政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/96234
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 109952/140887 (78%)
造访人次 : 46371110      在线人数 : 668
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻
    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/96234


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/96234


    题名: 代工廠自創品牌動態競合策略探討
    The dynamic coopetition strategy in contract manufacturer’s own brand building
    作者: 李山
    贡献者: 司徒達賢
    彭朱如
    李山
    关键词: 代工廠
    自創品牌
    競合策略
    動態競爭
    日期: 2012
    上传时间: 2016-05-10 18:51:06 (UTC+8)
    摘要: 廠商間的行動與回應是競爭的基石 (Chen and MacMillan, 1992; Chen and Miller, 1994; Smith, Grimm, Chen, and Gannon, 1989)。行動是廠商分析競爭環境後，所得出競爭優勢的一種展現；行動也是分析競爭者後，針對所預期競爭對手反應，在擬定之替代性方案中所做的選擇的實踐。 動態競爭理論對競爭互動的討論已略有共識 (Chen and MacMillan, 1992; Chen, 1996)，但其研究標的多為市場中競爭者之間的攻擊與反擊，對於以合作模式所萌發的廠商間關係，究竟是如何在合作關係之上發展出競爭，學術的研究仍在逐步累積之中 (Chen, 2002; 2008; Brandenburger and Nalebuff, 1996; Peng and Bourne, 2009; Peng, Pike, Yang, and Roos, 2012)。
    本論文主張，代工廠自創品牌時與品牌商的競爭互動即是一套套合作與競爭的策略組合，廠商的決策與行動反映了廠商所偵測到的環境變化與所自我評估的能耐水平，並納入競合思維，而推測彼此之競合互動的模式時則可以賽局理論為依據(Camerer, 1991; Brandenburger and Nalebuff, 1995; 1996; Day and Reibstein, 1997; Chen, 2008)。
    本研究探討之研究問題包括: (一) 究竟代工廠在什麼情況下會考慮進行垂直整合來自創品牌？(二) 代工廠決定自創品牌後，其自創品牌的競合策略行動與考量為何?
    本研究的研究設計採Eisenhardt (1989) 之歸納性個案研究法，選取的個案公司為10家名列台灣20大國際品牌之廠商，資料蒐集來自多重來源之初級與次級資料，包含與企業主與高階管理者之面對面訪談，以及網站資訊、報章報導、公司簡介與年報財報等等。本研究的分析單位是廠商自創品牌的決策及自創品牌的行動與回應。
    針對研究問題一，本論文發現對自創品牌之代工廠來說，產業環境中的變化會使得代工廠改變其目標內涵與目標水準。產業環境可歸納出兩個子構面，一個是自創品牌的壓力，另一個是自創品牌的誘因。誘因與壓力的交互影響決定了代工廠自創品牌的意願；其中自創品牌的誘因對自創品牌的意願影響程度較高。
    針對研究問題二，本論文發現代工廠自創品牌行動的作法是根據大環境，代工廠與品牌商的矛盾，代工廠自身的能力、價值觀，以及品牌商的價值觀，以築高品牌商回應障礙為目標去反向推導出適當的自創品牌行動。在不同的產業環境與廠商關係之下，代工廠商會以不同行動與路徑來組合動態競合策略，以求取組織間競爭與合作的平衡。
    Action and response is the capstone of inter-organizational competition (Chen and MacMillan, 1992; Chen and Miller, 1994; Smith, Grimm, Chen, and Gannon, 1989)。Action manifests a firm’s competitive advantage that is derived from in-depth scanning and analysis of the environment; action also realizes the decision that derived among strategic alternatives and analysis of competitors ‘response. In the last few decades, competitive dynamic researchers have made some insightful discussion about action and response in inter-organization competition (Chen and MacMillan, 1992; Chen, 1996). However, the majority of the aforementioned researches focus on action and response among competitors; the study of inter-organization relationship among vertical value chain, or any other cooperative governance mode, is still mildly increasing and called for (Chen, 2002; 2008; Brandenburger and Nalebuff, 1996; Peng and Bourne, 2009; Peng, Pike, Yang, and Roos, 2012).
