本研究探討社會化戰術與主動性人格對社會化結果之影響，研究假設參與較高體制式社會化戰術和主動性人格較高的組織新進成員，其社會化結果 (個人與組織契合度、組織承諾、離職意圖、組織滿意及個人績效) 會較佳。本研究並探討前述關係中的中介機制，假設社會化自我效能及目標設定會中介前述關係。此外，本研究亦假設社會化戰術與主動性人格的交互作用會影響社會化結果。 本研究採類實驗設計進行，以政治大學2008年入學之大一新生為研究樣本，進行四次的資料收集。第一次的施測 (T0) 僅針對參與於2008年九月初舉辦之政大新生定位營的大一新生收集資料，並於其營隊報到時施測；第二次的施測 (T1) 則是在開學一週內 (2008年九月中)，第三次 (T2) 則是入學一個月後 (2008年十月中)，第四次 (T3) 則是開學五個月後 (2009年一月)。 本研究以階層迴歸分析來檢驗所有研究假設。在體制式社會化戰術的效果方面，研究結果顯示T1時，體制式社會化戰術對個人與組織配適度及組織承諾具有預測效果。在T2時，體制式社會化戰術情境的新生除了毅力和適應力及生活技巧外，對所有的社會化結果都有預測效果，且社會化自我效能和目標設定中介前述關係。而在T3時期，體制式社會化戰術只對離校意圖、精通一般原則性知識、適應力及生活技巧有預測效果，但社會化自我效能和目標設定並無中介效果。在主動性人格的效果方面，在T2時期除了離校意圖外，對所有的社會化結果都有預測效果，且社會化自我效能和目標設定在前述關係中大多都有中介效果；但在T3時期主動性人格對社會化結果就都無預測效果。而在體制式社會化戰術和主動性人格的交互作用方面，其僅對T2的學涯定位有影響。研究者並針對本研究之研究結果、理論與實務意涵加以討論。 / In the present study, the researcher examined whether the socialization tactics and proactive personality affected socialization outcomes. This study hypothesized that newcomers who involve in high institutionalized social tactics and with high proactive personalities will have better socialization outcome (P-O fit, organization commitment, intention to quit, organization satisfaction, and job performance).　Additionally, mediators of the above relationships were also examined. This study hypothesized that socializational self-efficacy and goal setting will mediate the relationship mentioned above. In addition, the interaction between socialization tactics and proactive personality will also affect the socialization outcomes. Present study applied quasi-experimental designs, and subjects were freshmen of NCCU in 2008. Four-time data collections were engaged. The first test (T0) was delivered only to the freshmen who joined the orientation camp in the early September of 2008, and the data was collected in the beginning of the camp. The second test (T1) was delivered within the first week of the semester around the mid September of 2008. The third test (T2) was delivered after one month in the mid October of 2008. The last test (T3) was delivered in five months after the beginning of the semester around the January of 2009. Present study used hierarchical multiple regression analysis to exam all hypotheses. For the effects of institutionalized socialization tactics, during T1, the study indicated that the main effect of institutionalized socialization tactics was significant on P-O fit and organizational commitment. During T2, the study indicated that the main effect of institutionalized socialization tactics was significant on all socialization outcomes, except perseverance and adapability and life skills. Additionally, socialization self-efficacy and goal-setting were mediated the above relationship. During T3, the study indicated that the main effect of institutionalized socialization tactics was significant only on intention to quit, knowledge and mastery of general principles, and adapability and life skills, but socialization self-efficacy and goal-setting were not mediated the above relationship. For the effects of proactive personality, during T2, the study indicated that the main effect of proactive personality was significant on all socialization outcomes, except intention to quit. Additionally, socialization self-efficacy and goal-setting were mostly mediated the above relationship. Nonetheless, the main effect of proactive personality on all socialization outcomes was not significant during T3. For the effects of interaction between institutionalized socialization tactics and proactive personality, the main effect of interaction between institutionalized socialization tactics and proactive personality was significant only on career orientation during T2. Finally, practical implications and avenues for future research are discussed.

