一九九七年複製羊桃莉之出現，曾引發當時國際社會之震驚，由於不同動物之複製技術相似，人們開始顧慮複製人可能於未來出現，導致現有社會倫理及法治規範受到衝擊。因此，本文研究方向主要有二，其一係探討如何有效管制複製技術之實施，其二則是研究倘若複製人誕生，其法律上之身分關係應如何認定。而研究範圍又可分為三個部分：（一）闡述血緣之意義，並就現行民法婚生制度相關爭議加以介紹；（二）探討複製人引發之宗教、倫理爭議，同時比較國內外相關法規，以尋求合理之管制模式；（三）探討人工生殖下子女之婚生性認定標準，並以此為基礎研究複製人身分如何認定。 　　在章節安排上，第一章緒論為研究動機及研究方向之介紹，並對論文結構進行概要之說明。第二章分別由生物學及社會學角度，說明血緣關係之認定標準、血緣對於生物行為之影響，以及生物個體間如何辨別血緣關係。同時，本章亦將介紹血緣與社會團體之關係、血緣對於社會行為之影響， 並以我國社會制度作為血緣影響力之檢驗對象。最後，本章就與血緣相關之婚生推定及否認制度予以介紹。第三章先就不孕症與現行人工生殖技術之意義及態樣加以介紹，並闡明相關專業名詞，接著則是介紹近年來熱門之複製技術，其中除了技術原理及操作過程之解釋外，亦將對其發展過程及可能用途予以說明。 　　第四章針對宗教及倫理爭議加以探討。在宗教爭議方面，分別從天主教、基督教、佛教及伊斯蘭教之觀點，闡述其對於複製人之看法；而在倫理爭議方面則將就醫療倫理、人性尊嚴、家庭倫理以及社會秩序四個方向進行問題整理研究。最後再以我國宗教及倫理觀念來探討複製人之相關問題。第五章先就國際間之複製技術法規進行介紹，並對其管制模式及效果加以比較，再來則針對我國「人工協助生殖技術管理辦法」、「胚胎幹細胞研究的倫理規範」、「醫師法」、「醫療法」、「人工生殖法草案」及「人權基本法草案」等法規及法律草案進行檢討，並比較國內外立法例之優缺點。 　　第六章先就血統、分娩與婚生推定等傳統婚生性標準之主張，以及人工生殖目的、當事人意願、契約與子女最佳利益等事項加以比較，並歸納人工生殖子女之最佳婚生性依據。之後，基於複製技術與人工生殖技術之相似性，就先前歸納結果析述複製人之身分認定問題。最後則試圖從複製技術之正面意義，探討其作為合法人工生殖技術之可行性。第七章為結論，乃歸納先前各章討論之結果，對我國婚生制度為整合性之闡述，並對複製技術之規範方式及身分認定進行總結。

顧客關係管理(CRM)是結合人、流程和科技，並且追求瞭解顧客需求、提供商業策略和建立與顧客之間的長期關係。成功的利用整合科技，需要適合的商業流程和組織文化來適當地定位人本行為上的元素。因為顧客關係管理並不是簡單的技術解決方案，成功的顧客關係管理運作主要與人們的介入有關。為了建立對於在顧客關係管理中以人為本的流程中清楚剖析內容和角色，本研究分析顧客關係管理流程和倚賴人本的文獻，並且構成有關於在顧客關係管理中以人為本的流程假說需要。它強調高階主管和營運職員對於制定重要決策和與顧客進行立即性溝通的責任，進而帶領與顧客之間的關係管理。 典型的在顧客關係管理中以人為本的流程是很難已被建置或無法以單獨地成為技術解決方案，這些活動包含規劃顧客策略、設計顧客關係管理流程、處理顧客問題、瞭解顧客需求、處理立即溝通和問題、以及整合顧客回應。影響在顧客關係管理中以人為本的流程的因素會和顧客特性、資訊內容、員工能力和組織環境有關。本研究建立的假說是探討在顧客關係管理中以人為本的流程會被以下因素影響的相關性：(1)顧客情感需求、在交易過程中的顧客涉入度和顧客需求的變化；(2)內隱顧客資訊的需求；(3)員工經驗和知識；(4)組織文化。 為了建立在顧客關係管理中以人為本流程的清楚瞭解，本研究依據文獻發現建 構假說和經由深度個案研究來驗證他們。目標是檢驗顧客特性、資訊內容、員工能力和組織環境對於在顧客關係管理中以人為本流程的相關性。 / Customer relationship management (CRM) is a combination of people, processes, and technology that seeks to provide understanding of customer needs, to support a business strategy, and to build long-term relationships with customers. Successful utilization of the integrated technology requires appropriate business processes and organizational culture to adequately address human behavioral elements. Because it is not simply a technology solution, success in CRM business revolves largely around people. In order to build a clearer understanding of the content and role of the people-driven processes of CRM, this study analyzes the literature on CRM processes and people dependencies and forms propositions about the need for people-driven processes in CRM. It emphasizes the responsibility of executives and operational staff in making critical decisions and using intimate communications to conduct relationship management with their customers. Typical people-driven processes in CRM are those that are difficult to implement or that cannot be carried out using technology solutions alone, including such activities as planning customer strategy, designing CRM processes, coping with customer problems, understanding customer