何以跨國出版公司，能夠在國際市場成功經營? 經研究了解，除了選擇尊重智財權的市場，還有多元運用經營模式，皆是發展無形『智慧財產』的必要條件。二次世界大戰之後，歐美跨國出版公司對於全世界『智慧財產權』的法律積極運作，唯有在智財權受法律保護的國家之下，出版業才有利可圖。舉亞洲為例，日本是最先響應智財權的法令推動的國家，戰後的日本受到重創，從廢墟中重新建立，新法律的推動，不僅重視本土的智慧財產權外，更重視對外來智慧財產權的保護。推出這樣的法案無異是送了一個很強的訊號給美國；歐英跨國出版公司陸續在日本建立亞洲分公司，以日本為跳板，開啟亞洲其他的市場。 至於台灣的早期的出版發展，可以追溯到70、80時期日治時代的出版事業（參考註一 ），直到90年代台灣經濟起飛，帶動國內多項產業蓬勃發展。當時台灣的商業人士拎著公事包在全球做生意，國際貿易成為時代顯學；其中在台灣世貿每年舉辦的『國際書展』吸引了無數的愛書人，擁擠的會場，不因出版業文化與語言地域限制而限縮，版權（翻印與翻譯）交易熱絡，堪稱亞洲排名第一；在1992智財權法的實行，促使所有不合法的翻譯，以及翻印書籍在1994年 『612大限』以前清空，從此台灣揚棄『海盜王國』的名稱。 研究者試圖提出如何突破台灣有限市場，進入國際市場，並借鏡跨國出版公司全球化運作之經營模式，強化在國際市場運作實力，達成企業成長的目標與海外國際市場經營發展。 本研究論文案例，舉用台灣市場中對國際化方面有經驗並多元發展的原創出版公司四家為例，以及一家跨國出版公司為輔，進行質化研究分析，深入訪談做成紀錄，並對照比較各家執行國際化的現況與模式運用，同時另外分析整理出適合國內出版業者，便於採用的國際市場擴展的經營模式矩陣。研究者希望對業者可以產生輔佐參考的功用。 然而研究的部分限制是，無法進行全面性的訪談個案或因為時間、空間與能力的限制等；最後，研究者提出三項作為未來研究參考，數位出版在近幾年因為電信、電訊、與IT資訊的整合運用，ㄧ是、出版業國際購併案例的研究；二是、如何將文創產業數位內容作更廣泛運用與實際的發展；三是、未來華語的學習熱潮，是否可以透過歐美跨國公司的經營模式，作為參考。 / Why does the international publishers can manage the international market successfully? Through the study we can understand not only the enforcement of the intellectual property (IP) law in place is important, but also the practice of various of business models . After World War II, international publishing companies were aggressively engaged in the implementation of intellectual property (IP) law, in order to provide regulation and protection to ensure their business profits in global market. In Asia, Japan was the first country to deploy specific law to protect both local and foreign businesses that involve intellectual property, for those who intended to expand their business into Asia. As a result of that, Japan became their first priority of choice to setup the overseas branches. The development of publishing industry in Taiwan could retrospect to the 70’s to 80’s, the period of time that Taiwan was under the reign of Japan. Given the economic booming in the 90’s, Taiwanese businessmen thus had the opportunities to extend their antennae all over the world. International trading gradually became important and prevailing ever since. This annual event , International Taipei Book Fair (TIBF), held by the World Trade Center in Taiwan, always attracts vibrant attendance from both international traders and end customers. The trading volume in copyrights at the TIBF is huge and considered as the number one in Asian book fair markets. The enforcement of IP law in Taiwan in 1992 was a key action that helped to eliminate Taiwan’s notoriety as a "Piracy Kingdom." Pursuant to such law, all illegal translations and unauthorized copies must be destroyed before the D-Day "612 deadline" in 1994. Since then, Taiwan has successfully turned over its long-haunted negative image in IP protection. The business models are cited and organized from the interviews of four domestic and one international publishing company. The comparison of each Business models has summarized as a comprehensive chart for deduced case analysis. This study is conducted by a qualitative research method with the information abridged form in-depth interviews. It elucidates the current operation and unique internationalization experience of each referred company. Following the analysis of the Business model, current study gives a full set of internationalization model matrix suitable for domestic publishers who are interested in business globalization to use as a practical reference. By drawing references and citing the business models from some of the major international publishers, the author is trying to make points of the strategic proposition and maneuvers on how to efficiently and successfully reach beyond the domestic market and be possessed of considerable shares in the competitive international market. The conclusion and suggestion drawn from current research are based on representative cases, yet expected to be able to precisely indicate the essence of business acquisitions internationalization in publishing industry first. To envision the prospects of publishing industry advocated by technology advances, the transformation of digital contents and its impact on the development of digital publishing have been outlined and proposed as well.

