臺灣博碩士論文加值系統

組織在實施技術性人力支援服務外包時，鑒於各開發專案工程規模大小不一，所需技術人力屬專業性及獨特性較高，及工程之高低峰變動之特性，對技術人力之需求變動性大，加上不同規模及性質設置，故需採用AE(Assistance Engineer)技術性人力支援服務外包制度，以補充建廠所需之技術性專業人力。
個案公司電力電源開發工程人力資源之運作問題，如能透過公司與工程顧問公司間技術性人力支援服務之過程中組織間學習與個人或組織團體之知識之分享與整合，就能發揮最大之綜效。故個案公司營建工程系統技術性人力支援服務其知識分享之情形及組織間之學習機制如何建立，為本研究檢討的重點
本研究以知識管理和組織學習的論點來解釋與探討組織實施「技術性人力支援服務外包制度」的各種現象，透過深度訪談和次級資料蒐集法做內容分析，推導出有關組織實施技術性人力支援服務外包機制的研究命題。
研究結果顯示組織在實施專案時由於生命週期（Life Cycle）特性及高低峰人力變動，需採取組織學習，透過創造、取得與分享知識，以累積實務經驗和建立專業技術，提昇績效及靈活度，產生專業技術整合之相乘效果，使組織人力的調節能夠發揮最大之綜效。藉由知識交流和分享，強化核心技術能力，並透過專案工程人員之流用，蓄積不同的專業技術，再次形成知識創造，發揮經驗共創之效用，以維持競爭力並持續發展核心技術。

Because the developed projects have different scales and require technical manpower needed professional and unique skill, and high and low peaks on the variability of the demand for technical manpower. When organizations execute technical manpower services of the outsourcing system, they have to use AE (Assistance Engineer) technical manpower support services of the outsourcing system to supplement the plant required for the technical professional manpower.
Organizations can through inter-company engineering consultants with technical manpower support services for the process of inter-organizational learning and groups of individuals or organizations of knowledge sharing and integration. They will be able to maximize the comprehensive effect. Therefore, I focus on how to create, maintain, and share knowledge through inter-organizational learning on the case's construction engineering system of technical manpower services.
By knowledge management and organizational learning theories, I infer when organizations implement technical manpower support service outsourcing system’s phenomena. I use depth interviews and secondary data collection method to do content analysis, then infer to the research object.
The results showed that when the organizations implement projects, due to life cycle’s characteristics and high and low peaks of manpower’s variation. Through knowledge creation, acquisition and sharing, organizations can accumulate practical experience, adjust their manpower, and build expertise to enhance performance and maximize the synergy. Otherwise, in order to maintain organization’s competitiveness and sustainable development, organizations must strengthen core technical capabilities through knowledge exchange, creation and sharing.

目 錄
論文摘要...............................................................Ⅰ
Abstract...............................................................Ⅱ
目錄...................................................................Ⅲ
圖目錄.................................................................Ⅳ
表目錄.................................................................Ⅴ
第一章 緒論
第一節 研究背景與動機..............................................1
第二節 研究目的....................................................4
第三節 研究流程....................................................5
第二章 文獻探討
第一節 委外制度理論基礎............................................6
第二節 委外制度相關理論基礎.......................................13
第三節 企業知識管理以及組織學習相關理論...........................25
第三章 研究方法
第一節 研究架構...................................................39
第二節 研究設計...................................................41
第四章 個案公司營建工程系統產業分析
第一節 個案公司經營現況...........................................44
第二節 個案公司營建工程系統組織與任務.............................47
第三節 個案公司採行技術性人力支援服務外包之作法...................52
第四節 個案公司推行知識管理成效...................................70
第五章 研究命題
第一節 技術性人力外包制度其組織學習及知識管理下之成本效益.........77
第二節 運用組織學習以因應人力外包之調節...........................83
第三節 人力外包制度下之知識管理和組織間學習建立組織核心能力.......88
第六章 結論與建議
第一節 研究結論...................................................95
第二節 研究貢獻與建議.............................................98
第三節 研究限制...................................................99
第四節 後續研究建議..............................................100
參考文獻..............................................................101

一、中文部份
1.司徒達賢(1995)，「策略管理」，台北：遠流出版社。
2.吳思華(1998)，「策略九說」，第二版，臺北：臉譜文化。
3.吳思華(1998)，「知識流對產業創新的影響」，第七屆產業管理研討會。
4.吳思華(1988)，「交易成本理論及其在企業經營策略與組織管理上之涵義」，中華民國管理科學學會。
5.郭進隆譯(1994)，Peter M. Senge著，「第五項修練─學習型組織的藝術與實務」，臺北：天下文化。
6.新村敏，楊平吉譯(1988)，「外包業務管理」，台北：台華工商圖書出版公司。
7.盧娜譯(2001)，「企業外包模式：如何利用外部資源提升競爭力」，商周出版社。
8.陳郁雯(2000)，「外包，再造競爭優勢」，人力發展月刊第75期。
9.劉仁傑(2008)，「共創-建構台灣產業競爭力的新模式」，台北：遠流出版社。
10.廖述賢(2007)，「知識管理」，雙葉書廊。
11.林東清(2009），「知識管理」，智勝出版社。
12.林耀煌(2005)，「營建工程施工規劃與管理控制」，長松文化。
13.林雅琦(2003)，「探討不同組織文化下影響台灣中小企業外包程度之關鍵因素」，國立成功大學工業管理系研究所碩士論文。
14.莊尚平(2000)，「基礎理論下持久競爭優勢之整合性架構初探」，國立臺灣科技大學工業管理系研究所碩士論文。
15.孫思源(2001)，「由社會交換理論探討資訊系統委外合夥關係之影響因素」，國立中山大學資訊管理學系博士論文。
16.何清雅(2006)，「從組織文化探討人力資源活動外包與人力資源管理角色效能關聯性之研究」，國立中央大學人力資源管理研究所碩士論文。
17.顏啟原(2005)，「聯盟管理能力建構機制－組織學習與知識管理觀點」，東海大學企業管理研究所碩士論文。
18.台灣電力公司(2009)，「台灣電力公司永續發展報告書」，台灣電力公司企劃處。