needs, handling intimate communications, and integrating customer responses. Factors that affect the dependency of people-driven processes in CRM are related to customer characteristics, the content of information, employee capabilities, and the organizational environment. Propositions formed in this study are that the dependency on people-driven processes in CRM is affected by (1) customer emotional needs, customer involvement in transaction processing, and the dynamics of the customer needs; (2) the need for tacit customer information; (3) employee experience and knowledge; and (4) the organizational culture. To build a clear understanding of the people-driven processes of CRM, this research constructed propositions based on literature findings and verified them through an in-depth case study. The objective is to explain the effects of customer characteristics, the content of information, employee capabilities, and the organizational environment on the dependence of people-driven processes in CRM.

校（院）所組別：國立政治大學資訊管理學系碩士班 頁數：185 畢業學年度及學位別：九十學年度 第二學期 碩士論文 研究生：林俊伊 指導教授：楊亨利博士 論文名稱：非營利組織推動顧客關係管理對顧客造成信任和關係承諾之影響－以產業同業公會為例 論文提要 本研究試圖以玩具產業同業公會為實證對象，著手來探討非營利組織和顧客之間建立信任和關係承諾的原因為並研究建立顧客信任和關係承諾之後的後續影響。 本研究以非營利組織－玩具公會和其會員為研究標的，探討顧客對於公會信任和關係承諾的形成原因以及信任和關係承諾對於雙方未來合作意願的影響，並參考國內外文獻列舉出「資訊科技運用能力」、「資訊科技運用業務的程度」、 「顧客關係管理的應用程度」、「服務人員的特質」、「服務人員和廠商之間的關係」「組織特質」、「分享價值」、以及「關係成本利益」等變數描述建立信任和關係承諾的原因，進而影響未來合作意願，以形成本研究之架構。在非營利組織特質之中，本研究舉出非營利組織名聲、非營利組織規模兩個因素代表之；在服務人員和廠商之間的關係變數中舉出服務時間以及廠商對服務人員的喜歡、相似作為研究變數；在服務人員特質方面則以專業素養和公益服務熱忱作為研究變數，服務人員的特質與服務人員和顧客的關係會影響到顧客對服務人員的信任，進而影響到顧客對非營利組織的信任；而顧客關係管理的應用程度包括了非營利組織對顧客客製化服務的程度和非營利組織對顧客的了解。本研究為了實證的需要，從觀念性架構中進一步發展出實證研究架構，將部分變數分為「目前現況」和「期待未來」兩種情況。 本研究使用SPSS for Windows Release 8.0.1中文視窗版統計套裝軟體，針對所收集之資料進行統計分析。為符合研究目的，研究透過三個階段進行資料的分析，首先分析各構面之認知情形，按著為了分析各構面間的互動關係做相關分析和複迴歸分析，最後能以路徑分析進行整體架構分析與驗證。 本研究之結果發現資訊科技的運用能力能夠增加資訊科技支援業務的程度，並正向影響公會推動顧客關係管理的應用程度；服務人員特質會影響到廠商對服務人員的信任，並進而影響廠商對公會的信任，同時對服務人員的信任也是影響對公會信任最重要的因素；關係成本利益和信任正向影響到關係承諾；分享價值和組織特質封信任和關係承諾無顯著影響。本研究亦發現實證結果實施顧客關係管理可能會造成廠商對公會信任程度的降低，因此在研究結論方面，本研究建議公會若想要推動顧客關係管理是有步驟的，首先必須要有明確的目標，讓會員知道實施顧客關係管理會得到的好處，同時若是要實施顧客關係管理，就必須在目前公會會務推動上的作業程序上作規劃和調整。接下來公會利用資訊技術將會員加以分群，針對不同群的會員來規劃不同的會務活動，在會務活動執行的時候，要能嚴格監督、控制，並在事後加以檢討。會員所希望的顧客關係管理，並非只是由公會來向會員索取資料來做不明的用途，而是一連串規劃周詳嚴密的措施，如此一來會員才會樂於提供資料，不會擔心資料會有被揭露的危險，進而降低會員和公會之間的信任。 【關鍵詞】 非營利組織 (Non-Profit Organization) 顧客關係管理 (Customer Relationship Management) 資訊科技 (Information Technology) 信任 (Trust) 關係承諾 (Relationship Commitment)

