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.

Made available in DSpace on 2016-12-01T19:18:42Z (GMT). No. of bitstreams: 1 74196.pdf: 1111700 bytes, checksum: 385c727603f782e036f896b900095d38 (MD5) Previous issue date: 2006-09-04 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / With the economics globalization s phenomena, organizations are seeking different forms of cooperation for increasing its competitiveness. The development of information e communication technologies directs for the intensification of its use on business relations between enterprises, provoking changes mainly with relations to consumer integration, logistics, value chain integration and knowledge management. In this context, the concept of virtual organization has been researched as an strategic alternative for increasing gains inside a cooperation between enterprises. This study presents a research realized with enterprises of the technology, tourism and research laboratories sectors in the city of Florianópolis, with the objective to know their competences and form the first element of a virtual organization: the platform. In front of the complexity of core competence s identification, this work regards it constituent skills. The research structures a set of information with this objective and shows the positioning of each sector concerned, accord with the characteristics (vectors) mapped. This study contributes for the empiric and theoretician establishment of references for other regions that, taking Florianópolis as an example, choose to develop their economy through regional programs, technological parks, company s incubators and government incentives. Therewith, a new form for developing opportunities, whereby systematic cooperation of complementary competences, may create bigger levels of excellence and competitiveness, coming along with economics globalization and hi-technology markets requirements. / Com o fenômeno moderno da globalização da economia as organizações estão buscando diferentes formas de cooperação para aumentarem a sua competitividade. O desenvolvimento das tecnologias da informação e comunicação (TIC s) aponta para uma intensificação do seu uso nas relações de negócios entre empresas, provocando alterações principalmente com relação à interação com o consumidor, na logística de obtenção dos suprimentos, na integração da cadeia de valor e na gestão do conhecimento. Nesse contexto, o conceito de organização virtual está sendo pesquisado como uma alternativa estratégica para aumentar os ganhos dentro de uma cooperação entre organizações. Este estudo apresenta a pesquisa realizada com empresas dos segmentos de tecnologia, empreendimentos turísticos e laboratórios de pesquisa na cidade de Florianópolis objetivando conhecer suas competências e formar o primeiro elemento da organização virtual: a plataforma. Diante da complexidade da identificação da competência essencial, esta foi considerada a partir de suas habilidades constituintes. A pesquisa estrutura um conjunto de informações com esse intuito e mostra o posicionamento de cada setor abordado de acordo com as características (vetores) mapeados. O trabalho contribui para o estabelecimento empírico e teórico de referências para outras regiões que, a exemplo de Florianópolis, escolheram desenvolver sua economia por meio de programas regionais, estabelecimento de parques tecnológicos, incubadoras e incentivos governamentais. Com isso, uma nova forma de desenvolver oportunidades, por meio da cooperação sistemática de competências complementares pode criar níveis cada vez maiores de excelência e competitividade acompanhando os requerimentos exigidos pela globalização econômica e pelos mercados de alta tecnologia.

The initial motivation of this work was the understanding that the two views of competitive advantage of strategic management - the Market-based View (MBV) and the Resource-based View (RBV) - need a theoretically structured combination. Moreover, another problem considered is the perception that the literature on process-orientation does not explicate its linkages with strategic management. Following these theoretical demands, this work offered a proposal that integrates the process-orientation into a model of core competence management (CCM).