企業透過創新以積極回應環境變遷的要求。企業新產品或服務的創新程度應依環境的需求決定。面對環境變遷，顧客需求可能改寫，企業如何取得正確的顧客需求成為重要問題；相反的，身處顧客需求已知的環境，競爭的重點轉為產品的品質與成本，企業內部如何充分分享知識以提升產品品質與降低成本成為重要議題。成功創新的企業是「如何」採行知識網路定位獲取所需要的新顧客需求及產品品質與成本等創新驅動因素，提升知識基礎與知識策略並進而影響創新能力？知識網路定位、知識基礎與知識策略對於創新能力的影響「有多大」？台灣資訊電子業又是如何透過知識網路定位同時達成上述的知識處理過程，提升創新能力？本研究試圖回答這些問題。 企業回應環境變遷所採行的企業策略可分為積極回應環境的前瞻者〈Prospector〉、固守環境穩定的防衛者〈Defender〉以及兼具前二者部份特色、試圖極大化獲利機會並同時極小化風險的分析者〈Analyzer〉(Miles et al., 1978)。企業回應環境的創新能力從本身具備的技術基礎與滿足市場需求所需具備技術間的差異程度可區分為激進式創新以及漸進式創新。文獻中對於企業創新能力的探討，主要有知識策略以及知識基礎二大觀點，知識策略強調企業回應環境需求變遷程度，設定新產品或服務創新程度、所需的激進式或漸進式創新能力，進而決定投資資源於探索新知識以及運用既有知識專案的比例，經由探索策略以及運用策略，提升企業回應環境需求的創新能力；知識基礎則強調企業的人力資本、組織資本以及社會資本等知識存量是提升企業創新能力的關鍵因素。如何調和知識基礎與知識策略產生正向的交互作用是提升企業創新能力的重要議題 (Cook & Brown, 1999)。 本研究檢視上述相關文獻，指出社會資本與人力資本、組織資本特性上的差異。鑲嵌不同社會資本〈新市場機會及信任〉的不同知識網路定位〈相對創業型定位及相對緊密型網路〉在環境變遷中提供企業不同程度的取得新市場機會〈如相對創業型定位有助於企業了解新市場顧客需求〉，促進知識基礎與知識策略對於企業創新能力的提升。本研究並且進一步在分析者企業策略的框架下，提出創新能力為因變數、知識策略與知識基礎為自變數、知識網路定位為調節變數的研究假設模型。 接著，本研究進行質性及量化實證研究，質性研究是從個案研究資料庫找出研究個案數量相對多且品質佳的創新個案：1980年代製造業的昇陽二號以及1990年代服務業的亞馬遜網路書店，逐篇檢視找出對應相關變數及其間關係，以初步檢驗本研究的研究模型。接著，為一般化本研究模型的解釋力，從重要的量化實證文獻中找出衡量各變數的問項整理成問卷，以台灣資訊電子業上市企業共341家為母體樣本，寄發問卷給各家企業之經理人，共取得69份有效問卷〈有效回收率為20.23%〉，將這些問卷資料以淨最小平方法演算後分析發現，採行分析〈者〉企業策略的台灣資訊電子業上市企業的實證資料支持絕大部分研究假設。在著重漸進式創新、漸進式創新專案對於激進式創新專案人力資本有顯著排擠效果的設計製造代工思維下，企業的知識網路定位透過知識策略與知識基礎提升創新能力。 本研究基於實證結果，除在理論上以知識網路定位銜接知識基礎與知識策略顯著提升對於創新能力的解釋力以及從產業創新階段觀點解答目前文獻對於組織知識網路定位的矛盾：同時採行相對創業型定位及相對緊密型網路成效差 (e.g., Koka & Prescott, 2008) vs. 同時採行二種知識網路定位成效好 (e.g., Capaldo, 2007) 外，同時也對實務提出建言：經理人應觀察產業所處的創新階段決定所需要提升的創新能力〈激進式或漸進式〉，盤點知識基礎〈人力資源及組織資本〉，透過知識網路定位〈相對創業型定位或相對緊密型網路〉與知識策略〈相對知識探索或相對知識運用〉的搭配，提升所需的創新能力。 / Firms aggressively respond to environmental change through innovations. Radicalness of innovations should be guided by environmental demand, or customers’ requirement. When customers’ requirement changes or is unknown, how do firms explore customers’ requirement becomes a crucial question. Contrarily, when customers’ requirement is known or unchanged and competition emphasizes on product/service quality and cost, how do firms exploit knowledge to increase quality or/and to decrease cost becomes a crucial question (Abernathy & Utterback, 1978). How does an innovative firm successfully adopt a proper knowledge networking which acquires above drivers (i.e., new customer requirement, product quality/cost) and facilitates the firm’s knowledge base and knowledge strategy to increase innovation capability? To what extent of knowledge networking, knowledge bases and knowledge strategies combine to affect firm innovation capability? This study tries to answer these questions. According to firms’ responsive degree to environmental change, firms can be categorized into Prospectors, Analyzers, and Defenders from a corporate strategy perspective (Miles et al., 1978). ‘Prospectors’ aggressively respond environmental changes, ‘Defenders’ pursue a stable environment, ‘Analyzers’ attempt to minimize risk while they maximize profit. Corporate strategy directs how does a firm respond environmental change and pursue innovation capabilities (Koka & Prescott, 2008). According to discrepancy degree between market demand and firms’ existing technologies base, innovation capabilities which firms pursue can be categorized into radial innovation capability and incremental innovation capability. Two major schools argue different sources of innovation capability. Knowledge-based scholars (e.g., Subramaniam & Youndt, 2005) argue that innovation capability is from firms’ knowledge (e.g., human capital, organization capital and social capital) utilization and accumulation. Contrarily, knowledge