知識時代的來臨，伴隨著開放式資訊環境的發展，個人、團隊間之知識共享環境以及衍生出之知識貿產，已衍然成為企業組織生存與成敗的關鍵因素。因此，本研究根據Porter之價值鏈模式，將其“線性”模式作適當地調整，用以配合“網狀式”的知識分享模式，並且融人Nonaka之組織知識創新過程，建立了企業「知識價值鍊」模式，以表達知識分享與創造的動態關係。而為落實知識管理機制於企業日常作業中，本研究提出了新的資訊系統分析過程，係以文化的觀點分析組織知識結構─文化知識，納入知識管理系統分析與設計的考量中。因此，本研究針對企業內不同階層的知識工作者即文化團隊，提出標準模組化的物件：「知識代理人」，其中，代理人的三層架構代表了不同次文化團隊的需求。 知識管理系統的建置，乃藉由物件導向軟體工程的系統開發方法（如使用個案模式），結合新的資訊分析過程，作為本系統模式發展的基礎。故知識管理系統主要涵蓋兩種分析構面，用以建構整體的知識管理系統，一為代表組織知識管理結構的知識代理人，另一則是表示企業日常營運活動的物件模式。而在研究過程中以行銷公司為例，建置系統分析雛型來加以探討與印證。 / The advent of a knowledge age, the critical factors of a survival and successful business are knowledge sharing and derivative knowledge assets between individual and group in an open informational environment. Consequently, our research based on Porter's '" value chain model J and adapted his "linear" model for "network" knowledge sharing model. And then the adapted model integrated with Nonaka's 「organizational knowledge creating process」 to construct the 「knowledge value chain」 model of a business. So the model can express the dynamic relations of sharing and creating knowledge. For implanting the knowledge management mechanism in business operational activities, we proposed new analysis processes of an information system as a knowledge management system. The method analyzes organizational knowledge structure in a culture aspect as culture knowledge, and subsumes the aspect under information system analysis and design. According to the different level of the knowledge workers as cultural groupings, we proposed standard model objects as knowledge agents. Interalios, the three levels of agents represent different demands in different context groups. During constructing knowledge management system, we used object-oriented software engineering in system developing method, for example the use case model. Therefore, the knowledge management system contain two analysis dimensions. One is the knowledge agent which represents organizational knowledge management structure. The other is the object model which displays business daily operations. In our research process, we illustrated the knowledge management system prototype with the marketing corporation.

The advent of a knowledge age,the critical factors of a survival andsuccessful business are knowledge sharing and derivative knowledgeassets between individual and group in an open information environment.Consequently, our research based on Porter's "value chain model" and adaptedhis "linear" model for "network" knowledge sharing model. And then theadapted model integrated with Nonaka's "organizational knowledge creatingprocess" to construct the "knowledge value chain model" of a business.So the model can express the dynamic relations of sharing and creatingknowledge.For implanting the knowledge management mechanism in business operationalactivities, we proposed new analysis processes of an information system. Themethod analyzes organizational knowledge structure in a culture aspect asculture knowledge, and subsumes the aspect under information system analysisand design. According to the different level of the knowledge workers as culture groupings, we proposed standard model objects as knowledge agents. Interalios, the three level of agents represent different demands in different context group. During constructing knowledge management system,we used object-oriented software engineering in system developing method,for example the use case model.Therefore, the knowledge management system contain two analysis dimensions.One is the knowledge agent which reprents organizational knowledge managementstructure. The other is the object model which display business daily operations.In our research, we illustrated the knowledge management system with the marketing corporation.

