既有文獻指出企業從事社會責任活動能帶來諸多經濟效益，然而企業也必須承擔相關的成本來進行社會責任活動。本研究探討公司在成本考量上，如何配置財務及非財務資源來進行企業社會責任活動。我們進一步討論當企業面對財務限制時，策略性的資源配置如何對企業社會責任之績效產生影響。本研究使用公司層面的企業社會績效和財報資料，資料期間為1991至2015年。藉由迴歸分析並且控制產業及修正群聚效果下，實證結果發現：研發活動對於企業社會責任績效有顯著正向的關聯，而公司的併購支出顯著地負向影響企業之正面及負面企業社會績效，資本支出則對負面企業社會責任績效有顯著的負向關係。就內部流動性資源運用的結果我們發現：現金對企業社會責任之績效表現並無顯著的關聯，此結果隱含公司在資金運用上傾向於配置少部份現金資源以資助企業社會責任活動；然而淨營運資金與企業社會績效呈現顯著負向關聯，意味著公司會使用淨營運資金來資助企業社會責任活動。最後透過對公司個體財務限制的衡量，實證結果顯示當公司面對財務寬鬆時，投入研發活動成本有助於加強研發成本與企業社會績效表現之正向關係，結果更意味著當公司面臨財務寬鬆時，較容易將社會績效納入考量。 / While the existing is fully aware of the diverse economic benefits that are brought about when firms engage in corporate social responsible (CSR), it also warns about the associated costs of all kinds. Using panel data obtained from MSCI ESG and Compustat for 4,160 U.S. public-listed firms from 1991 to 2015, we investigate what impacts the firms’ allocation of financial and non-financial resources would have on the implementation of their CSR, when knowing that CSR can be costly. Our main empirical findings are threefold. First, we find that firms’ R&D intensity is positively related to their corporate social performance (CSP). Capital expenditure is significantly negatively related to CSP concerns; and firms’ involvement in acquisitions is negatively related to both their CSP strengths and concerns. Second, firms’ implementation of CSR activities is found to be seldom cash-intensive, in fact, we document firms’ moderate usage of cash and short-term investments on the implementation of CSR relative to other investments activities. However, the noncash networking capital show significantly negative effects with CSP, revealing that firms use noncash networking capital to implement CSR activities. Third, the positive relationship between R&D intensity and CSP is further enhanced when firms are free without financial constraints, and we argue that firms take more concern on social issue/performance when facing financial slack.

本研究使用資金成本(cost of capital)、信用供給(credit supply)和資源基礎理論（resource-based view）來探討政府政策與公司投資決策的關係。在資金成本(cost of capital）理論的解釋下，政府政策實施後，企業外部融資成本的下降使企業無謂的損失減少，增加企業投資的動機。同時本研究使用信用供給(credit supply)理論來解釋當政府政策增加金融市場的信用供給後，企業外部融資限制的降低促使其進行投資。結果顯示在資源基礎理論（resource-based view）之下，國家政策對公司投資決策產生顯著的影響，並不是透過改變公司的外部融資條件實現。 / Our research used the cost of capital credit supply and resource-based view to explain the changing in investment decisions after implement policy. The government policy effect will increase the willingness of investment. Meanwhile, we used the credit supply theory to explain the changing of external financing constraints in companies increases investment. Our results showed that based on the resource-based view, government policy significantly affects the investment decisions without having impact on external financing.

