the process, through the negotiation process of acquisition to set goals for PMI, then mutual consensus was reached. Due to the economic conditions and cultural differences between two countries, the integration and compatibility of both cultures is an important issue. Therefore, via building formal and informal communication channels and the PMI management team to implement the goal of M&A through daily communication and operations. Company tried to retain talents and invested considerable resources to stabilize the morale of employees. They also encouraged employees to contribute their talents for maximizing the results of M&A. After those efforts which company has made, employees are all satisfied with the results of current stage of PMI. The study found that if PMI projects can be properly planned in advance, appropriate management teams could be assigned to supervise the entire integration process, mutual respect for both parties’ cultures involved can lead to timely adjustment of the process in case of difficulties or problems. Suppressing the possible disagreements between the two sides will enable them to complete the PMI process more smoothly and achieve the expected goals set for the new organization.

近年來，國際經濟危機層出不窮，產生各式各樣之公司治理問題；全球化之企業經營模式的崛起與迅速發展，企業之經營從國內走向國際，使得公司治理成為國際性之重要議題，美國之公司治理模式的移植亦於世界各國蔚為風潮。 公司治理之架構下，鑑於所有權與經營權分離原則，掌握公司經營權限之董事係公司核心，為避免擴大董事之經營權限的同時，會損及公司與股東之利益，美國法對於董事乃課以受託義務，其內涵包含忠實義務、注意義務與善意義務。然基於商業環境詭譎多變且有限司法審查能力，如董事必須為做出失誤經營決策負擔法律責任，將造成具有能力之人不願意擔任董事而不利於經濟社會之發展，故美國法院判決乃發展出經營判斷法則。經營判斷法則係推定董事係立於充分資訊、出於善意且誠實確信其係為公司之最佳利益，當原告主張董事違反受託義務時，應負有先行舉證證明董事行為不符合經營判斷法則之構成要件。 我國公司法第23條係忠實義務與注意義務之規定，惟對於經營判斷法則尚無明文規範，學說見解對於我國是否應引進經營判斷法則仍有爭議，法院實務雖早已援用經營判斷法則作為公司經營者之責任標準，卻存在諸多誤解導致誤將該法則視為行為標準。因此，似有必要重新審視經營判斷法則之定位，故本文嘗試提出對於經營判斷法則於我國之應用的見解與省思。然經營判斷法則與我國現有法制應如何相互融合仍有待立法配合與後續觀察。 / In recent years, the world has been engulfed by international economic crises, resulting in a wide range of corporate governance matters. The rise and rapid development of the global business model has made the management of enterprises go from a single country toward the whole world, making corporate governance an important international issue. The transplantation of corporate governance of America legal model has emerged as a global trend. Under the framework of corporate governance and in view of the principle of separation of ownership and control, the directors empowered decision-making authority are the core of the company. To avoid the expanding of directors’ decision-making authority and protect the interests of both the corporation and its shareholders, the directors has fiduciary duty which includes duty of loyalty, duty of care and duty of good faith. However, based on the complexity of the business environment and the limit of the capability of the judicial review, if the directors burden the responsibility for making wrong decisions will make capable people unwell to be directors and affect the development of the economy. The business judgment rule is the presumption that in making decisions not involving self-interest and self-dealing, corporate directors act on an informed basis, in good faith, and in the honest belief that their actions are in the corporation’s best interest. Article 23 of Taiwan Company Act is the regulation of duty of loyalty and duty of care. However, the business judgment rule is not regulated in Taiwan Company Act. The opinion of whether the business judgment rule should be introduced to Taiwan is still controversial. Therefore, it is necessary to reexamine the position of the business judgment rule in Taiwan legal structure and this article attempts to provide points of view in the issue. Last but not least, the interaction of business judgment rule and Taiwan legal structure still needs the cooperation of the legislation and following observation.