    This study submits that the competitive interactions between contract manufacturer and brand owner can be depicted as an array of combinations of competition and cooperation. The action and response that a firm chooses to take reflect firm’s thought on the change in the environment and the competency in the firm. Basing on game theory, this study incorporates the concept of competition-cooperative to infer and identify the possible interaction modes in a vertical relationship, particularly in the setting of cross-border contract manufacturing (Camerer, 1991; Brandenburger and Nalebuff, 1995; 1996; Day and Reibstein, 1997; Chen, 2008).
    This study aims to extend the discussion on competition and cooperation in a vertical relationship. In essence, two research questions are investigated. First, responding to the pressure and opportunity in the operating environment, what are the environmental and capability conditions that motivate a contract manufacturer to consider building own brand? Second, what are the own-brand building contract manufacturer’s concerns and modes underlying each competitive-cooperative action and reaction?
    In order to explore the nature of the strategic thinking behind contract manufacturer’s decision, this study employs a multiple-case design (Eisenhardt, 1989). Ten contract manufacturing firms, shortlisted from the list of Taiwan top 20 international enterprises, are selected for field studies. Data are collected from multiple sources, ranging from primary data and secondary data, via conducting interview with executive and reviewing through company websites, newspaper, company document, and published financial reports. In this thesis, the focus is the strategic thinking underlying the action and response of contract manufacturer who decides to go build own brand.
    This study discovers that the change in the environment leads the firm to alter the corporate objective and level of it. There are at least two analytic dimensions behind the strategic decision for a contract manufacturer to build own brand, one is the cost pressure existing in the inter-firm transaction; the other is the opportunity in the market. The interaction between transaction cost pressure and market opportunity impacts contract manufacturers’ level of willingness to build own brand. In this study, we find that market opportunity demonstrates a greater impact on contract manufacturer’s willingness to build own brand.
    Furthermore, this study discovers that contract manufacturers pave their way of brand building based on the analysis of action and response. An action is determined by identifying change in the environment, anticipating level of conflict in the vertical relationship, and gauging the level of competency and value held by transaction partners in a vertical relationship. Additionally, this study discovers that contract manufacturer formulates a dynamic co-optition strategy that employ an array of action and response as well as a variety of paths on the way to build own brand, with the intension to further strike a good balance between the inter-organizational competition and cooperation.
    參考文獻: 一、 中文部分
    天下雜誌(2009)， 「2009年一千大調查」，天下雜誌，421期特刊，頁156-165。
    司徒達賢(2005)，策略管理新論 (第二版)，台北：智勝文化。
    司徒達賢(2006)，「策略管理之觀點與內涵」，經理人月刊，1月號。
    司徒達賢(2011)，「ODM品牌化的七大條件」，天下雜誌，1月號。
    邱志聖(2006)，策略行銷分析：架構與實務應用 (第二版)，台北：智勝文化。
    邱志聖(2009)，滾動吧，品牌:行銷全球的贏家策略 ，台北：天下文化。
    康敏平(2006)，不對稱組織間交易關係之統治，國立政治大學企業管理研究所未出版之博士論文。
    張朝清(2009)，移動彈性與組之間關係策略之研究，國立政治大學企業管理研究所未出版之博士論文。
    許文宗(2003)，代工範疇變化主動程度之研究--以台灣國際代工廠商為例，國立政治大學企業管理研究所未出版之博士論文。
    陳明哲(2011)，「動態競爭：理論發展、前沿研究與對競合的意涵」，第二屆動態競爭國際論壇，台北。
    陳振祥(1997)，ODM策略之理論架構與實證，國立台灣大學商學研究所未出版博士論文。
    陳振祥、李吉仁(1997)，「ODM的成因與策略運作－水平式產業下的策略聯盟型態」，中山管理評論，第5卷第3期，頁553-572。
    彭朱如(2004)，「群對群的競合－以醫療策略聯盟為分析層次」，醫務管理期刊，第五卷第三期，頁288-303。
    黃銘章(2002)，影響代工供應商與顧客間夥伴關係因素之研究-以台灣電子資訊產業為例，國立政治大學企業管理研究所未出版之博士論文。
    黃銘章，許書銘，黃意丹 (2007)。「喬山健康科技公司」。產業與管理論壇，第9卷，第3期，頁72-90。
    楊千、鄭淑文(2001)，「自有品牌與OEM的迷思-以宏碁為例」。中華科技管理學報，第四卷第一期，頁89-100。
    趙郁文(1998)，「跨國委託製造對台灣資訊電子廠商營運能力之提升效果」，中山管理評論，第六卷第四期，頁1113-1136。
    二、 英文部分
    Aaker, D. A., & Joachimsthaler, E. 2000. Brand Leadership. New York: Free Press.