以科技業而言，由於近來創業風潮蔚為風行，同時新創企業的數目也蓬勃增加，但是要如何永續發展，成為穩定生存的企業，還有很多需要努力及進步的地方。另外一方面，台灣各個科技大廠多數面臨創新動力及幅度不足的困境，始終處在代工的階段，毛利無法提升，故近來也有許多科技大廠積極找尋新創企業標的購併或合作，以期提升企業未來之競爭力。 本論文旨在研究新創企業及大型科技企業於供應鏈上的互動，大型科技企業該如何找尋正確之標的並且不影響原業務內容以及新創企業須具備哪些核心技能以期公司持續發展。本研究個案以Q公司以及N公司為個案案例，其中大型OEM/ODM系統廠Ｑ和硬體新創企業N的合作是為研究重點，因兩者的合作並不符合一般的直覺思維，Q公司必須要犧牲規模經濟才得以進行Q公司之產品製造，所以本研究透過資源觀點的學說，如資源基礎理論、資源優勢理論、資源相依理論等進而從外部環境到內部資源分析，可以發現因為環境因素的促使，導致Q公司與N公司形成互利的相依共生關係。 / Recently in technology industry, due to the recent upsurge of entrepreneurship, the number of start-ups has also increased vigorously. However, how to achieve sustainable development and become a stable and viable enterprise has a lot to do with efforts and progress. On the other hand, most of the Taiwanese technology firms are faced with the lack of margin and innovation power. They are still in the stage of foundry work and the gross profit can not be improved. Recently, many technology companies are keenly searching for the merger or cooperation of the new startups in order to maintain the future competitiveness of enterprises. The purpose of this paper is to study the interaction between start-ups and large-scale technology enterprises in the supply chain. How can large-scale technology enterprises find the right target and do not affect the original business content and what core skills the start-up enterprises should have in order to keep the company going. The research case is based on the case of Q company and N company. The cooperation between the large OEM / ODM system Q and the hardware start-up enterprise N is the focus of the research, because the cooperation between these two is not in line with the general intuitive thinking. It is necessary to sacrifice the Q’s scale economy to carry out the N company's product manufacturing, so this study will go through the resource point of view, such as resource-based theory, resource advantage theory, resource-dependency theory to analyze the external environment to internal resources. Simply saying the result can be conclude because of the relationship between environmental factors, resulting in Q company and N company to form a mutually beneficial symbiotic relationship.

2015年4月殼牌公司收購英國天然氣集團案，凸顯石油價格修正已重塑全球油氣產業版圖。而根據2015年英國石油公司統計資料顯示，傳統方式開採生產的石油及天然氣尚有50-60年的可開採年限；若加上非傳統方式開採生產的石油及天然氣則可開採年限將至少倍增。油氣探採產業具有技術門檻高、經營風險高、投資金額高、作業時間長的特性。從長期獲利能力來看，油氣探採部門的績效一直是各大國際石油公司主要利潤來源，惟其營業利潤受國際油氣價格的起伏直接連動影響。個案公司油氣探採部門海外投資近年來成功取得美國、印尼、剛果及澳大利亞等地區的探勘新礦區，並與國際油公司在全球10 個國家25 處礦區有合作探採案；其中包括厄瓜多、印尼、尼日以及澳大利亞等具有油氣生產的礦區，歷年累計油氣生產績效卓越。 由於非傳統油氣之一的頁岩油氣開採技術進步，大幅提升美國油氣產量，OPEC產油國為維持市場占有率並未減產，加上全球經濟成長減緩，造成明顯的供過於求趨勢，影響近期油價呈現相對低檔。本研究以產業分析及SWOT分析等理論著手，探討目前經營環境的機會及風險，藉以擬定公司層級的策略方向並檢視成熟期產業環境下的競爭內涵，再從資源基礎論、經營選擇策略、管控流程風險，探討企業長期競爭優勢。 　　本研究經與個案公司海外分公司高階經理及總公司資深部門主管進行深入訪談方式，並且參酌公開的期刊、論文報告與網站資訊，進一步對照研究相關理論分析與個案公司實務案例，結果證實在運用購買LNG整合上下游投資、國際大油公司的策略聯盟、流程管控海外投資風險等均有助於提升競爭優勢，足以提供產業參考；同時建議後續研究個案公司落實平衡計分卡學習成長構面的相關要項，加強策略核心組織的競爭力，輔佐策略的執行，俾能提昇企業未來經營競爭力，達到永續經營之目的。 / The acquisition of BG Group by Royal Dutch Shell in April 2015 was the latest sign of how the slumping oil prices are reshuffling the global upstream petroleum business. BP’s Statistical Review of World Energy 2015 depicts that the reserves to production ratio is about 50 to 60 years for conventional petroleum resources, while this number almost doubles up for unconventional petroleum resources. The characteristics of upstream petroleum industry are the high technical threshold, high operational risk, highly capital-intensive investment, and long operational life. From the perspective of long-term earning power, the performance of upstream petroleum business division always drives the profitability for all major integrated oil companies, notwithstanding the operational profit is under direct impact from the fluctuations of the global oil prices. The successful overseas investment from the Exploration and Production Business Division of the company under study include many exploration rights in the new assets from U.S.A., Indonesia, Congo, and Australia, as well as the joint operation projects with international oil companies at 25 locations in more than 10 countries from Ecuador, Indonesia, Niger, and Australia with excellent profitability over the years. The advances made in the shale oil and gas production technology brought the U.S.A. oil production to another peak, which coupled with OPEC's non-cutting oil production strategy and global economy slowdown triggerd the dive of global oil price. This study first explores the opportunity and risk under current business environment using industrial analysis and SWOT analysis to propose strategic planning on corporate level and evaluates the competition nucleus in a mature industry cycle; secondly, explores the long-term competitive advantage of the company through Resource-Based Theory, Strategic Positioning, and Risk Management and Process Control. Through in-depth interviews with senior management from overseas division and headquarters office of the study company, published periodicals, journals, and web information, along with various related research analyses and company case studies, this study demonstrates the combination of liquefied natural gas (LNG) purchase contract with the acquisition of participating interest in LNG development project as a means of vertical supply chain investment, strategic alliance with international oil companies, and using risk management and process control on overseas investment are all beneficial to increasing the competitive advantages. Suggested follow-up research of implementing Balanced Scorecard (BSC) to the Learning & Growth Perspective, promoting competitive power through Strategy-Focused Organization, and execution on assising strategies can increase future competitive advantages and accomplish the objectives in sustainable management.

