本文主題為從工作塑造觀點來看計程車司機的工作創新。 過去的組織學觀點裡，工作是由管理人來定義，組織需要什麼功能，就依此去打造職缺，所以是因事就人。這樣的做法，往往造成員工對現況不滿，消極者繼續待在原職，卻發揮不出最大效力。更有甚者，選擇直接離開組織，造成人才流失的危機。因此，西方管理學界主張，讓員工自行塑造工作樣貌，而在重塑的過程裡，也有機會為組織帶來創新。 在本研究裡，我們以計程車司機做為研究對象，觀察理論在現實的工作現場究是如何實踐出來。在第肆章所描述的六個個案，皆來自台灣大車隊的別緻社群。這是一個自發性成立的司機社群，從生理及心理層面，在在填補司機因職責或社會認同上而引發的不滿足。 從源頭來看，在六個個案裡，我們可以看到不同的司機，在不同的時空，會產生不同的工作塑造動機。由此可知，「個人脈絡」對司機進行工作塑造的影響力。再從結果來看，社群在工作塑造的過程裡，扮演極其重要的角色。透由社群，資深成員得以傳播對工作、對自我的正向態度與行為，而新進成員也因此有了工作塑造的動機與方向感。本文認為，社群在計程車司機所處的「工作脈絡」裡，的確有促進工作塑造的效用存在。 基於上述發現，本研究建議台灣大車隊可透過這六個工作塑造的實務，重新省思現有營運策略。意即，除了從經濟目的影響司機行為，亦可從心理需求著手。 在隊員招募上可加重對其人格特質的評量，以篩出有潛力的工作塑造者。訓練部分，除了車機使用和公司規範的教導，亦可循序漸進導入服務概念。工作塑造的結果，若是沒有得到組織回應，恐會造成員工士氣低迷。是故，台灣大車隊應加強和隊員間的溝通與互動，及時給予表現出正向態度與行為的司機肯定與支持。另外，也可鼓勵成立如別緻般的非正式社群，促成更多元的工作創新。

數位看板硬體業者跨足「計程車內數位看板廣告通路平台營運」之聯盟模式研究 / The issues of unfamiliar business, market potential and high investment cost reduce the willingness of a Digital Signage Hardware Provider, Advantech to cross over a new business boundary of Ad-Based In-Taxi Digital Signage Network Operator. Thus, the aim of this thesis is intends to analyze few possible alliances options and profit-sharing model for Advantech (Digital Signage Hardware Provider), RISTC (System Integrator), and Taiwan Taxi Company (Channel Venue Host) in terms of Cost-Benefit Analysis and Value Creation. The results of analysis indicate that the value proposition of in-Taxi Digital Signage Network to advertiser is providing new niche taxi passenger market for their right advertisement exposures in anytime’s block at anywhere with dynamic content and interactive infotainment interface. Business value can be delivered to the network operator when it has at least 1000 cabs network and the benchmark price proposed in this research which is lower than respondents’ acceptable price. Rather than in “AD and H/W Based Business Model”, alliance option C in “AD-Based Business Model” is the most appropriate cost-profit sharing model for Advantech to capture value, in which Advantech and system integrator run the business together and share the cost of business operation, each contribute their core product and share ad profit at certain percentage, at the same time, obtaining complementary know-how and building new competency through co-specialized resources and internalized learning.