    Abell, D.F. 1980. Defining the business: The starting point of strategic planning. Englewood Cliffs: Prentice-Hall.
    Amit, R., & Schoemaker, P. J. 1993. Strategic assets and organizational rent. Strategic Management Journal, 14(1): 33-46.
    Amsden, A.H., & Chu, W. W. 2003. Beyond Late Development: Taiwan’s Upgrading Policies. Cambridge: MIT Press.
    Andrews, K. R. 1971. The Concept of Corporate Strategy. Homewood: Dow Jones Irwin.
    Ansoff, H. I. 1984. Implanting strategic management. Englewood Cliffs: Prentice-Hall.
    Arrunada, B., & Vazquez, X. H. 2006. When your contract manufacturer becomes your competitor. Harvard Business Review, 84(9): 135-159.
    Barney, J. B. 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1): 99-120.
    Barney, J. B. 1999. How a firm’s capabilities affect boundary decisions. Sloan Management Review, 40(3): 137-145.
    Bartlett, C. A., & Ghoshal, S. 2000. Going global: Lessons from late movers. Harvard Business Review, 78(2): 132-142.
    Bengtsson, M., & Kock, S. 2000. Coopetition in business networks－to cooperate and compete simultaneously. Industrial Marketing Management, 29: 411-426.
    Bensaou, M., & Anderson, E. 1999. Buyer-supplier relations in industrial markets: when do buyers risk making idiosyncratic investments? Organization Science, 10(4): 460-481.
    Bettis, R. A., & Hitt, M. A. 1995. The new competitive landscape. Strategic Management Journal, 16 (Special Issue): 7-19.
    Brandenburger, A. M., & Nalebuff, B. J. 1995. The right game: Use game theory to shape strategy. Harvard Business Review, (July-August): 57-71.
    Brandenburger, A. M., & Nalebuff, B. J. 1996. Co-opetition. New York: Doubleday.
    Brown, S. L., & Eisenhardt, K. M. 1997. The art of continuous change: linking complexity theory and time-paces evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-34.
    Camerer, C. F. 1991. Does strategy research need game theory? Strategic Management Journal, 12:137-152.
    Capron, L., & Pistre, N. 2002. When do acquirers earn abnormal return? Strategic Management Journal, 23(9): 781-794.
    Chandler, AD. 1962. Strategy and Structure. Cambridge, MA:MIT Press.
    Chen, M. J. 1996. Competitor analysis and interfirm rivalry: toward a theoretical integration. Academy of Management Review, 21(1): 100-134.
    Chen, M. J. 2002. Transcending paradox: The Chinese “middle way” perspective. Asia Pacific Journal of Management, 19:179-799.
    Chen, M. J. 2008. Reconceptualizing the competition-cooperation relationship: a transparadox perspective. Journal of Management Inquiry, 17(4): 288-304.