摘要 本研究採問卷調查法，針對雙北(臺北市、新北市)高級中學教師就校長正向領導、教師專業學習社群與學校創新經營之關係進行探討。寄發 650位教師樣本，回收問卷491份，回收率為 75.54%。有效問卷 461 份，有效問卷回收率為 71 %。首先以平均數、標準差等來描述雙北高級中學校長正向領導、教師專業學習社群與學校創新經營的現況；另以平均數差異考驗(t-test)和單因子變異數分析(One-Way ANOVA)來檢定不同背景變項的雙北高級中學校長正向領導、教師專業學習社群與學校創新經營之知覺反應差異情形；再以Pearson 積差相關檢視其相關性；最後再採逐步多元迴歸分析法，考驗校長正向領導與教師專業學習社群之各分層面對學校創新經營的預測力。最後，將研究發現，提出建議，以供未來相關研究作參考。 壹、高級中學校長正向領導、教師專業學習社群及學校創新經營之現況 貳、不同背景變項在校長正向領導、教師專業學習社群及學校創新經營之差異情形 参、校長正向領導、教師專業學習社群及教師教學創新呈現正相關情形 肆、校長正向領導、教師專業學習社群對學校創新經營具有預測作用，以「分享教學實務」層面的預測力最佳 一、學校創新經營「行政管理創新」層面四個變項的聯合預測力達65.5% 二、學校創新經營「課程教學創新」層面四個變項的聯合預測力達67.3% 三、學校創新經營「學生活動創新」層面三個變項的聯合預測力達64.7% 四、學校創新經營「資源運用創新」層面五個變項的聯合預測力達68.1% 五、學校創新經營「校園環境創新」層面四個變項的聯合預測力達62.1% 六、學校創新經營整體層面五個變項的聯合預測力達80% 根據研究發現，本節將依據主要研究發現及結論，提出具體建議，以供教育行政機關及學校行政單位、高中教育相關人員及後續研究參考。 關鍵詞：校長正向領導、教師專業學習社群、學校創新經營 / Abstract In this study, a questionnaire survey was conducted to explore the relationship among the positive leadership of principals, professional learning community of teachers and school innovation management in high school teachers of Taipei City and New Taipei City. 650 samples were sent and 491 samples were collected. The recovery rate was 75.54%. There was a total of 461 valid questionnaires and a valid response rate of 71%. First, using the average, standard deviation and etc. to describe the current status of positive leadership of principals, professional learning community of teachers and school innovation management in high schools of Taipei City and New Taipei City; second, use t-test and One-Way ANOVA to examine the perceptual response differences among positive leadership of principals, professional learning community of teachers and school innovation management in the high schools of the two cities with background variables; then, use Pearson product difference to review the correlations; last, with multiple stepwise regression analysis to test the predictability of positive leadership of principals, professional learning community of teachers and school innovation management. Finally, the study results will make recommendations for future reference. I. The current perceptual situation of positive leadership of principals, professional learning community of teachers and school innovation management in high schools is in good condition. II. Different background variables are found in positive leadership of principals, professional learning community of teachers and school innovation management III. The positive leadership of principals, professional learning community of teachers and school innovation management show a positive correlation IV. The positive leadership of principals, professional learning community of teachers and school innovation management have a predictive effect, the level of “sharing teaching practice” has the highest predictability. 1. A level of four variables in school innovation management “Administrative Management Innovation” has reached a predictability of 65.5%. 2. A level of four variables in school innovation management “Curriculum Instruction Innovation” has reached a predictability of 67.3%. 3. A level of three variables in school innovation management “Student Activities Innovation” has reached a predictability of 64.7%. 4. A level of five variables in school innovation management “Resource Utilization Innovation” has reached a predictability of 68.1%. 5. A level of four variables in school innovation management “Campus Environment Innovation” has reached a predictability of 62.1%. 6. A total of five variables in school innovation management has reached a predictability of 80%. According to research study, it is hoped that the findings of this study can lead to substantial suggestions for the reference of educational administration, school administrative unit, high school personnel and further studies. Keywords: positive leadership of principals, professional learning community of teachers, school innovation management