本個案分析以奇異塑膠台灣子公司為例，說明在面對各跨國公司區域整合紛紛將將區域總公司設在中國的趨勢，台灣產業外移，奇異塑膠台灣子公司如何避免被邊緣化的威脅？ 說明台灣在2000年初、電子組裝產業由OEM 轉型為ODM，及雖然生產線外移但是產業仍將研發連同規格制定仍舊保留在台灣。而奇異塑膠台灣的子公司經理人如何發揮他的創業家精神，利用這些規格制定留台灣優勢的因素、還有他的敏銳的觀察力發現電子產業的國際與大中華區域之間的價值鏈，善用他與總公司與姊妹公司的良好關係兜售他的創意、取得母公司的支持資源、而培養奇異塑膠台灣子公司在電子組裝產業獨特的能力，進而對在中國的姊妹子公司做出貢獻。而這ㄧ連串的主導活動奇異塑膠台灣子公司不但沒有被邊緣化，反而子公司因此轉型，子公司經理人運用他的創意制定“台商規格制定的生意的平台“使子公司的地位在電子產業處於更重要的策略角色，組織不但未被縮編、還因此增加人員、且獲得總公司的認可，更將重要的電子產業的全球角色成員編列在台灣及ㄧ系列的獨特資源。 筆者也將此個案與歷年的文獻做比對，讓個案更有學理的基礎，可以有信心的用本文作為跨國公司在台灣的子公司做為發展的參考及勉勵，並且個案所述的價值鏈及台商規格制定的生意的平台是可以套用在任何國籍或跨區域需要規格制定的產業上。希望這個成功的模式可以幫助別人。 / This case study uses GE Plastic as an example to illustrate how a Taiwanese branch prevailed when facing the global trend that international corporations, including Taiwanese firms, restructured their district headquarters to mainland China. Taiwan GE Plastic general manager leveraged Taiwan’s unique advantages on product specifications to gain strategic importance and supports from its global and regional headquarter. This manager realized several facts: first, although Taiwan moved its manufacturing components to mainland China. Taiwan kept its designing capabilities in-house; second. Greater China needs Taiwan’s capabilities to complete the value chain and generate profits; third, she maintained favorable relationships with the global headquarter and China regional headquarter. In lights of these facts, she sold an innovative concept to the global headquarter and attained resources to create a platform that kept Taiwan GE plastic relevant. This “speciation-dictating” platform enabled Taiwan GE Plastic to dominate its industry and contribute enormously to its sibling, the China branch. Not only wasn’t it marginalized, Taiwan GE Plastic placed itself in a key strategic position and gained recognition from its mother headquarter. This platform is not bounded by a particular industry and can be used in many other domains. Practitioners from other industries in Taiwan may gain insightful implications from this case and reposition their Taiwan branches in a vantage point.

隨著資訊與通訊科技的發達，電子化政府隨之興起，政府開始利用資訊與通訊科技服務民眾。對電子化政府而言，其面臨的顧客不只包含外部顧客─公民與企業，也包含一大群的內部顧客─公務人員，由於公務人員是電子化政府重要的內部顧客，了解他們對於電子化系統、服務的使用感受有其必要性，也顯現G2E計畫成效評估的重要性。有鑑於政府採購為國家龐大支出，因此，本研究以政府電子採購網作為研究的個案。 本研究回顧電子化政府計畫評估、顧客導向的電子化政府、顧客滿意度的影響因素三類文獻，並結合Heeks (2006)電子化政府價值鏈、DeLone & McLean資訊系統成功模型，以及朱斌妤(2010-2013)的G2E計畫指標，從內部使用者角度發展電子採購內部顧客成效評估因果模型，主要由六大構面組成，分別為組織管理、服務品質、系統品質、資訊品質、員工感受效益以及員工滿意度，並透過次級資料進行驗證。 研究結果發現，本研究提出的電子採購內部顧客成效評估因果模型具有一定的解釋力，各構面之間的影響關係皆達統計上的顯著。本研究也比較不同機關性質與標案性質，進行不同構面之間的路徑係數比較，結果顯示不同的機關性質、標案性質對於不同構面之間的路徑係數確實有影響，根據研究結果，本研究也提出了一些政策建議與後續研究的建議。 / Electronic Government (e-Government) is about governments interacting, conducting business and delivering services to their citizens and private companies electronically through the use of Information and Communication Technology (ICT). All key stakeholders including the government employees, private sectors, and citizens benefit from successful implementation of ICTs. The usage evaluation from e-government employees’ point of view (G2E), i.e., the internal customers of e-government, is vital. This research uses Government e-Procurement System as a case study of G2E program evaluation. Topics of literature review for this research include e-Government programs assessment, customer-orientede-Government and influencing factors of customer’s satisfaction, combines with Heeks’ e-Government Value Chain, DeLone and McLean’s Information System Success Model, and Chu’s G2E programs assessment indicators, which propose a casual model for internal customers’ evaluation of e-Procurement system in Taiwan. This model consists of six dimensions－organization management, service squality, system quality, information quality, employee perceived benefits, and employee satisfaction. The outcomes of this research indicate that our model is strongly supported by the empirical data. This research also includes comparations of different organizations and procurement cases, which indicate that different organizations and procurement cases have difference in path coefficients. Finally, this research makes some suggestions for the improvement of e-Procurement policy, and for future researches.

