二十一世紀是志願服務的新世紀，台灣地區的文化機構，早自民國70年開始，即陸續運用志工協助機構推動業務，本論文旨在了解國內公共圖書館與博物館本身特有的屬性、定位、發展歷史與功能等差異，導致其志工制度及運用志工資源之不同，來探討二者對於志工管理的政策、發展過程、現況、優缺點等異同。 本研究採用文獻文析法與深度訪談法，參考國內外相關志工管理的文獻，設計訪談大綱進行深入訪談與分析，訪談對象為台北市立圖書館、國立歷史博物館、國立台中圖書館、國立自然科學博物館、高雄市中正文化中心、高雄市立美術館志工業務承辦人與志工組織的幹部。 本研究發現，公共圖書館與博物館皆十分重視志工資源，各館均有訂定志工管理政策及志工組織章程，並不定期修訂其內容，以符合館方與志工的需求。公共圖書館與博物館之志工管理制度最大之不同為志工的專長與教育訓練課程，公共圖書館志工的專長以說故事、團康活動、資料整理、電腦操作為主；博物館志工的專長以美術、手工藝、導覽解說為主；二者依照工作屬性的需求，安排不同的專業教育訓練課程，圖書館的專業教育訓練課程，如說故事技巧、英語課程、電腦研習、服務禮儀等；博物館以導覽解說技巧、各個展覽前都有特訓、讀書會為主，還有相關藝術、科學、美術知識方面的課程，如素描、水彩、陶藝等。志工可以為館方節省經費與人力，增加與民眾互動，建立良好的形象、帶來活力、增加新的服務，提高圖書館的使用率及博物館參觀人數，提升服務品質等，達到行銷推廣的作用。 根據研究調查結果，提出下列十項建議：1.建立公共圖書館或博物館志工聯盟；2.固定專職的志工業務承辦人；3.開發多元化志工人力資源；4.具體的招募策略，主動出擊；5.建立完整的志工溝通與資料保存制度；6.設計線上教育訓練課程；7.提高誘因，留任人才；8.志工組織獨立自主；9.健全志工網站內容，以發揮其功能；10.志工成為有效資產，而不是負擔。 / The 21st century is the new century of voluntary service, the cultural organization of Taiwan, had begun since the 70th year of the Republic of China for a long time, namely used the will worker to help the organization to promote the business successively , this thesis aims at understanding differences , such as domestic public library and peculiar attribute , localization , developing history and function of the museum ,etc., the ones that cause its will worker's system and use the will salary source are different, to probe into similarities and differences , such as two policy , evolution , present situation , pluses and minuses to worker's management of the will ,etc.. This research adopts the methods of analyzing literatures and interviewing, consult documents of domestic and international relevant will worker's management, design the interview outline and carry on deep interview and analysis, visit and date it for the Taipei Public Library, National Museum of History, National Taichung Library, National Museum of National Science, Kaohsiung Cultural Center, and the Kaohsiung Museum of Fine Arts. This research shows that all attach great importance to the will salary source in the public library and museum, every hall stipulates worker's management policy of the will and worker's memorandum of association of will , and revise its content irregularly , the square and will worker's demand by according with the hall . the most different management systems between the volunteer workers of the public library and museum are educational training programs. The professional speciality of the volunteer workers in public libraries are telling stories, group's health activities ,data management, and the computer operation; The annals worker in the museums are at home in explaining in fine arts , handicraft ,and guide; The two arrange different specialized education training programs in accordance with the demand for working attribute . The specialized education training programs of the library are English courses , computer operation , serve the etiquette etc.; The museum mainly focus on the training courses such as the skill of the guide to the exhibition by holding the book clubs, and there are relevant art courses of science and fine arts knowledge such as instance sketch , water colour , pottery art ,etc..The volunteer workers can save the funds and manpower for the hall , increase the interaction with people, set up good images, bring vigor, broaden the service, improve the rate of utilization of the library and visitor number of museums, and make good progress in service quality ,etc., reach the function of market popularization. The research suggests that: 1. Set up the volunteer alliance in public libraries or museums; 2. Regular and full-time voluntary engineering business undertaker; 3. Develop pluralistic voluntary workers human resources; 4.The concrete tactics of recruiting voluntary workers; 5. Set up a complete voluntary workers communication system and the system of the keeping the materials well; 6. Design the on-line educational training program; 7. Improve the incentive to keep the workers from resignation; 8. The independence of the volunteer organization; 9. Perfect the content of volunteer website , and make it to play an important role; 10. Volunteer become the effective assets , but not the burden for annals.

