經濟全球化浪潮下，中國是所有跨國公司對外直接投資的焦點，然而即便是擁有豐富國際市場經驗的跨國公司，進入中國內需市場時仍免不了碰到水土不服的問題，最主要的原因在於中國政府一向以政府政策(Government Actions)強力主導全國產業之發展，形成政府力量迫使廠商必須在經營策略上做出相當程度調整的現象。擁有十三億內需市場的中國，早已令全球直銷業虎視眈眈，但中國政府以必須符合國情需要為由強制直銷業者必須開設店舖方得營業的規定，使得全球直銷業無店舖銷售的經營模式，面臨有史以來最大的考驗，直銷業可說是跨國公司進入中國市場最具曲折性與風險度的行業之一。 本研究共分為五章，第一章說明本研究之《研究背景》、《研究動機》、《研究目的與問題》、《研究方法與對象》、《研究流程》。《研究背景》直接說明跨國直銷公司進入中國市場後必須走向本土化發展的環境背景，《研究動機》則點出為何研究者會選擇「直銷業在中國轉型經營」作為本研究的中心課題，《研究目的》在於期望本研究日後能成為各界研究中國直銷業的重要參考，《研究問題》則是中國直銷業轉型經營的原因、過程與結果，本研究的《研究方法》採用探索性行動研究，《研究對象》以安利Amway、雅芳Avon公司為個案，《研究流程》將以流程圖方式說明本研究的研究過程與論文的架構。 第二章分別將過去產官學界對於「跨國公司(MNC)」、「跨國公司與地主國的互動」、「跨國公司在中國市場本土化的發展」，以及「經營模式(Business Model)」、「企業轉型(Business Transformation)」、「關鍵成功因素(Key Success Factor, KSF)」等方面之看法與解釋作一整理歸納，一方面有助本研究對所探討之跨國直銷公司以及地主國(中國)有最全面性與客觀的瞭解，一方面也為日後欲研究相關問題的產官學界在文獻資料整理上留下參考。 第三章首先闡述全球直銷業發展的概況，再藉由研究者自身的工作經驗，配合中外文獻資料、媒體報導說明1998年至今在中國的跨國直銷公司迫於中國政府的產業政策，如何從70年來全球已風行90個國家的無店舖直銷模式轉型成有店舖經銷的歷史背景，進一步以十大點描述其具體轉型內容。 第四章先說明個案安利(Amway) 公司、雅芳(Avon)公司成為轉型成功個案之篩選標準，並藉由企業訪談瞭解其企業背景、中國公司大事紀、轉型的歷程和具體的經營模式，然後針對個案公司在轉型過程中總體面如政府的心態、社會大眾的觀感的改變，以及個體面如店舖建置、營銷團隊、顧客關係上的變化作一綜合分析，最後歸納出說明個案公司階段性轉型成功的六大關鍵因素。 第五章提出三點對現存特許經營跨國直銷業者的建議，同時對後續研究者也提出兩點建議，並點出本研究在探討企業轉型文獻上，完全由地主國強制跨國公司轉型經營案例的獨特性，以及揭露中國直銷業者轉型為店舖模式的完整性共兩點貢獻。 最後結論歸納出：跨國公司往往會嚐試將西方的經營模式套用在開發中國加上，如果抱持著全球化唯我獨尊的企業帝國主義(Corporate Imperialism)進入中國市場，終將功敗垂成，跨國公司想要在中國這個新興市場中成功搶灘，就必須進行大規模的創新與資源轉變，在中國應當適應中國從計畫經濟階段邁入市場經濟階段的轉型市場經濟，尊重中國國情，重視本土化，跨國直銷公司在中國市場轉型經營至今可以說是做了最好的示範，一直堅持在尊重國情、依法經營的基礎上，為消費者提供優良的產品和親切、周到的售前售後服務，為願意努力工作的人士提供一個踏實、多勞多得的工作機會，這一切都是在尊重地主國政府政策，遵守地主國政府法規原則下所做出之政府、企業雙贏的理性決策•

在各個不同的產業裡，皆有研究提出構成企業「成功」和使其具有競爭力應擁有的關鍵因素。本研究以訪談資深非營利組織領導人來歸類整理出何謂「成功」的非營利組織及其發展的關鍵成功因素，以提供給向來資源有限的非營利組織在發展過程中作為檢視，以將資源優先投入這些關鍵的領域來減少無謂的摸索和失敗的可能。 為達研究目的，選擇持續運作超過十年的婦女團體，運用深度訪談法與關鍵事件分析法（Critical Incident Technique ,CIT），依五個受訪者所提其組織發展關鍵成功因素及對彼此組織發展關鍵成功因素，以「非營利組織的使命」;「非營利組織的參與者」；「非營利組織的運作」這三個構面將訪談內容歸類整理出非營利組織發展的「關鍵成功因素」如下： *非營利組織的使命：有清楚的宗旨（使命） *非營利組織的參與者： 1.參與者的特質：主動積極、對組織使命認同、有理想性格、熱忱、具行動力 2.組織的領導者：一路堅持的靈魂人物、願意不斷成長且洞見觀瞻的領導者 3.互補又分工的合作團隊 *非營利組織的運作： 1.組織文化：平等開放、學習型組織、活力型組織 2.把訴求清楚表達的能力 3.建立公信力及獲得社會認同 4.把人當做最大的資產，對參與者採「增權」方式 5.不斷檢視社會環境變遷，依社會需要調整服務或回應需求產生新服務 6.創新的靈活策略且能結合各方資源發揮影響力 一個非營利組織從成立到成為一個「成功」的非營利組織，最關鍵的因素為組織能否部份或階段性達成當初設定的使命，所以建議領導者要不斷檢視組織的使命是否有貫徹；要不斷反省與自我提升；同時要隨時注意時事以掌握社會需求脈動。非營利組織需掌握社會各種媒介的情報，促使成員相互激盪，培養出組織的共識與新行動；重視團隊合作；連結不同組織的資源網絡及凝聚共識的過程需平等公開，不採取一言堂的方式，「增權」組織成員潛能以使其盡情發揮，使組織維持最大動能。 / Research shows that there are key factors contributing to “success” that are common across industries. This study investigated the key to success of Non-Profit Organizations (NPO) and their developments through in-depth interviews with NPO leaders. These findings can serve as developmental key learnings for other, resource-limited NPO’s, allowing them to more effectively harness available resources, thus reducing wastage due to trial and error. This research paper endeavors to organize these Critical Success Factors into easily accessible best-of-practice case studies for up-and-coming NPO’s. For the purposes of this study, the author selected five Non-Profit Women’s Associations with a least ten years of successful operations. Research methodology was depth interviews combined with Critical Incident Technique (CIT). Three main constructs were used in this process including: The mission of NPOs, NPO participants and NPO operations. This study identifies and organizes “Critical Success Factors” that all successful Non-Profit Organizations should own. The Critical Success Factors of A Successful NPO Are: 1.Well defined missions. 2.Strong Personnel/Membership Structure: a.Members of the organization will have: i.self-motivated; identification to organization missions ii.A high degree of enthusiasm iii.The ability to execute the organization directives b.A successful NPO will have Leadership with the following characteristics/skill sets: i.The spiritual leader of an NPO with an unchanging sense of mission, a strong and insight. ii.The ability to continually learn and apply those learnings to the organization. iii.A mutually supporting team that divides work up equally. 3.Strong Operations: a.Organization culture: Equal, open, focused on learning and vigorous. b.Externally it will be able to: i.Clearly articulate organizational goals and objectives ii.Create sufficient exposure to create positive awareness and opinion within society c.Internally it will be able to: i.Create “esprit-de-corps” within organization ii.Empower stake-holders to leverage their strengths d.Continual review of social changes and the adjustment of old services or the introduction of new services to meet social needs. e.Creative and flexible strategies and the ability to integrate various resources to exert influence. A successful NPO needs to accomplish the initial Mission. In order to achieve this, it is recommended that the NPO leadership continually review whether or not the organization is achieving the objectives for which it was established and conduct self-evaluation and self-improvement. The NPO also needs to be in tune with developments and trends in the society it is operating in. By making the information gleaned open and available to all members of the organization, the leadership can empower its members and contribute to a common sense of purpose, helping it achieve the maximum efficiencies and success.

