中山科學研究院永續經營關鍵因素之評估

Evaluating The Sustainable Critical Factors of The Chung-Shan Institute of Science and Technology

林立國(Li-Kuo Lin)

指導教授 ： 胡宜中 ； 邱榆淨

中原大學/商學院/企業管理研究所/碩士(2006年)

https://doi.org/10.6840/cycu200600076

摘要

中文摘要

面對快速及激烈變化的外在環境，公司一定要有因應的策略才能生存。中科院近年來所受的內外在環境變化衝擊很大，如國防預算緊縮、外購武器管道開放、以及三軍委託案中之生產計畫要配合國防部「資源釋商」政策執行，實際可留於院內運用之經費比例較以往大幅降低，更嚴重影響中科院經費之運用及作業維持。因此，面對這些衝擊，中科院經營者勢必要在策略規劃上作思考，才能持續開創競爭優勢及維持中科院的永續經營。
本研究之目的係藉由層級分析法(Analytic Hierarchy Process)，找出影響中科院永續經營關鍵之因素，作為中科院優先實施之事項，以改善中科院的經營困境，使其能夠永續經營。
本研究經參考相關文獻、中科院 SWOT 分析及對中科院有深入了解之專家進行前測問卷調查，藉由整合多方觀點，建立一套客觀、周延及整體性的中科院永續經營關鍵因素評估準則層級架構，共計四大構面及二十六項評估準則。再以此架構作為問卷設計之主要內容，並針對中科院內部員工(區分策略研究者、中階主管與高階主官三個群體)進行問卷調查，共發出34份問卷，回收有效問卷計有32份，有效回收率為94％，再利用層級分析程序法來訂定各項因素的權重值，以了解不同群體在評估層面或評估準則的重視度及其異同處。
本研究結果經分析後，得到結論如下
ㄧ、中科院永續經營關鍵因素之評估，調查結果分析發現主要考慮層面為組織變革，次要考慮層面則為改善營運流程、建案開創與人力資源運用等三項。
二、「組織定位」、「確立本院目標」、「爭取科研計畫案」、「爭取三軍委託案」、「績效評估與管理」、「組織型態」與「建立核心能力」等七項是中科院永續經營關鍵因素的優先重要考慮執行要項。
三、「落實品質管理」、「爭取民間技服案」與「爭取各部會重大工程案」等三項，在整體權重分別排名倒數第三、二與一名；權重排名較後，表示其在中科院永續經營關鍵因素的評估準則分析中比較不受重視。但以實質觀點而言，「落實品質管理」應該很重要，此次調查不受重視，或許跟中科院執行產品製作，已經落實品保稽核有關，而且大家已經養成習慣，因此，調查時大家都認為「落實品質管理」這一項就沒那麼重要了。

關鍵字：層級分析法、永續經營、中山科學研究院

關鍵字

層級分析法 ； 中山科學研究院 ； 永續經營

並列摘要

Abstract

In the light of new challenges arising from changes in the national defense policies, dramatic management reforms in Chung Shan Institute of Science and Technology（CSIST） is the key to stay competitive in the industry. The new policies such as the reduction of national defense budget, diversifying armament supply chain and the “Partnership with Industry” plan force CSIST to share operation resources with various manufacturers and thus lead to the limitation in budget allocation as well as the scarcity of operation resources. This document is a research report using Analytic Hierarchy Process （AHP） to analyze the impact of business environment and thereby deriving suggestions of remedies for competitiveness improvement.

In order to conduct an exhaustive study, a preliminary survey of evaluation measure based on extensive research through documentations and CSIST SWOT analysis, was conducted to a group of senior personnel. The final version of this evaluation measure was divided into four categories and twenty-six evaluation criteria. A questionnaire was designed based on the evaluation measure. Thirty-four questionnaires were completed by CSIST employees (division strategic researchers, mid-level managers, top executives), but only thirty-two specimens were considered as effective, i.e., ninety-four percent of effectiveness of the survey. Each weighing set for all of key factors that could crucially affect operation of CSIST was appraised by means of Analytic Hierarchy Process. Thus the comparison in the opinions of various groups of employees greatly helps in calculating the weight of each improvement factor.

The findings of this research are summarized in the following paragraphs:
（1）The most prevailing suggested improvement remedy falls in the category of “Personnel Structure Re-organization”. The next predominant categories are “Improvement in Operation Flow”, “Exploitation of New Project Opportunities”, and “Efficient Utilization of Resource”.
（2）Derived from the above mentioned twenty-six evaluation criteria, seven proposals show as the most valuable remedies. These remedies are “Organization Positioning”, “Goal Establishment”, “Exploitation of New Opportunities in Science”, “Exploitation of New Opportunities in Military Out-Sourced Projects”, “Achievements Assessment and Management” “Type of Organization” and “Core Capability Establishment”.
（3） “Quality Management”, “Exploitation of Opportunities of Technical Support for Industry” and “Exploitation of Big Projects from Government” weigh the lightest on the key factors of management remedies. An important point to be noted is the fact that “Quality Management” has long been implemented in CSIST. Most employees of CSIST might not consider there is much space for quality improvement; therefore, “Quality Management” was not evaluated as a crucial improvement factor.

Key words: Analytic Hierarchy Process, Sustainable Operation, CSIST

並列關鍵字

Sustainable Operation ； CSIST ； Analytic Hierarchy Process

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