印度為近代新興崛起的國家，在政治、經濟、資訊、科技與軍事上均有顯著的進步，其綜合國力的提升已不容忽視。尤其在經濟上的發展速度，更令世界各國所矚目，而現今世界公認的「金磚四國」中，印度則列居名單之內，其涵意代表著在未來國際權力地位追逐的過程當中，具有更深厚的競爭潛力。就地緣戰略的觀點而言，印度位於麻六甲海峽至波斯灣之間的交通樞紐，為非洲與中東地區能源及貿易物資輸往西太平洋的必經路線，而能源線的暢通與否，均牽動著東、南亞地區的經濟命脈。 冷戰結束後，兩極對抗的國際格局不再，印度新一代戰略菁英份子認為，印度應採取「以武力取代外交功能」的戰略觀。由於印、巴衝突所帶來的不安全感，及中共的核武構成的威脅，使得印度方面必須藉由核武發展與整建軍力，來化解印度所面臨的威脅，卻也引了發核武競賽問題。1947年印度獨立後美國並未重視，僅視印度是一個阻止共產主義擴散的國家。當印度躋身進入核武國家行列之後，便開始發崛印度在南亞地緣戰略的重要性，正因為印度國力逐漸提升，使得美、印兩國建立「邁向21世紀戰略夥伴」關係，來面對中國「和平崛起」的所帶來的挑戰。 1979年12月24日蘇聯入侵阿富汗後，卡特政府體認到印度戰略地位的重要性，視印度為防堵蘇聯共產勢力擴散的國家，於1980年再度恢復美、印核能合作計畫，提供有關核反應爐所需原料，藉此拉攏印度成為美國反共產主義的盟友。冷戰結束後，柯林頓政府提出了「交往與擴大的國家安全戰略」，強調「安全、經濟、民主」是美國外交政策的三大支柱，因而開始拓展與印度的合作範圍，加強經貿與軍事合作，以符合美國國家利益目標。 小布希總統上台，將中共定位為「戰略競爭者」的角色，視中國「和平崛起」對美國的威脅。「911」恐佈攻擊事件，美國雖與中共在反恐任務上共同合作，但仍不失其對中國的戒心，因此與印度共同結合成為「邁向21世紀的戰略夥伴」關係，以防止中國「和平崛起」對美國霸權地位的挑戰。 中國「和平崛起」強調努力發展和壯大自己，維護世界和平，堅持開放與平等互利原則，與各國發展經貿，強調現在與未來不稱霸。美印戰略合作，將使得中共在海洋戰略發展受限，同時更影響了中、印兩國的經貿發展。中國為了防止美、印戰略關係所形成的衝擊，必須展現其大國外交作風，穩固與印度經貿上的合作，深化與歐盟實質關係，運用「上海合作組織」來強化其在區域大國的地位，以防範美國對其所實施的新圍堵策略。 / India, one of emerging countries in recent years, has had great progress in politics, economics, information, technology and military. India’s current social status and economic strength has drawn everyone’s attention, especially in BRICs, it plays an important part. In terms of its geo-strategic prospects, India, locating between Strait of Malacca and Persia Gulf, is an essential commercial access. After the Cold War, the new-generation elites think India should take the strategy of replacing democratic function with power. Because of the fear resulting from the India-Pakistan conflicts and the threat of nuclear power in China Communist, India must rebuild its military forces by developing nuclear power so that some threat to the national defense will be released. The problem about nuclear competition is getting worse. As a result, America and India start to set up “the relationships of strategic partnership toward 21st century” to face the challenge coming from “Peaceful Rise” in China. After Soviet invaded Afghanistan in December 24, 1979, the Cater Administration, realizing the importance of India’s strategic status, regarded India as a defense stopping the communist from spreading and regained the nuclear cooperation plan between America and India to make India a member of the alliance of anti-china communist. After the Cold War, the Clinton Administration addressed the strategy of “enlargement and engagement”, emphasizing that safety, economics and democracy are three main parts in diplomatic policy in U.S.A. America started to cooperate with India in commerce and military to meet their own national interest. George, W. Bush considered China a “strategic competitor” and regarded “Peaceful Rise” as a threat to America. After 911 terror attack. America made efforts to establish the relationship of “strategic partnership toward 21st century” with India and prevent China’s “Peaceful Rise” from challenging America’s powerful status. America and India’s cooperation restricts the development of China’s ocean strategy and influences the development of economics and commerce between China and India. Therefore, China tries hard to make use of “Shanghai Cooperation Organization” to reinforce its status and guard against America’s “Geopolitics”.