自金融風暴之後，不論是政府或是企業，皆意識到產業結構轉型之重要與迫切性，而產學合作於其中扮演不可或缺之角色。事實上，政府推動產學合作多年，過去產學合作之投入與產出、衍生效益不符，經探究，發現主要原因在於大學研發成果與市場端中間存有缺口（Gap），研究與技術對企業來說不具誘因，中間需要商管知識協助技術之商品化；此外，隨著產業結構之轉型，很大契機來自於商業模式之創新。 然而，過去學術界與實務業皆鮮少談論商管領域之產學合作，成功案例更是少之又少。商管知識相對無形，要執行產學合作勢必有所困難，但是，一旦成功將對企業甚至是社會作出貢獻。 是以，本研究透過文獻回顧探討促成產業界與學術界成功合作之主要因素，以及影響產學合作績效之重要要素，並藉由個案研究組織之分析提出關於商管領域產學合作之關鍵成功要素，作為未來執行商管產學合作之參考。此外，本研究更以關鍵成功因素為基礎，由現行產學合作相關績效評估模式中選取適合之模式，以商管學者於文化創意產業之產學合作為例，探究合作過程中商管學者應有之功能與角色，據以說明績效評估構面與關鍵績效指標應如何訂定，希冀架構一系統化之商管領域產學合作之績效評估模式，驅動更多之商管學者投入產學合作，為台灣產業之突破與創新做出貢獻。 / After the financial crisis，both government and enterprises are aware of the importance and urgency of industry structure transformation, and the industry-university collaboration in which plays essential roles. In fact, the government has promoted industry-university collaboration for many years. However, there is a discrepancy in the inputs and outputs of industry-university collaboration. From related researches’, the main problem is the gap between universities’ R & D results and market side. In other words, enterprises have no incentives to buy universities’ research results. Indeed, business and management knowledge can minimum the gap. In addition, with the transformation of industry structure, there’s a huge need for innovation of business model. However, academic and industry rarely talk about the managerial industry-university collaboration. And there are few success cases about it. In fact, managerial knowledge is more invisible than technology. It is difficult to implement managerial industry-university collaboration cases. But, if it succeeds, it will make great contribution to enterprise and industry. Therefore, this research is to explore the key success factors and performance evaluation of industry-university collaboration from literatures review, and to establish the key success factors and performance evaluation of managerial industry-university collaboration by case study. Hope of the research is to provide some guidance for related parties. Moreover, this research takes the key success factors of managerial industry-university collaboration as a basis of building up performance evaluation. Because of a lack of industry-university collaboration in cultural and creative industries, the research explores managerial scholars’ function and role in it, and then designs the structure and index of performance evaluation. The main object of the research is to systematize performance evaluation for managerial scholars in implementing managerial industry-university collaboration cases. Without right performance evaluation, managerial scholars have no incentives to help industry improve and solve practical problems.

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.