戰後的高度經濟成長讓日本頓時成為世界各國注目的焦點，美國企管學者與國際性研究團體機構相繼指出日本企業有長期雇用習慣的特色，且此習慣於戰後形成且在高度經濟成長時期扮演著極重要的角色。但一九九０年代日本泡沫經濟結束後，日本陷入前所未有的、長達十年的低成長期，過去備受讚揚的日本式管理如今成為日本企業競爭時的包袱，企業界、學界紛紛指出，日本企業在不景氣之下必須要有新的作法，首當其衝的就是日本式雇用制度。因此，本研究旨在探討日本企業於泡沫經濟結束之後，因應內外環境之改變，其在人力資源管理上的革新做法。 本研究採文獻探討法，再輔以實地訪談。本研究共分六章，除緒論、結論之外，本論部分共有四章；第二章先探討人力資源管理的理論基礎，再整理出日本式管理的特色，及日本企業人事制度成立的歷史與經緯。第三章強調經營的內外環境變化會影響人力資源管理的做法與走向，指出日本企業於經濟泡沫結束之後所面臨之人力資源管理上的課題。第四章探討日本企業引進歐美企業之成果主義的做法與其配套措施。第五章探討日本企業為建構一高效率及富彈性化的組織，其在人力資源管理上的動態分析。 綜合本研究發現，日本此波人力資源管理上的革新做法與運作有以下幾項特色： 1.和洋折衷：日本雖導入美式人事制度，就是改以職務為基礎，以成果表現敘薪，但此成果是一包括性的成果，並非歐美企業中的結果，成為獨樹一格的「日本式成果主義」。 2.追求適才適所的互動面試方式：日本式管理下，日本企業中由人事部門來決定錄取者將來所屬部門；但此波革新中，日本企業為求實現適才適所，將人事權下放至各部門的主管，改由部門主管決定最後的錄取者。 3.員工自我導向的激勵、培育：日本企業仍相當重視公司內部的訓練，但員工個人也將承擔起愈來愈多的責任，員工成為企業人力資源管理工作的主體，企業只是輔助的角色。 4.重視「選擇與集中」的人才組合：封閉式的終身雇用制使日本企業內部勞動市場的供需無法彈性的因應環境變化，日本企業設法透過人力資源結構的調整，以降低成本、追求更有效率的營運績效。 5.價值創造導向的人力資源發展活動：人力資源管理部門的層次提升，成為企業創造價值、贏得競爭優勢的一個重要部門。 / Japanese management system is famous for his lifetime employment and seniority system after World War II. But when “Bubble Economy” in Japan in the 1990s came to an end, Japan’s economy faced its slowest growth that had never happened before in the next decade. The academic community indicates that it is the lifetime employment that leads to the loss of competitiveness in Japanese corporations; therefore, Japanese corporations need to start transforming their company structures, especially the Human Resources Management. In this thesis, the main discussions were about what innovative ideas Japanese corporations took on when faced with inside and outside environmental changes. The thesis is divided into six chapters. The second chapter discusses the theory of HRM, the features of Japanese personnel management, as well as the history of Japanese personnel management. The third chapter analyzes how the changes of the environment affect Japanese HRM. In the fourth chapter, we discuss what strategies Japanese corporations adopt to introduce “Pay for Performance” into their business. At last, the fifth chapter analyzes what Japanese corporations need to adjust in their HRM in order to become more efficient and more flexible. From the thesis and research, there are four findings as below： 1.Compromise between Japanese and Western styles：Even though Japanese corporations brought the “Pay for Performance” into practice, the Performance here is somewhat different from what it means in Western corporations. Unlike Western companies, Japanese corporations take your effort into account too, instead of judging directly from the business figures you reach every month. This is the so called “Japanese Pay for Performance”. 2.Interactive interview of pursuing the right man in right place: Under the Japanese management, the department of human resources is responsible for deciding which attachment is suitable for the admitted persons. However, in this innovation trend, in order to realize the right man in right place strategy, Japanese corporation decides to release the power to the directors of each department and let the directors be the last judge of the final admitted person. 3.Employee Oriented, Manager Supported：On Job Training is still valued in Japanese corporations; however, employees are taking more and more responsibilities themselves. Japanese corporations are changing to a supporting role. 4.The strategy of “The choice and the centralism” on Human Resource Portfolio：To cut the cost and be more efficient, Japanese corporations need to adjust the proportion of their workforce accordingly. This means there’s more flexibility to terminate employees’ contracts or to hire contract workers when needed. 5.Value-creation oriented HRD：Once the department of human resources is improved, it will help bring more customers for the business and then increase the competitiveness for the company.