保全業在台灣的發展已有三十年，然對於此一產業的研究仍集中於法令條文或技術研發等面向，甚少針對經營模式做出研究。然企業的不斷成長，仰賴於對市場需求變化的不斷因應，從無例外。相較於國外的保全業者，我國的經營者大都依循傳統的經營方式前進，而沒有採取更前瞻的經營方法來拓展事業進而成長，也遑論經營上的創新，相當可惜。 本研究之目的是探討安全服務產業的創新經營模式。對於安全服務產業的創新服務模式為何，以及採用創新經營模式時，企業內功能單位該如何重新定位予以探討。本研究參諸國內、外經營模式理論及國內保全業法令的演進，並述及保全業在國內、外的起源發展。再以創新經營模式的構面、價值鏈的重塑、策略矩陣分析及策略形態的構面來說明創新經營模式的可行性。希望藉此提供新的經營思維予保全業的經營者，期能加速成長，使保全業在台灣的發展更加蓬勃。

本研究以個案分析的方式探討社會企業之經營模式，試圖挖掘出社會企業經營模式與一般企業經營模式間的差異，並以使命對象在價值鏈的位置作為操作變數，比較兩類社會企業，因使命對象在價值鏈位置的不同，而對經營模式內涵產生的影響。依使命對象在價值鏈的位置劃分：第一類社會企業，其使命對象位於價值鏈末端，本研究以「台灣主婦聯盟生活消費合作社」，作為第一類社會企業的代表個案；第二類社會企業，其使命對象位於價值鏈過程，本研究以「光原社會企業股份有限公司」，作為第二類社會企業的代表個案。本研究以Hamel（2000）的經營模式架構為基底，以Hamel提出的四個經營元素：核心策略、策略性資源、顧客介面、價值網絡，來對個案之經營模式進行驗證與分析。 　　根據本研究定義，社會企業為：以商業途徑來滿足特定社會需求或解決特定社會問題的永續性組織，強調社會使命的達成，致力財務自足與自主，具有創業精神，能以創新的方式來運用機會與組合資源。社會企業與一般企業最根本的差異在於，社會企業首重社會使命，不以營利為目的。在社會使命的追求下，社會企業經營模式不同於一般企業的地方在於：（1）社會企業關心的是，如何以經營模式創造最大化社會價值。（2）經營模式之建構，必須納入使命對象，新增一經營元素「使命對象介面」。（3）建構經營模式時，社會企業須將非營利母組織納入考慮，合併籌畫。（4）社會企業更加強化與注重價值網絡，並且要能夠主動去創造屬於社會企業自己的價值網絡。 　　使命對象位於價值鏈位置之差異，對社會企業經營模式帶來影響：（1）使命對象位於價值鏈末端之社會企業，其經營模式以合作做為運作基礎；使命對象位於價值鏈過程中之社會企業，其經營模式以市場競爭做為運作基礎。（2）使命對象位於價值鏈末端之社會企業，其使命對象在價值鏈可能會有位移、變異之現象，此類社會企業須注意使命對象之動態，因應調整經營模式的各經營元素。

商業上的大趨勢（megatrend）一直是學者專家所研究的對象，因為它影響著企業如何競爭與為消費者創造價值。近年來，由於全球化與新興經濟體所帶來的環境衝擊與自然資源的競爭，迫使商業開始出現本質上的改變。本研究以里仁公司為例，深入研究日益蓬勃發展的社會企業如何因運時勢而生，及其如何運用獨特的經營模式來為消費者以及農友創造價值，以達到經濟、社會與環境的三重盈餘。 本研究採用文獻回顧分析結合非結構式的訪談，與里仁公司的總經理、公關部進行數十小時的溝通與意見交流，以分析歸納出里仁公司的經營模式與關鍵成功因素。里仁公司的成立目的是推廣台灣的有機農業與慈心食品 ，讓消費者有健康的飲食，提升台灣農民的競爭力同時保育環境。里仁公司為佛教徒所創立，其研習的經典「菩提道次第廣論」為組織的思想與價值觀，指導著組織上下的行為法則，形塑出強勢的企業文化。因此相較於一般企業，里仁公司的組織成員目標與組織目標整合程度較高，而由此衍生出來的成功關鍵有三，一為宗教背景帶來的組織整合能力，二為慈心事業利用社會資本所創造的綜效帶來供應鏈的緊密關係，三為里仁公司的創新與研發能力。 里仁公司的成功，有賴於高度的組織認同與組織獨特經營模式的相輔相成，對於里仁公司而言，能夠落實佛法才是事業的意義。因此在面臨市場需求大的組織成長壓力，里仁公司仍堅定步伐讓員工慢慢從佛法內化學習起，因其不以利益擴張為考量，即便組織成長趨緩可能會影響獲取規模經濟的優勢。從經營模式來看，社會資本的大量運用與模式中各個環結串連的流暢性是里仁模式成功的關鍵，慈心事業的各組織分別在供應鏈上扮演著資源的媒合者來把上游供應商、消費者與里仁公司緊緊串連，供應商與消費者亦同時成為組織社會資本的一部分，帶入更多的人來認識里仁與新的消費力量。 里仁公司藉由提供有機與慈心食品給消費者，同時幫助台灣的農民在走向外銷之路上更具有競爭力，盈餘則贊助兩個股東基金會的生命成長營隊、校園蔬食及種樹護地球等讓促進社會健康與改善環境的活動。目前台灣有機農業已逐漸發展成熟，里仁公司已開始邁向新的策略—結合環境保育與有機農業，期望能讓台灣重要的環境保育區、集水區上游有乾淨的水質與土壤，並利用環境保育商標來凝聚消費者對這塊土地的重視。 對於此經營模式如何複製與擴充，作者認為整合經營模式中利害關係人需求間的交換機制以及善用經營模式的可複製元素是成功關鍵。在個案公司的例子中是將佛家以人為本的普世價值形成強組織文化，將供應商、消費者的需求與供給能夠透過組織力量的媒合進行更有效率的交換。強組織文化在此種商業模式的應用上不可或缺，其為累積社會資本的一大關鍵。另外則是運用社會資本產生一回饋系統。 / Business megatrend has always been an important research target, as it influences on how enterprises compete and create value for their customers. In recnt years, globalization and emerging economies bring environmental impact and competition for natural resources, forcing fundamental and persistant shift in how companies compete. In this research, Leesen Company is used as a case of a social enterprise to illustrate how it creates and utilizes social capital to grow and sustain its business, which provides a reference for social entrepreneurs and researchers to develop new business model that achieves the so called triple bottom lines. Systematic paper review combined with 26 hours of low-structured interview with CEO and director of public relations in Leezen Company, this study aims to summarize and analyze the business model and key success factors. Leezen Company is built for promoting organic agriculture and non-toxic food, trying to make healthy food available for all consumers in Taiwan. Founded by a Buddhist, Leezen company is guided by the Buddhist Sutra “Lamrim Chenmo”, which deeply influences employees’ thoughts and core value. This, in tern, results in higher integration of goals between organization and employees compared to other organization. Key success factors are as follows: Highly coordinated and integrated coporate culture formed through buddsim generates great synergy in supply chain of Tzu-Xin conglomerates, where Leezen Company belongs to, and gains great trust from consumers. Also, the innovation and R&D in food technology created by its persistence in doing the right thing strengthens its competitive advantage in in organic argiculture and non-toxic food. Through providing organic and non-toxic food, Leezen Company creates a healthier environment for consumers and bolsters competitiveness of Taiwanese farmers to sale argicultural product abroad. Revenue goes to sponsor various activities that benefit our mind, health and environment of two shareholder foundations. As the organic industry become more mature these days, Leezen Company starts to adopt a new strategy of combining environmental protection and organic agriculture, expecting to replace traditional agriculture in conseravation aeras and upstream reservoirs. Also, it develops an environmental protection trademark for food grown in those areas, trying to arouse the awareness of more people. The key to replicate and expand this business model lies in how the organization can integrate and exchange its stakeholders’ needs, also how it can make good use of its replicable factors in the business model. In this case, Buddhism shapes strong organizational culture, which increases the efficiency of mediating the needs between suppliers and customers, accumulating its social capital. Further, social capital creates feedback system which makes the business model self-sufficient.