在保險市場中，保險商品主要透過保險經紀人、保險代理人以及保險人所掌握的直接通路予以販售，特別是在大型商業財產及責任保險的行銷通路上，保險經紀人扮演了舉足輕重的角色。本論文主要是以商業財產及責任保險市場為研究重心，並由經濟觀點探討保險經紀人的仲介角色、市場競爭態勢、報酬結構以及業務安排方式等，同時以保險監理的角度檢討保險經紀行業存在的誠信自律、利益衝突以及客戶公平對待等問題。 不同於保險代理人，保險經紀人係基於保單持有人之利益為其安排保險。因此，保險經紀人必須透過多家保險人提供報價的方式，從中選擇價格及條件最佳者做為保險業務安排之對象；換言之，誠實的報價程序，方足以保障客戶之利益並維繫保險市場的健全。然而國外近年發生的大型保險經紀人與部分保險人共謀提供不實之報價事件，不僅嚴重影響到保單持有人的權益，更引發了對於保險經紀人不當市場力量運用以及或有佣金（contingent commissions）制度存廢的廣泛討論。2004年10月14日紐約州總檢察官Eliot Spitzer向紐約州最高法院針對全球最大保險經紀商Marsh & McLennan及部分保險人所涉及的投標詐欺、操縱價格、收受保險公司或有佣金等三大罪狀提出了民事訴訟。此案例不僅使得涉案公司付出鉅額賠償，更暴露出大型保險經紀人公司存在已久的市場壟斷、價格操控、利益衝突等問題。 對照於英、美等國在保險經紀人制度方面的成熟與發達，我國在此方面尚屬新興發展階段，所謂他山之石可以攻錯，借重先行者的經驗，不僅可以避免重蹈覆轍，更可加快成長的腳步；在全球化的浪潮衝擊之下，保險經紀市場唯有與國際充分接軌，並健全相關制度，才能為國內保險市場的業務成長，帶來蓬勃生機，並立下永續發展的堅固磐石。 / In the insurance market, policies are sold through direct channels controlled by insurance companies or intermediaries, such as brokers and agents. Brokers play a vital role in the property & casualty insurance market and serving commercial clients with complex and large exposures. This report focusing on the commercial property & casualty insurance market, we look at the economic performance by brokers, the competitive structure of the marketplace, the compensation arrangements for brokers, and the placement with insurers. Furthermore, we also from regulators’ point of view to study and review a variety of issues, such as the ethics and conduct , conflict of interest, treating customers fairly, which are raised from insurance brokers industry. In contrast to captive agents, brokers act on behalf of the insured, for this circumstance, the role of the brokers is to increase price and coverage competitiveness, by providing the customers access to a wider range of possible insurers. Clearly the integrity of the bidding process is very important to protect the interest of customers and to the health of the insurance brokers market. Unfortunately, the integrity of the placement process by brokers has been questioned due to the allegations of bid rigging in which one or more global brokers and a few insurers appear to have conspired to submit non-competitive bids. This anti-competitive practice is not only detrimental to the customers but also cause public concerned that too much market power lead to abuses by brokers and that contingent commissions should be abolished. On October 14, 2004, New York Attorney General Eliot Spitzer filed suit against Marsh & McLennan alleging that the insurance brokers engaged in bid rigging and received widespread kickbacks from insurance companies. On January 31, 2005, Marsh agreed to pay $850 million in restitution to buyers as part of an agreement to settle the suit, but lawsuits still in progress. The above-mentioned case has revealed conflict of interest, anti-competitive and market manipulation for meg-brokers, in fact, these problems existed for a long time. Comparing with US and UK insurance brokers market, Taiwan is belong to emerging market, to gain knowledge of pioneer’s developing experience, we could shorten the time to get more progress. When we deal with the globalization challenge, local insurance broker market should be complied with international practices, improve relative rules and regulations is also necessary, once above situations are available, it could help domestic insurance market rapid and healthy growth.

No description available.