策略的目的是在特定的競爭環境中，憑藉企業的特質條件為它創造競爭地位或發展的方向，也就是創造具競爭性的差異優勢，使企業得以順利發展和持續成長。在競爭的環境中，組織能耐常會隨著時間經過而演化；演化的方式會隨著技術本身的特性、外部市場競爭強弱、與內部的組織與管理特性的差異，而有所不同。除此之外，體制環境會影響整個產業內的創新速率，因而對廠商的能耐演化造成影響。但是在環境急速變動的情況下，組織能耐要完全由內部產生不但不可能，而且其速度亦嫌過於緩慢，再加上現代企業的專業分工網絡，企業必須與客戶、供應商、甚至競爭同業合作，以獲得相關的資訊與技術；在企業的發展歷程中，如何有效提升內部經營管理及促進組織之間的知識交流與能耐移轉，便成為組織管理的重要課題。 本研究以一家台灣本土醫藥公司，在台灣生技製藥產業的架構下，創業、轉型、成長的發展歷程，仔細描述影響企業發展的關鍵因素 ─ 企業策略轉變、環境變動、能耐演化，以及企業內部管理提升，彼此之間如何相互配適，並塑造出企業的獨特發展路徑；茲藉由個案公司過去的回顧，描繪其成長的軌跡，作為其未來發展路徑的參考。 / Under the favorable government policy support and a well-established regulatory environment, there are more and more new start-up companies established in Taiwan biotechnology and pharmaceutical industry in the past dacade. However, most of the new emerging companies are still facing very difficult situation. New drug discovery is one kind of long-term time-consuming and heavily cash-investment-needed business. Besides, Taiwan is a small market in the world. The market potential can not afford to develop a R&D based local pharmaceutical company. However, biotechnology and pharmaceutical industry is a very diversified and versatile industry. Under such circumstances, how does a biotech and pharmaceutical company make use of the limited resources and scarce capital assets to identify the niche market, create a new business model, develop the corporate competence, and construct the internal operation to strengthen the core business and secure a sustainable growth in the industry? Besides, due to the evolution of the modern tools including genomic science, bioinformatics, high-through-put screening machine, and gene therapy, the speed of new drug discovery becomes much faster and much more efficient, but the product life cycle also becomes much shorter. How does a local company play in such a highly competitive, technically professional, and dramatically changed environment? This study tracks the growth path of a local pharmaceutical company to show how the key factors, which are, environmental uncertainty, the development of core competence in the firm, and the choice of a successful strategy by top management and the organization, can be manipulated in the entrepreneurial firm that grows rapidly and formalizes its structure and internal operation. The growth path of the company in the past years could be interpretated as the mutual interactions (dynamic fit) of those key factors. Evenmore, the interaction consequences influence the strategic intent to confront the changing environment, and facilitate the practice of the law and the establishment of a government policy. Besides, in order to improve the whole healthcare system in certain medical care, the company develops a new operation model to run the specific business. Traditionally, most pharmaceutical companies are pursuing market-oriented product management, instead of sales-oriented business management. Nowadays, most multi-national firms are actively involved in disease management to expand the market share of certain disease. However, how to integrate the healthcare system and strengthen individual disease management under the specific healthcare system has become a new operation model of a pharmaceutical company to a specific market segment. The company has to work together and closely with the stakeholders, such as health authorities, medical societies, patient associations, healthcare personnel, and the patients themselves to improve the whole healthcare system and even the policy of the law, regulatory, social, and welfare system in the specific medical care, as well.