This paper follows Ghysels, Gourieroux, and Jasiak (1998), examines the causal relation between price and volume in Taiwan Futures Market. I use high frequency intraday data of Taiwan Stock Exchange Capitalization Weighted Stock Index in Taiwan Futures Exchange; and analyze the causality between returns and volume series, which are transformed into Markov chain, with Granger’s causal tests. I analyze the data with two different time category, trading time and calendar time. In our research we find out that Taiwan futures market has a bi-directional causality between price and volume in trading time analysis, as to the calendar time analysis, only price to volume unidirectional causality exists. Unlike the unidirectional causal relation that Ghysels, Gourieroux, and Jasiak (1998) observed in French security market.

由於全球化的浪潮，將市場競爭帶向新的局面，企業不再只尋求短期 的利潤，更傾向與他們的外部競爭者以及內部人員維持長期的合作關係， 以替企業帶來更大利益，這種共生共存的關係，亦即夥伴關係。已有許多 研究發現，發展夥伴關係能為企業帶來益處，學者也找出建立夥伴關係和 夥伴關係演化過程中的關鍵成功因素，或者針對形成夥伴關係的結合力進 行研究，然而，很少有學者提及如何管理夥伴關係，本研究以此觀點出發， 目的在找出供應商夥伴關係管理的重要因素並提出實踐的執行項目，以供 企業評估並改進其供應商夥伴關係管理的流程，另外提出夥伴關係度量 (Partner Relationship Metrics)之概念，讓企業據此分數來選擇供應商夥伴。 本研究首先由17 篇關於夥伴關係的文獻中找出18 個夥伴關係的關鍵 成功因素(Critical Success Factor, CSF)，並在每一關鍵成功因素下，定義若 干個關鍵執行項目(Key Practice Items, KPI)。這些關鍵執行項目都代表著供 應商合作關係中執行的行動，以關鍵成功因素及文獻中學者所提的關鍵結 合力(Bond)形成訪談內容，採取企業訪談法挑選台灣資訊電子製造業供應 鏈中分別屬於零組件供應商、加工製造者以及系統組裝商的六家企業進行 訪談。研究結果顯示，六家企業都認為順應性(Adapatibility)、信任(Trust)、 參與度(Participation)是重要的因素，另外也發現，訪談對象依其企業規模、 屬於買方或賣方市場等因素乃訪談結果有差異的原因之一。 關鍵字：B2B、供應商夥伴關係、關鍵成功因素、夥伴關係度量 / Over the past few years, companies have faced increasing challenges in their relationships with external competitors as well as internal employees. Recent years, managers tend to build a long term, ongoing relationships which are called partnerships. Researches have found that developing partnerships can contribute to the profit of a company and reduce the risk. Some researchers focused on the factors of the successful partnership; others on the bonds between partners. However, studies is lacking on how to manage a partnership. The purpose of this project is to find factors that make a successful supplier partnership and propose some key practice items (KPI) as well. Furthermore, we define partner relationship metrics (PRM) by combing bonds and success factors of partnership to help managers evaluate their supplier partners. This project is based on partnership literatures and business interviews. First, we chose 18 critical success factors (CSF) of the partnership from 17 literatures. Then, we surveyed 6 businesses of Taiwan Information & Electronic Industry and divided them into 3 categories to get the empirical data. We found all companies agree that Adaptability, Trust and Participation are the top 3 important factors in managing their supplier partner relationships. In addition, we discovered that the size of the companies and the one who holds the power in the supplier-buyer relationship influence the research results. Key words: B2B, supplier partner relationship, critical success factor (CSF), partner relationship metrics (PRM)