摘要 本研究旨在瞭解國民小學學校型態實驗教育的創新經營、組織效能與校長領導行為之內涵與現況，探討其關係，進而建構與驗證三者之互動模式，最後依據研究結果提出建議。本研究採用文件分析與調查研究法，以台灣地區105學年度公辦公營之國民小學學校型態實驗教育學校教師為研究對象，總共發出335份問卷，問卷回收率為91.94%，有效問卷則為89.55%。正式問卷回收後，分別以描述性統計、獨立樣本t考驗、單因子變異數分析、皮爾森積差相關以及結構方程模式等統計方法進行分析。 依據研究結果與分析歸納，獲得結論如下： 一、國民小學學校型態實驗教育在學校創新經營現況呈現中高程度發展。 二、國民小學學校型態實驗教育在學校組織效能現況呈現中高程度發展。 三、國民小學學校型態實驗教育在校長領導行為現況呈現中高程度發展。 四、在國民小學學校型態實驗教育之教育人員的背景變項中， 不同職務、校長在該校服務年資、不同學校規模等，在創新經營得分之差異達顯著水準。 五、在國民小學學校型態實驗教育之教育人員的背景變項中， 不同職務、校長在該校服務年資、不同學校規模等，在學校組織效能得分之差異達顯著水準。 六、在國民小學學校型態實驗教育之教育人員的背景變項中，不同服務年資、不同職務、校長在該校服務年資、不同學校規模等，在校長領導行為得分之差異達顯著水準。 七、整體學校創新經營與整體學校組織效能間呈顯著的正相關，且與「學生學習」及「學生展能」之相關程度最高。 八、整體校長領導行為與整體學校組織效能間呈顯著的正相關，且與「行政領導」及「控制」之相關程度最高。 九、整體校長領導行為與整體學校創新經營間呈顯著的正相關，且與「行政管理」及「控制」之相關程度最高。 十、學校創新經營透過校長領導行為影響學校組織效能，校長領導行為具有部分中介效果。 本研究根據以上結論，提出相關建議，俾供主管教育行政機關、學校教育人員及後續研究之參考。 / Abstract This study aims to understand the connotations and status of the innovative operation, organizational effectiveness and the dean’s leadership in primary schools under the school-pattern experimental education, probe into their relations so as to construct and validate the patterns of interactions between these three aspects and finally propose suggestions based on the research results. The document analysis and survey method is adopted for the study purpose and the objects are the teachers in public primary schools that apply school-pattern experimental education in 2016. A total of 335 questionnaires were issued, with a response rate of 91.94% and a valid response rate of 89.55%. The collected questionnaires were analyzed with such statistic methods as descriptive statistics, T-test, one-way ANOVA, Pearson's product-moment correlations, and Structural Equation Modeling (SEM). The study came to the following conclusions based on the findings and analytic induction: 1.The school-pattern experimental education in primary schools shows a medium to high level of development in the school’ s innovative operation. 2.The school-pattern experimental education in primary schools shows a medium to high level of development in the school’ s organizational effectiveness. 3.The school-pattern experimental education in primary schools shows a medium to high level of development in the principal’s leadership. 4.Among the background variables of educators in primary schools applying school-type experimental education, such variables as the educators’ titles, the principal’s seniority in the school as well as the size of the school would bring significant differences in the scores of the school’s innovation operation. 5.Among the background variables of educators in primary schools applying school-type experimental education, such variables as the educators’ titles, the principal’s seniority in the school as well as the size of the school would bring significant differences in the scores of the school’s organizational effectiveness. 6.Among the background variables of educators in primary schools applying school-type experimental education, such variables as the educators’ seniority and titles, the principal’s seniority in the school as well as the size of the school would bring significant differences in the scores of the principal’s leadership. 7.The school’s overall innovative operation has a significant positive correlation with its organizational effectiveness, with the highest degree of correlation with “students’ study” and “students’ performance”. 8.The principal’s overall leadership has a significant positive correlation with the school’s organizational effectiveness, with the highest degree of correlation with “administrative leadership” and “control”. 9.The principal’s overall leadership has a significant positive correlation with the school’s innovative operation, with the highest degree of correlation with “administrative management” and “control”. 10.The school’s innovative operations would influence its organizational effectiveness through the principal’s leadership, which embodies a partial medium effect. Based on the above conclusions, this study proposed related suggestions for the reference of competent educational and administrative authorities, the school educators as well as future studies.

