京都大学 / 0048 / 新制・課程博士 / 博士(人間・環境学) / 甲第22525号 / 人博第928号 / 新制||人||222(附属図書館) / 2019||人博||928(吉田南総合図書館) / 京都大学大学院人間・環境学研究科共生人間学専攻 / (主査)教授 多賀 茂, 教授 岡田 温司, 准教授 武田 宙也, 教授 檜垣 立哉 / 学位規則第4条第1項該当 / Doctor of Human and Environmental Studies / Kyoto University / DGAM

細數過去數十年，台灣類比IC設計產業發展從無到有，從客戶不相信台灣類比IC設計公司的能力，到現在彼此成為合作夥伴，從外商完全看不起台商，到現在大家同場競技，從沒有一家類比IC設計公司上市、櫃掛牌，到現在已有近十家類比IC設計公司掛牌，台灣類比IC設計產業實在值得更多的喝采與投資人的注意。 目前為止，台灣共有二十幾家類比IC設計公司，本研究主要以民國九十四年十二月底以前上市、櫃之茂達、立錡、沛亨、安茂、富鼎先進、致新、崇貿、點晶、圓創等九家類比IC設計公司為樣本 依其八十九年至九十三年之財務報表做為預估個案公司未來成長率及獲利率的依據，利用現金流量折現法採銷售導向及盈餘導向等兩種模式，依最樂觀、最可能發生及最悲觀等三種情境，估算其實質價格區間，並與各股目前之實際股價相比較，以推論目前股價的合理性以及目前股價可能隱含的銷售成長率及盈餘成長率，另以敏感度分析將各個評價因子繪製成龍捲風圖，來觀察個別關鍵評價因子對股價的影響程度。 此外，本研究依Aaker的分析架構，針對此依產業進行外在與內在分析，包括整個產業的環境分析、產業分析、競爭對手分析、顧客分析與關鍵成功因素(SWOT)分析，以期本研究能在財務分析之外，提供投資人對類比IC設計產業ㄧ全面通盤性之分析。 最後，根據本研究之實證結果，發現過去五年個股與大盤股價作分析，ϐ值均偏高，其可能原因: 1. 類比IC設計產業(相對於數位IC設計產業)，為一新興產業，市場給予之本益比較高， 2. 進口替代效應之潛在業績成長題材，持續發酵。

清代詩話的重要著作，前人研究已多，其價值也已受到充分的了解與肯定。然而一些頗有價值的詩話，因少見而未受注意者，也所在多有，賀裳「戰酒園詩話」即屬此類。本論文之研究動機，即是認為這種有價值的著作，不應任其埋沒，因思對「戰酒園詩話」做一番整理與探討。 本論文以郭結虞所主編之「清詩話續編」中「載酒園詩話」為底本，加以討論。所使用之方法，不主一端。大致以歸納法、類比法、演繹法、分析法，綜合使用，以見其詩話之原貌，并盡量發掘顯明其微旨。 全文共分七章： 第一章：賀裳之傳略與載酒園詩話之體例。凡三節，敘述作者傳略，文學思想淵源，及載酒園詩話之體例。 第二章：載酒園詩話論詩之本質。凡四節，敘述詩話中討論詩之本質，及作詩之原則。 第三章：載酒園詩話論詩之創作。凡八節，敘述詩話中所揭示作詩之方法與技巧。 第四章：載酒園詩話論讀詩的問題。凡九節，敘述詩話中對於讀詩所可能產生之問題的討論。 第五章：載酒園詩話論各代詩說。凡七節，敘述詩話中對其他一些重要詩話的批評與意見。并歸納論述一部理想詩話所應具備之條件。 第六章：載酒園詩話之實際批評。凡三節，敘述唐詩宋詩之不同，并唐人詩作與宋人詩作之批評，及作者評詩之標準與方法等。 第七章：結語。凡二節，總論整部詩話之特色，并對作者評詩之得失，做一檢討。

根據經濟部出版「2005 年中小企業白皮書」中提到：過去10 年，台灣每年 平均新成立之中小企業公司約有10 萬家，而台灣每年平均倒閉之中小企業約有 8 萬2 千家，也就是說未來每年這些新創業公司會經營不善而倒閉之平均機率為 82%。可見新創企業之經營管理風險非常大，隨時可能因為任何經營策略錯誤而 造成公司不可彌補之危機問題，最後可能就被會迫倒閉關廠。而且關廠又會資遣 公司之員工，更會連帶影響很多家庭面臨失業之危機與社會問題。因此一個新創 企業如何能經營良好，渡過公司的經營問題之重重關卡，各種經營策略施政正確 有效能，並且創造更高之經營績效而能永續經營是非常重要且值得研究之課題。 本研究以台灣類比IC 產業之新創企業來作經營策略與經營績效探討與分析 之對象。另外，本研究首先利用歷史文獻探討法，依據楊光立（2001）創業家的 十四個歷程之經營策略分析、Poter（1980）五力分析之競爭策略、Weihrich（1982） 「SWOT 分析法」、個案F 公司之各種財務比率分析及幾個重要經營策略及經 營策略分析為藍圖，後再以企業深度訪談法進行研究探討與分析，彙整個案F 公司所面臨經營上之問題，回溯經營團隊擬定之實際經營策略，最後再探討個案 F 公司真正實施這些經營策略後與實際經營績效來作理論與實務間之比較分析 探討，再歸納出本研究之結論。最後以個案F 公司之七位高階主管之認知統計總 結經營策略與經營績效相關性之結論：合計61 項經營策略實施後，發現有59 項與經營績效為正相關，其餘有2 項無關。另外還有其他方面之經營策略與經營 績效相關性：正相關有10 項。 關鍵字：類比IC、新創企業、經營策略、經營績效 / Ministry of Economic affair R.O.C published the “ Midle & Small Enterprises Wite Book in 2005 ” said that there were 100,000 new start-up companies in every year in Taiwan, and they will close 82% in a year. So, the management risk is huge in a new start-up company. It will close by any mistake of management decision, and bring about irrecoverable crisis. It will make the employee lose their job, and add many problems in families and society. Therefore, How to manage a company and solve their problems and crisis? How to ensure their business strategy are correct and effective? How to create the high performance in a start-up company in the future and forever? It is an important and worthy research subject. In this thesis, I’m researching into the start-up company of Taiwan analog IC design House, and to find the relationship with business strategy and business operation performance. First, I found and read many theses from history or books or others documents, such as Poter (1980), Weihrich (1982), Finacial repot of F company etc.. Then, I used the interview method with F company, to find their business strategy when they facing problems and crisis. Finally, I analyzed the business operation performance in F Company when they implement the business strategies. There are 59 items have the positive relationship of 61 business strategies compare with business operation performance, the other 2 items are none. Keywords: Analog IC, Start-Up, Business Strategy, Business Operation Performance.