進入21世紀以來，隨著經濟全球化和地區經濟一體化的深化，中國推動韓半島政策，對外戰略而言含有諸多作為：第一、謀求擴大經濟利益；第二、作為地緣經濟戰略夥伴；第三、作為主導東北亞地區地緣經濟合作的管道。 為此，中國著眼於中、韓、朝三方的國家發展需求和地緣經濟互補性，謀求加強與南北韓政治經濟合作的發展，同時，以三方之間地緣經濟合作優勢確保其在韓半島的影響力，在此基礎上，中國謀求消除韓半島安全不確定性，牽制美國影響力和日本勢力。從此觀點來看，中國對韓半島政策就是中國對外戰略的出發點。 從地緣經濟戰略觀點而言，中國與韓半島關係不僅與中國營造發展經濟良好周邊環境有關，而且中國在中韓、中朝關係上具有政治經濟合作利益空間，因而中國加強與南韓政治領域合作交流，透過以經濟條件拋棄北韓邊緣政策，謀求維持韓半島和平與穩定。另外，中國利用與韓半島地緣經濟所長，加強與南北韓經貿合作，深化南北韓對中國經濟依存度，進而通過中國對南北韓的經濟優勢，主導中韓、中朝的地緣經濟合作，確保對韓半島的戰略優勢與影響力。 中國對韓半島政策的目標，將韓半島作為中國發展經濟戰略的管道，謀求地緣經濟利益最大化，透過提升在韓半島的影響力，使得韓半島走向中立化。中國對韓半島實施地緣經濟政策以來，中國與南北韓關係日益密切，在某種領域上，中國已經超越周邊大國的影響力。 在政治與安全領域，中國與南北韓透過領導人和高層人士進行頻繁互訪、建立相互對話機制或設立熱線管道，提高相互信任，加強雙方關係、謀求地區安全和發展。在經濟上，中國引進為自身經濟建設所需要的資金、高技術及礦物資源，而提供為南北韓經濟成長所需的巨大出口市場，尤其是中國也提供北韓經濟所需的原油和工業產品。由此，最近幾年來，中國成為南北韓對外貿易最大夥伴，與此同時，引起南北韓經濟對中國依存度的深化，因而，中國對韓半島的影響力正在擴大。 / Since the start of the 21st century, with constant intensification of the process of economic globalization and regional economic integration, China has pursued much-evolved Korean Peninsula policy for its own strategic goals as following: First, to strengthen its own economic interest; Second, to make the geoeconomic partnership with the two Koreas; Third, to make the partnership as the leverage for regional strategy. For the sake of securing economic common interest and geoeconomic complementarities with the two Koreas, China seeks to develop the cooperative relationship with North and South Korea. At the same time, China seeks to ensure its influence on the Korean Peninsula by using its geoeconomic advantage on the Korean Peninsula. Based on the relations, China hopes to remove the destabilizing factors in the security on the Korean Peninsula, and seeks to restrain American influence and Japan’s power. From this viewpoint, China’s Korea Policy is the starting point of China's foreign policy. From the perspective of geoeconomic strategy, the relationship between China and the two Koreas are much important with regard to building favorable environment for economic development. At the same time, the relations of China-South Korea and China-North Korea have economically and politically beneficial space. Therefore, on the one hand, China has been strengthening political cooperation with South Korea, and China has been forcing the North Korea to abandon the brinkmanship diplomacy by using economic inducements through cooperation with South Korea. As a result, it was designed for maintaining peace and stability on the Korean Peninsula. On the other hand, by utilizing the geoeconomic advantage with the two Koreas, China has strengthened the economic cooperation with the two Koreas; it has deepened the two Koreas’ economic dependency on China; As a result, it has been taking the lead in geoeconomic cooperation with the two Koreas; and it has been securing its strategic advantage and influence over the Peninsula. The objective of China’s Korea policy is to make the Peninsula be the ditch of China’s economic development; to maximize its geoeconomic interest; besides, to make the Koreas become neutralizing by taking advantage of geoeconomic influence. Since the implementation of China’s geoeconomic policy on the Peninsula, its relations with the two Koreas have become much closer. In some realms, China surpassed neighboring big powers’ influence. In the realm of politics and security, China has pursued the mutual confidence building by the means such as reciprocal visits, mutual dialogue mechanism and hot-line setting with the leadership of the two Koreas for the sake of strengthening of the bilateral relationship and securing of the regional security. And, in the realm of economy, while China brought in investment and high technology from the South side and the mineral resources from the North side, it provided the huge export market for the Peninsula, especially the crude oil and industrial products for the North. Recently, China has become one of the two Korea’s biggest trade partner. Consequently, the two Koreas’ economic dependency on China has been deepening and China’s influence on the Peninsula has been expanding.