strategy scholars (e.g., Atuahene-Gima, 2005) emphasize importance of adaption. Firms are required to adapting to environmental change, setup radicalness of new product or innovation capability, and deicide resources allocating on exploration projects or/and exploitation projects. Firms increase innovation capability through knowledge exploration strategy and knowledge exploitation strategy. Knowledge-base perspective indicates source of firms’ innovation capability. However, it assumes environment changes slowly or companies are able to dominate environmental change. Contrarily, knowledge strategy perspective indicates direction of firms’ innovation capability for adapting to environment. However, it assumes firms’ knowledge base is fruitful and can be utilized for strategy execution. How does a firm positively interplay knowledge base and knowledge strategy to increase innovation capability is a crucial question (Cook & Brown, 1999). I review literature and firstly indicate that social capital’s characteristic is different from human capital and organization capital. Different degrees of knowledge networking (relatively entrepreneurial positioning and relatively prominent networking) embedding different social capital (new opportunities and trust) facilitates firms’ new opportunities accessibility to increase innovation capability via knowledge base and knowledge strategy. This research deducts eight hypotheses and builds a model which includes innovation capability (dependent variable), knowledge base and knowledge strategy (independent variable), and knowledge networking (moderating variable). Further, I conduct a qualitative research and a quantitative research to test the model. I find Sun-2 workstation in 1980s and Amazon.com website innovation cases from databases and elucidate corresponding variables relationships. Then, I collect items which measure variables from premier journals’ articles to generate a survey questionnaire. I send questionnaires to 341 Taiwan ICT firms’ managers. The firms are listed on Taiwan Stock Exchange. Final 69 effective samples are received (return rate = 20.23%). I use PLS to analyze the data and find that most hypotheses are supported. This quantitative research finds that Taiwan ICT firms emphasize on incremental innovation capability, and incremental innovation projects cannibalize radical innovation projects in human capital, knowledge networking influences innovation capability via knowledge base and knowledge strategy. This research concludes that 1. knowledge networking bridges the gap between knowledge base and knowledge strategy and increases innovation capability, 2. Corresponding knowledge networking, knowledge base, knowledge strategy, and innovation capability on distinct stages of industrial innovation resolves knowledge networking dilemma: A firm which simultaneously adopts relatively entrepreneurial positioning and relatively prominent networking performs worse (e.g., Koka & Prescott, 2008) or better (e.g., Capaldo, 2007), 3. Managers should determine innovation capability portfolio (relatively more radical innovations or relatively more incremental innovations?) by product market’s stages of industrial innovation, check existing knowledge base (human capital and organization capital), adopt corresponding knowledge networking (relatively entrepreneurial positioning or relatively prominent networking), knowledge base and knowledge strategy (relatively exploring knowledge or exploiting knowledge) to increase determinative innovation capability.