從無線語音通訊(Voice)的日漸普及，以及日益下降的語音ARPU(Average Revenue Per User)的趨勢看來，所有的行動電信營運商(Telecom Operator)都開始在鑽研如何去推動數據的收入(Data Revenue)，以及所謂的加值型服務的利潤，借以廣增收入及營運利潤的提昇。所以如何建立一個正確的『營利模式』成為全世界所有行動電信營運商最關切的焦點之一。 台灣在行動電信數據服務以及加值型服務方面，其實發展得很早，曾經有過兩次相當大而且相當慘痛的失敗經驗。一次是在2000年和信電訊股份有限公司曾經有過引進日本NTT DoCoMo i-mode的慘痛失敗經驗；另外一件是在2003年亞太行動寬頻電信股份有限公司也曾經歷過引進韓國SK Telecom的SKVM數據服務平台技術移轉的失敗經驗。這兩起的案例由於個人都剛好身歷其境，所以印象特別深刻，檢討起來失敗的原因固然很多，但是其中如何去正確建立一個適合台灣的主客觀環境的『營運模式』卻是一個相當值得探討的問題。 手機一直是行動電話產業裡最熱門的話題，從以前的所謂的『大哥大』(AMPS類比式)手機時代，走入今天的第三代行動通訊所謂的3G『智慧型手機』的時代。手機應該算得上是繼PC電腦以來，發展最快，對人類的生活文明最具影響力的產品之一。PC是坐著那邊使用的工具，而手機卻是人們天天帶在身邊，帶著到處跑的『不可或缺的一部分』。有的人每天也許可以沒有去用電腦，但是很多人每天如果沒有手機在身邊的話，那會是一件非常嚴重的事情。手機發展的很快，也愈做愈像一台能夠隨身帶著走的『智囊包』了。不但包辦所有個人週邊的服務，尤其是所謂的『多媒體影音及下載』功能(有人稱之為:「多媒體手機」)，『網際網路』上網及網路週邊的服務功能，甚至所謂的『人對機』、『機對人』、以及『機對機』等未來無比的想像空間的一些功能及發展。所有設計出來的『營運模式』都要先透過手機去呈現在消費者面前，電信營運商也要先去做許多的驗證實驗(Initial Service Launch)以後，再去正式的推到市面上去。然後再從消費者的滿意度指標(KPI)裡去確認這些被建立的『營運模式』是正確的。 本論文就是站在是一個行動電信營運商(Telecom Operator)的立場，從『智慧型手機』的發展角度來探討未來應該如何去正確建立一個『營運模式』來。主要論述點是從國外一些成功的行動電信營運商們的『營運模式』做切入點，再探討一些台灣的第三代行動通訊上所謂的『加值型服務』(Data Service數據服務)一直發展不起來的原因；另外再從『智慧型手機』以及『手機上網』的角度去探索出一些建議，以做為正確建立一個『營運模式』（Business Model）的基礎。本研究著眼於在行動電話傳統以來就以「語音(Voice)」為主要獲利的「營運模式」，在經過「第三代行動通訊」從「建置期」到「營運期」動態競爭市場愈演愈烈的情勢下，行動電話營運商從一個完全「主導的角色」逐漸轉變成一個「中介者的角色」，其「營運模式」的選擇固然會因為各家電信營運商的「財力、物力」；及「可動用的資源」有所差異，但是在「策略」及「營運模式」的釐訂上也有相當大的學問，有時候看人家(國外)的成功，及複製人家的「成功關鍵因素」並不見得就會「一定成功」的。重要的是要能在「不同的競爭環境」下，以及「艱困險惡的競爭態勢裡」，要能「看得到別人沒看到的市場」商機，要能「把握到每一個轉折的時間點」，然後將「有效的資源集中的投下去」，勝利成功是必然的。 本研究主要的結論包括： 1. 第三代行動通訊數據服務及加值型應用服務之營運模式(Business Model)與傳統的電信服務以voice語音為主的營運模式有顯然的不同點，無法以現有的營運模式來經營數據服務及加值行應用服務。但是採行「老二主義」(也就是所謂的「跟隨主義」)在第三代行動通訊市場動態競爭環境下是可行的策略之一。（本研究案例--日本KDDI及亞太行動即為其例） 2. 傳統以「語音」為主的「營運模式」與「數據服務及加值型應用服務」為主的「營運模式」差異點為以語音為主的營運模式其主要在於對語音服務的『資費價格』(Rate price)做調制，就會對市場及競爭者產生影響力，而且這些調制的主控權是可以完全操控於營運商的掌控中的。對數據及數據加值型應用服務營運模式來說，電信營運商必須退居於「中介者」的角色，以撮合各個價值鏈的「供應商」們一起來，創建「最高的客戶價值」，並從這些撮合的過程中分得應有的利潤。(本研究案例--日本NTT DoCoMo i-mode) 3. 本研究案例是以國內行動電話，一個已完全競爭的市場裡，以一個後進者(本研究案例公司—亞太行動）開始進入市場，在幾經仔細觀察競爭者的動態後，終於發現了一個「競爭者忽略的市場空間」；以及「競爭者沒有發現的市場空間」，然後再以「更便宜的產品」切入市場，終於勝出於市場。 4. Apple繼iPOD及iTune成功之後，以一個在Music Download世界裡，完全以提供消費者Content內容服務的角度。另外，Google也以一個提供消費者全方位Internet網際網路服務的角度，雙雙切入「智慧型手機」市場，甚至於「整個的行動電話市場」，確實帶給整個手機市場無比的震撼。本研究發現iPhone也好，Google Phone也好，都是從消費者使用行動電話的角度，利用「開放型營運模式」去切入市場。這與傳統行動電話營運商，採完全「封閉型營運模式」有顯著的不同。到底「開放型營運模式」與「封閉型營運模式」最後誰會勝出呢？ 5. 數據產品的營運模式與傳統以語音為主的營運模式不同，語音產品受「價格調制」的影響很大，而價格的調制是完全掌控在行動電話營運商手中的；但是，數據產品的使用量必須經過「學習」、「認知」、「確認」及「喜好」等過程才能逐漸增加它的使用量，而這些過程中的因素變動並非完全掌控於行動電話營運商手中，因為行動電話營運商在數據產品市場中扮演的角色是「中介者」撮合的角色。本研究發現數據產品的初期投資較高，但是同質性高，容易在上述過程中被市場淘汰，但是一旦其中有一項產品能成功的在競爭的市場裡存活下來，其他同質產品的失敗都會因為這項成功的產品而能於短期內回收回來。所以數據產品必須要採「多路徑投入」方式之營運模式。 成功的數據產品，其營運模式所營造出來的利潤，都是在所謂的「長尾期」。正如同「i-mode」的母親：松永真理小姐所說的：「追求wants而非追求needs」，「我們想做一個連自己母親都能夠輕易操作的服務」等等，這些原則或信念，看似無甚高論，但卻是市場、行銷、消費的原理。而松永真理之於「i-mode」的可貴之處正在於，她去除了高科技產業的「不可親」性格，她把高科技產品拉回到人性面、市場面來處理。她看到了連結於高科技產品與市場間的「niche」。 最後歸根結底，一個數據產品的「營運模式」被成功的碩造出來，其實是來自於「不懂科技」、來自於「原創性」、來自於「生活化」、來自於「人性」、「自然」及「生活中不斷的那種來自於心靈深處的創新思維」。 / From wireless voice communications growing popularity, as well as declining voice ARPU (Average Revenue Per User) of the trends, all of the operations of telecommunications operators have begun to study how to promote the income data (Data Revenue), as well as the so-called value-added services to profit, in order to widely by income and operating profit improved. So how to create a correct 『Profitable Business Model』 as the world's telecom operators all actions focus of most concern. Taiwan in the operation of telecommunications data services, as well as value-added services, in fact, the development of very early, there have been two very large and very painful experience of failures. One was in 2000 and the KG Telecom Co., Ltd. had introduced Japan NTT DoCoMo i-mode failure of the painful experience; another in 2003 Asia Pacific Broadband Wireless Co., Ltd. has experienced through the introduction of SK Telecom of South Korea SKVM data services platform technology transfer failures. The two cases are just for personal involved, so was particularly impressed to review with a lot of reasons for the failure of course, but how to correct for the establishment of a right 『Business Model』to fit Taiwan's subjective and objective environment is a very worth exploring problems. Mobile Handset has been the mobile phone industry's hottest topics, from the previous so-called 『Big Brother』AMPS analog phone era into today's third generation mobile communications (3G) so-called 『Smart Phone』3G era. Mobile phones should be considered following the PC computer has been the fastest growing of civilized human life the most influential one of the products. PC is sitting side-use tools, and mobile phones are necessarily carried it every day, with around an integral part of you. Some people did not go a day may be able to use computers, but many people every day if there is no Mobile phone in the side, it would be a very serious matter. Mobile phone development soon, but also more like to do more one can carry away 『a think, smart-tank pack』. Not only do all individuals of the surrounding services, especially the so-called audio-visual and multimedia 『download function (some call it: 『Multimedia Mobile phone』，Internet surrounding、the Internet and network service functions, and even the so-called 『People to Machine』, 『Machine to People』, as well as 『Machine to Machine』 『next great imagination, such as some of the features of space and development. All designed 『Business Model』 must first go through a cell phone in front of consumers, telecom operators have also done a lot of verification experiment (Initial Service Launch) after the formal go to the market to go. And then from the consumer's satisfaction indicators (KPI) where these have been established to confirm the 『Business Model』 is correct. In this paper, is standing on is a mobile telecommunication Mobile Operators position, from 『Smart phone』 development perspective to explore how the future should be the correct 『Business Model』 of the establishment. The main discussion points from a number of successful operations abroad carrier's 『Business Model』 make an entry point, and then explore some of Taiwan's third-generation mobile communication; so-called 『Value-added Services』(Data Services) has been