台灣壽險業近年來面對利差損、國內低利環境，與國內長天期投資工具不足的窘境，因而保險法第146-4條修正後，壽險業者擴大持有國外投資部位。本研究以海外債券投資作為國外投資代理變數，探討海外債券投資與壽險公司之營運風險、經營績效的關係。採用2008年至2016年，共25家壽險公司不平衡追蹤資料，以OLS、Panel Data兩種統計方法作實證分析，再以金融海嘯到歐債危機的時間點，劃分成前期(2008年-2011年)、後期(2012年-2016年)作比較分析。 根據全期資料之分析：以線性模型來看，海外債券投資與營運風險為顯著負相關；和經營績效則是顯著正相關。若是非線性模型，海外債券投資與營運風險為U型相關，臨界點在18.83%。分期資料之分析則顯示：前期資料結果與全期資料一致。但後期資料的研究結果出現反轉，在線性模型下，海外債券投資與營運風險呈現顯著正相關，和經營績效則呈現顯著負相關；而非線性模型下，海外債券和營運風險的U型相關，臨界點下降至13.56%。 / In recent years, life insurers in Taiwan face the spread loss of interest rate, low interest rate environment and shortage of long-term instruments. Life insurers started to expand their foreign investments after the amendment of Article 146-4 of Insurance Act in 1992. This study aims to investigate the relations among overseas bonds investment, operational risk and business performance of life insurers. Data is composed of 25 life insurers from 2008 to 2016. With consideration of the global financial crisis and European debt crisis, this study then divides the data into two subsets (before and after the crises). The results shows that under the linear model there is a significant negative relation between overseas bonds and operational risk, but a significant positive relation between overseas bonds and business performance. Under non-linear model there is a significant U-shaped relationship between overseas bonds and operational risk, with the critical point at 18.83%. The results for the subset data before the crises (2008-2011) is consistent with the based on the whole data (2008-2016). However, the analysis for the subset data after the crises (2012-2016) display different result. Under the linear model, the relation between overseas bonds and operational risk is positive, but it is negative between overseas bonds and business performance. Additionally, the critical point of that U-shaped relationship between overseas bonds and operational risk under the non-linear model drops to 13.56%.

對於我國是否應開放合法賭場？在台灣已爭論十年以上。2009年1月23日修正公布《離島建設條例》增訂第10條之2，正式開啟我國於離島設置合法賭場之可能。 從中國澳門及美國開放合法賭場帶來經濟效益的經驗，加以新加坡2005年4月18日宣布，將開放成立兩處賭場度假村(Integrated Resort)以掌握賭場帶來的巨大觀光收益與稅收，似提供贊成我國引進合法賭場經營的有利論證。然對我國政府或官員而言，甚至學術研究領域，仍屬於相當陌生的新興產業；尚缺乏全盤性理解，尤其是外國法制的規範架構及內容的了解。 本論文以新加坡及澳門賭場管理法制為研究中心，採比較法學的方法，分析此二政府對賭場管理法制架構之異同，以作為我國未來建構賭場管理法制架構及內容之參考。另歸納賭場管理法的法律性質，及引進經濟學分析闡述其與賭場管理法制設計之關聯，是本論文另一重點所在。透過經濟學比較靜態的分析，提供新的法制設計思維。 本論文不辦證「開放合法賭場之利弊得失？」，而直接進入「政策已決定我國將開放合法賭場經營」之假設。就賭場管理法之法律性質，本研究歸納五項：一、是引進新興產業及增加投資的法律；二、是特許經營的法律；三、是具嚴格監控的法律；四、是慎選國家代理人的法律；五、是重視社會成本最小化的法律。此於第二章有詳細說明，並定位本論文之總論。 本論文第三章以下為各論之法制研究。分別以賭場特許執照之核發與撤銷、賭場營運之治理、賭場內部控制制度、賭場專責機關之設立等4章，作為分析新加坡及澳門賭場管理法制之架構。 最後，提出本研究之結論與建議：一、開放賭場合法化，應同時考量經濟利益與社會成本的效益；二、應建立嚴格治理的監理法制；三、設計降低社會影響衝擊的機制；四、強化股權控制與關係人之規範；五、賭場內部控制內容應提升至法律位階；六、賦予賭場專責機關較大的監理權限。

台灣隨著聯電與台積電陸續成立晶圓製造廠以來，帶動了整個半導體高科技產業的蓬勃發展，也因而創造了台灣的經濟奇蹟。以電子資訊業為首的高科技產業，無論在營收成長、獲利力或個人產值等方面均有傑出的表現。雖然過去，台灣高科技產業能持續在市場上生存並佔有一席之地，乃在於擁有完善的製造能力與完整的產業供應鏈。但今日，高科技產業長期的經營與運作模式已面臨嚴重挑戰。企業間過度擠壓所造成的削價競爭、產業外移，供應鏈失調等問題，正是高科技產業停滯不前瀕臨生存威脅的最大因素。因此，台灣企業該如何提升其自身的競爭優勢與經營管理能力，並且妥善運用有限的資源進而轉化成對外的競爭策略，將是企業是否能安然渡過該波擠壓洪流，而得以永續經營的關鍵成功因素。 因此，本研究將探討『台灣電腦晶片組設計業經營問題與競爭優勢分析』，藉由分析探討國內兩大電腦系統晶片組設計廠商－矽統科技與威盛電子公司的實際經營狀況，來了解台灣電腦系統晶片組設計業現今所面臨的經營問題。 針對上述探討研究方向，除了參閱多方理論文獻與次級文獻資料外,吾人亦以十多年來實際參與電腦產業經營運作的經驗，並收集分析矽統科技與威盛電子公司發展推動市場的手法，試圖來解釋分析本論文所發現的問題，同時在總結各方面的研討後，提出可能性的對策與方案，使之能在既有的核心能耐與有限的資源下，對其所擁有的核心能力加以強化及發揮，進而產生另一層的經營優勢並提昇該產業的核心競爭力。 本研究結果發現台灣電腦系統晶片設計業： 一、 台系電腦晶片組廠商目前所面臨經營上的機會與問題 劣勢與威脅部分： 1. 新產品的創新能力、類比技術及系統整合能力較差，加上電腦系統晶片組功能整合開發難度與日俱增，在國際競爭上始終無法超前國際大廠（如Intel與nVIDIA）。 2. 由於新技術能力的不足，造成產品推出時程落後；沒有新穎產品的創新能力，無法提供附加價值，不得不採取低價策略。 3. 同業間惡性競爭、下游廠商代工成本提高、獲利不佳引發財務資源不足。 競爭優勢部分： 1.台灣半導體產業專業分工，群聚效果顯著，產業供給鏈完整，對電腦晶片組產品開發設計幫助大。 2.人力素質佳，上下游產業垂直分工，能力強。 3.專業晶圓代工關係密切，並帶動上下游產業發展。 4.營運彈性大，效率高，以達經濟規模，具成本競爭優勢。 5.下游PC資訊產業為堅強支援。 6.