在當前快速變遷與高度不確定性環境下，政府施政環境日益複雜，面對社會大眾多元化之強烈需求，如何提升政府機關工作績效，同時加強台灣國際競爭力，以滿足社會及民眾的需求，是當前政府的一項重大挑戰。有鑑於國際人力資源管理之研究眾多，但都未能探討國際人力資源管理的所有功能，且對各項功能間之關係亦未探討，同時缺乏有系統的研究，實證研究也不多見。我國中央政府機關依功能、任務不同，分別派有駐外人員，有關政府機關駐外人員人力資源管理制度之文獻及研究並不多。筆者工作上有機會接觸各駐外單位，因此將針對政府機關，探討甄選、教有訓練、激勵等決定因素，對駐外人員海外適應與工作績效之主要作用和交互作用影響，使理論及實務更完備，期利用政府機關人力資源管理制度，以提升駐外人員海外適應與工作績效。 本研究以問卷調查的方式進行，共發出問卷193份，回收175份問卷，回收率為90.67%。透過敘述性統計、因素分析、集群分析、相關分析與迴歸分析等數量方法，以實證資料來分析政府機關駐外人員的甄選、教育訓練與激勵差異性，探討其對駐外人員海外適應的影響，並進一步瞭解與工作績效的關係。本研究結果顯示如下： 一、「符合駐外任務所需工作能力的甄選」與「符合駐外任務所需基本條件的甄選」對「海外適應」並無顯著的正向影響。 二、「符合駐外任務所需工作能力的甄選」與「工作績效」有顯著正相關。 三、「符合駐外任務所需工作面的教育訓練」與「符合駐外任務所需語言面的教育訓練」對「海外適應」皆產生顯著的正向影響。 四、「符合駐外任務所需工作面的教育訓練」與「符合駐外任務所需語言面的教育訓練」對「工作績效」無顯著正相關。 五、「符合駐外任務所需財務性的激勵制度」與「符合駐外任務所需非財務性的激勵制度」對「海外適應」並無顯著正向影響。 六、「符合駐外任務所需財務性的激勵制度」對「工作績效」有顯著正向影響。 七、「符合駐外任務所需工作面的海外適應」對「工作績效」有顯著正向影響。 八、「高度整合駐外人員人力資源管理制度」對「海外適應」及「工作績效」均有顯著正向影響。 管理涵意則為政府機關駐外人員若要有高度工作績效，除了國際人力資源管理制度的考量之外，還需要其他構面如海外適應等加以配合，才能充分發揮實施效益。本研究的發現可提供政府機關在未來擬定駐外人員人力資源管理制度時之策略參考。 / In a fast-changing and highly uncertain environment, the government is facing pluralistic claims of the public. How to promote the work performance of government, enhance the international competitive edge of Taiwan, and cater to the demands of society and the populace are the important challenges for the current government. Although there is much research and literature on international human resource management (IHRM), none of it studies all functions oflHRM the relationships among functions in systematic or experimental research. For the time being, the government's ministries and associations dispatch expatriates respectively by the different functions and missions. But the literature and research do less to study international human resource management system(IHRMS) of the government's expatriates. I have the opportunity to work and contact the other ministries' and associations' expatriates; hence, I will focus on government organization and explore how the decisive factors which are selection, education and training and motivation, impinge on the major function and the interplay of overseas adaptation and work performance of expatriates. By means oflHRMS of the government, thesis will complete the theory and the practice as well as promote overseas adaptation and work performance. The research uses a questionnaire to survey. For the 175 received questionnaires of 193 issued, the received rate is 90.67%, To analyze the differences and explore the influences on overseas adaptation and work performance among selection, education and training and motivation of the government's expatriates, the research uses some quantitative measures such as descriptive statistics, factor, cluster, correlation and regression analyses. The major findings are: (l)Both "work-capability selection of the corresponding overseas mission" and "basic-conditions selection of the corresponding overseas mission" do not have a significant