2001 年11月台灣於金控法生效後亦緊接著因WTO入會， 金融業走入國際化的趨勢下14家金控公司陸續成立，每一家金控公司的成立幾乎皆相似地訂出藉交叉銷售的策略以發揮綜效、藉資訊整合以節省成本、藉組織合併以精簡內勤人力並進而提升競爭力為目標，資訊科技在此如何扮演提升競爭力的重要角色就變成格外醒目。 新興的網路服務(Web Services)正是可協助企業以「價廉物美」的方式整合，讓企業間資訊自動流通與共享不需大筆預算投入EAI的建置，也是下一個10年資訊科技軟體發展的主流。 本研究即根據此趨勢探討傳統網路服務的金流系統改變為Web Service 的標準，希冀對多通路整合及異業結盟所遭遇的投資浪費，應用系統架構須大幅度更動的缺點提出符合驅勢並能保護投資的最佳方案。 / After passed the FHC law in 2001, the FHC law allow banks to amalgamate their non-bank financial affiliates under one umbrella which is follow the entry into WTO. The trend toward of globalization, fourteen FHC reformed. Every FHC’s almost setting the similar targets to measure the key milestone on cross selling for revenue increase and organization simplified , IT integration for cost reduction. The Information Technology are becoming the key success factor under this situation. How to reduce the investment on EAI implementation ? The new Web Service approach will answer this question and solved the concerns of over budget in EAI projects. This study are focus on the standards of Web Service and developed a prototyping scenario in corporate payment system to evaluate the developing tools and identify the potential obstacles and workable practices.

After the law makers in Taiwan passed the bills of “Act of Financial Holding Company” in 2000, the banking industry has been facing tremendous challenges, threats and opportunities caused by internal and external micro economical changes. By applying Michael Porter’s “Five Forces Analysis”, every participant including commercial banks, investment banks, and securities, insurance companies and financial institutions, and stakeholders including regulators, foreign financial institutions, scholars as well as system service providers, has realized that this industry has been changed; the state of the situation will only evolve faster and reinforced tighter in the future. The internal market changes are influenced by the rapid mergers and acquisitions. 14 Financial Holding Companies (FHC) have established since early 2001 in Taiwan. The evidence of saturation can be seen from the number of existing FHCs, when it is compared with the market size in both Japan and the United States and their number of FHCs, the density is too high to create the scale of economy. FHC does understand that the essential target is to compete in global financial business. If every FHC’s mission and definition to the “globe competence” is to be the leading financial services company in world only for Chinese society, unfortunately, China, the most risky but last potential emerging market, denied it due to political issues, it is not possible to build a globe competence capabilities like Taiwan’s IT manufacturing does. The base market is too small to sustain these 14 competitors, there is no significant segmentation in market, product and services difference, consequently, only competes in price. The external threats are from top Fortune 100 companies, which include numerous of the largest financial companies in the world; such as Citigroup, HSBC, ABN AMRO Bank, Credit Suisse First Bank (CSFB). These influential banks can take WTO and financial market deregulations into their advantages in order to penetrate into any countries they are interested including Taiwan. If under no regulatory issues and obstacles, these companies may buy out targeted local banks easily. Subsequently, they can deploy their new products more quickly through the acquired local channels. They can deploy their existing advanced systems in the bases of the bank’s Assets Book which is in compliance with Basel II. To adequately utilize a minimal amount of capital and allocate properly the risk-weighted economical capital, the banking book addresses new applications in core banking system and the trading book requires sophistic STP systems. This will have a tremendous impact over local bankers, who are eager to start on business reforming and reengineering, and can work in alliance with world-class consulting and technology management firms, such as Accenture and McKinsey. However, there is a trend that consulting firms usually deliver almost identical solutions to all of their clients, because in order to provide clients with a quick solution, firms tend to use the existing business models as the solution. Therefore, reengineering organization structure is based on Citibank or other large financial institutions, and their new plans for investment in technology and assets are also being copied by these banks. As for building a new core competence in the future, FHCs have made similar strategies. However, one has to ask that does this new core competence have differentiated their services? The answer is no. In the lower margin of the competitive market, banks and FHCs are struggling to develop a new fee-based business which has to be in alignment of goals, and give incentives with adequate business workflow. However, there will be no fruitful yields to the bank, if the top executives’ decision is to acquire a system which has been used in the world-class banks or recruiting an executive officer who may have the expertise and experience working with foreign banks. The purpose of this paper is trying to analyze an existing solution provider, which will be called “A” company. “A” company has been faced with rapid changes and uncertainties brought by FHCs. A new set of strategies, business objectives and business models have to be developed simultaneously. It is very hard since “A” company’s current core competence has become its core rigidity. “A” company realizes that it needs to prove that it is capable of delivering their tomorrow needs sooner in today. How to develop a new core competence within an existing organization? Although this new core competence aligns with the new organization, new technology, new business flow and new customers, “A” company proceeds to take on the Bills Online Clearing and Settlement Systems (BOSS) to build its next generation business model. According to pervious references and documents, if any initiatives were to project as innovations in the company, it could not be successful unless separating this project from the core business. It seems the uncertain result to be merely expected its return. There are lots of problems in front of the project, a loosely couple project-based matrix organization, unfamiliar technology and an often change specifications and so on, that are all new to “A” company.. “A” company’s challenge is that they knew it is not an incremental, but a radical, business innovation; nevertheless they had no other alternatives. This story describes the mission and vision they have, and how the BOSS project may affect the implementation of their strategies in each phase. Also, to show how the implementation which includes monitoring and check points align with their strategic objectives through the BOSS project. The final section is to apply the Economy Value-added (EVA) to survey this proceeded project and to see what tangible and intangible values this project brought to the company.