    Chen, M. J. 2009. Competitive dynamics research: an insider’s odyssey. Asia Pacific Journal of Management, 26: 5-26.
    Chen, M. J. 2010. Reflecting on the process: building competitive dynamics research. Asia Pacific Journal of Management, 27: 9-24.
    Chen, M. J. 2011. Retrospective and prospective examination of Chen 1996. In G. Markman & P. Phan (Eds.), Market entry, competitive dynamics, and entrepreneurship: 11-15, Cheltenham, UK:Edward Elgar under the auspices of the Johns Hopkins University.
    Chen, M. J, & Hambrick, D. C. 1995. Speed, stealth, and selective attack: how small firms differ from large firms in competitive behavior. Academy of Management Journal, 38:453-482.
    Chen, M. J., & MacMillan, I. C. 1992. Nonresponse and delayed response to competitive moves: the role of competitor dependence and action irreversibility. Academy of Management Journal, 35: 539-570.
    Chen, M. J., & Miller, D. 1994. Competitive attack, retaliation and performance: an expectancy-valence framework. Strategic Management Journal, 15: 85-102.
    Chen, M. J., Smith, K. G., & Grimm, C. M. 1992. Action characteristics as predictors of competitive response. Management Science, 38: 439-455.
    Chen, M. J., Su, K. H., & Tsai, W. P. 2007. Competitive tension: the awareness-motivation-capability perspective. Academy of Management Journal, 50(1): 101-118.
    Chen, S. F. 2005. Extending internalization theory: a new perspective on international technology transfer and its generalization. Journal International Business Studies, 36: 231-245.
    Chen, S. F. 2010. A general TCE model of international business institution. Journal International Business Studies, 41: 935-959.
    Chu, W. W. 2009. Can Taiwan’s second movers upgrade via branding? Research Policy, 38: 1054-1065.
    Cyert, R., & March, J. 1963. A Behavioral Theory of the Firm. Englewood Cliffs: Prentice Hall.
    David, R. J., & Han, S. K. 2004. A systematic assessment of the empirical support for transaction cost economics. Strategic Management Journal, 25: 39-58.
    Day, G. S. & Reibstein, D. J. 1997. Wharton on Dynamic Competitive Strategy. New York: Business Weekly Publications.
    Dierickx, I., & Cool, K. 1989. Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12): 1504-1511.
    DiMaggio, P. J., & Powell, W. W. 1983. The iron cage revisited: Insitutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2): 147-160.
    Dutton, J. E., & Jackson, S. E. 1987. Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12(1):76-90
    Dyer, J. H. 1996a. Does governance matter? Keiretsu alliances and asset specificity as sources of Japanese competitive advantage. Organization Science, 7(6): 649-666.
    Dyer, J. H. 1996b. Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal, 17(4): 271-291.
    Dyer, J. H., & Singh, H. 1998. The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4): 660-679.
    Eisenhardt, K. M. 1989. Building theory from case study research. Academy of Management Review, 14(4): 532-550.
    Eisenhardt, K. M. 1991. Better stories and better constructs: the case of for rigor and comparative logic. Academy of Management Review, 16(3): 620-627.
    Ernst, D. 2000. Inter-organizational knowledge outsourcing: what permits small Taiwanese firms to compete in the computer industry. Asia Pacific Journal of Management, 17(2): 223-255.
    Gabraith, J. R., & Kazanjian, R. K. 1986. Strategic implementation: Structure, systems, and process. St. Paul:West Publishing.
    Gabriellsson, M. 2005. Branding strategies of born globals, Journal of International Entrepreneurship, 3: 199-222.
    Golden, B. R., & Ma, H. 2003. Mutual Forbearance: The role of intrafirm integration and rewrads. Academy of Management Review, 28(3):479-493.
    Graebner, M. E., & Eisenhardt, K. M. 2004. The seller’s side of the story: acquisition as courtship and governance as syndicate in entrepreneurial firms. Administrative Science Quarterly, 49: 366–403.