本研究所選取的研究對象是太陽能技術領域中的相關研究單位，之所以選擇太陽能產業主要有幾點原因：1. 全球可利用能源有限，各界紛紛發展相關再生能源技術，而太陽能技術領域為目前最被看好的方向，所以太陽能技術之議題研究實為刻不容緩。2. 以往探討太陽能相關文獻，大都從太陽能的產業面及發展商機等做一探討，而鮮以從專案層次的技術管理層面切入，本研究認為欲探求太陽能領域之技術發展，必須從技術知識的基本特性著眼，並深入研討其技術管理過程為何，另外，技術也是知識的一種，故而技術管理自然會牽涉到知識管理。3. 一般技術在發展歷程中，會依循特定軌跡來累積成長，這個特性在太陽能產業尤其明顯，而國內卻一直沒有專門研究太陽能技術的系所，所以，有關太陽能產業中其技術來源及發展軌跡，實為一有趣而值得探究的議題。 目前國內的太陽能產業鏈，從上游端到下游端分別包括晶片、電池、模組以及系統應用等，本研究主要針對上述領域之技術研究單位來探討主要兩個研究問題： 1. 太陽能技術領域中，關鍵的技術知識特性為何? 2. 太陽能研究單位在技術發展過程中，其知識創新的管理活動為何?這些活動又如何受到技術知識特性的影響? 本研究從技術知識特性及知識的創新管理活動兩構面，藉由個案訪談的方式，深入探討技術單位在技術發展過程，兩構面之相互影響及造成的結果為何。最後，本研究經過個案訪談整理以及其他次級資料分析，以及經過相關學者文獻的學理驗證結果，得到以下幾點的研究發現：   1、 技術知識的創新程度會影響知識創造活動的團隊型態 2、 技術知識的變動程度會影響知識創造活動的外部網路關係 3、 技術知識的複雜度會影響團隊成員的多元化程度 4、 技術知識的專質性會影響知識創造活動的新工具/程序之產生方式 5、 不同的技術生命週期會影響知識創造活動的實驗或原型試製的方式 另外，經過研究個案之歸納分析後，除了五項主要的研究發現外，還有兩個其它的重要發現，分別如下 1、 太陽能領域的技術研究單位會依循特定路徑累積其動態能耐 2、 依技術研究單位願景與定位的不同，其技術策略發展也有所不同 / This thesis focuses on the photovoltaic industry in Taiwan, especially for the research unit of solar tech. The reasons are several aspects listed. 1. The energy in the world is limited, and more and more firms start to find the way to new kind of energy. Among lots of renewable energy technologies, solar tech. is most emphasized. To find more details about the solar tech. is important. 2. Most of formal thesis focused on the opportunities about the solar market, but few discussed about the technology characteristics and management of solar tech. But as we know, technology is one kind of knowledge, and tech. management is certainly related to knowledge management. 3. The technologies in many fields always follow the special trajectory, and the solar tech. is no exception. So it’s interesting to find the sources of solar tech. and to find how the solar technologies make further progress. The solar industry in Taiwan mainly includes technologies of wafer, cell, module, and system application. The main goal of this thesis focuses on the research units that deal in solar technology, and the thesis has two principal questions for discussion as followed: 1. What are the key characteristics of technology in solar field? 2. What are the activities of knowledge management in solar field? And the thesis has structural frame consists of two elements: the characteristics of tech. knowledge and the knowledge management. By interviewing the related research units in solar field and other data for assists, the research has discovered some interesting results: 1. The degree of tech. innovation would affect the team type. 2. The degree of tech. variation would affect the connection to external units. 3. The degree of tech. complexities would affect the diversification of team numbers. 4. The degree of tech. exclusion would affect whether the research units make new tools/procedures by oneself or directly buy in. 5. Different stage of tech. life cycle would affect the experiment ways or different prototype. Besides, by the analyses of the cases, the thesis also finds other two results about the characteristics of solar industry. They are listed as followed: 1. The research units of solar field would follow specialized trajectories to build their core competence. 2. Depending on different vision in the solar field, the research units have different development strategies.

近年來，策略性人力資源管理被企業視為一項核心競爭優勢，透過人力資源規劃與組織運作結合，以達到企業經營的目的。因此，著重在管理職能對高組織績效影響效果之策略性人力資源探討愈來愈多，而在管理職能之實證研究，也多著重在管理群組對個人工作績效或部門績效之影響，其結果也證明管理職能之良窳確實會對個人或組織績效產生影響，可說明管理職能在企業營運中的重要性。然而，相較於結果面之研究，管理職能之前因面研究卻明顯地不足，少有研究將組織內外之管理措施或活動與管理職能的因果關係作進一步探討，特別是關於影響研發主管管理職能之前置因素探討。因此，本研究將聚焦於影響研發主管管理職能之前置因素，並探討影響管理職能之組織活動與管理措施為何，為企業培育研發主管時，提供具體且有效之建議。 本研究主張企業中的研發主管，因實際參與公司內的管理措施與組織運作，將能強化自身的管理職能。然而，有鑑於過去研究較少針對研發主管職能發展出符合理論與實務看法之分類與內涵，本研究在探究組織活動與研發主管職能之關係前，先行對研發主管職能進行文獻探究，並藉由業界主管深度訪談與專家效度問卷等多重方式歸納出重要之職能群組。本研究將研發主管職能分為三個職能群組與七個職能，分別為專業知能(包括產品發展能力與領導培育能力)、跨界知識轉換職能(包括搭橋溝通能力與知識管理能力)以及資源整合創新職能(包括資源協調能力、策略規劃能力與創新促進能力)。 同時，本研究認為內部與外部組織活動會對不同的研發主管職能產生影響。內部組織活動可分為專業能力的訓練、員工授權、團隊經營與工作指派；外部組織活動則著重於顧客經營活動。與過去研究不同的是，本研究認為除組織內部相關之措施外，研發主管亦應該要對外經營顧客關係，因為透過顧客關係之建立與維持，將能不間斷地接收顧客資訊，以為產品創新之來源，並提高主管個人之管理職能。 本研究以中高階研發主管為研究對象，而為避免相同方法偏誤之發生，由研發主管自評參與組織活動之程度，並由其直屬上司評量該研發主管之管理職能表現。本研究以問卷調查方式進行資料蒐集，共搜集14家公司、119位研發主管與26位直屬上司之資料，並以階層式迴歸分析資料。研究結果如下： (一) 訓練與專業知能為正向關係。 (二) 專業能力訓練與跨界知識轉換職能為正向關係。 (三) 專業能力訓練與整合資源創新能力為正向關係。 (四) 授權程度與專業知能為正向關係。 (五) 授權程度與跨界知識轉換職能為正向關係。 　　