我國共同基金市場自1983年發展至今，成長非常快速，已經成為國人不可或缺的投資工具之一。 過往有許多國內學者在基金方面的研究，著重基金績效的探討，直到近年漸漸有學者注意投資人負擔的成本，開始注意基金各種費用的收取方式，但研究的重點仍是在基金費用對基金績效的影響。近年來由於行為財務學的興起，對於投資人在共同基金投資人的申購與贖回行為，開始有了不同的研究與實證結果 本研究利用台灣開放式股票型基金1998年1月至2006年12月的月資料共108期資料，參考Barber, Odean and Zheng(2004)的研究方法與模型設計，探討台灣投資人申購基金的行為與基金費用的關係之外，利用將樣本資料分為三個不同的期間的方式，探討基金市場對費用是否具有越來越規避的學習效果。此外，引用Liu and Wang(2007)的研究方法，利用不同設定方式將投資人作分類，檢視不同的投資人對基金費用的反應是否相同。研究結論如下：一、基金費用與基金淨現金流量具有負向的關係，顯示投資人偏好費用較低的基金。二、將基金市場分為1998年至2000年、2001年至2003年、2004年至2006年三期，研究結果顯示市場對於基金費用有越來越規避的現象，可見市場學習效果存在。三、利用2003年1月至2006年12月的受益人人數資料，設定法人效果的虛擬變數，研究結果顯示法人投資人較多的基金，其基金淨現金流量對於基金費用的效果更加負向，代表法人投資人相較於一般投資人對基金費用更為規避，推測可能原因為：法人投資人具有資訊優勢，在選擇投資基金時可以挑選出費用收取較低，績效表現佳的基金。 / Mutual funds become more and more important since 1983. Its size grows rapidly and lots of investors in Taiwan. However ,the main research about mutual fund is focus on its performance and performance persistence. Recently behavioral finance becomes more and more popular and scholars begin to notice the cost of mutual funds and its impact on investor’s behavior. We choose Taiwan equity fund as our target during 1998 to 2006, analyzing the relationship between mutual funds expense and investor’s behavior. Besides, we separate or data in three groups, analyzing the learning effects in Taiwan mutual funds market. We also try to separate institution investors and individual investors, analyzing their behavior. The conclusions are shown as below：1.Mutual funds expense and funds new cash flows are negative related. This results show that investors prefer low expense funds.2.Separating the data in 1998 to 2000,2001 to 2003 and 2004 to 2006,the negative relations between mutual funds expense and funds new cash flows are more and more significant. The results show that Taiwan mutual funds market has learning effects.3.Institutional investors are more sensitive to mutual fund expense. We assume that institutional investors have more information and low searching cost. They have the ability to choose funds that perform well and have charge lower expense.