在石油價格高漲、都市空氣汙染及全球溫室效應日趨嚴重的情況下，電動車的推廣被個許多國家視為重要的發展政策。但由於目前電動車受限於車價高、充電速度慢、性能尚不足以滿足多數使用者的需求，因此將電動車的推廣目標從一般民眾改為大眾交通運輸業者如:乘計程車，成為許多國家的優先目標。而在台灣由於電動車推廣並不普遍，計程車司機對於電動車並不了解，加上車價較汽油車高，在推廣上更加困難。因此電動計程車的推廣由計程車車隊購買，再以租賃的方式給予計程車司機使用是較為可行的方式，本研究針對電動車與計程車業者的搭配進行探討，並以台灣大車隊為例子作為可行性研究目標。 本研究從計程車司機、計程車車行、乘客、政府，四個腳色下去探討，由對計程車司機的問卷調查及目前車輛使用的方式、與台灣大車隊經營團隊的訪談結果、政府目前對電動車的政策方向及補助、還有各家車廠的電動車技術，從上述這些資訊去分析電動車在台灣作為計程車的可行性，以及可以帶來什麼樣的益處。最後再將電動車和現行汽油車做使用成本的比較，進一步凸顯電動車適合作為計程車使用的特性。 本研究發現: (1) 現行電動車的續航力足夠台灣一般計程車司機使用一整天不須充電。 (2) 在行駛相同的里程數下，電動車的充電費用遠低於汽油價格 (3) 以目前的車輛價格，電動計程車租金可達到計程車司機的接受範圍。(4)長期使用下，以電動車作為計程車的總成本低於使用汽油車，可以增加司機的收入 / In the soaring oil price, increasing urban air pollution and worsening global warming situation, promotion of Electric Vehicle has become an important development policy in many nations. However, many nations have focus and prioritize Electric Vehicle’s development in the public transit vehicle market instead of the consumer vehicle market, such as taxi, due Electric Vehicle’s high retail price, slow charging process and lack of functionality still cannot meet most consumers’ demands. In Taiwan, due to the lack of Electric Vehicle promotion and understanding in all markets and the higher price compared to petroleum-based vehicles, deployment of the aforementioned development policy has encountered more difficulties. Therefore, the more logical approach for Electric Vehicle promotion would be enabling taxi organization to purchase in mass numbers, then rent the vehicle to Taxi drivers. This research focuses on the partnership between the Electric Vehicle industry and the Taxi Organizations, and will focus on the Taxi Organization, Taiwan Taxi, as a feasible research target case study. This research will analyze based on four different roles of the Taxi industry, namely, the Taxi Driver, Taxi Organization, Taxi Customers and the government through: questionnaires that inquire about current vehicle use, interviews that provide insights to Taiwan Taxi’s management directions, documents that highlights government policy directions as well as subsidy on Electric Vehicles, and summaries that provide an understanding of each Electric Vehicle Manufacturers’ technologies. From the above analysis, this research will aim to determine the feasibility of Electric Vehicles as Taxi in Taiwan and the possible benefits of such change. Finally, this research will compare the cost of Electric Vehicle versus current petroleum-based vehicles as an operative cost comparison to further prove that Electric Vehicle is a suitable replacement technology for the Taxi industry. This research has found that: modern electric vehicle’s battery life is sufficient for regular taxi drivers in Taiwan for an entire day without recharge; under the same mileage, the cost of charging an electric vehicle is far cheaper than refilling petroleum; the cost of renting an electric vehicle is in an acceptable range compared to the current vehicle purchase price; in long terms, the cost of electric vehicles as taxi is far cheaper than using petroleum-based vehicles, which can increase the drivers’ profits.