本研究另以個別職能為依變項進行分析，研究結果發現顧客經營活動與知識管理能力、創新促進能力呈正向關係。 　　而就上述之研究發現，本研究建議管理者應建立完整且具系統性之管理職能發展計畫，以做為培育現職工程師為日後之研發主管，並應將專業能力訓練、授權與顧客經營活動納入此培育系統中，以確保研發主管具備專業知能、跨界知識轉換職能以及資源整合創新職能等「技術」與「管理」的職能，以因應環境之變化與競爭，為企業永續經營奠定良好的基礎。 / In recent years, strategic human resource management (SHRM) has been regarded as core competitive advantage for frims to respond to uncertain environments. Because human capital can bring innovation into organizations, it is important to select, train, allocate and retain the human resources. Among these human catpial, competency is the essential component representing the knowledge, skills, and abilities. This study focuses on R&D competency, particularly R&D managerial competency. Moreoever, this study investigates the effects of organizational activities on R&D managerial competency to understand the complex relationships among organizational activities and RD managerial competency. This study suggests that R&D managers will be able to substantially enhance their managerial competency by progressively participating in organizational activities. However, fewer research pay attention on the typology and contents of R&D managerial competency, this study explores this construct before investigating its anticidents. The author reviewed R&D managerial competency literature, interviewed seneior R&D managers and analyzed expert opinion questionnaires to categorize R&D managerial competencies into three competency clusters and seven competencies: 1. Competency cluster of professional knowledge and skill  Product developemtn competency  Leadership competency 2. Competency cluster of integrative capacities  Bridging communication competency  Knowledge management competency 3. Competency cluster of optimizing resource and facilitating innovation  Leveraging resources competency  Strategy planning competency  Innovation stimulation competency Meanwhile, this study also claims that involvement in both internal and external organizational activities will have substantial effects on R&D managerial competency. Internal activities herein refer to professional training, empowerment, team management, and job assignment; whereas, external activities emphasize on fostering royal customer relationships. In contrast to pre-existing academic researches, this study suggests that, in addition to internal activities, R&D managers should progressively develop customer relations. The reason is that by understanding customer’s needs and absorbing most innovative ideas would no doubt be the origins of technology innovations. This study focuses on top and middle level R&D managers. In order to avoid common method variances, this study is to match and analyze data collected from 119 R&D managers and their supervisors (26 senior managers in total) of 14 companies in Taiwan electronic industry. Results showed that: 1. Professional training was significantly and positively related to to competency cluster of professional knowledge and skill. 2. Professional training was significantly and positively related to the competency cluster of integrative capacities. 3. Professional training was significantly and positively related to the competency cluster of optimizing resource and facilitating innovation. 4. Empowerment was significantly and positively related to competency cluster of professional knowledge and skill. 5. Empowerment was significantly and positively related to the competency cluster of integrative capacities. In addition, this study analyzes the sub-competency of the competency clusters, and found that customer management is positively related to knowledge management competency and facilitating innovation competency. In sum, this study suggests that organizations should set up an integrated and systematic program for potential engineers who might be competent R&D managers in the future. Furthermore, the findings of this study implies that this program should include professional trainings, empowerment, and customer-relationship management, and to ensure that R&D managers possesses “skill” and “managerial” competencies to make themselves the cornerstones for ever-competitive enterprises and to prepare themselves to be responsive to the constantly evolving environment.

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.