當台灣開始邁向民主化期間，社會上普遍認為政府的管制是不正確的，整個社會瀰漫著自由化的思維，在金融體系方面也逐步解除金融壓抑轉向金融自由化的發展，但是在金融自由化的過程中，由於突然之間缺乏有效的監理，整個台灣金融體制開始發生一連串的金融問題，如彰化四信、國票案、地下金融、非法吸金等事件。再加上隨後受到亞洲金融風暴影響，造成了「本土型金融風暴」。這些事件造成了台灣國內一堆企業受到傷害而倒地不起，而這些倒地的企業，很多都是透過特殊的「政商關係」從銀行中獲得了高額貸款，然後再將這些錢拿去操作財務槓桿。但在發生如上述的金融事件後，這些企業或私人財務操作失靈導致破產，而這樣的操作失敗連帶的也就衝擊到銀行，致使銀行產生了一大筆的呆帳，使得整個金融體系產生了很大問題。 而金管會正是為了改革金融體系弊端所成立的國家機關，金管會被賦予「獨立機關」的職能，但是卻在實際政治運作中喪失了其獨立自主性及能力。本文藉由探討金管會成立以來的諸多政策制訂與執行的面向，透過Breton的七種政府模式以及Najam的策略互動觀點來分析金管會的自主性與能力為何呈現一種低落的狀態。

廣義之金融服務項目，包含保險、證券及銀行等業務，其消費申訴之處理方式大致相同，為因應我國金融服務業整合之目標，統合設立單一之申訴機制有其必要，一方面可加強維護消費者的權益，另一方面則可避免重複審理申訴案件而造成資源浪費。我國目前的金融服務申訴單位分散於各主管機關，不同金融產業有其消費者申訴機制，處理程序並不一致，常有保障不一之現象產生，應有協調或統合之必要。 英國於2000年6月通過金融服務及市場法(Financial Services and Market Act 2000，FSMA)，為妥善處理金融消費爭議，FSMA特別設置金融服務公評人機構(Financial Ombudsman Service，簡稱FOS)統一受理所有提供金融服務的企業與消費者間之爭議。反觀我國制度，並無如英國金融服務公評人之機構，統一受理申訴；尤我國之金融服務申訴單位係分散於各主管機關，各申訴單位不論就設立之宗旨、組織型態之採定、人力及預算來源皆有所不同，甚如連作業流程、處理時程等皆不一致，而在實務運作上不免產生若干疑義。 由於我國現行制度與英國之制度係走在不同之兩端，前者係採取申訴管道之多元方式，給予消費者多種選擇；而後者則採取申訴管道一元化，統一受理與金融服務相關之申訴案件。兩種制度之利弊係吾人關心之重點所在。就此，本文主要針對英國金融服務公評人制度以及我國金融服務申訴制度之運作不同作研究。此外，再就我國目前在申訴管道處於多元化之情況下，所產生的問題做一探討，並提出建議。最後，本文嘗試將英國之制度引進我國，並提出當該制度於我國施行時，相關法律之依據、組織型態、作業流程以及監督機制等該如何制訂，以求該制度於我國運行時不因環境之不同而產生拑格，並供政府監理者做為參考。

本論文以實際田野調查的方式蒐集金門金沙方言的語料，並且對其進行分析。金門隸屬於福建省同安縣，隔海與廈門、同安相望，而金沙鎮則位於金門本島東北方。以語言系屬來看，金沙方言屬於閩南方言，對閩南方言的研究論著雖然相當豐富，但是針對金門地區所做的專門研究數量尚不算多，因此本文希望藉著對語料的分析與掌握更進一步地瞭解金門地區閩方言的表現。 本論文章節安排如下： 第一章說明本論文研究對象之歷史與地理背景、相關研究的文獻回顧、本論文的研究目的與方法、研究的語料來源。 第二章我們分析田野調查所得到的語料的語音表現，藉此整理歸納出金沙方言的平面音韻系統，除了對聲母、韻母、聲調做整理之外，亦針對音節結構與結構上的限制作進一步的分析。 第三章針對金沙方言所有的音變現象做討論。除了聲母、韻母、聲調在語流中產生的各種變化，也討論不同的語法結構所造成的連讀調表現，以及單音形容詞重疊式的聲調表現。更著重於討論金沙方言小稱詞尾「囝」的特殊聲調表現。 第四章運用歷史音韻比較的方法，以中古切韻音系為比較架構，對金沙方言進行層次異讀的分析。聲母部分依據晚唐之後的三十六字母系統，韻母則以十六韻攝為比較基準，聲調部分則是觀察古清濁不同的聲母反映在今日聲調上的差異。 第五章為結論，將本論文的研究成果做一個提綱挈領的報告。 希望透過平面音韻及歷史音韻這兩種不同層面的分析，能夠使我們對金門金沙方言有更為深入的瞭解，如此，不但對語言傳承以及研究有所幫助，更可以替未來進一步的深入研究立下良好的基礎。