台灣的經濟環境正值產業轉型之際，服務業相對於製造業愈來愈重要，本論文是研究一種服務業的產業，針對各家的派遣計程車隊進行分類，並分析其競爭優勢，期望這樣的研究，能對台灣的服務產業能有一點貢獻。進一步說明如下： 台北市計程車產業，是運輸服務業中的重要的一環，其產值高於捷運及公車服務業之總合。計程車產業特色為個體經營者數量多，透過個體經營的群聚產生派遣車隊，透過派遣車隊產生的正向網路效應，使得加入車隊的個體經營者可獲得更多的好處，因此派遣車隊在此產業角色的重要性與日俱增。 眾多派遣車隊瓜分台北市派車市場就如同戰國時代的多國爭地，車隊的「運作類型」牽動著企業經營體質，之前少見針對多車隊的比較研究，引發本論文的研究興趣，試著將不同的車隊依經營體質分出不同的運作類型，再加以運用競爭優勢的本質，加以排序。 本研究從文獻的回顧探討，確立研究的基礎及架構，透過與業者訪談及資料收集，進行基本資料剖析。進而以車隊規模、成立時間、經營理念、科技採用程度、成立原因、經營立基及其他事業等，歸納出四個營運構面；分別為「策略意圖」、「科技採用」、「營運範疇」及「地理範圍」。 運用這四個構面的參數套用於現有車隊，整理出所有類型，再依其性質推導出三大運作類型，分別為「生存維繫型」、「服務強化型」與「事業拓展型」等。這三大類在本研究的意義分別說明如下：「生存維繫型」是為了攤銷之前所投入成本、「服務強化型」是企業積極的提供服務價值及「事業拓展型」是企業借週邊關聯的事業展開多角化。 最後運用台北市交通局歷年來的評鑑資料佐證本研究的歸納運作類型，結果發現有其正相關，「生存維繫型」的歷年評鑑結果有較差及變差的傾向，「服務強化型」其評鑑結果多於中上，而「事業拓展型」有更優的評鑑結果。這表示運作的類型與服務的品質有正向的關係。 進一步我們推演管理意涵，透過「仲介機構(mediator)」的觀察如NTT DoCoMo的i-mode，是一個市場平台。供應商與消費者運用此平台各取所需。先前學者的研究此類的組織具正向的網路外部性，我們將此類型稱之「組織連結型」。也就是說在本研究的推論之下，派遣車隊發展的最高級，就是以派遣車隊是一個市場平台，這一個市場平台互相連結關聯的週邊事業。 本研究另外一個結論是「不成長、則衰敗」的特性是存在計程車派遣產業。這可提供處在競爭經營環境的服務業省思，可考慮企業成長所投入的風險，也可考慮企業停留原地的風險，相較其風險，決定組織運作的經營方向。 由於篇幅與時間的關係，本文並沒有進一步深入討論這些運作類型該採取怎麼樣經營方式以增強企業體本身，這是未來可以進一步探究的課題。

現代化組織雖然熱衷於導入資訊科技來提升組織競爭力，但研究發現近一半的科技導入最後是以失敗收場；此種不導入科技則組織將失去競爭力、但導入科技後卻達不到預期成效的兩難，是造成組織生產力困境的原因之一。此一企業面對科技採用的兩難困境，引發本論文的研究動機。 實務中許多科技導入失敗的案例已經說明決定企業是否擁有競爭力不在於組織是否導入科技或使用者如何採用新科技，愈來愈多的研究已證實如何在導入科技後，讓員工願意改變既有的工作習性，並樂於持續地使用科技，且逐漸將科技使用內化成為日常工作實踐，可能更加重要。此外，實務中也常發現組織內的科技使用者在面對相同科技時，往往並不是接受科技，或是拒絕科技的二元採用論；相反地，因為使用者會對科技進行自我詮釋與賦予個人意義，故導致許多不同且有趣的採用類型，甚至可能造成非預期的負面反應與行為。 過去許多探討個人層次的科技採用研究專注於科技採用者的認知因素對科技接受與否之影響，本論文則專注於科技採用的情感面探討，瞭解使用者對科技的心理擁有感受如何影響採用行為。綜合過往文獻的不足，本論文提出二項主要研究問題：(1) 科技採用是否存在多元化的採用類型？影響原因為何？與 (2) 科技採用者對科技的心理擁有感如何影響科技採用行為與績效？ 針對上述的研究問題，本論文回顧科技採用、科技意會、心理擁有感與在地知識等相關文獻，輔以二階段的研究策略，依序進行個案質化研究的理論建構 (研究一) 與量化假說的理論驗證 (研究二)。首先，研究一以新加坡康福計程車與台灣大車隊計程車為研究個案，藉由瞭解二地的計程車司機如何採用衛星派遣科技之紮根研究，歸納出科技採用者的科技心理擁有感將影響對科技的意會，與使用科技的在地知識類型；其次，科技心理擁有感可藉由以上二者的中介效果，進而影響科技採用型態與採用頻次。本論文由研究一推導出相關的研究假說，以供研究二進行關係驗證。最後，在研究二中，本論文藉由科技心理擁有感、在地知識、科技意會的量表發展與結構方程式統計分析，進行研究一的假說驗證與探討。 經由數百位計程車司機開車實踐的觀察、訪談與大樣本問卷調查後，本論文發現科技心理擁有感可區分為「我的科技心理擁有感」與「我們的科技心理擁有感」二類屬性；而科技心理擁有感將產生二大類的科技意會類型：「實用認同型科技意會」與「自利專屬型科技意會」，與二大類的在地知識：「近地型在地知識」與「遠地型在地知識」，最後，進而影響科技的多元採用類型與採用績效。 本論文有系統地利用質性紮根研究進行構念的歸納與分類，發現不同型式的科技心理擁有感、多元科技意會、在地知識與科技採用類型，並建構一個多構念且具完整性的科技採用分析架構與衡量方法。同時，本論文也借用組織行為理論中的心理擁有感理論於科技採用研究中，以解釋個人對科技的心理擁有感如何影響科技採用行為。整體而言，本論文力求達到研究情境真實性、研究衡量精準性與研究結論類推性的理論建構三大目標。 / For purposed of efficiency, organizations often engage in adopting or transferring new technology across national boundary to increase their competitive advantage. But researches found over half cases of IT (information technology) implementation failed in the end. This dilemma between losing competitive advantage without IT implication and failing in adoption with technology transfer is a main challenge of organization. The research objective of this dissertation is to understand the profound occasions of this dilemma. In the reality, many IT failure cases have illustrated keeping competitive advantage for organization was depends on how to transform users’ routines or habits from current IT usage