在委外代工與採購的垂直交易結構中，供應商關係管理是廠商垂直整合策略中重要的決策。中心廠若能與提供關鍵要素的主要供應商維持緊密的合作關係，可發揮降低營運成本、聚焦組織核心能力之策略性效益，但若過度依賴特定的主要供應商，則可能導致供應商優勢的發生，並陷入非對稱依賴交易結構中所產生的套牢風險。實務中常見的管理問題，即在於如何維持交易關係的彈性，避免被特定供應商所套牢，並維持雙方的合作關係的穩定與發展。本研究從中心廠的角度，探討在與主要供應商之間，高度互賴且非對稱的交易關係中，中心廠如何避免套牢風險，並提高與主要供應商之關係彈性。 本研究透過廠商個案研究中歸納中心廠對於與主要供應商之間的關係管理機制，以降低主要供應商之移動彈性、增加中心廠本身移動彈性為主要的策略邏輯。個案研究顯示，關係深化、價值深化、關係探索等關係管理策略，透過降低主要供應商移動彈性，藉以增加雙方互賴程度；價值深化、關係探索、結構探索等關係管理策略，則致力於提高中心廠本身的移動彈性，增加本身可選擇空間，並降低對主要供應商之依賴程度。 本研究接著以我國紡織業與資訊業為對象進行廠商問卷調查，採取結構方程模式分析250份樣本資料，驗證12項研究假說。實證結果支持8項研究假說：主要供應商移動彈性與中心廠認知合作績效呈負相關、中心廠移動彈性與中心廠認知合作績效呈正相關。關係深化、交易價值深化、關係探索等三項關係管理策略，與主要供應商移動彈性呈負相關；交易價值深化、結構探索兩項關係管理策略，與中心廠移動彈性呈正相關。 本研究結合交易成本、資源依賴、廠商行為等理論觀點，以中心廠及主要供應商雙方的移動彈性作為組織間關係之決策準則，探討中心廠與其主要供應商之關係策略與管理作法，並進行理論意義與實務意涵之討論。 / Managing the transaction relationships with the key supplier is a critical decision related to vertical integration. The previous literature suggest that a firm can achieve the strategic benefits such as reducing operation cost and focusing on organizational core competence through outsourcing, while maintaining a close cooperative relationship with the key supplier who provides essential key factors such as key components or key material. However, focal firm may also hold-up by the key supplier when it over-dependent on the opposite site. Therefore, the practical puzzle is how to maintain flexibility of relationships in vertical transactions as well as to avoid hold-up by specific key supplier and to extend the transaction stability with the key supplier. Standing the view of focal buyer, the study explores two related questions: how to avoid hold-up problem in an asymmetric buyer-supplier transactions, and, in the ex post transaction, how to increase relational flexibility in highly interdependence situation. The dyadic transactions between focal firm and its key supplier are the units of our analysis to confer with the managerial mechanism of key supplier relationship. The study conducted interviews dozens of Taiwanese firm as case studies. We model an exploration-exploitation framework adopted by focal firm adapt to ex post asymmetric interorganizational relationships. Thus we see two behavioral mechanisms: reducing key suppliers’ mobility of flexibility through relational exploitation as well as exploration on transaction value and relationship for reinforcing interdependency in dyadic transactions, and, increasing focal firms’ mobility of flexibility through structural exploration as well as transaction value exploitation so as to diminish the dependency on the key supplier and heighten alternatives to cooperate with. Using structure equation modeling approach, research hypotheses are tested on a sample of 250 focal firms established in Taiwan. We found the positive relationships between focal firms’ mobility of flexibility and cooperative performance perceived by focal firm, and, the negative relationships between key suppliers’ mobility of flexibility and cooperative performance perceived by focal firm. Empirical results confirmed the negative relationships between key suppliers’ mobility of flexibility and focal firm’s exploitation in relationship and transaction value as well as relationship exploration. The positive relationships between focal firms’ mobility of flexibility as well as structural exploration and transactional exploitation were also supported. The study develop a theoretical extension based on the transaction cost theory, resource dependence theory, and the behavioral theory of firm. We also address dyadic mobility of flexibility as the decision criterion for balancing exploration and exploitation in the interorganizational relationship. These findings provide theoretical and managerial implications for vertical coordination in supplier relationship management in particular.