    Grant, R. M, 1991. The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3): 114-135.
    Hax, A. C., & Majluf, N. S. 1991. The Strategic Concept and Process, Englewood Cliffs: Prentice Hall.
    Heide, J. B., & John, G. 1990. Alliances in industrial purchasing: the determinants of joint action in buyer-seller relationships. Journal of Marketing Research, 27(1):24-36.
    Hobday, M. 1995. East Asian latecomer firms: learning the technology of electronics. World Development, 23(1): 1171-1193.
    Jayachandran, S., Gimeno, J., & Varadarajan, P. R. 1999. Theory of multimarket competition: A synthesis and implications for marketing strategy. Journal of Marketing, 63(3):49-66.
    Kang, M. P., Mahoney, J. T, & Tang, D. 2009. Why firms make unilateral investments specific to other firms: the case of OEM supplier. Strategic Management Journal, 30(2): 117-135.
    Karnani, A., & Wenerfelt, B. 1985. Multiple point competition. Strategic Management Journal, 6:87-96.
    Ketchen, D. J., Snow, C. C., & Hoover, V. 2004. Research on competitive dynamics: recent accomplishments and future challenges. Journal of Management, 30(6): 779-804.
    Klein, B., Crawford, R. G., & Alchian, A. A. 1978. Vertical integration, appropriable rents, and the competitive contracting process. Journal of Law and Economics, 21(October): 297-326.
    Kotler, P. 1997. Marketing Management: Analysis, Planning, Implementation, and Control (9th ed.). Englewood Cliffs: Prentice Hall.
    Krake, F. 2005. Successful brand management in SMEs: a new theory and practical hints. The Journal of Product and Brand Management, 14(4):228-238.
    Lall, S. 1992. Technological capabilities and industrialization. World Development, 20(2): 165-186.
    Lado, A. A., Boyd, N. G., & Hanlon SC. 1997. Competition, cooperation, and the search for economic rent: a syncretic model. Academy of Management Review, 22: 110-141.
    Lieberman, M. B., & Montgomery, D. B. 1988. First-mover advantages. Strategic Management Journal, 9(Special Issue): 41-58.
    Liu, F. H., Liu, H. Y., & Lin, T. L. 2008. The competence and constraints of brand building for contract manufacturers. Brand Management, 156(6): 412-432.
    Luo, Y. D., & Tung, R. L. 2007. International expansion of emerging market enterprises: a springboard perspective. Journal of International Business Studies, 38(4): 481-498.
    March, J. G., & Simon, H. A. 1958. Organizations. New York: Wiley.
    Nelson, R. R. 1991. Why do firm differ, and how does it matter? Strategic Management Journal, 12:61-74
    Peng, T. A., & Bourne, M. 2009. The coexistence of competition and cooperation between networks: implications from two Taiwanese healthcare networks. British Journal of Management, 20: 377-400.
    Peng, T. A., Pike, S., Yang, J. C. H., & Roos, G. 2012. Is cooperation with competitor a good idea? An example in practice. British Journal of Management, (forthcoming).
    Penrose, E. T. 1959. The Theory of the Growth of the Firm. New York: Wiley.
    Pfeffer, J. 1982. Organizations and Organization Theory. Boston, MA: Pitman.
    Pfeffer, J. 1987. A resource dependence perspective on intercorporate relations. In Mark S. Mizruchi and Michael Schwartz (eds), Intercorporate Relations: The Structural Analysis of Business:25-53. Cambridge: Cambridge University Press:.
    Pfeffer, J. & Salancik, G. R. 1978. The External Control of Organizations. New York: Harper & Row.
    Porter, M. E. 1980. Competitive Strategy. New York: Free Press.
    Porter, M. E. 1984. Strategic interaction: some lessons from industry histories for theory and antitrust Policy. In R. B. Lamb (Ed.) Competitive strategic management: 415-445. Englewood Cliffs: Prentice-hall.