on post-adoption stage rather than adopting a new technology on pre-adoption stage. In other words, the final goal of IT implementation is to internalize the technology use to become users’ daily practices. In addition, what is missing from the current discussion literature of technology management is that technology adoption is multiple patterns rather than a trade off between acceptance and rejection. Therefore, in different organizational context various users may render multiple interpretations of the same technology, leading diversified adoptive behaviors or some negative and unexpected results of IT use. The first research question of this dissertation is: How do people’s situated practices enact patterns of users’ sense-making towards technology, leading to multiple modes of technology use? Prior studies of technology adoption in individual level have developed a set of useful analysis on technology acceptance from users’ cognition perspective. However, the current literature has not yet investigated behaviors of technology adoption from affective approach. The second research question of this dissertation is: How feeling of ownership of technology individual user has influences their technology use? Through the literature review from technology adoption, technology sense-making, psychological ownership, and local knowledge, we built a two-stage research strategy to answer the above research questions. First, we formulae a conceptual framework by conducting qualitative research approach. Two cases was investigated in this stage, they were Comfort Taxi Co. in Singapore and Taiwan High Transportation Co. (THT) in Taiwan. By ethnographic data collecting from two cases in two years fieldwork, we observed how taxi drivers in Singapore and Taiwan adopt and use the same technology, G.P.S. (Global Positioning System) dispatch system, named Cablink. Second, from the findings of qualitative cases, we generalized the some hypothetical relationships among psychological ownership of technology, technology sense-making as well as patterns of local knowledge users own. The next, we test these hypotheses through questionnaire development and surveys answered by THT taxis drivers in Taiwan. The findings indicated that the taxi drivers had two types of psychological ownership of technology (Self-oriented and Collective-oriented) triggering two modes of technology sense-making (Pragmatism sense-making and Autism sense-making), and two kinds of local knowledge (Local search on knowledge and Distant search on knowledge). Consequently, the frequency of technology use will be influenced by above constructs directly and indirectly. In conclusion, this dissertation proposes to analyze technology adoption through sense-making and feelings of ownership by combining qualitative and quantitative methods. The findings enhance the theory of technology sense-making and psychological ownership, and suggest practical implications for post technology adoption and global technology transfer.