以絲綢之路作為文明接觸的和平場域為概念，探討中國正在推動「一帶一路」─以連結中歐為終極目標的道路、基礎設施、投資、政策互聯及人民交流網路─的全新重大外交體系。針對當前國際地緣政治的環境，中歐領導人近期確實強調了布魯塞爾與北京關係的重要性。儘管如此，很多中歐關係的專家也指出這種夥伴關係，還沒有達到雙方所預期的那樣快速及深刻。 本文的第一個研究問題「進一步發展中歐關係的障礙是什麼，以及如何克服這些障礙？」，便是基於對此國際情勢的考量。透過建構主義理論，本文對深化中歐關係的真正障礙進行討論，認為這些障礙來自於中歐人民身份、價值觀與文化的差異，並提出促進中歐人民之間的文化交流來加強中歐關係的可行方案。因此，本文提出第二個研究問題，「一帶一路在中歐文化關係中扮演什麼角色？」，對前項結論接續探討，發現由於一帶一路為中歐雙方提供了文化專案及人際交流合作的動機和框架，因此這一政策對中歐關係具有正面影響的潛質。 本文的最後兩個研究問題「一帶一路將帶給歐洲怎樣的風險與利益？」與「歐盟應如何應對一帶一路？」是相互關聯的。通過對一帶一路將帶來的風險與利益的分析，筆者對中歐雙方如何更有效地推進一帶一路提出了一些政策建議，其中重點分析了歐盟領導人如何與中方開展合作，並認為歐盟必須回應中國的倡議，與之合作，確保中歐雙方實現共贏、對國際規範的遵守、以及幫助中國保持一帶一路所經之地的穩定。 / By recalling the idea of the Silk Road as a place of peaceful encounter of civilizations, China is promoting its new, major diplomatic outreach system called the Belt and Road Initiative (BRI), a network of roads, infrastructures, investments, policy connections and people to people exchanges with the final objective of connecting the PRC to Europe. Indeed, in view of the current international geopolitical circumstances, the Chinese and European leaders are recently emphasizing the importance of the Brussels-Beijing relationships. Nonetheless, many experts complain that this partnership has not yet developed as fast and deeply as the two sides originally hoped. This leads to the first research question addressed in the thesis:"which are the obstacles to a deeper EU-China partnership and how to overcome them and improve the overall relations?". By borrowing the constructivist theories, this thesis argues that the real obstacle to deepening the China-EU partnership are the differences in identities, values and culture, and that the improvement of the people to people and cultural interactions will enhance the general bilateral relations. Consequently, the second research question is "which role does BRI play in the China-EU cultural relations?". BRI has the potential to have a positive impact on their relations by providing a new framework and incentives for the collaboration on cultural projects and people to people interactions. The last two research questions are related to each other: "what are the risks and benefits that BRI will bring to the EU?" and "how should the European Union respond to BRI?". By analyzing the risks and benefits that will derive from the implementation of BRI, the author provides some policy suggestions to both sides on how to efficiently implement BRI, and especially to EU leaders on how to cooperate with their Chinese counterparts: the EU should definitely cooperate in the Chinese initiative, to ensure a win-win outcome for all, to guarantee the respect of the international norms and to help the PRC maintain the stability in the areas crossed by the BRI network.

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