逐漸崛起的網際網路經濟在科技及商業環境的快速變化中促使軟體開發程序漸漸進化成因應需求而調整式的程序，敏捷開發程序的演化在過去十幾年已幫助許多網際網路商業設立而且使其可以保持競爭力。 採用敏捷開發程序的網際網路商業組織較具有彈性，可以在任何軟體開發的階段中對於針對需求的改變而改變軟體的開發。主要加快軟體完成的因素是保持一個輕量級並有密切及通暢溝通的團隊。快速的軟體開發週期以及原形的開發使得初步可行性研究較簡單，也因此可以幫助需求單位提早測試軟體並提早提供回饋。 開放原始碼技術能幫助敏捷組織創新。知識轉移與技術管理在沒有很多文件紀錄的敏捷軟體開發環境中也扮演非常重要的角色。 處於隨時因應需求而敏捷調整步調成為組織的核心競爭力。組織的文化與價值需要根據組織要求的敏捷特性來調整。在事者應當用社會控制體系來管理其員工，而非用傳統式的正式控制體系。 AutoTradeCenter成功的採用敏捷方法而成為一個敏捷的組織。它採用開放原始碼技術並強調創新管理。也建立組織的文化與價值來支持其「敏捷開發系統」的建立。該公司的高度敏捷度在2000年代初期的不景氣時候仍讓其保持競爭力。 本研究建議任何新成立的網際網路商業公司可以嚐試使用AutoTradeCenter所採用的敏捷開發方式來建立組織的競爭力。 / The fast change technology and business environment from the emerging Internet economy have resulted in the evolution of the software development process into an adaptive process. This evolution of the agile software development process has helped numerous new Internet businesses to enter the field and to stay competitive over the past decades. Internet businesses, which adopted the agile software development methodology, are able to remain flexible and address changes in any stage of software development process. A lightweight team with close and good communications is the key ingredient to speedily deliver software products. Quick cycles and prototypes make feasibility studies easier and allow business people to test and provide feedback thereby allowing creation of the innovative products that truly address the market requirements. Open source technology has helped agile organizations to innovate and materialize the innovation. Knowledge transfer and technology management play important roles in an agile software development environment without a need for excess documentations. Organizations stay adaptive with agility as their core competence. The organizational values and culture need to be shaped accordingly to support the agile spirit across organizations. Incumbents should motivate the members using social control system rather than the formal control system. AutoTradeCenter, a case study used in this research, successfully formed an agile organization by adopting the agile methodology, utilizing and managing the open source technology, and creating an adaptive culture and value. The agility helped the company staying competitive during the economic downturn in early 2000. This research suggested that any Internet startup can adopt the same path that AutoTradeCenter chose to create its competitive advantages. Keywords: Agile Software Development, Open Source Technology, Knowledge Management, Organizational Culture, Core Competence, Competitive Advantage, Internet Business Model, AutoTradeCenter

2008 年擁有158 年歷史的美國投資銀行，雷曼兄弟控股公司( Lehman Brothers Holdings Inc. )的破產，掀起全球性的金融風暴，進而促使全球經濟同時性大衰退。 曾經是美國、甚至全球最大的企業的通用汽車也蒙受嚴重波及，而宣告破產重整。 百年歷史的GM 公司的倒閉，使得『企業規模越大，越不會倒閉』的傳統觀念破滅 了！根據統計，一般企業的壽命，約在30 年，而世界上仍有許多維繫超過百年甚至 更久遠的企業。促使那些擁有百年歷史的企業，永續經營特質是什麼? 回顧1990 年，普拉哈(C.K. Prahalad) 和蓋瑞‧哈默爾 (Gary Hamel) 於「哈佛商 業評論」上發表了企業核心競爭力（Core Competence）模型的論文以及唐納．薩 爾 (Donald N. Sull) (2003) 在「成功不墜」所闡述企業永續經營模型。還有，日本 京都大學經濟學研究所的末松千尋教授於2002 年提出京都企業經營模式研究論 述。三者構成本論文研究的理論模型基礎架構。藉由NEC 的個案，以質化個案研究 的方式，對照這個模型架構，探討NEC 公司永續經營的特質，印證本理論架構基礎 的實用性與完整性。研究成果將可提供國內企業，邁向國際化、全球化、永續經營 上策略思考之參考。 本研究從NEC 個案中獲得企業永續經營準則、永續成功經營模式為： 一、 擬訂企業策略發展意圖，建構企業願景。 二、 藉由不斷創新，建構企業核心競爭能力。 三、 認識企業存在的意義，重視顧客滿意。 四、 建立開放平台，與供應商的水平分工。 五、 隨著經營環境變遷，勇於適時變革。 關鍵字：永續經營特質，企業核心競爭力，企業經營模式，成功經營模式 / A 158- year-old firm, the 4th largest investment bank in the USA, Lehman Brothers Holdings Inc. announced its bankruptcy in 2008.Rapidly stirred up a global financial credit crisis and became to a worldwide economic recession concurrently. The ever being biggest company in the USA and even in the world, General Motors Corporation was engulfed seriously and finally also sank into bankruptcy protection by the economic recession. Even having hundred years history company like GM Corp. was forced to reorganize by bankruptcy protection. The traditional concept, 「The larger of the scale of a company the less possibilty of the company will collapse」,was ruined！According to some statistics a company can last for about 30 years for average. But there are still many firms lasting for more than hundred years in the world. What is sustainable managerial essence of those firms? Let us review their theses of core compentence of the corporation in the article of Harvard Business Review in 1990 by Mr. C.K. Prahalad and Mr. Gary Hamel. and the theses of company`s sustainable managerial model in the book of「Revival of the Fittest」in 2003 by Mr. Donald N. Sull. Also let us review the theses of 「Kyo-siki strategic business model」in 2002 by Mr. Chihiro Suematsu, Professor of Kyoto University Graduate School of Economics. These three above expounding form the basic model of theory of this research. By the case study of NEC Corporation, taking antithesis of