    Porter, M. E. 1985. Competitive Advantage. New York: Free Press.
    Santos, F. M., & Eisenhardt, K. M. 2005. Organizational boundaries and theories of organization. Organization Science, 16: 491-508.
    Schumpeter, J. 1934. The Theory of Economic Development. Cambridge: Harvard University Press.
    Seth, A., Song, K. P., & Pettit, R. R. 2002. Value creation and destruction in cross-border acquisitions: an empirical analysis of foreign acquisitions of U.S. Firms. Strategic Management Journal, 23(10): 921-940.
    Shervani, T. A., Frazier, G., & Challagalla, G. 2007. The moderating influence of firm market power on the transaction cost economics model: an empirical test in a forward channel integration context. Strategic Management Journal, 28(6): 635-652.
    Shook, C. L., Adams, G. L., Ketchen, D., & Craighead, C. 2009. Toward a “theoretical toolbox” for strategic sourcing, An International Journal of Supply Chain Management, 14(1): 3-10.
    Smith, K. G., Grim, C. M., Chen, M. J., & Gannon, M. J. 1989. Predictors of competitive strategic actions: Theory and preliminary evidence. Journal of Business Research, 18:245-258.
    Smith, K. G., Grimm, C. M., Gannon, M. J., 1992. Dynamics of Competitive Strategy. Newbury Park: Sage Pulication.
    Strauss, A., & Corbin, J. 1990. Basic of Qualitative Research: Grounded Theory Procedures and Techniques. Thousand Oaks: Sage.
    Strauss, A., & Corbin, J. 1998. Basic of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. Thousand Oaks: Sage.
    Teece, D. 1980. Economies of Scope and the Scope of Enterprise. Journal of Economic Behavior and Organizations, 1(3): 223-247.
    Thompson, J. D. 1967. Organizations in Actions. McGraw-Hill: New York.
    Vernon, R. 1966. International investment and international trade in the product life cycle. Quarterly Journal of Economics, 80(2): 190-207.
    Vernon, R. 1979. The product cycle hypothesis in a new international environment. Oxford Bulletin of Economics and Statistics, 41(4): 255-267.
    Wells, L.T. 1972. A Product Life Cycle for International Trade? Boston: Harvard Business School, Division of Research.
    Wernerfelt, B. 1984. A resource-based view of the firm. Strategic Management Journal, 5(2):171-180.
    Williamson, O. E. 1975. Markets and Hierarchies: Analysis and Antitrust Implication. New York: Free Press.
    Williamson, O. E. 1979. Transaction-cost economics: the governance of contractual relations. Journal of Law and Economics, 22: 233-261.
    Williamson, O. E. 1983. Credible commitments: using hostage to support exchange. American Economic Review, 73(4): 519-540.
    Williamson, O. E. 1985. The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting. New York: Free Press.
    Williamson, O. E. 1991. Comparative economic organization: the analysis of discrete structural alternatives. Administrative Science Quarterly, 36: 269-296.
    Williamson, O. E. 1999. Strategy research: governance and competence perspective. Strategic Management Journal, 20(12): 1087-1108.
    Williamson, O. E. 2000. The new institutional economics: taking stock, looking ahead. Journal of Economic Literature, 38: 595-613.
    Yin, R. 1994. Case Study Research: Design and Method. Thousand Oaks: Sage.
    Zaheer, A., & Venkatraman, N. 1995. Relational governance as an interorganizational strategy: an empirical test of the role of trust in economic exchange. Strategic Management Journal, 16(5):373-392.
    Zajac, E. J., & Olsen, C. P. 1993. From transaction cost to transactional value analysis: implications for the study of interorganizational strategies. Journal of Management Studies, 30(1):131-145.
    描述: 博士
    國立政治大學
    企業管理學系
    96355508
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0963555081
    数据类型: thesis
    显示于类别:[企業管理學系] 學位論文

    文件中的档案:

    没有与此文件相关的档案.



    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