設計技術高、能力強、產品運用靈活、整合力佳。 其機會在於： 1.大陸PC/數位消費性電子市場胃納大，台灣具同文同種優勢。 2.IA產品衍生的零組件商機。 3.業界聯盟、技轉和併購增加實力。 4.台灣矽島計畫（IP Mall）成立。 5.與中國市場提供規格制定的可能，進而能利用中國人才加強研發能力。 6.低價電腦需求持續成長，帶動低價的台灣晶片組產品出貨量。 關鍵性成功因素： 台灣廠商應持續強化其競爭優勢，使此優勢有持續性與不可取代性。因此，台灣廠商應憑藉著自身有限的資產與技術能力為競爭的基礎，採用最佳的競爭手段來對抗後進的ATi與nVIDIA的激烈競爭，如：提供更多的產品組合以發揮其綜效的產品策略、最低價產品的定位策略、利用台灣產業群聚效益的優勢發掘最有效率的製造策略等；採用正確的競爭方式以避開正面與外商優勢產品的直接競爭，如：基於目前擁有成熟的技術，運用其技術延展性的特性，積極開發新產品並鎖定中國、印度、印尼、俄羅斯及巴西等新興電腦市場之選擇。 二、 台灣廠商的整合核心技術能力普遍不及外商，尤其在整合性產品中的繪圖核心邏輯部分與類比技術；不過值得慶幸的是新技術的市場推廣往往必須花費許久時間，台灣廠商可藉此發展較便宜的產品，一旦新技術被市場接受時，迅速推廣至市場達到後發先至，後來居上的成功策略，畢竟類似的產品其價格仍佔優勢。 三、 近年來，電腦晶片組所賴以為生的上下游產業，多數廠商雖被迫遷至中國設廠以降低製造成本來爭取較高獲利，原以為此種現象將會造成台灣電腦產業群聚效益的喪失，但所幸的是新的產業群聚效益逐漸於中國的上海地區形成，就如同台灣的竹科與南科一般；因此，台灣電腦晶片組廠商仍擁有較國際大廠較佳的電腦產業群聚效益的優勢。除了該優勢外，台灣廠商若能在有限的資產與技術能力的基礎下，更持續強化其自身的競爭優勢，使此優勢具有持續與不可取代性。如此方能統合己身的資源優勢，進而得有能力來對抗後進的ATi與nVIDIA等廠商的激烈競爭。 / Following the establishment and operations of TSMC（Taiwan Semiconductor Manufacturing Company Limited）and UMC（United Microelectronics Corporation）in Taiwan, the high-tech industry of wafer production flourished and created a reputation nothing short of an economic miracle for Taiwan. In the electronic information field, it became the leading business; outperforming in all aspects showing outstanding profits, income, growth, and personal production value. The high-tech industry of Taiwan then occupied a strong-hold of the market continuously, owing to its manufacturing capability and complete supply chain. Today however, the long time operational model of this industry confronts a serious challenge because of compression among local enterprises. Prices have been cut, factories have been moved abroad, creating a disorder in the supply chain and all can be seen as life or death threatening risks to this systematic industry. The key success factors for sustainable management objectives is going to be how the Taiwanese enterprisers promote their competitive advantage; utilize their business management ability for better efficiency of factories; manipulate the limited resources; and further divert all of the above into a competitive strategy. Through analysis of actual practice and business operations of two PC chipset design house companies（Silicon Integrated Systems Corporation and VIA Technologies, Inc.）, this study will examine and predict『The operational problems related to business management and competitive advantages analysis which are in front of the PC chipset design industry in Taiwan』. Aiming at directions of above stated examinations and analysis by using my experience of participating in management and review of all aspects in PC industry for more than ten years and by reading of papers at sublevels; also by collecting marketing methods of the above two companies; I will explain the problems I have revealed. At the same time, I will provide applicable stratagem and programs for PC chipset industry of Taiwan to upgrade its core competencies and strengthen its competitive force. Results of this study are stated below: A. The operational problems related to business management and competitive advantages in front of the PC chipset design industry of Taiwan A/1: Weaknesses and Threats 1. The PC chipset vendors of Taiwan cannot compete or overtake Intel or nVIDIA in the international market until the following is addressed. In addition to extended difficulties in PC chipset integration, there is an inferior ability in the following aspects: the invention or creation of new products; analogy techniques, and system integration. 2. Due to inadequate new technologies, the new products cannot put into market on schedule. Further, without innovation of products to create added value to a product low price policy has become the only strategy. 