these expounding, a case study of qualitative research oriented, tries to find sustainable managerial essence of NEC and to prove the practicality and the completeness of the basic model of theory of this research. The research thesis is trying to offer some strategic references to the company in Taiwan during creating its sustainable managerial essence for company on the way of internationalization and globalization of company. From this research of NEC case study it has found some conclusions about company`s sustainable managerial priceples or company`s sustainable successful business model as the followings： 1. Implementing strategic intents and setting up visions for the company. 2. Building core competencies for the company by constant innovations. 3. Realizing the meanings of company`s existence and taking customer satisfaction as the first priority. 4. Constructting an open platforms for business collateral integration with vendors and partners. 5. Being brave in timly transfoming for the company fitting changes of the business environment. Key Words：sustainable managerial essence，core competence，managerial model，sustainable successful business model

近年來因雲端運算(Cloud Computing)、智慧型行動載具(Smart handheld Device)等資訊與通訊技術的整合與匯流，再加上金融證券產業政策開放、國際化與自由化、證劵業在中國大陸發展的限制逐步鬆綁等諸多因素，原本各有自己領域的資訊服務廠商都開始磨拳擦掌，紛紛在手持式裝置上推出各種證券服務商品，這對過往在Ｂ２Ｃ領域獨佔鰲頭的E公司無異是最大的衝擊。 本研究將藉由探討E公司現行定位、分析因智慧型行動載具之演進，對金融資訊服務廠商所產生的市場改變、衝擊與競爭，進而找出新的市場商機、訂定新的市場定位與策略，期盼能為該公司發展再造藍海市場商機。 主要結論為：金融證券資訊服務產業已經是一紅海市場。為解決E公司面臨的產業困境，思考E公司未來發展走向，重新定位E公司的核心競爭力(Core Competence)，如何利用現有智慧型行動載具的特性化阻力為助力，在金融證券資訊服務產業這一片紅海中開闢新藍海。本研究將依據波特(Michael E. Porter)的五力分析及競爭論(On Competition)與洪順慶教授之新產品開發流程，提出新舊產品策略及商業模式(Business Model與Go-To-Market Model)的建議：  舊產品:運用該公司在證券資訊市場的領先地位，作業流程核心管理能力，通路優勢與客戶特性，為進入衰退期的既有產品(專業股票機)發展社群服務，增加老客戶黏著度，並搶食競爭對手市場，以延續該產品生命週期。  新產品:善用既有的雲端優勢及智慧型手持式裝置資通訊整合匯流與Web2.0的新技術，開發客製化(Tailor-Made)、主動揭露(Event Push、Calendar Push)，推出智慧的(Smart)、簡易的(Simple)、方便的(Convenience)的理財生活管家服務，開闢新藍海。 / During the past few years, the information service industry of the securities market has change hugely and the competition becomes more and more intensely, due to the opening and internationalization of the government industry policy and the rapid development of the ICT technology--includes cloud computing, evolution of mobile communication and smart handheld device, and ICT convergence…. Because of these changes, the information service vendors of the securities market have started penetrating their services into mobile device with low-price or price-free strategy. The impact to the E-Corp, the leading company with the B2C business model, is most fiercely. First, the study will analysize the change, impact and competition of the information service industry of the securities market, and will apply E-Corp as the case-study-company and probe the current positioning of E-Corp. Finally, the study will try to find out the new business opportunities for vendors, and will make suggestions on marketing repositioning and product development and business strategy to E-Corp. Exectuctive summary:The information service industry of securities market is a red ocean market. The study will utilzie the theories of Five-Force-Analysis (Michael E. Porter), Product Life Cycle (SC Horng, NCCU Taiwan), Core Competence (Gary Hamel & C.K. Parhalad), and will also think how to apply new technologies, such as cloud computing, smart handheld device, Web2.0,…to solve E-Corp dilemma and to help E-Corp to creat new blue ocean business and market. The suggestions are:  For current product: To extend the product life cycle. First, to apply the strength of the leading position in industry, channel strength and procedure management core competence to develop community network service to increase customers’ loyalty and to low down the rate of loss. Second, to seize the competitors’ customers.  For new product:Apply the strength of cloud computing the E-Corp has, and utilize ICT convergence and smart handheld devices, Web2.0 technologies to extend the service from securities to financial/wealth management service with the functional characters of event push/calendar driven, and smart/simple/convenience.