「比爾與梅琳達•蓋茲基金會」（Bill & Melinda Gates Foundation）從成立至今，捐出超過300億美元的鉅款，資助了近8000項慈善公益專案，其範圍橫跨了全世界極貧地區，挽救無數寶貴生命，堪稱全球影響力最大的公益基金會。 從資訊軟體專業起家的Bill Gates對慈善領域並不熟悉，但卻能在短時間內利用觸媒特性，快速建立合作夥伴系統、吸納捐款與資源，充份發揮平台的正向網絡效應及鎖定效應，迅速壯大基金會規模，並高度有效率運用資源，讓每一分錢的價值發揮到最大，足以作為學習借鏡。 本研究目的在找出「比爾與梅琳達•蓋茲基金會」的經營模式與機制設計，並依此探討其對全人類社會關鍵議題的影響與貢獻；及其關鍵性成功因素，同時探究其對慈善事業及其他公益組織有何影響。希望藉此提供台灣其他非營利組織一些建議，讓它們能從蓋茲基金會的成功經驗中學習，或是在此基礎上創新。 本研究發現，蓋茲基金會創新的觸媒平台經營模式與獨特的機制設計 -「對其目標市場及客戶客觀精確且完整深入的研究分析」、「創意的捐贈機制協助其建立強大的夥伴生態系統進而發揮平台強大的網絡效應」、「高度目標導向的專案執行並重視績效與考核」、「資源高度有效率運用且以量化為溝通的準則」、「有系統地將內隱經驗轉化為外顯知識」，以及「將企業營運經營管理與公司治理理念導入非營利組織」為其關鍵成功因素。 / Bill & Melinda Gates Foundation has so far donated more than 30 billion US. dollars to fund about 8,000 charitable projects, which benefit those extremely poor areas in the world and save countless lives. It may be deemed as the world's most influential philanthropic organization. However, it is well-known that Bill Gates is not familiar with philanthropy work, but somehow he has leveraged characteristic catalyst to build the partner ecosystem efficiently to attract donations and resources; moreover, he helps the organization to fully utilize the platform’s positive network and lock-in effects to help expanding the scale of the Foundation rapidly. It is known that Gates Foundation with Gate’s leadership is good at maximizing resources’ value. Thus this study aims to identify the business model and the mechanism design of Gates Foundation. It deeply investigates each activity from the platform’s value propositions to find out its key success factors. Meanwhile, it explores this model and how it causes impact on philanthropic industry. This study hopes to provide advice for non-profit organizations so that they could learn from the Bill & Melinda Gates Foundation’s experiences or even mirror some of the original strategic thoughts of its mechanism designs once they decide to develop more aggressively on the philanthropy. The study found the key success factors of Gates Foundation as bellow: •Deep insight and complete analysis on its target markets and customers. •Creative donation mechanisms that helps to form a strong partner ecosystem, and bring positive network effect to the platform. •Goal-oriented project that is highly executed and emphasized on the performance evaluation. •High efficiency on the use of resources and how its value is maximized. •Transfer implicit experience into explicit knowledge & know-how. •Utilize management knowledge & methodology of global enterprise and practice it in philanthropic organization.