3. Vicious competition among similar enterprisers and an increase of labor cost of factories in the production line may induce monetary crises at any point of the chain of the PC industry. A/2 : Competitive Advantages 1. Specialty divisions, clustering of the Taiwan Semiconductor industry and good supply chains all contribute a lot to the development of PC chipset products. 2. Good quality of labor and vertical division of top to bottom production are the factors which enforce the industry. 3. Close ties to the chip production manufacturers promote development of top to bottom enterprisers. 4. Flexibility of management facilitates higher efficiency to reach the economics of scale. A definite cost competitive advantage. 5. The PC information industry constitutes concerted support. 6. Design technology at high level, good capability, splendid flexibility on product applications and fine integration of these elements. A/3: Opportunities 1. Markets for PC and digital consumer appliances for Taiwan and the mainland China is huge because of population and economic growth there in recent years. Consumers share the same culture; belonging to same race also is an advantage. 2. Opportunity deriving from IA products for companies to produce peripheral parts. 3. Through alliance of enterprisers, transit of techniques and business merging is an opportunity. 4. Establishment of Taiwan IP mall. 5. To formulate protocols and define specification together with enterprisers in mainland China for a market there. Further to utilize local professionals to promote research and development. 6. Demand for low cost PCs will increase steadily which will enable Taiwan to export more PC chipset products. A/4: Key Factors for Success The Taiwan companies should continue to strengthen their competitive advantages to maintain their continuity and non replaceable character. Also apply the limited resources and technical know-how as a base of competition. Furthermore by adopting better competitive measures to confront the new more advanced competitors such as ATi and nVIDIA. These measures may include a greater product portfolio synergy; the assembly of more complex and efficient products made in Taiwan; a low cost product positioning strategy in order to avoid face to face competition; a redirection of the current mature technologies into technology extensions for products aimed at the emerging PC markets such as China, India, Indonesia, Russia and Brazil. B. The ability to integrate core technologies by the Taiwan industry is less efficient than foreign companies especially the graphics core-logic and analog techniques. It is fortunate that it often needs a long time for a new technique to appear in a market. The Taiwan companies can use this time gap between the existing mature technique and another generation of know-how to develop modified low price alternative products. Once the new technique is accepted by the market, it can be spread to the market with a faster speed to achieve a better result. After all, prices of similar products still occupy the good position for profit. C. In recent years many factories, from top to bottom producers were forced to move to the mainland China in order to lower the cost of their production for higher profits. At first it was thought that these phenomena may cause the disappearance of industry clustering in Taiwan adversely affecting the supply chain. Fortunately the outgoing factories were clustered in the Shanghai area very similar to Hsienchu Science Park and Southern Taiwan Science Park in Taiwan. The PC chipset design industry of Taiwan can thus still maintain their clustering advantages to confront the big factories world wide.