本研究之個案公司其專業於微波通訊零組件之代理銷售，及配套完整測試方案之整合。目前公司市場範圍延伸至商用與消費性市場，且合作夥伴分佈在台灣、大陸甚至歐美各國。企業面對全球化競爭，若要在世界經濟舞台上扮演重要角色，其中關鍵成功因素之一就是供應鏈夥伴建立緊密的關係。 以本研究之個案公司而言，其專業於微波通訊零組件之代理銷售，及配套完整測試方案之整合。近年來行動世代的崛起，更加速無線射頻通訊技術的革新，目前公司市場範圍延伸至商用與消費性市場，且合作夥伴分佈在台灣、大陸甚至歐美各國，因此供應商與客戶之間的合作與公司策略有密不可分的關係。 本研究藉由個案分析方法，得到以下結論：(一)供應商攻入客戶需掌握的要點，包括己之能力與價值、客戶需求、與客戶達成之共識並發展解決方案、服務之擴大與產品之提升。（二）供應商對於穩固客戶關係需考量之因素，包括產品品質、產品價格、產品交期、服務與信賴關係、進入障礙。 透過本研究結果作為供應商訂定營業策略時的參考，藉以提升供應商能力，增加攻入客戶的機會，並加強客戶與供應商的互動，提高客戶忠誠度並維繫客戶關係，以期獲致最大利益。 / The case company specialize in sale agent in microwave communications components, and supporting complete solution. Currently, the company extend its marketing range to the commercial and consumer markets, it has partners in Taiwan, mainland China, Europe and the United States. Companies face global competition, each of them wants to play an important role on the world economic stage. The key is to establish a close relationship to supply chain partners. This study explores how the case company meets clients needs by their own ability and value on the basis of Resource-Based theory. The relationship between companies and their clients is a special “strategic partnership”. The relationship let company make good use of the core competitiveness in procurement process, maintain a dominant position, thereby affect the clients or industry. This study using case analysis has the following conclusions: (a) There are five points in establishing relationships with clients by supplier, including “our own ability and value”, “clients need”, “the consensus with clients and develop solutions with clients” and “expand the services and products”. (b) There are five points in solidifying relationships with clients by supplier, including “product quality”, “product price”, “product delivery”, “service and relationship of trust”, “barriers to entry”. Suppliers can formulate strategies through the conclusion to enhance its capability, increase the chance of establishing clients, enhance interaction between clients and suppliers, increase clients loyalty, maintain relationship with clients and earn more profit.

本研究所欲瞭解之問題有二: 一為外包的成功關鍵因素; 另一為此等之外包成功關鍵因素是否會因為外包內涵不同而有所不同。在經過過資源基礎理論、資源依賴理論、核心競爭力、交易成本理論、外包之利益與風險，以及外包程序等相關文獻探討後，選擇與外包成功相關之因素。 本研究係探討自變數組織外包的作法與依變數外包績效之問的關係。在對十七個外包個案進行詳盡訪談與分析後，先將組織外包的作法加以分類成為數個構面，再以組織執行外包績效，區分為成功與不成功的兩組個案樣本，並檢視成功與不成功個案中有明顯不同的各個因素構面，以找出相關的因素作為組織外包的成功關鍵因素。 在經過文獻探討與個案分析後，本研究對於外包之成功關鍵因素已有較清晰的描述; 而且外包成功關鍵因素的集合可由不同的外包內涵特質而加以區別; 因而獲得本研究發現如下: 1 、策略規劃與高階主管支持是所有成功外包的必要因素。 2 、在環境不確定下，外包的成功關鍵因素有: 制定保護措施、有效抑制投機、多重準則遴選外包商、合作、雙向密集溝通、具有彈性。 3 、外包內涵在經由其資產特殊性加以區分後，有不同的成功關鍵因素集合。依外包資產特殊性程度而區分之外包成功關鍵因素集合有其個別之特徵; 故進而引用Quinn 與Williamson等學者之觀念，將其依資產特殊性程度的高低而分別將其稱為:「夥伴型」外包、「合作型」外包，以及「貨架型」外包。