根據經濟部中小企業處的統計，至民國102 底止，台灣共有1,363,393 家登 記在案的公司，其中，約有97%的公司屬於中小型企業，也就是說，台灣要創造 下一波經濟成長，提升台灣的整體競爭力，勢必與「中小型企業」的管理有很大 的關係。如何推動中小企業成功，中小企業該如何管理，才是台灣最需要重視的 議題。 因此，本研究藉由策略行銷分析架構與«隱形冠軍»一書中所發展之中小企業 成功模式，以質化的個案研究方式，透過密集的訪談了解台灣某一中小型企業－ W 公司之經營模式，並據以分析中小型公司如何制定策略、累積內部競爭力，如 何處理與顧客間交易所衍生的策略成本－外顯單位效益成本、資訊搜尋成本、道 德危機成本、專屬陷入成本，找出W 公司所必頇處理的關鍵問題，並給予營運上的建議。本研究也詴圖將隱形冠軍的內容與策略行銷架構結合，歸納成一整合的 中小企業經營模式，希望能對中小企業的經營發展做出貢獻，並作為中小企業制 定策略、檢視營運之參考。

台灣大車隊股份有限公司 (Taiwan Taxi Corporation,簡稱台灣大車隊),為台灣民間第一家導入無線衛星派遣系統於2002年正式成立的計程車車隊,到2017年已是一個擁有17,000 名駕駛隊員的大企業,成功地創新了計程車派遣的經營模式。 在這十七年間,換過三個經營團隊,最後在林村田董事長經營下讓公司穩定下來並有盈餘。經營團隊接手後持續更新了早已建構完成之GPS衛星定位與PDA車機派遣系統。另外,更結合了空中排班、熱點候車點、多元化叫車服務與非現金消費系統,升級為平台經營架構。由多種面向匯集了電子技術、智慧手機雲端科技,不但有助於車輛的調度,提昇服務品質,也提昇了駕駛和乘客的安全性,增加了公司的競爭力。在此競爭激烈及節約能源的時期,台灣大車隊透過創新經營模式,持續檢討優缺點,迅速改善缺點,加強優點,增強正向迴路經營模式以創造利潤及業績,使企業持續成長。 前幾年面臨國內外叫車服務系統的挑戰時,如2013年6月Uber入台以及政府推行多元化計程車,台灣大車隊就已投入軟硬體研發和改善公司的作業流程以擴展計程車司機隊員規模、便利顧客、增加附屬營業收入、和流動資金的管理,以及電腦資訊自動化管理系統等多樣措施加強了利潤的成長。對外在環境變化的最新應變措施包括：叫車系統快速自動化、建構多元化叫車體系、增加車隊類型和功能、採取多種措施如手機APP電召,配上軟體記憶增加顧客黏著度、擴充平台經營層面,增加平台經營附加價值、綁定信用卡付費方式,建構出叫車平台營運成功的商業模式。 管理團隊認為所有的成功都基於重視隊友及顧客的價值,堅信：乘客即顧客、加盟隊員為家盟隊員,以增加人際溫暖度的心態來經營。使接觸到大車隊的人,都有得到照顧與或取得利潤的確幸。相對的,車隊營收亦可經由各個微小的服務利潤集結發揮為平台結構關聯性收益而得以實現。 / Taiwan Taxi Corporation Ltd. (Taiwan Taxi) is the first civilian taxi fleet which established a wireless satellite dispatch system in 2002. By 2017, it has succeeded in the innovating of business model for taxi dispatch, and become a large enterprise with 17,000 drivers. During seventeen years, replaced by three management teams, the revenue of Taiwan Taxi finally increasingly stabilized. At present, the manager team led by Lin Cun-Tian still constantly updating the already constructed GPS satellite positioning and PDA car dispatch system. By a variety of aspects for the integration of electronic technology, smart phone cloud technology, this platform not only helps the vehicle scheduling and improves service quality, but also enhance driving and passenger safety which increase their competitiveness. In the period of severe competition and energy conservation, Taiwan Taxi has continually reviewed the advantages and disadvantages through the innovative business model they built. Manager team quickly improves the shortcomings, enhance the advantages, so that a positive loop to create profits and performance can operate and make the enterprises continue to grow. Facing the challenges of domestic and foreign call systems, such as Uber and diversified taxi, Taiwan Taxi has developed new hardware and software research and has improved the operating process to expand their fleet of taxi drivers, facilitate customers since 2013, thus increased the subsidiary operating income, working capital management, and automize the computer management system to strengthen the growth of profits. The newly strategic approaches against external changes include: construct an on-line taxi system, a diversified taxi on call management containing mobile phone call, increase the fleet type and function. Other adoptions such as: memory of previous calls to increase customer stickiness, increase the running of additional function on platform, binding credit card payment, thus a successful business model upon taxi platform are constructed. Manager team believe: all the success is based on the values of teammates and customers, passengers are customers, and all the drivers joined are members of this family. They are happy to increase the warmth between the interpersonal through their management. As long as who contacts with Taiwan Taxi, will get a warm care and obtain profits of fortune. Synchronously, the revenue of cooperation can also be achieved through the combination of each profit margin for platform.