企業當如何跨越市場進入門檻以追求未被開發市場，並滿足未被創造或未被滿足的需求？本論文透過理論探討與個案分析，研究企業跨市場領域開發所需的關鍵因素與成功做法，以提昇企業之競爭優勢。 個案研究以儀器界先驅的惠普/安捷倫科技為對象，研究該公司在知識創造、動態能力與顧客關係三大構面對進入電信監控管理系統市場績效的影響，以及彼此之間的相互影響。顧客關係研究變數採顧客信任與忠誠度；知識創造研究變數採認識論與本體論知識螺旋；而動態能力研究變數則採企業之流程、位置與路徑。 研究發現顧客關係、知識創造與動態能力三項關鍵因素，對個案公司進行跨市場領域開發績效有直接影響，彼此之間亦呈相互影響之關係。個案公司的成功做法為，以顧客優先的顧客管理流程，配合前線員工與顧客良好的互動關係，發展互信關係。鼓勵員工坦誠溝通、提供自主且相互尊重的工作環境，以利組織知識創造。管理階層重視各級員工的訓練與培育，使內隱知識得以順利累積與轉換。因應市場需求變化，企業對流程與策略性資源之調整能力與速度，影響其競爭能耐的蓄積。 與顧客建立高度互動的組織交流機制，透過專案執行互動過程，產生知識轉換創造新知。知識轉換程度越深，雙方互信與互賴程度越高，對忠誠度越有幫助。此作法可以提昇顧客關係與知識創造的貢獻。企業與顧客培養共同成長路徑，有助雙方未來策略位置發展的互賴關係，信任與忠誠度就越高。此作法可提昇顧客關係與加強動態能力的關係。企業專注於本業，培養專業團隊長期精耕市場、透過購併補強實力、隨時保持知識創造的最佳環境與流程，以培養未來策略性資源。此作法對組織知識創造與動態能力之提昇，均有助益。 研究結論顯示，企業利用高度互動的組織交流機制，透過前線員工與顧客創造知識轉換，建立共同成長路徑，培養策略性資源開發的互信互賴關係，提昇顧客忠誠度，以跨越進入新市場領域的門檻。企業最前線組織是知識創造的關鍵單位，其管理階層扮演知識創造及動態能力更新之重要角色，透過由中而下而上的管理過程，培養企業最佳的競爭優勢。 本研究提出三點管理實務建議：企業當隨時調整內部流程以配合顧客之個別流程，從雙方高度互動中創造共鳴性知識，達到雙贏局面；企業應當加強市場需求辨識敏銳度，提昇組織更新內外部能力的效率，創造嶄新優勢；深化企業文化與價值於員工心中，建立樂於分享之工作環境與氛圍，深紮成長根基。 / How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs? This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces. This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and customer relationship dimensions. Purpose to validate each research dimension is able to contribute the performance of getting into new marketplace or not, and also validate the interrelationship across these three dimensions. The variables used for customer relationship dimension include customer trust and loyalty, for knowledge creation dimension include knowledge spirals of epistemological and ontological domains, for dynamic capability dimension include key process, position and path of enterprise. Findings of this research: (1) these three research dimensions have been validated all are able to contribute to the performance of new entrance, and every dimension also interrelates to others. (2) Best practices from the case-study company include front-end employees follow the “Customer First” culture to develop the best customer relationships and gain mutual trust from owned customers. Trust and respect people, and encourage open communications both contribute to knowledge creation. Management team not only supports the employee development, but also delivers the training programs by themselves, which accelerates the knowledge conversion and accumulation. Proactively change on process and resource allocation to echo to the environmental change. (3) Interactive with customer proactively, create new knowledge through project execution. More knowledge conversion, more trust. More trust, then higher customer loyalty. (4) Develop learning path together with customer, which creates the interdependence relationships with customer when moves to next strategic position. (5) Be focused and rely on dedicated team to invest on market development, support with valuable solution offering, and manage the most updated knowledge creation processes to develop long-term strategic resources. Conclusions of this research, (1) enterprise adopts proactive account management approach to interact with customers. The front-end employee creates knowledge conversion and learning path with customer for next strategic resource development. (2) The field middle-level manager plays critical role on knowledge creation and dynamic capability update. Recommendations on managerial practice include (1) enterprise should adopt internal change proactively to match with individual account process, which promotes the best interactions with customers. (2) Enterprise should be more sensitive to distinguish the external change, and improve organizational capabilities to maintain his competitive advantage. (3) Cultivate corporate culture and values into people mindset. Encourage employee shares success with others.