本論文探討主題為文化創意產業之國際化，首先透過文獻探討方式，了解文化創意產業、企業國際化、新創事業、企業核心資源能力等議題內容；第二階段則透過個案訪談與次級資料的搜集與整理，對研究個案企業之發展歷程與國際化相關策略作一介紹；第三階段則將先前探討之文獻、研究與研究個案之國際化模式作分析、比較，歸納出命題並提出本研究之結論。 2002年行政院提出「挑戰2008：國家發展重點計劃」，明確將「文化創意產業」列為台灣未來重點發展產業，然綜觀目前國內有關文化創意產業之研究多以整體產業發展、文化創意產業與地方/社區經濟發展等相關主題為多，甚少有研究以文化創意產業為主體，針對其國際化議題做探討。本研究針對此議題，選擇以獲得行政院文建會所遴選之文化創意產業成功企業之法藍瓷有限公司為研究個案。法藍瓷成立至今僅有五年歷史，然憑藉著優異的設計創意與產品品質，產品上市不久即榮獲海內外各項大獎肯定，目前在海外市場約有五千多個銷售點，遍及美國、歐洲、紐澳地區、大中華地區與日韓等市場，年營業額約一千兩百多萬美金，是目前台灣文化創意產業裡，海外市場發展相對較成功者。 本研究結論簡述如下： 一、文化創意產業進入國際市場時，應考量本身資源能力，彈性地選擇最適合的 進入方式。 二、文化創意產業國際化的過程中，仍然適用於一般產業依各地比較利益不同而 將價值鏈各環節活動安排在不同地區之模式。 三、文化創意產業進行國際化時，除了研發、創意的掌握，亦應同時強化品牌行 銷能力培養與通路的建立。 四、國際化的資源能力可以在企業經營活動的動態過程裡逐步累積，企業若能 將國際化過程所習得的知識與經驗整理吸收，未來踏入一個新的國外市場 時，對於經營業務的推動與策略的形成將有相當幫助。 關鍵字：1.文化創意產業 2.國際化動機 3.國際市場進入模式 4.新創事業 5.工藝類文化創意產業 6.核心資源能力 / The cultural industry has been considered as the most promising industry for the future economic energy sources for many countries. However, with the limited market size in Taiwan, Taiwanese cultural industry also needs to go international for a bigger market. The purpose of this research is to understand the internationalization of cultural industry in Taiwan. As an exploratory research by case study method, the research consists of four aspects：（1）the characters of cultural industry；（2）the internalization of business；（3）the newborn business；（4）the core competence of a company. Through primary data collection, such as in-depth interview and secondary data collection from other researches and publications, the research chose Franzcolletions as the study focus. Conclusions drawn from this research results are： 1. When going globalization and entering into a foreign market, the cultural industry should take account of its own resources and capability, and thus being flexible choosing the most suitable entry mode. 2. During the process of globalization, the cultural industry will arrange the value chains activities which following the comparative advantage theory like other industries. 3. In addition to R&D, the cultural industry should also strengthen marketing ability and building up the distribution channels. 4. The cultural company can accumulate its resources and train up the core competence through the internalization process. Learning from the previous experiences, a cultural company can form a thorough strategy when entering a new foreign market in the future. Key Words：Motivation of Internationalization；International market entry mode；the cultural industry；Newborn business；Core competence.

本研究之目的在於探討組織轉型能力之建構，並依此建構發展一套組織能力之評鑑工具。其次，融入組織核心能力、核心職能與轉型能力的概念，建構組織能力發展模式，以協助台灣中小企業有效診斷組織體質，進而提昇組織績效與競爭力。 本研究採用質量並重之研究方法進行探討，首先藉由「行為事例訪談法」進行深度訪談（N=5），並針對企業個案（美國奇異集團、大陸海爾集團、台灣宏碁集團）進行傳記文本分析，繼而編撰量表題目。本研究以台灣企業組織做為母群，以立意抽樣方式蒐集124份樣本，經過實證分析後，顯示本研究發展的「組織轉型能力量表」共包含組織領導、策略願景、心智模式與組織學習等四個構面，且在內部一致性信度(.973)、效標關聯效度(.611)、與建構效度等檢驗指標上，皆有顯著的效果。 此外，根據組織能力模式與績效的路徑分析結果顯示：1.組織轉型能力在組織核心職能與核心能力、組織績效之間具有中介效果。2.組織能力彼此之間具有顯著的關聯性，且皆對組織績效具有貢獻與影響。3.組織轉型能力中的心智模式與組織學習構面，以及組織的資源競爭核心能力，最能預測組織績效的表現。最後研究者則針對學術研究與實務應用方面提出具體的討論與建議。 / The purpose of this study was to investigate the constructs of organizational transformation competence and use them to develop an assessment tool for evaluating organizational competencies. Besides, the concepts of core competence (based on the strategic management theory), generic competence (based on the competence model), and transformation competence, were incorporated to construct a model of organizational competence development, so as to assist Taiwanese small and medium enterprises to effectively diagnose organizational itself and further of enhance organizational performance and competitiveness. This study adopted both qualitative and quantitative research methods for analysis. First of all, Behavioral Event Interview (BEI) was used to perform in-depth interviews with the research subjects (n=5). Besides, the biographical texts of the studied cases (America’s GE Group, China’s Haier Electronics Group, and Taiwan’s Acer Group) were analyzed to design the items of the questionnaire. Also corporate organizations in Taiwan were taken as the population, and a total of 124 samples were collected using purposive sampling. Through empirical analysis, it showed that the proposed “Organizational Transformation Competence Scale” encompassed four dimensions, namely organizational leadership, strategic vision, mental model, and organizational learning. In conclusion, the internal consistency validity (Cronbach’s α=.973), criterion-related validity (validity coefficient=.611), and construct validity were good and compliant. Moreover, according to the path analysis of the organizational competence model and performance, it was revealed that (1) organizational transformation competence had the mediating effect on the relationships between generic competence and organizational core competence and organizational performance; (2) organizational competencies were significantly correlated with one another, and contributive and influential to organizational performance; (3) the mental model and organizational learning dimensions of organizational transformation competence and the organizational core competence for resource competition could mostly predict organizational performance. Finally, substantial suggestions were proposed for follow-up academic studies and practical applications.