近年來，寬頻網路與數位內容的興起，受到世界先進國家的注意。在台灣，寬頻網路與數位內容不僅是產業界及學術界熱門的研究及發展課題，也是政府既定的產業政策方向，但卻少有研究同時針對兩者進行完整的討論和其關連之研析。 本研究旨在針對科技、產製、市場、經營與政策五個面向，透過文獻分析與深度訪談法，從趨勢發展的角度探討數位內容與寬頻網路彼此的前景和關連。 本研究認為，寬頻網路與數位內容在科技、產製、市場、經營及政策等面向上的發展關連緊密，彼此相輔相成，並可以產生整合的效果： （一）科技面：寬頻網路傳輸效能與效率的提升，加上科技匯流與IP網路的整合，提供內容已成為寬頻網路必然的發展趨勢。 （二）產製面：數位內容可以發展多元創新的應用，主要仍是寬頻網路的推波助瀾，因此寬頻網路未來勢必成為數位內容最重要的傳輸通路。 （三）市場面：寬頻網路與數位內容的市場需求彼此重疊。提供加值內容可以創造寬頻市場的範疇經濟優勢，透過寬頻傳輸則可以擴大數位內容的市場規模。 （四）經營面：寬頻網路與數位內容經營者的核心能力不同，彼此價值鏈的關連緊密，並可以提供創新和多元的經營模式。 （五）政策面：世界重要國家都很重視寬頻網路與數位內容的推展，同時推展寬頻網路和數位內容可以滿足彼此在政策上的供給和需求關連。 在台灣，近年來寬頻網路和數位內容產業發展迅速，但少有相互合作以發揮整合優勢的成功案例，另外在寬頻連線速率和線上內容的品質方面，也還有進步的空間。因此，政府除應持續加強寬頻網路和數位內容的推展，也可以同時思考寬頻網路與數位內容產業政策之間的支援與整合。 / While the upsurge of broadband and digital content has attracted considerable attention in developed countries recently, in Taiwan, despite the fact the fixed official policy has propelled the R&D on the subject either in the field of industry or academia respectively, integrated program researches are inadequate. This research aims to explore the prospects and correlation of digital content and broadband through literature analysis and intensive interviews, focusing on five dimensions of technology, production, market, operation, and policy. In conclusion, the broadband and digital content developing cooperatively and coordinately results in synergy out of the five facets as below： A.Technology：The upgrade of transmission effect and efficiency, as well as the digital convergence and IP network integration, broadband entrepreneurs offering content has inevitably become a trend. B.Production：Broadband fostering the growth of digital content enables it be applied in an innovative way, making it definitely a significant transmission material for digital content. C.Market：The market demand of broadband and digital content overlaps, and the economy scope advantages in broadband market is reachable when broadband is provided with value-added content. D.Operation：Broadband operators and digital content operators, closely correlating with each other in value chains, vary in core competence, which may innovate and variegate business models. E.Policy：Most advanced countries have been making efforts to promote broadband and digital content, while the policies of broadband and digital content are both enforced, the supply and need of both industries can be fulfilled. Despite of broadband and digital content industries developing in Taiwan in recent years, successful synergy cases out of cooperation between broadband and digital content run short. The speed rate of broadband access and the quality of online content issues remain to be strengthened. It is suggested that the government persist in popularizing broadband and digital content, besides working out interdisciplinary policies for broadband and digital content.