企業面對高度競爭的市場環境，必須透過企業轉型尋求成長的機會。相關文獻指出，高度競爭的市場往往會出現供過於求的現象，產品導向的商業模式難以脫穎而出。客戶導向的經營模式，以客戶需求為中心，從服務出發，容易獲得客戶的青睞。 　國內銀行業面臨銀行過盛的高度競爭環境，惟仍缺乏銀行業採行客戶導向商業模式的實證分析。本研究提出「整合式服務利潤鏈（integrate service-profit chain）」，並以個案銀行「整合式客戶經營專案」進行實證研究。採用「實驗性研究方法－控制群設計」，以「整合式客戶經營專案」為實驗組、「事業單位經營模式」為對照組，進行經營成效的量化分析，並針對企業轉型的理論與實務進行質化分析。 　本研究發現：（1）客戶導向經營模式可創造客戶價值、提高競爭優勢，可做為企業轉型策略參考。 （2）客戶導向經營模式仍需考慮客群差異，並非所有的客群皆可適用相同的經營模式。 （3）企業轉型充滿挑戰，考驗管理智慧、決策品質，必須在創新與風險間取得平衡。 　本研究取得初步的成果，證實企業轉型客戶導向經營模式確實可創造效益，轉型的過程與內容仍值得深入的探討。

安控產業存在於市場上已有數十年的時間了，近十年來由於科技的突飛猛進，加上恐怖主義盛行，也帶動了這個產業的蓬勃發展。在2011年以後，安控產業預計將正式超過PC產業的產值，成為下一個明星產業。 雖說安控產業的前景一片看好，可是，馬上連想到的是PC產業的削價競爭。由於大陸安控產業的興起，全球安控產品的價格近年來也因此大幅滑落，未來，安控產業的業者若不尋找新的藍海，重新定位安控產業，則在低階的安控市場，很可見的將會都是大陸產品的天下。 本研究的目的在為安控產業找到新的價值與定位。由於安控產業的核心價值就是實時監控及遠端連線，對一個連鎖企業或跨國企業管理來說，其實可以提供一很實時的競爭資訊，進而可以使企業提升為實時企業。安控系統就如同經營者的雙眼，時時的監控著整個企業的運作，甚至可以透過智慧型影像辨識，主動蒐集所有可能的競爭資訊，盡可能極早期的發現問題所在，或是可以比競爭者更早發現新的商機。 本研究主要由兩個方向著手，一是策略風險管理，一是企業危機防範，藉由這兩個構面，加上動態價值鏈的重整與再鏈結，可以讓一個實時企業隨時都保持在低風險的境界。 / CCTV industry presence in the market for several decades, and over the past decade as technology advances, coupled with widespread terrorism also contributed to the rapid development of this industry. In many research institutions have done studies predict that after 2011, the revenue of CCTV industry will be more than PC industry, becoming the next rising star. Although the optimistic vision of CCTV industry, however, the same as PC industry, the price war is the first concern. Since the rise of China manufacturing, the prices of CCTV products have fallen dramatically. CCTV industry needs to find a new blue ocean to re-position CCTV industry; otherwise, China brands eventually will gain all the low level of CCTV market. The purpose of this study is trying to find a way to re-position the CCTV industry. As the core values of CCTV industry is the real-time monitoring and remote connection, for the management of chain-stores and multi-national enterprise, the CCTV can provide an unbeatable value to help them to be a real-time enterprise. A CCTV system is just like a pair of eyes to help managers to watch their enterprise all the time efficiently. In addition, through the intelligent image recognition, a CCTV system may collect all the possible competition information to help managers to find the business opportunities in a very early stage. This study includes two dimensions, strategic risk management and corporate crisis prevention. Based on the above two dimensions, coupled with the dynamic value chain, we can make a real-time enterprise maintained at a low-level risk state always.