positive influence on "overseas adaptation." (2)"work-capability selection of the corresponding overseas mission" has a significant positive correlation "work performance." (3)"the job education and training of the corresponding overseas mission" and "the language education and training ot ine corresponding overseas mission" have a significant positive influence on "overseas adaptation." (4)"Thejob education and training of the corresponding overseas mission" and "the language education and training of the corresponding overseas mission" do not have a significant positive correlation on "work performance." (5)"The financial motivation system of the corresponding overseas mission" and "the non-financial motivation system of the corresponding overseas mission" do not have a significant positive influence on "overseas adaptation." (6)"The financial motivation system of the corresponding overseas mission" has a significant positive influence on "work performance." (7)"0verseas work adaptation" has a significant positive influence on "work performance." (8)"Highly integrated IHRMS of expatriates" has a significant positive influence on both "overseas adaptation" and "work performance." The managerial meaning is that if the government would like to have high work performance of expatriates, it needs to consider not only IHRMS, but overseas adaptation, etc. The results of the research can provide the government the strategic reference of planning HRMS of expatriates in the future.

資訊科技的發展，不僅是技術的改進，更重要的是，它深切地改變了企業組織運作模式、個人工作經驗與社會活動。新科技的使用，使得企業組織架構、生產流程產生變革，經營者也增加了許多人力資源管理的作法；非典型工作型態的產生，上班不再是固定職場、朝九晚五的例行工作，傳統的勞動關係受到衝擊，勞資關係互動有別以往；此外，新科技引進、工作型態變化、勞動彈性化運用，在員工心理與人際關係互動也產生了影響。 　　因此，本研究針對資訊科技發展對組織、人力資源管理、勞資關係三個層面進行探討，在選擇研究對象時，鑑於網路發展，電子書是未來出版的趨勢，在出版流程數位電子化下，整個圖書出版活動都受到影響，因此，本研究以圖書出版業為研究對象，整理歸納出資訊科技發展對圖書出版業的影響。 　　經由本研究比較分析五家個案出版社後，得出如下研究結果： 　　（一） 圖書出版業運用資訊科技的能力與圖書出版類別有關 　　（二） 資訊科技發展對圖書出版業組織的出版作業流程影響最為顯著 　　（三） 資訊科技發展下，圖書出版業朝典型的「酢醬草組織」型態發展 　　（四） 具有電傳勞動性質的圖書出版工作，出版社傾向將其外包，與承包商（或個人）的溝通、合作關係將是外包成效的主因 　　（五） 工作壓力大、工作有效率是員工面對資訊科技發展最主要的心理反應 　　（六） 圖書出版業的績效評估著重於員工的創造力與溝通能力 　　（七） 圖書出版業的薪資報酬著重於員工的個人績效表現 　　（八） 圖書出版業勞資關係互動屬於「非集體協商型」模式 　　雖然出版社規模普遍不大，在人力資源管理與勞資關係行使上並不像大企業般經驗豐富，但資訊科技運用促使非典型工作型態的發展，則在出版業得到印證，對於非典型工作型態的影響、及相關勞動法令的修訂，將是勞資政三方面今後所要正視的議題。

現今的時代，面對全球化的競爭態勢、新興市場崛起、能源危機與金融風暴等因素，台灣的企業在大環境不斷變化之下，掌握市場發展動態，即時回應客戶需求，不斷創新產品與服務，是企業維持競爭優勢不二法門。 ERP隨著軟體技術突破和產業生態蛻變的歷程，其系統面貌也隨之轉換，因此ERP不再只是企業功能的資訊化與經營化，更是科技創新的礎石。許多企業將ERP系統當作企業電子化的基礎，更進一步整合其他的資訊系統，如電子商務(EC)、供應鏈管理(SCM)系統、客戶關係管理(CRM)系統、知識管理系統(KMS)、商業智慧(BI)等。 在現今2010年的後金融海嘯時代，當金融海嘯衝擊以後, 各項國內外經濟評估報告均指出經濟已開始復甦，此刻正是企業重整旗鼓逆勢成長的最佳時刻。對於企業來說，企業資源整合管理的落實不僅是其永續經營的成功關鍵，甚至是其生存的命脈。這也是為什麼在經濟不景氣的環境下，仍有許多企業決心導入ERP系統，以及許多國內外調查報告預測ERP系統的需求與產值仍然會持續成長的主要原因。 本研究的動機之一，即是希望企業在經歷產業變化、策略變動與業務規模的改變之下，如果重新評估ERP系統的適用性，不論是ERP系統需做重新建置或階段性轉換，皆可從不同角度重新探討ERP系統開發與導入過 程的重要策略，而能建置一套對企業真正有效益的ERP系統。 許多企業在發展ERP系統的過程中，都以工程與技術的角度去規劃ERP系統的導入，常會遇到預想不到的結果。對於ERP所涉及的企業流程，利害關係人，導入方法，及對業務流程與關係人的影響，企業導入ERP的策略等，需要做仔細的思考及規劃。 