近年來，環境汙染、能源危機等議題，使世界各國莫不開始重視環境永續經營之課題。目前被認為具發展潛力之替代能源包括太陽能、風力、地熱、水力、生質能等，其中，由於太陽能為取之不盡、用之不竭的循環再生能源，具無汙染、發展歷史悠久、取得來源穩定、發電成本逐年下降等優勢，因此，各國政府皆致力於太陽能光電產業之發展與推動。 根據統計，太陽能光電產業產品製造重心在2008年金融風暴後，快速往亞洲地區移動，產量增加最快的地區為中國和臺灣，兩岸因各自不同的地理環境、發展條件、政府政策等因素，促使相關產品在全球市場佔有率持續增加。2009 年全球太陽能電池產量為9.34GW，其中，中國與台灣佔全球總產量的49%（中國38%、台灣11%），可見兩岸同時共享全球太陽能光電市場，亦共同競爭全球再生能源產業版圖。 本研究由廠商角度出發，針對兩岸太陽能光電產業競爭與合作策略進行多面向分析研究。首先透過Porter (1980, 1990)五力分析與鑽石模型，對兩岸太陽能光電產業進行探討，並以廠商層次之資源基礎與交易成本等理論，瞭解個案廠商的交易成本與交易價值，同時探討國家和產業因素是否在廠商合作或不合作決策間形成調節效果。本研究發現，面對中國廠商，不同價值鏈階段的台灣廠商需選擇不同的競爭或合作策略，垂直整合並非台灣太陽能光電廠商首選之發展策略。同時，基於資源與能力的互補性可發現，兩岸同價值鏈階段廠商呈相互競爭狀態，廠商合作動機低，而兩岸不同價值鏈階段廠商的合作動機則高。在合作方式方面，則因台灣廠商的目的性差異，主要分作長短期契約和合資兩種方式。此外，本研究亦發現國家條件，如生產要素互補性與政府政策，以及產業發展現況將帶動兩岸廠商建立合作關係的可能性。 / Due to increasingly environmental issues such as pollution or energy crisis, people begin to regard environmental sustainability as an important topic in recent years. There are several kinds of potential substitute energy, including solar, wind, geothermal, water power, biomass energy, etc. Solar energy is one of important substitute energies because of its pollution-free characteristics, stability and decreasing cost trend. Therefore, the governments are committed to develop and promote the solar photovoltaic industry. According to statistics, the production area of photovoltaic products has been moved quickly from Europe to Asia after the financial crisis in 2008. The two of the fastest growing areas are China and Taiwan. Due to geographical environment, development conditions, government policies and other industrial factors, photovoltaic products from China and Taiwan continue to increase in the global market share. For instance, China and Taiwan accounted for 49% (or 93.4GW) of the worldwide solar cell production (38% in China, 11% in Taiwan) in 2009. It is obvious that China and Taiwan are competing the global photovoltaic market share. Based on five forces model, diamond model, transaction cost theory and resource-based view, this study provides a multi-strategic analysis of co-opetition in the cross-strait photovoltaic industry. By collecting secondary data and conducing case study, I complete a serious of systematic analysis and results with the grounded theory approach.

無 / Facing today’s highly competitive market and changed business environment, whether the company has the capability to implement successful inter-organizational information systems to achieve efficient supply chain management becomes a significant issue. To fulfill this need, this research aims to develop a framework for measuring the IOS capability. After company interviews, our proposed framework is simplified to measure four IOS capabilities: (1) physical assets, (2) path dependency, (3) relational intangibles (trust and complementary resources), and (4) market power. We propose that firms with these IOS resources can have higher IOS usage, which in turn creates greater IOS performance. / A general survey is then conducted in the Taiwan PC industry to validate our proposed framework. The instrument was tested for validity and reliability properties, and multiple linear regression was used for testing our hypotheses. The results indicate that physical IT assets and relational specific intangibles are positively related with IOS usage. On the other hand, path dependency and market power do not have significant impact on IOS usage. We further explore the relationships between the IOS capabilities and firm performance. The result indicates firms with more IOS usage are more likely to achieve better firm performance. These results can further be examined in a more industry-wide survey in the future. The researchers can also build upon this model to further examine the factors that are discovered.