新創科技公司源源不斷的產生，是經濟發展的主要動力。美國1995年後崛起的公司，其中大部份為科技公司，所創造的股東價值是《財星》500大企業的二倍。台灣新竹科學園區，20年以來成立了300多家公司，創造出台灣GDP約10%的產值，新創科技公司之重要性可見一斑。 新創科技公司具有新創公司及科技公司兩者的特性，其營運不確定性高，創業者的創業精神及意志力是公司成敗關鍵，建立團隊、資金募集、及產品研發是創業者最主要的工作。 由於資本市場與產業市場快速的變化，新創科技公司在資金募集及研發管理上，面臨從所未有的變局。過去一年，在矽谷有上千家新創科技公司因資金募集不順或研發管理失利，而關門大吉。這是矽谷從所未有的現象。 究竟新創科技公司的資金募集及研發管理，有何關鍵要素以及資金募集及研發管理二者績效之關聯性如何，本研究以矽谷及台灣19家新創科技公司為研究對象，所包含產業有IC設計業，光電業，光通訊業，IC設備業，醫療設備業，及電子材料業等，獲得『影響新創科技公司資金募集及研發管理績效之關鍵要素』，以及二者之關聯性之結論如下： 一、資金募集 根據文獻研讀，影響新創科技公司資金募集績效的關鍵要素有：創業團隊能力因素，環境因素，及報酬與風險因素；而根據個案研究結果，創業者必須在不同發展階段，掌握不同的關鍵要素，分述如下： １　種子期 (1) 完善的營運計劃 (2) 募資時機的掌握 (3) 創業者所具備達成超高報酬率之條件 (4) 具號召力股東的參與 (5) 明確了解募資對象的決策特質，投資偏好、及投資策略 ２　創建期 除了種子期之關鍵要素之外，另產品要獲得關鍵客戶之認可，研發進度要等合原設定目標，關鍵股東或董事對募資的持續支持，亦均為關鍵要素。 ３　擴張期 公司商品化及量產能力，行銷、財務管理能力之優劣為此時期資金募集成敗之關鍵要素。 二、研發管理 根據文獻探討，影響新創科技公司研發管理績效的關鍵要素有：產品定位，外部資源運用及整合能力，內部資源管理及整合能力。另經個案研究發現，新創科技公司因研發資源有限，所以要研發什麼產品，不但要有方向感（即產品定位），同時尚要能因應技術及市場的變化，降低研發風險，所以要有產品組合之規劃。且創業者不但要具備良好技術背景，同時要藉創業精神及領導力，來吸引優秀人才加入『前途未卜』的新創科技公司。另外，新創公司之研發進度往往落後於設定目標，所以利害關係人（董事、股東、顧客、供應商、及員工）的耐心支持，亦是非常重要的。歸納個案研究發現下列五項影響研發管理績效關鍵要素： 1　明確的產品定位及產品組合 2　良好的研發專案管理能力 3　CEO或CTO應具良好的技術背景及領導力，以吸引優良技術人才加入 4　公司內外部研發資源良好之整合能力 5　利害關係人的支持 三、資金募集及研發管理二者績效之關聯性 依個案研究分析結果，對於二者之關聯性可獲得下述之結論： 1. 研發管理績效不佳者，資金募集通常難以成功，而研發管理具良好績效者，其資金募集較易成功。 2. 資金募集績效良好者，必須具備良好之研發管理，而資金募集績效不佳者，未必研發管理績效不佳。 / High-tech start-ups are the powerhouses of economic development. The total market value of high-tech start-ups that launched after 1995 is twice of that of Fortune 500 companies combined. The Hsinchu Science Park of Taiwan has incubated some 300 companies since her inception 20 years ago. To date these 300 companies generate in total a revenue of about 10% value of Taiwan’s GDP. High-tech start-ups have the attributes of start-ups and high-techs. As start-ups, they face so many uncertainties along the way. And as high-techs, they face dynamic market environments and short life cycle of products. Only through the founders’ entrepreneurship and strong motivation, can the high-tech start-ups survive and prosper. Team building, fund raising and R&D are the main jobs of every founder. Recently, because of the unpredictable change of capital markets and industry markets, the high-tech start-ups have experienced a great challenge in fund raising and R&D management. For the past year alone in Silicon Valley, there have been more than 1000 high-tech start-ups filed Chapter 11 or Chapter 7, out of the failure of funding or R&D. A cruel scene has never been seen for the past two decades. OBJECTIVE The objectives of this thesis intend to explore the key success factors (KSFs) of fund raising and R&D management for high-tech start-ups, and the relationship between the success of fund raising and R&D management. This study was conducted by using case study methodology covering 19 samples of high-tech start-ups. The accidental sampling was collected from 9 samples located in the Silicon Valley and 10 in Taiwan, with industries ranging from IC design, opto-electronics, opto-communications, IC equipment, health care equipment to electronics components. The data was obtained by interviewing the top management of these companies and venture capitalist to validate the information. CONCLUSION The result of this study found that the KSFs of fund raising are as follows, 1. According to the research papers and readings, three key factors determine the success of fund raising--- the core competence of the management team, the economic, industrial and social environment, and the investment return vs. risk. 2. This study shows that the KSFs are related to the maturity of high-tech start-ups’ development levels. They are not all the same. In embryo stage, the KSFs are the solid business plan, the right timing of fund raising, the team’s track record, and the knowledge to know the prospective investor’s decision criteria, investment preferences and investment strategy. In early stage, the KSFs should add two more points; one is that the products shall have design-wins from strategic customers with the achievement of milestone complying with schedule, the other is the continuing support from strategic investors. In expansionary stage, the KSFs are the products’ marketability and manufacturability. Also the marketing ability and financial ability are no less important. Moreover, the key factors affect the success of R&D management as follows, 1. In the research papers and readings, three determinants to the success of R&D management are the products’ positioning, the application and integration ability of external resources, as well as the management and integration ability of internal resources. 