本論文採用實地實證研究，以一家專業晶圓代工廠商為研究對象，詳細分析在晶圓代工的製造環境下，產品多樣性及製造彈性對生產品質、生產週期時間、設備生產力與生產成本之影響。不同於過去研究，以外部彈性(例如：產品組合彈性、新產品彈性等)為研究重心，本論文以內部彈性為研究範疇，涵蓋機器彈性與路徑彈性兩種彈性型態，據以彌補現存製造彈性文獻的缺口。 關於產品多樣性與製造彈性對生產績效與生產成本之直接影響，本論文首先以等候理論與整數規劃模型為基礎，加入實地環境特性的考量，推導研究假說與實證模型；繼而，蒐集來自個案公司6個月的詳細生產資料，包括兩類資料型態：機台水準(machine-level)與生產批量水準(lot-level)進行實證分析。綜合理論模型與實證分析結果，本論文發現：在晶圓代工的製造環境中，由於製程高度自動化之故，產品多樣性對生產績效的直接影響並不顯著，但因研發與工程實驗所產生的環境變異性則對生產績效具有顯著的負面影響；在製造彈性方面，吾人則發現路徑彈性不僅有助於生產週期時間的縮短，也對品質與成本績效具有顯著的正向影響，而機器彈性雖有助於設備生產力的提昇與生產成本的降低，但對生產品質則有顯著的負面影響，此外，本研究也發現：製造彈性與設備生產力、生產週期時間及生產成本之間存在非線性關係，並呈現報酬遞減的趨勢，隱含：極大化製造彈性並非最佳，有限的彈性水準即可達到最大的彈性利益。 考慮製造彈性的價值高低與環境不確定性密切相關，本研究進一步採用路徑分析檢視產品多樣性、製造彈性、環境不確定性與生產績效之間的關聯性，基於本研究以內部彈性為研究範疇，並以製造環境為研究客體，依據生產管理文獻，由製程時間變異性、到達時間變異性及產品需求變異性三項指標定義製造環境的不確定性。實證結果顯示：產品多樣性主要係透過環境不確定性間接影響生產績效，而機器彈性與路徑彈性則有助於調和內部不確定性對生產績效的負面影響，進而達成生產績效的提昇。本論文之分析結果隱含：過去管理會計研究認為產品多樣性對生產績效的影響主要來自於批量作業活動(batch-level activities)與產品支援活動(product-sustaining activities)的增加，而忽略產品多樣性對環境不確定性的影響，可能低估產品多樣性的攸關成本，尤其在一高利用率與高度動態的生產環境中，產品多樣性透過環境不確定性對生產績效的間接影響可能大於產品多樣性對生產績效的直接影響；另一方面，本研究指出：在一動態環境中，廠商可透過製造彈性的提昇，降低環境不確定性對生產績效的負面影響，但最適彈性水準的決定則須取決於製造彈性與其他生產績效衡量之間的函數關係。 / This thesis reports the results of a field empirical study examining the impact of product variety and manufacturing flexibility on production quality, cycle time, equipment productivity, and production cost within the context of semiconductor wafer fabrication facilities. To fill the gap in existing research, I attempt to study internal flexibility, rather than external flexibility (e.g., product flexibility, mix flexibility). Two types of internal flexibility are selected, which are machine flexibility and routing flexibility. Using both machine-level and lot-level production data from one dedicated wafer fabrication plant, this thesis examines the direct impact of product variety and manufacturing flexibility on production performance and production cost. Empirical results suggest that greater product variety does not have a significant impact on equipment productivity but does have a significant adverse impact on production quality. Moreover, I find support for the hypotheses that greater routing flexibility has a significant positive impact on quality, time, and cost performance. As for machine flexibility, it has a significant positive impact on equipment productivity and cost performance, but has a significant negative impact on production quality. Furthermore, I also find a non-linear relation between manufacturing flexibility and equipment productivity, cycle time, and production cost. This implies that maximizing the level of manufacturing flexibility is not necessarily optimal for firms. Limiting the flexibility level may actually have the greatest benefit. To further clarify the mechanisms through which variety and flexibility impacts performance, I move beyond the direct effects and investigate the linkage between product variety, manufacturing flexibility, environmental uncertainty and production performance. Based on the operations research, environmental uncertainty is operationally defined as the process time variation, inter-arrival time variation, and output variation. Results from path analysis indicate that product variety negatively affects production performance through environmental uncertainty. This finding stands in direct contrast to the general belief in management accounting research that greater product variety leads to an increase in the number of batch-level activities and product-sustaining activities, which thus increase the production cost. In other words, the reported cost of product variety may be underestimated, because we do not consider the impact of product variety on environmental uncertainty. The magnitude of the underestimation is especially greater in a highly congested and stochastic environment. Empirical results also show that machine flexibility and routing flexibility mitigate the adverse impact of environmental uncertainty on production performance.

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.