本研究發現在個案公司開發及導入ERP系統的過程中，遇到許多的瓶頸，也面臨了很多問題，導入過程中對企業組織產生了很多影響，改變了原有的作業流程，導入實施後增加許多效益，但某些部份仍需持續改進，ERP系統應確保做到系統整合，需重視細部流程整合方面的分析與資料整合方面的分析。找出ERP系統資料與流程之Gap，並應做到變革管理。 / Nowadays, Facing the globalized competition situation, the emerging markets rise, the energy crisis and the financial storm, Taiwan's enterprises is now under the changing and unceasing environment, the only way to hold on the competitive advantage of Taiwan’s enterprises continuously is to find out the market development tendency, and to response to customer demand immediately, and to innovate product and service unceasingly. The ERP system’s appearance had transformed along with the software technology breakthrough and industrial ecology change. Therefore ERP system is no longer only the enterprise computerize and management tools, ERP is even more the basis of the scientific technology innovation. Many company treat the ERP system as the basis of enterprise’s computerize, furthermore to integrate the ERP system with EC, SCM, CRM, KMS, BI……. In the Late-2010s financial crisis time, after the financial crisis, each domestic and foreign economic appraisal report pointed out that the economy started to recover, It’s the best time to restart and grow up at this moment. The realization of the Enterprise resources integration is not only the key successful factor but also the survival life artery. This is why so many enterprises were still determined to implement the ERP System under the economical depression time, and as well as many domestic and foreign invested report forecast that ERP system's demand and the output value will still continue to grow up. One of this research's motivation, is hopes to re-estimate the important strategy of the ERP implementation from the different point of view, hopes to establish the beneficial ERP system. To review the suitability of the ERP System when the enterprises under the industry change, strategy change and business scale changes, no matter to build a new ERP System or ERP system phase transforming, Many enterprises plan the ERP project by the engineering and technical view, It will always occur the unexpected result. It needs to make the careful considering and plans to all the ERP involves, include the business flows, the stake holders, the implemented methodology, the influence, and the implemented strategy…. This research discovery that while the case company developed and implemented ERP system has meets many bottlenecks, and also has faced many problems. It has had many influences to the enterprise organize while implement the ERP system, It has changed the original business flow, and increases many benefits, But still need to continued improved, The ERP system should assured to realize the system integrated, to pay more attention to the analysis of micro process integration and data integration, find out the gap and do the changing management well.