本研究依據實際的經驗，與學術研究的探討分析整理，建構出一個符合實際 B2C 電子商務企業經營的「反饋循環電子商務模型」。此模型用以提供給電子商 務企業進行策略規劃，計劃執行時的決策依據，由於透過了整合企業核心競爭力 與成功的電子商務企業的關鍵成功因素，因此具備有良好的實際可行性。 模型的關鍵成功因素，係以整理學術界，業界實際經驗所得到的「完整版電 子商務成功因素表」做為基礎。「反饋循環電子商務模型」提供兩種提案評估方 式，第一種是透過「完整版電子商務成功因素表」的權重與分數協助企業進行提 案的評比選擇，第二種則是從核心競爭力與「完整版電子商務成功因素表」關鍵 成功因素契合度而得到的評比選擇。企業選擇的提案，如果能同時符合此兩種選 擇，則可以產生較強的正面績效。 第一種方式的權重配比，則可以透過對企業高層以德菲法方式獲得。最高分 數的提案被執行之後，也可以透過企業本身對於執行結果的檢討，調整權重配 比，進而反饋修正決策與計劃。因此本模型的另外一個特點是具有反饋循環的特 性，因應企業本身的狀況而調整，如此可以讓模型具有更大的彈性以因應經營環 境的快速變化。 然而，B2C 電子商務企業的成長是必須要在不同時間點投入不同的決策才能 獲得突破性的發展，第二種方式使用德菲法將企業核心競爭力與本表的關鍵成功 因素進行契合度的分配之後，也可以獲得單純從企業核心競爭力出發的決策結 果。此決策結果可以與透過權重評分的方式相印證，以確認透過模型所選擇的提案，與企業競爭力是契合的。 本研究透過實際的案例，將 Amazon 與PChome online 分別以歷史轉折點與 專案決策兩個角度來分析，透過大量的實際狀況來證明利用模型也可以得到與這 兩個成功企業的決策者的決策相同或接近的結果。同時在Amazon 分析中，也可 以看出決策者過度違反模型所羅列的電子商務關鍵成功因素時，企業將會暴露於 重大的經營風險之中。 / The goal of this research is to build a practically useful B2C e-commerce business model for decision making and project evaluation. The business model we proposed is “Cyclic B2C business model with feedback”, this new business model comes with lots of empirical and practical advantages to firms running B2C e-commerce. In this paper, the researcher integrates core competence and key success factors into decision making loop, and use a simple weighting method to calculate each proposal’s score for decision making. The author use Delphi method to enumerate B2C firm’s core competence as one input of the model. The other input of the model is a complete KSF (Key Success Factors) table which is sifted from previous researches and empirical KSF from success B2C firms. In the model, two simple methods are introduced to evaluate proposals developed by firm’s decision makers. After the evaluation process, we get score of each proposal, then we can choose the proposal with highest score as our final decision. Those two methods which are used to evaluate proposals are “sum of weighting” and “core competence & KSF matching”. Decision makers can examine top score proposals come from different evaluation methods and find out which can meet the criteria: “getting high scores in both method”, that is the answer. For KSF matching, a “Complete Success Factors Table” was developed by way of integrating research survey and empirical KSF from success e-commerce business. Combining this table with the proposed model, two cases, Amazon and PChome online are chosen to prove the accuracy of “Cyclic B2C business model with feedback”. After examined historical events and key strategy developed, we claim that the business model we developed in this paper is a practical and useful model for B2C firms.