在全球化市場的激烈競爭環境中，資訊科技對企業而言已是一種提升競爭優勢的策略性設備，而先前文獻對於資訊科技能力的評估或與企業績效關聯性的探討，多以行為性問卷的認知數據量表進行研究，少有利用事實性問卷所收集的現象數據評估資訊科技能力及進一步分析資訊科技能力與企業績效關聯性之研究。故本研究基於資源基礎觀點理論，利用企業事實性現象填答問卷建立企業資訊科技能力評估模型，包含資訊科技的導入狀態、應用方式及使用經驗等現象相關問項，如硬體、網路、資訊系統應用程度及範圍等，並探討資訊科技能力與企業績效的關聯性。使用典型相關分析進行實證研究發現，針對先前政府委託調查所收集資料計算出來的企業資訊科技能力，與公開發行的上市櫃企業財務資料所計算出來的企業績效具有顯著關聯性，特別是會計型財務績效之經營能力，經檢定具統計顯著性。進一步進行產業別比較，先使用灰色熵權重分析對於各個子構面進行權重估計，並以權重加權法重新計算每一樣本之資訊科技能力，再進行單因子變異數分析，顯示各產業間之資訊科技能力及子構面能力多數呈現顯著差異。本研究所提出的資訊科技能力評估模型與企業績效關聯檢定模式，以及產業間資訊科技能力差異性分析模式，可提供政府或產業觀察機構建立長期觀測平台，以彙整各種產業資訊科技導入現象及應用範圍，使政府與企業可檢視整體產業整體或個別產業資訊科技能力之差異，藉以擬定資訊科技投資策略，提升企業競爭優勢。 / In the highly competitive globalization environment, information technology (IT) has become strategic equipment for leveraging a business’s competitive advantage. Most previous studies use perceptual questionnaire to collect behavioral data for evaluating IT capability, and furthermore to explore the relationship between IT capability and firm performance. Very few studies use factual questionnaire to collect the phenomenon data for analysis. In this study, we propose a model of evaluating IT capability based on Resource-Based View (RBV) theory and use factual phenomenon questionnaire including induction status, application approach, and usage experience, such as hardware, networks, IS application levels and scopes, etc. The research also explores the relationship between IT capability and firm performance. The IT capability data are calculated from the earlier government-sponsored survey. The firm performance data by financial indicators are collected or calculated from the open data of listed companies in Taiwan Stock Exchange and Over-the-Counter Agencies. The Canonical Correlation Analysis is used and shows significantly positive relationship for the IT capability affecting the firm performance, especially in Accounting-Based Financial Indicators. Before further analysis of industry comparison, Grey Entropy is used to estimate the weights of three sub-constructs and the overall IT capability is then re-calculated by integrating the weighted sub-construct capabilities. Afterwards, the One-Way ANOVA analysis is conducted and shows significant differences across industries in the overall IT capability of the firm and the IT capabilities of the sub-constructs. The proposed IT capability estimation model and the relationship analysis for the IT capability and firm performance can be used by the government or industry observation institution to continuously watch the industry IT capability phenomena and its relationship with the firm performance. The observation for the whole country and across industries can be used as a reference to pursue appropriate IT investments for strategic advantage.

師徒關係是組織中重要的人際關係，而師父是師徒功能的提供者，故探討影響師父是否提供師徒功能的因素有其理論與實務上的的意涵。然而，現有文獻大多從徒弟特質或環境因素來探討促進師父提供師徒功能之因素，而忽略了師父本人的動機因素。有鑑於此，本研究將反向思考，探討降低師父提供師徒功能之因素。本研究首先探討師父工作不安全感與師徒功能之負向關係。並進一步探討師父的組織競爭氣候知覺與師徒關係類型是否調節前述之負向關係。本研究以便利抽樣之方法進行資料收集，共獲得170份有效問卷。根據迴歸分析結果顯示，師父工作不安全感與師徒功能有負向關係，但僅有師父的組織競爭氣候知覺調節前述之負向關係。當師父的組織競爭氣候知覺高時，前述負向關係的強度更強。但師徒關係類型（正式或非正式）則不對於上述關係具有調節效果。本論文也針對研究結果的理論與管理意涵進行討論。 / Mentors are the providers for mentoring support to protégés. However, the available studies focus on factors relevant to protégés or contexts and overlooked the role of mentors. Given that mentor plays an indispensable role in mentoring relationships, understanding the mentor-related factors that contribute to mentors’ provision of mentoring support has theoretical and practical implications. To this end, the current study examined the factors that prevent mentors from providing mentoring support to their protégés. Specifically, I argue that mentors’ job insecurity will be negatively related mentoring support provided. Furthermore, mentors’ intra-organizational competitiveness climate perception and mentorship formality will moderate the above negative relationship. Using a convenience sampling strategy, data from 170 mentoring pairs were collected. Results of hierarchical regression analysis indicated that job insecurity was negatively related with mentoring functions. Furthermore, intra-organizational competitiveness climate perception moderated the negative relationship between job insecurity and mentor functions such that the negative relationship was stronger for mentors who have high intra-organizational competitiveness climate perception. Finally, mentorship formality failed to moderate the above relationship. Theoretical and practical implications of this research were discussed.