隨著IC卡的使用，它正深深地影響著我們的未來生活方式，其應用發展趨勢也是值得我們重視的課題。本研究主要從「IC智慧卡成為主流的資訊載具」、「我國內政部、衛生署、交通部及財政部等中央各部，對IC卡之應用發展各擁管轄範圍且各自發展」、「民間業者各自引進或發行電子現金儲值卡」等三方面，說明其可能造成的結果及相關重要課題，以作為本研究之動機。 本研究從我國IC卡應用發展相關文獻中，搜集和本研究主題較相關者，提出IC卡票證整合、IC卡安全整合機制及IC卡規模經濟等值得研究課題，以作為進行IC卡應用發展趨勢研究之參考。 對於IC卡目前應用發展現況，本研究主要說明政府推動國民卡的沿革、政府推動自然人憑證的沿革、政府推動健保IC卡沿革及交通IC票卡目前應用發展，以利了解我國IC卡目前應用發展現況。 針對交通IC票卡，本研究說明北、中、南各地區電子票證IC智慧卡應用發展，包括悠遊卡、台中ｅ卡通、Taiwan Money Card等，後續說明IC票卡規格發展及交通IC票卡系統架構發展，以更深入了解交通IC票卡目前應用發展現況。 本研究針對IC卡應用發展問題，進行更深入的分析，主要論述面向，包括技術面(IC卡規格、IC卡系統架構) 、法令面(IC卡法令規定)、經營管理面(含IC卡管理組織、發行、經營模式)等方面，以發掘問題，分析問題及提出解決策略。 本研究針對所提出之解決策略，予以聚焦，以提出更關鍵的解決策略，包括：(一)技術面：1.建立IC卡共同憑證。2.建立IC卡安全認證。3.建立IC卡整合架構。(二)法律面：1.修改銀行法及交通運輸相關法規中不合IC卡現有運作之規定。2.增訂電子票證法規。(三)經營管理面：1.建立規模經濟發卡量。2.建立IC卡發卡機構經營模式。 3.建立憑證認證機構公信力。4.建立IC卡資訊交換中心。 本研究針對三個構面，提出核心解決策略為「一卡通用」及其整體解決架構及實施步驟，且對整體解決策略之構想方案，提出IC卡卡片規格整合矩陣架構圖，以找出更為適當的IC卡規格方案，該矩陣架構圖，以「共同憑證一卡整合」及「多憑證一卡整合」二構面為縱軸，及「IC卡規格中不存放各類別資料」和「IC卡規格中存放各類別資料」二構面為橫軸，提出四種IC卡片規格整合架構，並列出其優缺點，經研析後，本研究建議初期以具有共同憑證及各類別憑證但不存放各類別資料之架構，作為一卡通用整合規格初期架構，稱為「IC卡共同多憑證不存放各類別資料一卡整合」，最後本研究提出長期一卡通用願景，以「IC卡共同憑證不存放各類別資料一卡整合」為目標。 本研究之結論為：1.我國各類別IC卡規格各行其道，未有整合前瞻性。2.各產業IC卡系統運作架構未整合，導致我們卡滿為患。3.IC卡應用發展於法律面應積極訂定「交通運輸業電子票證法」。4.「非銀行不得發行現金儲值卡」已超越母法規定應修法。5.IC票卡發行機構透過銀行發卡可享有發卡權利金等商機。6.建立IC票卡資訊中心作為全台IC票卡整合運作中心。7.IC票卡業者透過整合可增加發卡量，共創雙贏。8.IC卡於技術面應發展整合技術，以達成一卡通用目標。9.IC卡一卡通用宜建立IC卡資訊交換中心及憑證整合認證中心。10.IC卡一卡通用宜建立整體解決架構之實施步驟。11.IC卡一卡通用卡片規格整合可建立矩陣架構圖，以利分析。12.IC卡一卡通用共同憑證之運作於技術上為可行方案。 最後建議未來可持續探討之課題：1.IC卡一卡通用宜建立認證API(Application Programming Interface)程式介面及標準作業程序。2.IC卡一卡通用宜建立憑證整合認證中心及資訊中心之經營模式。3.IC卡一卡通用宜評估對IC卡產業及憑證認證產業之衝擊。 / A study of trends in the applications and developments of IC cards The IC card is being used widely and it will deeply affect our future living mode. Therefore, trends in its applications and developments have become important subjects of study. This research explores the possible outcome and related important subjects for the utilization of IC card, based on the following three propositions. 1. The IC card is one of the modern world’s primary information media. 2. Government units such as the Ministry of the Interior, the Ministry of Transportation and Communications, the Ministry of Finance ROC, the Department of Health and the Executive Yuan ROC all have jurisdiction over the development and control of development and potential applications of the IC card. 3. Private enterprises have introduced or developed electronic cash-stored cards. The information related to the research subject was collected from the relevant literatures in regard to the applications and developments of IC card in Taiwan, presenting the current safety and integration mechanism of IC ticket cards and the economical magnitude of IC card use, which are both topics that should be taken into consideration in the study of the applications and developments of IC cards. Based on the current situation of the applications and developments for IC cards, the main purpose of this research is to show the evolution of IC cards promoted by the our government, including National Card, Citizen Digital Certificate IC Card, National Health Insurance IC Card, as well as current applications and developments of the Transportation IC Card, in order to help understand the current situation for the applications and developments for existing IC cards in Taiwan. In the Transportation sector, this research shows the applications and developments of various IC smart cards in north, central and south Taiwan, i.e. Easy Card, Taichung e-Cartoon Ticket Card and Taiwan Money Card. It also shows the development of the specification for IC Ticket Cards as well as the development of Transportation IC Cards’ systematic infrastructure, in order to help understand the present situation for the applications and developments of a Transportation IC Card. This research is an analysis of IC card’s applications and developments, covering technical issues (specification and systematic framework of IC card), legislation issues (laws and regulations for IC Card), management issues (operation and administration, release and business model for IC cards), so as to discover and analyze the possible problems as well as propose solutions. Focusing on strategies for finding