developed with not that much successful by now the reasons; additional from 『Smart phone』and 『Mobile Internet』 perspective to explore a number of recommendations to serve as the correct Business Model of the establishment basis. This study focused on the mobile phone which traditionally has been to 『Voice』 as the main profit "Business Model", after "third-generation mobile communications" from the "build phase" to "the service and operational period" become increasingly dynamic and competitive markets situation, mobile phone operators from a completely "leading role" gradually transformed into an "intermediary role", And its "business model" option of course, because each carrier's "financial and material resources"; and "available resources" be different, but in the "strategy" and "operating mode" setting also has considerable big science, and sometimes they look (outside) the success of, and copying other people's "critical success factors" and will not "necessarily successful". Is important to be in the "different competitive environment" and "difficult competitive situation in the sinister", to be able to "see other people do not see the market" business opportunities, to be able to "grasp the turning point of each point in time "and then" effective concentration of the resources go to vote, "the victory of success for granted. The main conclusions of this study include: 1. Third-generation mobile data services and value-added application services business model and traditional voice telecommunications services to voice-based mode of operation have clearly different points, not to the existing mode of operation to run data services and value-added application services firms. However, adopting the "second doctrine" (that is, the so-called "follow the doctrine") in the third generation mobile communications market and competitive environment is feasible strategies. (In this case study - Japan's KDDI and the Asia-Pacific Broadband Wireless operations shall Example) 2. The traditional "voice"-based "business model" and "data services and value-added application services," mainly "business model" point of difference to a voice-based mode of operation lies in its main voice services 『 tariff price 』(Rate price) make modulation, will be on the market and competitors influence and ownership of these modulators can be completely controlled in the control of operators. Data and data value-added application services business model for telecom operators must take a back seat in the "intermediary" role to bring together the various value chain "suppliers" are one up, to create "the highest customer value," and From these match the process of due share of profits. (In this case study - Japan's NTT DoCoMo i-mode shall Example) 3. This case study is based on the domestic mobile phone, a perfectly competitive market, with a backward person (in this case study the company - the Asia-Pacific Broadband Wireless), began to enter the market, after careful observation in the dynamics of competitors finally found a "competition who neglected market space "; and" did not find a competitor's market space, "and then" cheaper products "into the market, finally winning in the market. 