二、英文部分
1.Adler, P. S. (2003), Making the HR Outsourcing Decision. MITSloan Management Review, Vol. 45, No. 1, pp.53-60.
2.Barney, Jay B (1986), Organizational culture: Can it be a source of sustained competitive advantage? Academy of management review, Vol.11, No. 3, pp. 656-665.
3.Barney, J. (1991), Firm Resources and Sustained Competitive Advantage, Journal of management, Vol. 17, pp. 99-120.
4.Coase, R. H (1988). The Market, the Firm and the Law”, Chicago: The University of Chicago Press.
5.Dodd, R. M. and B. M. Renterghem (1997), Measuring for Success: Increasuring Benefit Plan Value Through Outsourcing, Benefits Quarterly, Vol.1 , pp.14-19.
6.Drucker, Peter F (1995), The Network Society, The Wall Street Journal, March 29, A14.
7.Duncan, D. G. and T. G. Rowan (1997), Outsourcing and the Bottom Line, Mortgage Banking, pp. 48-56.
8.Gilley, K.M. and A. Rasheed (2000), Making More by Doing Less:An Analysis of Outsourcing and its Effects on Firm Performance, Journal of Management,Vol.26,No.4, pp.763-790,.
9.Grant RM. (1991), The resource-base theory of competitive advantage: Implications for strategy formulation. California Management Review 33(3):114-135.
10.Grover, V., M. Cheon, and J. Teng (1994), A Descriptive Study on the Outsourcing of Information Systems Functions, Information and Management, Vol.27, pp. 33- 44.
11.Gupta, U. G. and V. Raval (1999), Critical Success Factors for Anchoring Offshore Projects, Information strategy, Vo.15, No.2, Winter, pp. 21-27.
12.Halvey, J. K. and M. B. Murphy (1996), Information Technology Outsourcing Transactions Process and Globalization.
13.Hamel, G. and A. Heene (1994), Competence-Based Competition, John Wiley.
14.Hofstede,G., B. Neuijen, D. D. Ohayv, G. Sanders (1990), Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twency Cases, Administrative Science Quarterly, Vol. 35, No. 2, pp. 286-316,
15.Jacobs, D (1974), Dependency and Vulnerability: An Exchange Approach to the Control of Organization, Administrative Science Quarterly, pp. 45-59.
16.Jeffrrey, P. and G. R. Salancik (1978), The External Control of Organizations: A Resource Dependence Perspective, New York :Harper and Row Publishers Inc.
17.Kolter, P. (1972), A Generic Concept of Marketing, Journal of Marketing, 36, April pp. 46-54.
18.Lee, J. and Y. Kim (1999), Effect of Partnership Quality on IS Outsourcing Success: Conceptual framework and Empirical Validation, Journal of Management Information Systems, Vol.15, No.4,pp. 29-61.
19.Lever, S (1997), An analysis of managerial motivation behind outsourcing practices in human resources, Human Resource Planning, Vol. 20, No. 2, pp. 37-47,
20.Levitt B, March JG (1988), Organizational learning. Annual Review of Sociology 14:319-340.
21.Moore , J (1998), Outsourcing plant automation in a dicey proposition, Instrument Society of America, Vol. 45, No. 10 , pp. 235-245,
22.Nonaka L, Takeuchi H (1995), The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press:New York. Volume26,Issue 4-5, Dec,1997 pp.598-600
23.Porter, M. E (1980), Competitive strategy: Techniques foe analyzing Industries and competitors. New York: The Free Press.
24.Prahalad, C.K and G. Hamel (1991), The core competence of the corporation, Havard Business Reviews, pp. 79-91.
25.Quinn, J.B (1992), Leveraging Knowledge and Service Based Strategies through Outsourcing, Intelligent Enterprise, Free Press.
26.Quinn, J.B. and F.G. Hillmer (1994), Strategic Outsourcing, Sloan Management Review, Vol.14, pp. 43-55.
27.Senge PM (1990), The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
28.Sharpe, M (1997), Outsourcing, Organizational Competitiveness and Work. Journal of Labor Research, Vol. 18, pp. 535-549.
29.Teng, J. T. C., M. J. Cheon and V. Grove (1995), Decisions to Outsource Information Systems Functions”, Decision Science, Vol. 26, No. 1, pp. 75-103.
30.Williamson, O.E (1979), Transaction-Cost Economics: the Governance of ContractualRelations, Journal of Law and Economics, Vol.22, pp. 233-261.
31.Williamson, O.E (1981), The Economics of Organization: Transaction Cost Approach, American Journal of Sociology, Vol.87, pp. 548-577.
32.Wernerfelt, B (1984), A Resource-Based View of the Firm, Strategic Management Journal, 5: pp171-180.
33.Yin, R (1989), Case Study Research: Decision and Methods, Newburry Park Calif., Sag Publications.
34.Yin, R (1994), Case Study Research: Design and Methods (2nd ed.), Sage publication.
35.William J. Stevenson (2007),Operations Management (9thEdition), McGraw-Hill Higher Education