從工業革命以來，科技造成人類社會快速的進步，而從二十世紀至今，科技導入、科技創新等相關的研究，便成為商業、組織管理、科技管理與心理學領域爭相研究的重點議題，許多證據指出，科技所帶來的結果，卻不如管理者或學者原本所預期，產生了許多「非預期的創新」。 本研究認為，非預期創新的產生，是因為過去的研究與觀察，是從一個巨觀的角度分析科技所帶來的影響。本研究架構於漸衍過程(emergent)的觀點，以詮釋型(interpretive)質性的研究，透過使用者工作實務(work practice)微觀層次的觀察，來呈現科技與組織的演化。 透過鼎華科技導入衛星派遣系統成立台灣大車隊的歷程，本研究呈現台灣大車隊中的司機在科技導入前、後的工作方式，以及與科技互動下產生的創新結果。本研究發現，經過七年的時間，台灣大車隊的司機，已經發展出許多不同的創新工作實務，包括預期型工作實務、品牌型創新工作實務與科技型創新工作實務，並且於三種類型的工作創新之中，存在有更豐富、更多元的創新。 而透過個案的觀察，本研究認為，一種科技可以造成如此迥異的科技採用與結果，可以歸因於產業情境所造就的多樣化工作實務。而本研究的研究方法與結論，可以做為組織與企業進行科技導入與轉移時的參考。

本研究以警察廣播電臺台北臺為例，探討身為交通專業電台的警察廣播電台，在面對電視與其他廣播媒體，紛紛加入路況資訊提供的競爭下，是否仍具有其優勢？以因工作需要而必需長時間使用道路的計程車駕駛人為研究對象，探討大台北地區計程車駕駛人收聽警廣節目的主要目的為何？在什麼情況下容易轉台？節目內容與傳播設備等因素，是否也會影響計程車駕駛人的轉台意願？ 研究發現，收聽警廣台北臺節目的計程車駕駛人，只有兩種類型，一種為「計劃型」收聽，另一種則採取「再評估模式」。計程車駕駛人因警廣路況報導正確而收聽，但卻也會因為資訊不夠即時而轉台；收聽時間大多集中在上、下班的尖峰時間。最欣賞的節目主持人，則以「路況報得好、報得專業」最獲青睞，甚至有六成以上的計程車駕駛人會因為喜歡某個節目主持人，而固定收聽其節目；另外，聲音悅耳、節目多元豐富與音樂好聽與否，也是吸引計程車駕駛人是否繼續收聽的重要因素。除了路況資訊的獲得外，計程車駕駛人對於生活資訊的需求，遠高於新聞氣象、綜藝音樂及公共事務。至於車上有無其他音響設備，亦將影響計程車駕駛人的轉台行為。 / The purpose of this study is to determine whether the Police Radio Station (PRS), specifically the one in Taipei, is still necessary since television and many other forms of media provide the same service of traffic broadcasting. The research subjects for this study are Taipei taxi drivers who spend long hours on the road each day. Four questions form the basis of this study: 1. What is the main reason that taxi drivers listen to PRS? 2. Under what circumstances do they switch channels? 3. Does the content of the program affect their listening choices? 4. Does the type of broadcasting equipment affect their listening choices? The results indicate that there are two kinds of taxi drivers who listen to the programs of the PRS in Taipei. The first kind follows the "planning strategy" and the other kind follows the "re-evaluation strategy." Drivers listen to the PRS for its accuracy of traffic information; however, they will switch to another channel when there is a lack of substantial information being broadcast. Their listening time usually occurs during the rush hours, when they are getting on or getting off work. Drivers primarily prefer anchors whose information is "not only great but also professional." More than 60 percent of the drivers in this study report that they will continuously listen to one program if it is hosted by the anchor whom they favor. In addition, three other factors affect the drivers' listening habits: (1) the voice of the anchor, (2) the richness of the program content, and (3) the quality of the music being played. Besides traffic information, taxi drivers also need or desire to listen to information about other aspects of daily life, than (1) news and weather, (2) entertainment, and (3) public affairs. Finally, one other factor affects the listening behavior of taxi drivers: whether or not there is more than one form of listening device inside the car.

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.