本研究是以Foa等人(1993)的「資源」觀點，來分析婦女在離婚時所可能擁有的生活資源與其離婚後適應的關係，分為自己提供給自己的資源，即個人的條件和特質；和別人所給與的資源兩大類。並採質化研究深入訪談為資料的主要蒐集方法，由分析的資料來看，離婚對女性的衝擊始於婚姻出現狀況開始，而隨時間過去，婦女離婚後生活的適應在型態上也會有一些差異，所以資源在不同階段所能發揮的作用也不相同。研究者依適應型態的不同將離婚適應分成四階段，1.「離」、「合」之間的混亂階段；2.離婚後需立即面對的主要適應議題與離婚資源的關係；3.適應議題的轉變與離婚資源的關係；與4.成長等四個階段。此四階段並無明確的時間區隔，只是發生的順序不同。文中還比較了不同人際關係所提供的資源在具體性上的差別以及其引申的意涵。 研究發現：1.離婚適應是一個長期的動態歷程，包含與生活相關的各向度，所以離婚者可獲得的資源如何，影響其離婚後生活適應的品質。2.以資源影響適應的觀點而言，資源當然對適應有益，但當適應牽涉到生活的各層面時，同一資源對不同向度的生活適應，便可能產生負面的影響。3.既然離婚適應是一個長期的歷程，同一項資源在不同的時間點上，特別是在人際關係所提供的資源方面，人際間的互動，可能隨著時間的消逝，而在心理層面有所改變，則這些改變就可能影響其所提供的資源，並進而影響婦女離婚後的生活適應。 / Based on Foa’s “Resource” perspective in 1993, this research analyzes the relationships between the resources women potentially own during the course of getting divorced and their adaptability to the post-divorced life style. The resources are grouped into two major sources: self-resources, i.e. personal qualifications and characteristics, and external-resources provided by others. This research relies on in-depth qualitative interviews as its main source of input data collection methodology. According to input data analyses, women’s post-divorced life styles have very different adaptive patterns. Therefore, “resources” also display different functions in divorce process. Based on different adaptive patterns, the researcher proposes four phases of divorce adaptability: 1) the chaotic phase of “marriage” or “divorce”; 2) the relationships between adaptation issues and resources during the phase immediate after divorce; 3) the relationships between the transformation of adaptation issues and resources; and 4) growth. There is no fixed timeframe for the four phases. The only distinction is the sequence of occurrence. Furthermore, this research compares the “concreteness” of resources provided by various inter-personal networks and its implications. This research discovers that: 1) the post-divorced adaptation is a long-term, dynamic process, covering all aspects of life. As a result, the resources available to divorcee will directly affect the quality of her post-divorced adaptation. 2) From the perspective of resources affecting adaptability, resources are certainly positive. However, when the adaptation involves with all aspects of life, the same resource might have negative effect on some certain dimensions. 3) Because divorce adaptation is a long-term process, the same resources, especially those provided by inter-personal networks, would likely fade away as a result of changes in personal interactions, and might psychologically affect the resource function, which in turn will affect women’s post-divorced life adaptability.

自2007年國家通訊傳播委員會（NCC）發放六張無線寬頻接取執照（Wireless Broadband Access, WBA）後，至今台灣六家WiMAX營運商已全數開台，台灣WiMAX產業正式進入商轉營運階段。然而由於WiMAX為一新興產業，產業之遊戲規則仍待確立，加上其他4G等行動上網技術的競爭下，各家WiMAX營運商之背景與資源分部情形無法立即分出競爭勝負，還需端看營運商如何對自身資源作出適當的評估與利用，以發展合適之競爭策略，才能達到產業競爭優勢。 因此本研究從資源基礎理論的角度出發，透過個案研究法，以得到南區執照的威達雲端電訊進行研究，了解威達雲端在發展WiMAX產業上，對資源的運用。本研究擬探討之四個問題為：(1) 威達雲端電訊當初選擇進入WiMAX產業的評估與原因為何？ (2) 威達雲端電訊在發展WiMAX上的核心資源與資源缺口各為何？(3) 威達運端電訊在進入WiMAX此一新興產業時，如何針對本身資源的優劣勢發展出適當的競爭策略？(4) 威達雲端電訊相較於其他WiMAX營運商，有何競爭優勢？(5) LTE與WiMAX陣營在未來發展上各有何資源優勢，WiMAX營運商該如何面對LTE的挑戰？ 研究結果發現：(1) 威達雲端最大核心資源優勢為本身擁有大量內容及相關經驗、基礎顧客群，與光纖網路之布建。(2) 威達雲端主要資源缺口為資金、相關人才與電信發 展經驗與技術。(3) 威達雲端有效利用具延展性之資源，將資源做延伸與強化，進行多角化發展，推出新產品組合及服務，以達到綜效與擴大整體經濟規模。(4) 威達雲端進行策略聯盟等合作方式進行資源之補足，尤其是以吸取電信相關布建經驗與技術為主。(5) 相較於其他相關業者，威達雲端以較低成本提供WiMAX服務，並將WiMAX技術與其他資源結合，推出差異化之服務為其競爭之優勢。 / Since the National Communications Commission released six operating licenses of Wireless Broadband Access (WBA) in 2007, the six WiMAX operators in Taiwan have all completed deployment for commercial services by the end of 2010. However, as an emerging industry, WiMAX technology and its industry have not fully matured. Meanwhile, WiMAX is facing the rival fourth generation wireless technology . Under the circumstance, in order to create competitive advantages, WiMAX operators should lie primarily in the application of the bundle of valuable resources at the firm's disposal. Therefore, this paper, takes the Resource-Based Theory as the analysis structure, with reference to the case of licensed WiMAX operator “Vee Telecom Multimedia Co,” (or simply Vee) attempts to find out how the operator utilizes its core resource to carry out the competitive strategy. The purposes of this thesis include: (1) The reason why Vee chose to enter WiMAX industry; (2) The core resources and recourse gaps of Vee; (3) When entering the WiMAX industry, how Vee carry out the strategic deployment of its resources; (4) Compare to other WiMAX operators, what competitive advantages does Vee have; (5) What core resources do WiMAX and LTE operators have? How do WiMAX operators face the challenge of LTE technology? The results showed that (1) the core resources of Vee are contents, customer base, and the fiber network. (2) the resource gaps of Vee are funds, talent, experiences in telecommunications. (3) with the effective use of scalable resources, Vee extends and strengthens the resources to develop new products and services portfolio, in order to achieve synergies and increase economies of scale. (4) using strategic alliances and other cooperative approach to fill the resource gaps, especially the deployment experiences in telecommunications. (5) compared to other operators, Vee provides WiMAX services at a lower cost and offers differentiated services to gain its competitive advantage.