摘要 在全球化激烈的競爭環境下，組織如何培養與提昇其「核心能力」，以取得競爭的優勢，成為企業、政府與公共管理學者的重要議題。 本研究首先從策略性人力資源管理理論為出發點，藉由研究探討國內外公私部門推動與建構核心能力的經驗，再進一步以核心能力的角度，歸納分析我國公務機關政風人員的角色、職能與核心價值；並透過深度訪談北台灣地區高階政風人員，來探討高階政風人員所應具備的核心能力，並檢視其實際上所具備的核心能力，以瞭解兩者之間的落差，找出高階政風人員所須具備與加強培育的關鍵核心能力，並提出建議供政風機構參考。 本論文除以文獻分析與實地觀察進行研究瞭解外，並以深度訪談法作為本文研究途徑；研究對象為北台灣地區現職及績效卓著的高階政風人員。希望藉由本研究，建立高階政風人員應具備的核心能力項目，並將研究成果提供政風機構作為未來推動高階政風人員核心能力培育、規劃、訓練等策略之參考。 / Abstract In the global environment of acute competition, how to acquire and upgrade their core competence to take the advantage of competence becomes an important issue for enterprises, governments and Public-Management scholars. This research begins with the strategic human resources management theory and then study the experience how the public and private establishments, in Taiwan or overseas, promote and construct their core competence. Furthermore, we analyze the roles, functions and core value of the ethics officers of the public establishments in Taiwan from the view of core competence. And by deeply interviewing the high-level ethics officers in North Taiwan, we study what kinds of core competence a high-level ethics officer should have and what they have already to give suggestions to the ethics establishments. This research exploits approaches such as survey and analysis on theoretical literatures, observation on reality and depth interview. The scope of the objects we study is confined to the high-level ethics officers, in North Taiwan, on-the-job and with excellent performance. We hope that this research can found what kinds of core competence the high-level ethics officers should have and give suggestions to the ethics establishments for their further reference regarding establishing policies of fostering, planning and training high-level ethics officers.

現代化企業的經營模式已轉變成國際化、全球化經營，而外派人才之培養與訓練是維繫海外據點戰力持續的要素。本研究探討資深駐外經理人員在工作上的現實挑戰，補充學術上的理論探討；欲探討下列的主要問題： (一)駐外經理人員如何因應工作上的挑戰？ (二)駐外經理人員如何與總公司互動？ (三)駐外經理人員如何適應駐在地的工作與生活？ 透過多國企業策略、國際人力資源管理、海外派遣與海外適應的文獻探討，採用個案研究法作為研究方法，對於訪談對象（六位資深的駐歐、駐美經理人員）進行深度訪談，輔以八家個案公司的次級資料，利用實務訪談進行個案對象的深入研究探討。 本研究的主要發現是： (一)駐外經理人員其人際關係網絡（在駐在地、以及在總公司）與工作績效的關係緊密。 (二)駐外經理人員必須與總公司建立有效的互動平臺。 (三)駐外經理人員要能充分融入當地文化，並且先找到對的人（部屬、工作夥伴），再決定做甚麼；要使員工認同總公司的企業文化，以收長治久安之效。 (四)駐外經理人員在領導、管理當地員工時，要視情境而靈活運用不同的作風。 (五)管理當地的員工，要按部就班將其塑造成為高績效團隊，依次展開任務；遇到狀況，深思熟慮後就要明快行事。 (六)資深駐外經理人員的中長期生涯規劃，要未雨綢繆、自立自強。 本研究的結論是： (一)外派人員隨時面對全球資源整合及地方回應的雙重壓力，必須要有敏銳的洞察力、深謀遠慮的遠見與憂患意識；任務的細部展開包括：駐在地的領導管理以及母公司的溝通協調。善於利用周遭可及的資源，特別是當地的人際網絡關係，以及總公司專業團隊的支援。 (二)外派人員與總公司的關係，平日即要積極培養經營，以塑造良好的合作氛圍，包括：事務性質的各功能別對應窗口，和策略層級的主管討論議題。與日常作業的連絡對象要建立默契和勤於互動－“朝中有人好辦事”，正式與非正式的資訊管道交織，以全盤瞭解情勢。 (三)跨文化適應是外派人員的關鍵要件，個人面會自我調整心理面與生理面，積極適應海外不同環境的工作與生活；配偶與子女則是最大的甜蜜負擔，要以家庭凝聚的力量，支持每一個成員順利適應新環境、新挑戰；瞭解以及尊重當地文化，並且盡快融入當地的情境，進入當地的社群。