solutions, presenting more critical strategies for IC Cards, consisting of: 1. Technical: (1) To establish a common certificate (2) To establish safety authentication (3) To establish integration infrastructure 2. Legislation: (1) To revise the Banking Law as well as the laws and regulations relating to public transportation, which are not suitable for the existing operations (2) To revise and augment the laws and regulations for electronic tickets 3. Management: (1) To establish an economic circulation of scale (2) To establish the management pattern for card-issuing organization (3) To establish public credibility for a certificate authentication organization (4) To establish information interchange center To consolidate the above-mentioned three areas, this research proposes a core strategic solution – the concept of “one card for common use (All-in-One Card)” along with integrated solution scheme and operation steps. In addition, for an overall solution strategic plan, in this research it also presents a matrix composition for the integration of specifications to discover a more applicable specification scheme for the IC card. The matrix composition is proposed in four types of framework of specification integration with a file of advantages/disadvantages, based on the concept of X, Y coordinate system – X axis being “One Card integrated with Common Certificate” and “One Card integrated with Multi-Certificates”, Y axis being “No data deposited in the IC card specification” and “All sorts of data deposited in the IC the card specification”. Through detailed research and analysis, it is suggested that at the primary stage, to create the “One card for common use” with an integration of “Common Certificate and Multi-Certificates but no data depositing in the IC card specification”, which is called “One card with common and multi-certificates but no any data deposited in the specification.” The long-term goal will be to achieve “One card with common certificate only and no data deposited in the card specification” for long-term use. Conclusions: 1. In this country, various IC cards have their own specifications and there is still no prospect for integration. 2. The IC card system being used by different industries is still not being integrated, so the market is full of different IC cards. 3. The enactment of the “law on electronic tickets” should be pursued more vigorously for the IC card applications and developments. 4. The stipulation of “A non-bank may not issue a stored value card” might have overtaken the stipulation of “Banking Act”. It should be amended. 5. So long as the IC Ticket Card agency issues IC cards through a bank, the agency will possess the business opportunity of charging the bank a card-issuing fee. 6. To establish an IC Ticket Card information center to integrate the operation of the many IC ticket cards using in Taiwan area. 7. It will be a win-win situation, if IC ticket card operations can be integrated, and this will increase card-issuing quantity as well. 8. On the technical front, integration technology for IC cards should be developed in order to achieve the goal of an “All-in-One Card”. 9. An “IC Card Information Interchange Center” and an “Authentication Center of Certificate Integration” for the “All-in-One Card” should be established. 10. A standardized operational procedure should be established for an overall solution to the “All-in-One IC Card”. 11. The integration of the specifications of the “All-in-One IC Card” can be done through a matrix composition to assist analysis. 12. Technically, an “All-in-One IC Card” with “Common Certificate” is a feasible plan. In the end, this research also offers suggestion on valuable topics that can be the subject of continued discussion in the future: 1. “All-in-One IC Cards” should have an authentication with API (Application Programming Interface) program as well as a standard operational procedure. 2. A business model for “IC Card Information Center” and “Authentication Center of Certificate Integration” should be established. 3. An evaluation of the impact on the IC card industry and the certificate authentication industry should be made.