4. Apple following the iPOD and iTunes success, to a Music Download world, completely in order to provide the consumer point of view Content Services. In addition, Google also provides consumers with a full-service Internet point of view, both into the "smart phone" market, and even "the whole mobile phone market", indeed to the entire mobile phone market unparalleled shock. The study found that iPhone, or, Google Phone, or are using a mobile phone from a consumer point of view, by using the "open mode of operation" to cut into the market. This is the traditional mobile phone operators, mining completely "closed mode of operation" has significantly different. In the end "open business model" and the "closed mode of operation," Who will win the final then? 5. Data products mode of operation with traditional voice-based mode of operation is different from voice products are "price modulation" a great impact, while the price is in complete control of the modulation in the hands of mobile phone operators; However, the use of data products must go through "learning," "cognitive," "confirmed" and "preferences" and other process to be a gradual increase in its usage, and these factors in the process of change is not complete control over the mobile phone operators hands, because mobile phone operators in the data market's role as "intermediary" role comes together. The study found data products a higher initial investment, but the homogeneity of the high, easy to in the above-mentioned process were eliminated, but once one has a product can be successful in a competitive market survived the failure of other homogeneous products because it will of successful products that can come back in a short period of recovery. Therefore, data mining product must be "multi-path input" mode of the mode of operation. The success of data products, and its profits created out from business model are in the so-called "long tail period." As "i-mode" mother: Miss Matsunaga Mari said: "the pursuit of wants rather than the pursuit of needs", "A Service we want to do, even their own mothers can easily operate the service," and so on, These principles or beliefs, seemingly high theory, but it is the market, marketing, consumption principle. Matsunaga Mari in the "i-mode" is a valuable point to, apart from her to go high-tech industries "not nice" character, her high-tech products back to human face, face to deal with the market. She saw the link in the high-tech products with the market between "niche". Finally, after all, a data product "business model" has been successful created made out, in fact, come from "do not understand technology" from the "original" from the "life" and from "human", "natural "and" the kind of life continued from the soul of innovative thinking. "

本研究旨在探討韻尾類比訓練對國小六年級學生英文讀字能力、讀字態度之影響及其學習困難。研究分兩階段進行：第一階段為小規模之預試研究，第二階段則為正式實驗。預試研究後，研究者在教法、試題做修正改進，並經由了解學生之思考過程及學習困難後，再進一步設計更完整之訪談。 在正式實驗中，對象為桃園縣某國小二個六年級班級，並從二班各挑出25人做為實驗組及對照組。實驗組施以韻尾類比策略訓練，教材來源為學生二至五年級之教科書字彙以做為類比策略運用之基礎。對照組雖使用相同之教材，但教法則僅限於字母與音的對應關係。實驗時間為每週20分鐘(每週兩節英語之前10分鐘)，持續十週。兩組學生在教學前後各施以讀字測驗及唸讀英文字態度問卷調查，訓練後則二組各選6名做為訪談對象以進一步了解他們的學習困難。 結果發現，二組學生在讀字能力上並無顯著差別，但在讀字態度上只有實驗組有顯著正向改變。比較二組學習困難則發現對照組之困難較為複雜。此外，實驗組之低程度學生在接受類比訓練後，在讀字能力及讀字態度上相較於對照組之低程度學生有非常明顯之進步。 以上研究結果顯示，韻尾類比策略訓練可以提升國小六年級學生英文認字能力亦能正向改變學生之讀字態度，尤其對低程度學生更為有效。最後根據本研究之結果及學生之學習困難提出教學建議，供未來國小英語教師英文讀字教學時之參考。 / The purpose of this study is to explore the effects of rime analogy training on sixth graders with respect to their decoding skills, attitudinal changes towards reading English words, and perceived difficulties with word reading. The present study comprised 2 phases: the first being a small-scale pilot study, the second a formal study. The pilot functioned as a preparatory work for the formal study. In the pilot, the testing materials, instruments, and activities of the training were tested and revised to be more suitable for the formal study. From the students’ responses, the researcher obtained some insights about their thinking process and learning difficulties and this allowed for designing a more complete interview for the formal study. In the formal study, there was an experimental group and a control group, each comprised of 25 sixth graders from two classes in one elementary school in Tao Yuan county. The experimental group received rime analogy training. The teaching materials were selected from the participants’ textbooks word bank, from the second grade to the fifth grade, as a basis for making analogy. The control group was taught with the same materials but received phonics instruction that focused only on grapheme-phoneme correspondences rules. Both groups received two 10-minute training sessions a week for 10 weeks, and were administered the same pre-and post-test (generalization test) to assess decoding skills, and a pre-and post-training questionnaire on attitudes toward reading English words. After the training, six participants from each group were further interviewed to understand their thinking process and perceived difficulties. The findings are as follows. In terms of the decoding skills, the post generalization test showed that no significant statistical difference was found between the two groups. In light of the attitudinal changes, only within-group comparisons of the experimental group were significantly different. In view of perceived difficulties, the interviews revealed that the difficulties in the control group were more complicated than those in the experimental group. The most noteworthy finding is that the lowest-proficiency participants in the experimental group not only outperformed their counterparts in the control group in decoding skills, but also demonstrated far more positive attitudinal changes after the training. The findings provide supporting evidence for the value of rime analogy training in promoting students’ decoding abilities and positively changing students’ learning attitudes. The nature of students’ perceived difficulties is also discussed, in respect of which several pedagogical implications and suggestions for future studies are outlined.

主體性，是作為相對於客體性而言之主觀存在，且同時是作為在客體性中的客觀存在。如此一種普遍地可能存在於一切認識活動中的雙重存在狀態，正是所謂的「主體性的悖論」。而根據胡塞爾現象學式的沈思回溯考察，這樣一種可能的悖論形態之形成的原因，無非就出於主體多少偏執「客觀存在性先行存在」作為認識活動的理所當然性的前提之故。因為此種由主體對客體性存在與否具有著強烈興趣而產生出的偏執，總是讓主體在對「客觀存在性如何先行存在」此一問題少有深思的情形下，或是有所盲目或是有所扭曲地將自身多少誤解為關聯於客體而共同存在於客體性之中，且同時還多少將此種主體-客體的關聯當作兩者間具有某種平行類比意義的根據，甚而多少誤解主體是客體的類比存在性且可來自於對客體的存在性進行抽象而得之補充抽象的東西。如此一來，不僅主體固有的本質存在方式多少被化約遮蔽地客體化了，客體作為主觀的被給予東西的意義也多少被片面地簡化了，甚至還有那種由最深刻的不可理解的悖論危險性，所帶來之「客觀存在性如何能被主觀地認識」此一非比尋常的認識活動/知識（真理）之謎。而根據胡塞爾現象學式的沈思回溯考察，唯有通過徹底的「懸擱」來全面克制對客體性存在與否的強烈興趣，主體的目光才能完全解除指向客觀存在性的束縛，而以自由的反思活動來真正深入自身的主觀存在性之中，「無悖論地」揭示出自身「如何」以固有的本質存在方式主觀地認識到一切作為客觀存在性之主觀被給予的「事物本身」。