在現今競爭激烈且日益趨向全球化的市場上，企業追求成長的壓力不斷的增加，企業若是無法持續成長，就可能隨時被市場淘汰，而併購是企業追求成長的重要方式之一，企業併購通常被認為可以帶給企業獲利、加速發展、提升市場占有率、實現規模經濟、掌握上下游資源、取得專利技術等諸多好處，但看似美好的背後往往潛藏著許多看不見的危機，嚴重的話更可能帶來併購失敗的災難性後果。而企業合併後馬上面臨許多整合問題，包含人事安排、組織改造、市場整合以及品牌定位等重要項目。跨國的企業併購更需要考量不同的國情文化、法律以及政治問題，併購成功與否的關鍵也更加複雜。 本研究欲探討的是國際併購的動機、併購整合的關鍵成功因素，有鑑於全球半導體產業已趨成熟，競爭也越來越白熱化，特別以半導體產業的國際併購為研究的主題，採用深入訪問，重視研究中的第一手資料，解析個案公司如何從併購初期評估到併購後管理的決策與執行過程，如何以尊重和執行力來重新組織被併公司的制度並保存優良的原有企業文化、增加生產力，讓併購後組織能快速提升運作效率與維持彈性，併購後資源的共享、技術及智財的交流，持續提升研發創新能力、增加員工歸屬感及信賴感都是重要的因素，巧妙融合人性化管理，才是真正戰力升級的關鍵，此個案值得作為國際企業併購決策者對於併購評估與提升經營效率之學習標竿。 / Nowadays, due to the highly competitive and gradually-globalized market, the pressure on enterprises to pursue growth increases continually. If enterprises failed to continue to grow in the market, they would be eliminated through competition. M&A (merger and acquisition), as one of the most important ways to pursue business growth, is generally thought to bring corporate profits, accelerated development, increased market share and achieve economies of scale, master upstream and downstream resources, patented technology and many other benefits. However, there are also many invisible crises that can bring enterprises catastrophic consequences. Once the M&A is decided, the enterprise will immediately face lots of issues, including personnel arrangements, reconstruction of organization, market integration and brand positioning. When it comes to cross-border M&A, the key to the success is much more complex, as the different national cultures, legal and political issues need to be considered by the enterprise at the same time. In this study, the motivation of international M&A, and the critical factors of successful merger integration were explored. In view of the global semiconductor industry has matured and the competition has become increasingly intense, the research topic was focused on the international M&A in the semiconductor industry. By using in-depth interviews as the first-hand research data, the case company’s early acquisition evaluations and post-merger management decisions were resolved in detail. In conclusion, the keys to upgrading a company’s competitiveness are how to reorganize and keep the acquired company's system and original excellent culture through a respectful way, how to quickly improve operational efficiency and increase productivity of the merged corporation without sacrificing organization flexibility, continuing to enhance research and innovation capacity by sharing and exchanging technologies and intellectual property resources, and increasing employees’ sense of belonging and trust via integrating humane management. This case is worth as an important reference to international M&A decision makers for evaluation and enhancing the operational efficiency in the future.