中國經濟最近二、三十年一直保持高速增長的趨勢，尤其是2006至今中國股市的井噴式發展，為中國資本投資市場帶來巨大發展機遇的同時，也帶動了相關產業的發展，如家居零售業就存在著顯著的連動效應。一方面，持續的牛市給股民帶來了高收益，提高了潛在消費者的購買力；另一方面，投資市場的發展也為家居業融資提供了便利。但是，中國家居業市場現有的行銷通路策略，存在嚴重的趨同性，眾多廠家依靠幾乎雷同的通路策略進行著殘酷的零和博弈競爭。家俱工廠，都必須依靠幾家大規模的大型家具賣場通路為載體在裡面開店，方能順利行銷自己產品到客戶手上，家具工廠產品通常交由經銷商在各城市代理販售，或開自營店，若有家俱工廠和家具大賣場因為經銷商的資訊不對接，家俱工廠可能就會失去黃金店面，壓縮到自己生產的傢具品牌空間通路。近年中國火熱的零售通路家樂福、大潤發、沃爾馬，馬不停蹄的在中國展店分食上千億人民幣的量販銷售額，家居業能否藉由前述迥異的通路模式，並充分發揮工廠本身有的資源基礎與核心技術，進而探索出一種創新的行銷通路模式，為顧客創造更高的讓渡價值的同時，擺脫殘酷的紅海競爭，成為家居業競爭參與者面臨的一大挑戰。本文以傢俱工廠T公司為例，通過對其行銷通路策略的綜合系統分析，從傳統家居商場到零售通路的量販店中展店，探索出一套適合中國市場的行銷通路創新模式。 本文分六章，第一章是本文的緒論部分，介紹研究背景及意義，並對相關概念進行界定，提出本文的研究思路和方法，以及文章的結構安排和創新之處。在第二章中主要對資源基礎理論、藍海策略及創新理論等文獻進行了綜述，作為整篇文章的理論支柱。第三章介紹了中國零售業市場的發展概況，著重分析了中國市場量販店發展的情況，為後面提出行銷通路創新提供背景與動機。第四章分析了中國家居業市場現行的幾種主要的行銷通路模式，並綜合分析其特點。第五章以T公司為例提出為何開創新通路及其在中國市場行銷通路模式創新實務。第六章結論與建議。 / In last decade, China's economy kept growing at top speed. The booming stock market, while bringing the enormous opportunity for the Chinese capital market development, has driven the development of relevant industries too. The effect on furniture business is absolutely apparent. On one hand, the bullish stock market has brought high returns to stock holders, while raising the purchasing power of potential consumers. On the other hand, the development of capital market has offered the convenience to financing in furniture business too. However, the homogeneity and zero-sum game of marketing strategy in furniture business is serious enough to be a catastrophe to everyone concerned. In order to approach potential customers, the furniture factories must all rely on several sales channels of high market share to run their own shops inside. Furniture factories usually have their own distributors to promote their sales, or run their own shops. If there is information asymmetry between the furniture factories and sales channels, the furniture factories will encounter the possibility of the loss of shop presence and brand damage. In recent years, Carrefour, RT-Mart, and Wal-Mart develop their own sales channels in China at high speed in order to share the millions of dollars market. How to take advantage of the above-mentioned sales channels and leverage their own resources and core competence to create innovative sales channels, while offering higher value for the customers and getting rid of the cruel Red Sea competition is a challenge to the furniture factories and every participant concerned nowadays. This text takes furniture factory T Company as an example, through comprehensive and systematic marketing strategy analysis, and researches on T Company’s traditional sales channels and new sales channels within retailing chains, to explore a set of sales channels innovation model which is suitable for the Chinese market. This research consists of six chapters. Chapter one which is an introduction part mainly focuses on the basis of the selected title and related definition, introduces relevant concepts, ways of thinking and method studied, and last but not least recommends the thesis structure and its possible innovation. Chapter two is literature review and comment. Representative figures, relevant fields of the thesis and their research results are reviewed on a chronological basis, including several following respects: Resource-Base Theory, Blue Ocean Strategy, and Innovation Theory. Chapter three is the development overview of Chinese retailing business and also analyzes the development of hypermarkets in China emphatically in order to illustrate the background and motive for sales channels innovation. In Chapter four, this research analyzes existing models of sales channels and its characteristics of Chinese furniture business comprehensively. Chapter five takes T Company as an example and further elaborates its strategy and operation on the innovation of sales channels construction. Chapter six is the conclusion and follow-up study suggestion.