The purpose of this paper is to discuss the relationship of information and communication technologies (ICTs), organizational change and ICT labors on plant¡¦s performance. We first develop AICT and EICT indicators for Taiwan optoelectronic industry and extend the Caroli and Reenen (2001) model to measure the impact of ICTs and ICT labors on plant¡¦s economic performance and organizational structure. In this paper, we can get the evidences that ICTs and ICT labors make Taiwan optoelectronic industry raise their productivity and inner organizational change.

台灣產業的發展一向與國際市場的脈動相連，光電產業也不例外，近幾年來在國際的夾擊之下依然發展得極為出色，與其他部分高科技產業共同支撐起台灣科技產業的命脈。所以本研究藉著資料包絡分析法 (data envelopment analysis, DEA) 的應用，透過計算整體技術效率、純粹技術效率、規模效率與 Malmquist 生產力指數，具體衡量出各廠商的生產效率值與跨期變化情形以供廠商參考。另外將光電產業依產品特性分成幾個次產業，為各次產業提出客觀的經營建議。最後由 Tobit 迴歸分析影響效率的重要因素，提供提升效率的參考，希望能對我國的光電產業有所幫助，而繼續為台灣科技產業的成長努力。 本研究以國內 30 家光電產業廠商於 2000 年至 2003 年之資料為研究範圍，選取的投入變數為：員工人數、固定資產、營業成本與營業費用四項，產出變數為營業收入淨額與稅前淨利。另外迴歸分析中使用的解釋變數為董監員工紅利率、存貨週轉率、負債比率、研發費用率、 TCRI 信用評等與董監持股比率。 研究結果顯示，整個光電產業整體無效率的原因較多是技術無效率導致，小部份是規模無效率造成的；而就每個次產業而言，以其四年平均值來看亦是受技術無效率影響較多。而在 Malmquist 生產力指數分析中發現，整個光電產業只有在 2000 年至 2001 年間，因技術退步的影響大於綜合技術效率進步的影響，而使得生產力衰退，往後的期間皆呈現進步的態勢。而在次產業方面，綜合技術效率的退步導致光通訊產業在 2001 年至 2002 年間的生產力衰退；技術的退步使得 2002 年至 2003 年間的光輸出入產業產生生產力的衰退。 最後，在迴歸分析中的結果為存貨週轉率對於整體技術效率有著顯著的正向影響；研發費用率是顯著的負向影響。而在純粹技術效率部份，存貨週轉率有顯著正向影響；TCRI評等越佳，TCRI 值越低，純粹技術效率越好。 / Taiwan's industries are always connected closely with international market, and optoelectronic industry is no exception. Through keenly competence these years, it is still brilliant and boosts the lifeline of Taiwan's Technology industry with other Hi-tech industries. So this research uses data envelopment analysis as objective references to enhance production efficiency. First we divide the whole optoelectronic industry into several sub-industries according to the characteristics of their products, and calculate every firm and sub-industry’s values of technical efficiency, pure technical efficiency, scale efficiency and Malmquist index definitely. Then we analyze the key factors influencing production efficiency and offer references for helping optoelectronic industry better. This research is based on the data of 30 optoelectronic firms in Taiwan during the 2000-2003 periods. We use the number of employee, fixed assets, operating costs and operating expenses as input variables; net sales revenue and net income before taxes as output variables. Besides, the explanatory variables in regression analysis are the percentage of bonus accounting for operating net amount, inventory turns, debt ratio, the percentage of R&D expenses accounting for operating net amount, TCRI, share holding on directors. The result shows that inefficiency in the whole industry and sub-industries mainly comes from technical inefficiency. MPI demonstrates that productivity of the whole industry is declined only during 2000-2001 period and it is because of declined technology. And declined technical efficiency results in the declined productivity of fiber-communication industry between 2001-2002; declined technology results in the declined productivity of optical input/output devices industry between 2002-2003. Under regression analysis, the result shows that inventory turnovers have a significant positive effect on efficiency; the percentage of R&D expenses accounting for operating net amount has a significant negative effect on efficiency. And about pure technical efficiency, inventory turn has a significant positive effect; TCRI has a significant negative effect.

台灣光電產業為近年來台灣經濟成長的最佳動力來源之一，截至2010年，台灣光電總產值已經突破新台幣2兆元。其中以LED、顯示面板、太陽能電池模組等貢獻最多，帶給台灣大量的就業機會，並創造出全球第一的產值。然而，台灣光電大廠以往的經營模式大都以OEM/ODM為主，製造代工屬微笑曲線價值最低的中間區域，因此企業不斷找尋轉型的機會。近年來因能源耗竭隱憂，綠能產業蔚為未來科技革命的新主流，如太陽能發電、風力發電、LED照明、電動車等，為台灣光電大廠創造新的契機。幾間光電領導大廠紛紛跨入綠能產業，除了研發製造端，也開始嘗試挑戰下游的系統整合與行銷通路，尤其以太陽能發電系統為主。面對下游不熟悉的領域，以及眾多的綠能廠商競爭對手，光電企業必須從自身核心能耐出發，找尋最佳切入點，並靈活運用相關資源，與事業夥伴密切合作，方能找到自己的定位，建立獨特競爭優勢。 本研究從光電企業跨足綠能產業的先後整體性策略布局進行分析比較，並由顧客價值與企業核心能力的角度出發，深入探討面對綠能產業下游的新事業之組織設計、營運模式、關鍵資源、關鍵流程等。本研究建議台灣光電廠商面對市場白地時，應打破傳統製造思維，以創新商業模式進行在地化資源整合，進而建立行銷通路，打造自有品牌。並且建構良好的學習交流管道，讓新事業在下游的經營管理經驗帶回企業。 / Recently, the optoelectronic industry becomes one of the driving forces of economic growth in Taiwan. Until 2010, the output value of optoelectronic industry was over 2000 billion NTD, creating many employment opportunities. The optoelectronic industry in Taiwan is accounted for the largest output value in the world, especially in sectors such as LED, photovoltaic panels, solar cell and solar modules. However, a lot of optoelectronic companies in Taiwan are OEM/ODM based. They capture the lowest value in the supply chain. Hence, many companies are eager to seize the opportunity to implement transformation strategy. Nowadays, due to energy depletion issue, more and more people care about the popularized green energy industry, include solar power, wind power, LED lighting, electric cars and so on. This condition states good foundation for optoelectronic companies in Taiwan to perform transformation strategy. Some leading companies started to cross boundaries into the green energy industry, especially focusing on manufacturing and system integration of solar power system. Facing the unfamiliar downstream business and existing green energy competitors, optoelectronic companies should start with own core capability to find the best point of entry while entering the whole new industry. They need to integrate local resources and cooperate with business partners, finding their unique position and to build up their own competitive advantage. This study analyzes a comprehensive strategy framework for optoelectronic companies in Taiwan crossing over to the green energy industry. First thing ahead, the company should start with its own core capability and consumer value, developing new business model, organization structure, key resources and key process of the new field. The conclusion of this research suggests that optoelectronic companies in Taiwan should forgo its old ways of manufacturing thinking, and operate with innovative business model to integrate the localized resources, establish its own marketing channel, create its own brand, and construct good learning process that can bring downstream experience into the organization when operating in the new industry.