2007年初，國內金融機構出現兩大重要司法案件掀起媒體與社會大眾極度關注，其一為中信金投資兆豐金案；另則為眾所矚目之力霸案件，此二事件雖輕重與衍生之弊有所不同，然二者卻皆有集團內交易之問題。若金融集團的公司治理及內控不佳，而相關金融監理單位若無法發揮監督功能時，更易引發道德危險，類似中華商銀掏空等情況都可能會再發生，形成更嚴重的金融風暴。故本文以金融集團及集團內交易之監理作為研究課題。 本文第一章為「緒論」，說明本文研究動機、目的、範圍及研究方法，進而設定全文之寫作範圍與架構。 第二章為「金融集團之概念」，首先對金融集團及金融集團內部交易之定義為說明，幫助吾人對於「金融集團」及「金融集團內部交易」有初步及概括之認識，以了解對金融集團內部交易之法律規制與監管之必要性。 第三章為「主要國家及國際組織對金融集團監理之介紹」，將分別就美國、英國及日本之金融集團形成與監理制度之建立予以介紹，並介紹國際組織對金融集團內部交易之相關監理規範。 第四章為「我國現狀及金融監理制度之介紹」，首先介紹我國金融集團形成之過程及現況，並介紹我國金融監理之內容，其次藉由前述外國立法的經驗反思我國現行制度，而對我國金融監理制度給予建議。 第五章為「我國對金融集團內交易之規範」，就我國對金融集團內部交易之規制為說明，再分析實務上之處罰案例，以分析我國相關規定之不足，進而提出相關之建議。 第六章為「結論」，綜合前述各章內容、研究心得，歸納提出結論與建議。

本論文以2004年至2009年共582家台灣企業為範圍，分析在金融海嘯發生前後，超額現金持有比率對於股價異常報酬是否有所影響。本論文所採用的分析方法分為兩階段，在第一階段以複迴歸分析來評估企業在一般情況下之正常現金持有比率。第二階段，將企業分為低超額現金持有比率企業及高超額現金持有比率企業兩組，分別以複迴歸分析及獨立樣本T檢定來檢視超額現金持有比率對於股價異常報酬率的影響為何。本研究發現，在金融海嘯發生前，低超額現金持有比率企業在股價異常報酬率之表現較高超額現金持有比率企業佳。金融海嘯發生後，低超額現金持有比率企業之股價異常報酬率呈現下降趨勢，但高超額現金持有比率企業之股價異常報酬率則呈現上升趨勢。此發現有別於過去文獻所認為的，高現金持有政策能夠使企業之績效表現較佳。

個案公司是一家成長型企業，在財務管理上尚未建立基礎，未掌握週期性資金需求而向銀行調度資金時較不容易。2008下半年度起，受到金融海嘯的衝擊，銀行對企業的放款趨於保守，影響企業融資活動。本研究從管理學之範疇並以財務管理為主軸分析與研究，根據其營運活動及產業淡旺季需求來分析現金流量與資金需求，建立財務管理之基礎，有助於銀行瞭解其資金需求，以提升融資規劃。首先從個案公司的產業做五力分析，再分析個案公司的財務狀況，包含營收、現金流量與各種財務比率分析，以預估個案公司的未來獲利與總資產需求。根據學理上的財務與融資策略，分散營運風險與財務風險，隨著不同的總體經濟環境，提供保守型、適中行、積極型融資策略因應。最後針對未來二岸金融開放等因素，以及從個案獨資企業應用在其他合資企業，提出建議。

為了增加材料特性或降低材料成本，因此複合材料因應而生，複合材料種類相當多，視產業領域不同而要求有所不同，本研究主要是針對絕緣複合材料以及金屬複合材料，主要用途是在電子、電機及電線電纜產業，然而，複合材料可做出各種不同的組合，將不同物性的材料複合在一起，由於台灣在這產業的規模不大，過去也缺乏先進的技術與設備，要開發出特性好，價格又可接受的材料，並不容易，故沒有太多製造廠商進入這絕緣複合材料的領域，因此目前仍有不少的材料是仰賴進口為主。 而在金屬複合材料方面，雖然進入門檻不高，但受到中國大陸低價銷售的策略，以及市場需求量萎縮的情況，台灣亦無人有意願生產此產品，個案公司過去也是採取進口模式銷售予台灣製造廠，但因國際金屬價格變動大，且須準備相當多的庫存，此外，還有材料品質無法掌控等因素，故而決定設廠生產，因此，由貿易公司型態轉型到製造廠的階段，所面臨的困難與挑戰以及未來經營模式，做此探討與建議，期望對個案公司的發展有所助益。