Les réglementations sur le recyclage des produits, mais aussi le développement de l‘écoconception, obligent les industriels à rechercher des solutions de recyclage pour leurs produits en fin de vie. Les préoccupations environnementales croissantes dans l’industrie créent de nouvelles opportunités d’affaires et nécessitent des changements d’organisation pour accompagner la transition vers des activités industrielles plus durables. Une activité industrielle de recyclage de matières issues de la fin de vie d’un produit, se déroule idéalement avec la participation de différents partenaires industriels dans le cadre d’un projet collaboratif. Cela permet de développer une nouvelle supply chain de recyclage et de concevoir un nouveau produit, fabriqué grâce à cette supply chain. Les projets collaboratifs de R&D permettent de rassembler des compétences complémentaires dans le but de proposer des solutions pour accroitre le taux de recyclage d’une matière dans le domaine considéré. Aujourd’hui, les expériences de projets collaboratifs existent créant de nouvelles opportunités de marché dans l’industrie du recyclage. Cependant, nous observons qu’il n’existe pas de méthode opérationnelle permettant de guider les industriels dans la définition d’un projet collaboratif de recyclage. De plus, la sélection des partenaires pour de tels projets est une réelle difficulté pour les industriels. En effet, les valeurs apportées par les partenaires créent l’intérêt du projet et favorise le succès de la collaboration. Cependant, nous constatons qu’il n’existe pas de méthode dans le cadre du recyclage industriel pour faire un choix efficace de partenaires de R&D sur un projet collaboratif. Une revue de la littérature est présentée, pour connaitre l’état de l’art industriel et scientifique, avec un éclairage sur les meilleures pratiques existantes de façon à les prendre en compte et les intégrer, afin de proposer une contribution originale. A partir de cette revue de l’état de l’art, nous mettons en évidence un manque de méthode associant les organisations de projets collaboratifs R&D et le développement de supply chain de recyclage ; cela contribue à donner une posture originale à notre recherche. Notre contribution est de proposer une combinaison de méthodes pour accompagner les industriels dans la définition d’un projet collaboratif pour la mise en place d’une activité de recyclage. • La première méthode facilite la compréhension des mécanismes d’une industrie émergeante du recyclage, agissant simultanément sur l’impact environnemental, en recyclant les produits en fin de vie, et sur la compétitivité d’une entreprise, par sa différenciation vers de nouvelles activités industrielles. • La deuxième méthode développée est une aide pour le chef de projet R&D lors de la définition d’un « projet collaboratif de recyclage », avec la spécification du marché, du produit recyclé et de la structure projetée de la filière de recyclage. • Nous développons également la question de la sélection des partenaires d’un projet collaboratif de R&D dans le domaine du recyclage, en proposant une méthode d’évaluation ainsi que la définition de critères adaptés à ce nouveau contexte. Sur ce point, nous utilisons les techniques d’aide à la décision multicritères que nous combinons, afin d’aider les industriels dans ce processus de sélection. Une étude de cas est développée concernant l’industrie française du recyclage textile, ainsi qu’un projet de R&D collaboratif impliquant l’utilisation de matières premières recyclables provenant des véhicules hors d’usage et de vêtements fin de vie, pour l’éco-conception d’un produit nouveau. L’application de la combinaison des méthodes proposées, conduites dans le cadre d’un projet de recyclage spécifique, permet de discuter les premiers résultats et d’ouvrir ce sujet sur des perspectives de recherche à venir / Regulations on product recycling rates, but also growing consciousness on the importance of eco-design, enforce industrials to seek for solutions to recycle their products at their end of life. Growing environmental concerns in the industry allow new business opportunities and require organizational changes to support transition toward more sustainable industrial activities. Building a recycling industrial activity for materials coming from end of life products is a great challenge that requires an analysis of the opportunities and threats and the added value of industrial partners, in the scope of a collaborative project (or a collaborative network). This kind of projects aims at designing a new recycling supply chain and to design a new product that will be manufactured by this supply chain. R&D collaborative projects enable to gather complementary competencies in order to propose solutions to increase the recycling rate on the territory. Nowadays, experiences such as collaborative projects are witnessed, giving various new business possibilities in the recycling industry. However, a literature review we have performed points out that there is no existing method permitting to analyze the opportunity of a recycling value chain and to guide industrials in the definition of a “recycling collaborative project”. Moreover, for such projects, the selection of the partners is of great issue for the industrials. Indeed, the values brought by the partners make the interest of the project and favor the success of the collaboration. However, there is no existing method to choose R&D collaborative project partners efficiently in the scope of the recycling industry. A literature review presents the industrial and scientific state of the art and highlights the existing best practices in order to take them into account for the proposal of an original contribution. From the state of the art we can highlight a lack of methods that would associate R&D collaborative project organizations with the development of recycling supply chains; this positioning contributes to the originality of the work realized. Our contribution is to propose three methods to help industrials to define a collaborative project for the design and building of a new recycling supply chain: • The first method we propose facilitates the understanding of a recycling emerging industry mechanisms, act simultaneously on the environmental impact by recycling end of life products and on the business competitiveness by differentiation in new industrial activities. • The second method we developed must helps recycling R&D project managers to define a “recycling collaborative project”, the target market, the recycled product that will be manufactured and the potential structure of the future supply chain. • The third method is related to the question of partner selection with the proposal of a ranking method and the definitions of adapted criteria for such selections. In this respect we used Multi-Criteria Decision Making (MCDM) techniques to help industrials in this selection process. A case study is developed on the French textile recycling industry and a R&D collaborative project that introduces recyclable raw material from end of life vehicles and garments, for the development of a new product. An application of our research is conducted on a specific recycling collaborative project in order to discuss the initial results, and perspectives are highlighted for further research investigations

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