2. In the analysis of this study, the KSFs, emphasize more on the sides of strategic thinking and founders’ entrepreneurship as follows: a. The right product positioning and products portfolio; b. The good R&D project management skills; 　c. The founders’ good technical background and leadership to attract top-notched technical staff to join; d. The good integration ability of internal and external resources; e. The full support of shareholders. Above all, regarding the relationship between the success of fund raising and R&D management, the poor performance of R&D will, in general, leads to the failure of fund raising, whilst the good performance of R&D will help the success of fund raising. However, one with the success of fund raising, must couple with the good performance of R&D, and one with the failure of fund raising, not necessarily goes with poor performance of R&D.

Le Nazioni Unite hanno espresso la necessità che aziende e consumatori si orientino ad una maggiore sostenibilità. Questa tesi parte da tale constatazione e analizza l’impatto che la sostenibilità ha sulle strategie aziendali, sull’orientamento all’innovazione di prodotto e processo e, infine, sulle relazioni che si sviluppano nella filiera produttiva. Inoltre, viene analizzata la relazione tra le strategie di marketing e le scelte di consumo sostenibili. Vengono analizzate, innanzitutto, due aziende di moda. L’analisi qualitativa mira a definire cosa sia per loro la sostenibilità, in che modo questa le metta alla prova e cosa possa garantire il successo duraturo di una strategia sostenibile. Viene successivamente analizzato un campione di 1104 intervistati per comprendere come le aziende di moda dovrebbero comunicare il loro impegno nella sostenibilità, attraverso mezzi di comunicazione specifici e ben definiti, soprattutto a quei consumatori che sono propensi - ma non del tutto convinti - ad acquistare abbigliamento sostenibile. Infine, viene analizzato un campione di 99 aziende vinicole a cui è stato sottoposto un questionario per capire se esiste una relazione tra la collaborazione tra i partner lungo la filiera produttiva e la performance sostenibile dell’impresa. I risultati evidenziano i fattori che orientano le strategie sostenibili delle aziende vinicole e della moda, e il comportamento dei consumatori. Vengono evidenziate soluzioni pratiche che possano accompagnare le aziende verso un crescente orientamento alla sostenibilità. / This doctoral thesis aims at shedding light on the United Nations’ call-to-action for producers and consumers who, jointly, have to contribute to sustainable development. The aim is to investigate the impact of sustainability on companies’ strategies by exploring their orientation towards process and product innovation, and the consequent business relationships that develop along the supply chain. Furthermore, the thesis seeks to investigate the role of some marketing strategies and the consumers’ sustainable attitudes. Two fashion companies are analyzed to explore what sustainability is for them and how they are challenged by sustainability concerns. Propositions are formulated that can help companies define long-term and effective sustainability-oriented strategies. A sample of 1104 respondents is then analyzed to understand how sustainability-oriented fashion companies should communicate their commitment, through specific and well defined communication tools, to those consumers who are positively disposed towards sustainable clothing but are still afraid of these “new” products. Lastly, a sample of 99 wine companies is analyzed. They were asked to answer a questionnaire whose purpose is to understand if there is a relationship between collaboration among partners along the supply chain and sustainable performance. Results allow for a better understanding of the factors driving sustainable strategies of fashion and wine companies, and consumer behavior. Practical solutions are highlighted.