臺灣博碩士論文加值系統

本研究以外包作為主題，探討電子零組件製造業，在現行已實施外包活動的公司，從事外包活動之事前規劃考量的策略因素，及該策略因素與組織績效關係；另研究執行外包活動時，採用何種外包關係管理，及外包關係管理與組織績效關係；最後，探討不同組織文化傾向下，與外包活動及外包關係管理與組織績效之個別關係。
本研究採用問卷調查法進行實證資料之蒐集，除進行描述性統計分析、信度分析以了解各構面變數外；並以迴歸分析，了解各構面的因果關係。問卷主要透過「台灣新報」企業資料庫，以電子零組件製造業作為實證研究的對象，總計發放176份問卷，共計回收74份，回收率為42%。本研究有以下之研究發現：
1.外包活動項目以生產製造活動所佔比例最高，其它依序為研發設計、人力培訓、行銷企劃、運輸儲運、品管取樣、資訊系統、器材維修、勞務協力。.
2.外包活動與組織績效，具顯著相關，在決策外包活動事前規劃，將非核心競爭力之活動外包，可提高組織績效；而將交易成本較高的活動外包，則會降低組織績效；因資源依賴強弱所決策的外包活動，對組織績效無顯著性的影響。
3.外包關係管理與組織績效，具顯著相關，在事後外包關係管理中，以科層機制的關係管理，可以提高組織績效；以市場機制的關係管理，則會降低組織績效；而以關係機制的關係管理，對組織績效，顯示無顯著性的影響。
4.組織文化特性與外包活動具顯著相關，且愈傾向於官僚特性的組織文化公司，愈支持外包活動策略。
5.組織文化特性與外包關係管理具顯著相關，且愈傾向於官僚特性的組織文化公司，愈支持外包關係管理之管制。
6.組織文化特性與組織績效具顯著相關，且愈傾向於官僚特性及創新特性的組織文化公司，愈會有較高的組織績效。

The theme of this study is outsourcing. Firstly in this paper, the strategic factors considered by the manufacturers in the electronic parts and components industry that outsource jobs and the relationship between those factors and organizational efficiency are discussed. Then the management strategies for outsourcing relationships adopted by the manufacturers, the relationship between the management and organizational efficiency as well as how different organizational cultures are respectively related to outsourcing, outsourcing relationship management and organizational efficiency are explored.
In this study, the questionnaire survey method is employed for real-life data collection, and to study each compositional variable, both descriptive analysis and reliability analysis are performed. Also, the regression analysis is carried out to analyze the interactions between the compositional variables. To search for our target survey objects, which are the manufacturers in the electronic parts and components industry, the company database of Taiwan News was used as the primary source. In total, 176 copies of questionnaire were distributed and 74 were returned, resulting in a 42% return rate. The findings of this study include the following:
1. Among all the functions, the most often outsourced is Production. The next in line is R&D and then Personnel Training, Marketing, Transportation & Logistics, Quality Control Sampling, Information Technology, Repair & Maintenance, and Labor Cooperation.
2. There is a significant relationship between outsourcing and organizational efficiency. Outsourcing non-core functions can help improve organizational efficiency while outsourcing functions with high transaction costs can decrease it. The outsourcing of resource-demanding functions has no obvious effect on organizational efficiency.
3. There is a notable relationship between outsourcing relationship management and organizational efficiency. Managing outsourcing relationships through a hierarchical mechanism can help improve organizational efficiency while managing through a market mechanism can decrease it. Managing outsourcing relationships through a relationship mechanism brings no obvious effect on organizational efficiency.
4. The culture of an organization has a dominant effect on outsourcing decisions. Companies with a hierarchical culture tend to support an outsourcing decision.
5. The culture of an organization has a dominant effect on outsourcing relationship management. Companies with a hierarchical culture tend to support taking control of outsourcing relationship management.
6. The culture of an organization has a dominant effect on organizational efficiency. Companies with a hierarchical or innovation-oriented culture tend to have higher organizational efficiency.

摘要……………………………………………………………………………Ⅱ
目次………………………………………………………………………………….…………Ⅷ
表目錄………………………………………………………………………….Ⅺ
圖目錄…………………………………………………………………………ⅫⅠ
第一章 緒論…………………………………………………………………..1
1.1 研究背景與動機…………………………………………………….1
1.2 研究目的…………………………………………………………….3
1.3 研究流程…………………………………………………………….3
第二章 文獻探討……………………………………………………………..5
2.1 外包………………………………………………………………….5
2.2 外包活動…………………………………………………………….7
2.2.1外包活動決策模式…………………………………………….7
2.2.2核心競爭力觀點……………………………………………….13
2.2.3資源依賴觀點………………………………………………….14
2.2.4交易成本觀點………………………………………………….16
2.3 外包關係管理……………………………………………………….19
2.4 組織文化…………………………………………………………….26
2.5組織績效觀點………………………………………………………..31
第三章 研究設計與方法……………………………………………………..34
3.1研究架構……………………………………………………………..34
3.2構面因素操作性定義與衡量方法…………………………………..35
3.3研究假設……………………………………………………………..40
3.4問卷調查……………………………………………………………..42
3.5研究對象與抽樣設計……………………………………………….46
3.6研究分析方法……………………………………………………….47
第四章 研究結果與討論……………………………………………………..49
4.1問卷回收與樣本資料分析…………………………………………..49
4.2信度分析……………………………………………………………..51
4.3敘述性統計分析……………………………………………………..58
4.4迴歸分析……………………………………………………………..62
第五章 結論與建議…………………………………………………………..67
5.1研究結果……………………………………………………………..67
5.2研究結果整理………………………………………………………..68
5.3管理意涵……………………………………………………………..69
5.4研究限制……………………………………………………………..71
5.5後續研究建議………………………………………………………..71
參考文獻………………………………………………………………………..72
附錄 研究問卷…………………………………………………………………80

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