自2002年秘密運作的核能設施曝光後，伊朗的核能政策一直是國際爭點且令人費解。若要討論伊朗核能政策是如何產出及其未來的走勢，本文認為伊朗本身的動機才是決定核能政策的關鍵。 本文以「個人－國內政治－國際政治」三層次作為分析架構，首先討論核能政策的發展歷程及其對伊朗的意義；其次分析伊朗最高宗教領袖Khamenei及伊朗政治派系如何影響核能政策；最後聚焦於2009年綠色運動後至2015年JCPOA簽訂這段期間，伊朗最高宗教領袖Khamenei與核能政策演變的關係。 本文發現伊朗的政治菁英對核能政策有高度共識，認為發展核能政策代表著實踐伊朗的大國意識與民族尊嚴、經濟與能源多元化的自主發展以及安全上的保障。另外，從政治派系角度出發，核能政策也被視為派系鬥爭中的槓桿，是政治菁英獲得權力的工具。同時，基於伊朗特殊的政治體制－－教法學家體系，最高宗教領袖Khamenei為伊朗權力體系中的第一人，其態度與政治取向決定了核能政策的走向。而在最高宗教領袖Khamenei決定核能政策的走向時，其必須將國內外政經局勢納入考量，並時時權衡當前的局勢是否會影響其作為最高宗教領袖的合法性。本文認為，若能繼續對最高宗教領袖Khamenei加以觀察，並分析其與國內政治派系的互動，將有助於未來對伊朗核能政策的了解並對伊朗政治帶來更全面的研究。

古今中外的任何政體都需要仰賴一個以專業為核心的文官系統，才能使主權者的各類偏好，能夠確實地轉化成政策，並且以符合經濟與效率的方式執行，方能獲致治理的績效。專業官僚系統存在的意義，就是為了使有限的公共資源，能夠符合效率及效能或其他客觀標準在社會上進行權威性的配置。 而在多元民主政體中，除了同樣需要專業之外，為了避免文官系統的專業能力被政黨或特定團體所控制，造成公共資源的配置被黨派私利過度地扭曲，因而產生了文官「中立能力」價值的呼籲。在中立能力這個帶有規範性色彩的價值引導下，常任文官的事務系統與政黨為主的政務系統間，從人事制度到政策過程，都經由某些制度設計，區隔出了一定的距離，避免了官僚系統被政黨完全掌握。 然而，中立能力這個以確保官僚系統能夠維持專業為目的的價值，在我國卻被窄化為文官與行政機關不應涉入選舉與政黨活動的「行政中立」概念，而忽略了這些制度設計背後更重要的目的，討論的範圍也被限縮在行政中立法上，而沒能處理到政策過程以及官僚系統在組織管理與運作的部分。 本研究有兩個主要的目的，首先，在理論與概念的層次上，經由檢閱歐美民主國家對於中立能力概念的理論與實證研究，嘗試為國內對中立能力此一尚屬陌生卻又影響深遠的概念重新聚焦深化。其次，在實證研究的資料累積上，透過「易淹水地區水患治理計畫」這個政策個案，深度訪談水利署與地方政府水利單位官員，輔以官方報告、報章雜誌等次級資料的比對，探索在真實複雜的政策個案中，文官與行政組織能否實踐以專業為核心的中立能力價值，又是什麼樣的因素或是制度設計能夠確保其維持中立。 本研究最終發現，在理論與概念的層次上，中立能力價值又能夠區分為兩項內涵，分別是居於核心的專業主義以及作為指導與外界互動界面上的公正性。而在實證的政策個案研究上，易淹水地區水患治理計畫經由「以流域為整體單位的規劃報告」，嚴格要求工程的施作必須符合規劃中的整體性與急迫性，並且建立起從中央到地方對於工程施作的三級審核制度，使得治水工程的預算經費配置大致符合了專業的客觀標準，並且在近年的歷次颱風水患中發揮效用。在此個案中，專業規劃的報告與審查制度確保了中立能力的實踐與政策的果效。