從2000年費率主管機關公布有線電視基本頻道收視費用之每月每戶上限為新臺幣600元，並逐年核定其價格上限。本研究透過超越對數成本函數及需求函數，探討我國有線電視2004年至2008年間經營概況，實證結果得知： 一、我國實施價格上限管制法，管制有線電視基本頻道收視費用之機制是具有效性，且費率主管機關近年來價格管制，是增加消費者剩餘方向前進。 二、在每年所核價格上限下，系統經營者平均每戶約新臺幣107元獲利空間；系統經營者對於將所節省的成本反應至收視費用上，是不積極的。 三、有線電視產業之價格需求彈性為-0.8107，顯示有線電視服務已逐漸成為國人生活上的常用品，符合目前社會經濟現象。 四、有線電視產業之家戶所得需求彈性為0.6951，顯示有線電視服務為正常財。 五、有線電視平均成本隨著訂戶數逐年增加而下降趨勢，顯示有線電視產業具有規模經濟特性，其平均成本下降原因主要來自於固定成本下降。 六、系統經營者之邊際成本隨著年度增加而趨向新臺幣300元至400元間集中或收斂。以組織結構來看，各集團5年平均邊際成本在新臺幣348元至405元間。以整體有線電視來看，5年平均值約為新臺幣367元。 七、以組織結構來看，各集團5年平均成本在新臺幣417元至470元間。以整體有線電視來看，5年平均值約為新臺幣438元。

第一章說明本研究之目的、研究範圍與限制、研究方法並扼要說明論文各章節彙要。 第二章財務報表分析與財務比率：（一）財務報表分析之意義及功能：報表分析乃是 將所應用之分析工具資訊。其功能可就內部與外部分論之。（二）說明報表分析種類 與常見之分析工具（三）分析工具之一──財務比率之發展歷史之介紹（四）探討財 務比率分析之特性。 第三章財務比率之類型：就財務比率分析之目的，將其分為四類型：（一）安全性評 估之比率（二）衡量獲利能力之比率（三）測驗財務槓桿之比率（四）衡量經營成效 之比率。並各就其常見且具重要性之比率分別探討其意義。 第四章財務比率之應用：先就如何有效應用財務比率，探討分析的原則與可能的問題 ，並就比率之實際應用，分管理階層、投資者、債權人等說明之。 第五章財務比率與預測功能：（一）說明財務比率曾應用於企業預測之種類並將重點 置於企業破產預測之功能上（二）探討破產企業其財比率可能具有之特性（三）相關 學者之實證研究介紹與討論。第六章結論與建議。

第一章緒論，說明本文研究動機、目的、研究方法、研究的範圍及有關名詞的定義。 第二章擴大農場經營規模的問題，首先瞭解土地改革後的農業發展及現況，其次闡明 大農場經營的理論，再就目前各種擴大農場經營規模的方法加以分析並歸納其問題， 然後探討農企業方式擴大規模的理論。 第三章工業區模式擴大農場規模的調查，調查宜蘭龍德及嘉義民雄兩工業區原農地被 征收之土地所有人之現況。就其徵收前後之生活，勞動力的就業，農業資產的運用與 轉換情況及其意願，對當地社會、經濟的影響情形加以分析。 第四章推行農企業公司之必要配合措施，就前章研究分析結果，探討財經政策、社會 政策、法令制度與修訂及行政上等各方面應如何配合。 第五章以農企業公司擴大農場經營規模之評估，分析推行農企業之預期效益，並探討 其可行笥。 第六章結論，提出本文研究的結果。