全球的經營環境詭譎多變，對企業而言「變」是唯一的不變。在競爭環境中，大者恆大，資源集中在強勢企業身上，而弱勢企業只能以手邊僅有的資源去面對困境。過去的隨創(bricolage)文獻多半是分析資源匱乏時，如何重新拼湊而找到創新方案，以扭轉局勢。可是我們卻忽略，在獲取、拼湊或重組資源時，弱勢企業正遭遇重重的制約，使得資源拼湊的過程面臨各種障礙。當企業身處動盪的環境中，如何以不足的資源翻轉局勢，是劣勢創新的新課題。本研究將由人力資源的情境中去分析這個新課題。人力資源的重點是找人才、留人才、用人才，讓企業能於競爭中存活，或幸運勝出。在太平盛世時，企業會祭出各種誘因去吸引人才；可是在亂世時，強勢競爭對手各出奇招，以重金禮聘英雄，弱勢企業的誘因就不再誘人。此時，弱勢企業應如何突圍。本研究分析一家位於深圳的互聯網新創公司，在遭遇到「搶人才」的環境中，如何憑藉著有限的資源而發展出一套組織作為因應。在學術貢獻上，本案例分析企業解除人才制約的作為，跳脫誘因設計的理論，思考如何由制度的設計去產生延攬人才的激勵因子。同時，理解隨創過程中，資源拼湊之前弱勢者是如何有嶄新的角度去解讀制約，思考出化阻力為助力的解決方案，設計出回應制約的組織作為。在實務貢獻上，本研究提出在身處動盪環境之際，如何以不足的資源設計出創新的人才管理機制，由選才、育才和評量等層面去設計留才的機制。這些作為不但能做為人力資源管理的參考，其因應制約的方式更可為各類型身處劣勢的企業提供創新的思路。 / Nowadays, the global business environment becomes more and more complex and changeful. For business, ‘change’ is the fact of constant. In the competition environment, the big ones get bigger. Most resources are centralized in a few of powerful enterprises, and vulnerable others can only use less resource at hand to face the difficulty. In the past, bricolage literatures were mostly talking about how to break through dilemma and reverse the status under limited resources. However, we overlook those weak enterprises which encounter constraints when trying to obtain, integrate, or reorganize resources. That makes them confront various barriers when getting piece of resources. When the enterprise is in a turbulent situation, how to turn the tables with limited resources is a new topic. This study would analyze this new theme through the context of human resources. The key point of human resources is to find the talents, retain the talents, and assign the talents, so to make enterprises survive or lucky win from the competition. In the times of peace and order, the enterprises resort kinds of incentives to attract the talents. However, in the troubled times, strong competitors would leave no stone unturned, pay high for hiring hero. Therefore, weak enterprises’ incentives are no longer attractive. At this point, how vulnerable enterprises break through? This study analyzes how a new Internet company in Shenzhen they rely on the limited resources to develop an organization action in the "headhunting” environment. In the academic contribution, this case analysis of how the enterprise remove human resource conduct limitation, get rid of the incentive design theory, and then thinking about how to encourage the talents through the system programming. Meanwhile, to understand in the process of implement create, before piece of resources putting together, how the weak explain the constraints with a new perspective, thinking of the solution by transforming obstacles into benefits, and designed an organized behavior to respond the constraints. In the practical contribution, this study presents how to design an innovative human resource management via selecting, training, and assess employees with insufficient resources when in the turbulent environment. Not only can be the reference of human resources management, these ideas can also bring the innovative thoughts for all types of disadvantaged enterprises

京都大学 / 0048 / 新制・課程博士 / 博士(地球環境学) / 甲第18488号 / 地環博第122号 / 新制||地環||25(附属図書館) / 31366 / 京都大学大学院地球環境学舎地球環境学専攻 / (主査)准教授 森 晶寿, 教授 宇佐美 誠, 准教授 吉野 章 / 学位規則第4条第1項該当 / Doctor of Global Environmental Studies / Kyoto University / DFAM