本研究探討高科技產業中承攬與供應角色流動之轉換因素。隨著南部科學園區產業擴張與技術升級，兩者界線日益模糊，企業常面臨調整外部人力角色的需求。本研究整合組織運作、工作制度、留任管理與產業環境四大層面，透過層級分析法(AHP)對 30 位供應端與承攬端專家進行調查。
研究發現，兩者管理重點顯著不同：(1)供應商首重組織運作(0.2936)與產業環境(0.2800)，其核心轉換因素為專業化需求，強調技術門檻對組織長期發展的重要性。(2)承攬商則將留任管理(0.2781)視為首要考量，其次為工作制度(0.2548)，高度依賴績效與獎勵機制及薪資誘因確保第一線人力穩定並降低施工風險。
兩端專家一致認同經濟性動機與明確的激勵體系是穩定外部人力資源的共同基石。研究得出專業化需求是推動角色流動的核心動力。本研究建議企業應採差異化管理策略：對供應商應提升組織靈敏度與知識資本，對承攬商則應強化職涯通道與獎酬體系。具備專業能力的承攬商轉型為供應商，將有助於提升供應鏈的整體韌性。

This study examines the factors driving role transitions between contractors and suppliers in high-tech industries. As technological upgrades in the Southern Taiwan Science Park blur traditional boundaries, enterprises must adapt their external workforce strategies. Utilizing the Analytic Hierarchy Process (AHP), this research surveyed 30 experts across four dimensions: organizational operations, work systems, retention management, and industrial environment.
The results highlight diverging priorities: Suppliers prioritize organizational operations (0.2936) and industrial environment (0.2800), driven by the need for technical specialization. Conversely, contractors emphasize retention management (0.2781) and work systems (0.2548), relying on financial incentives to stabilize frontline labor and mitigate risks.
Despite these differences, both groups agree that economic motivation and clear incentives are fundamental to workforce stability. The study concludes that specialization is the primary driver of role mobility. We recommend differentiated strategies—focusing on intellectual capital for suppliers and career development for contractors—to enhance supply chain resilience through professionalized transitions.

一、外文部分(依作者姓名開頭字母排列)
1.Butler, M. G., & Callahan, C. M. (2014). Human resource outsourcing: Market and operating performance effects of administrative HR functions. Journal of Business Research, 67(2), 218–224. https://doi.org/10.1016/j.jbusres.2012.09.026
2.Chakraborty, P., Mitra, D., & Sundaram, A. (2024). Import competition, labor market regulations, and firm outsourcing. Journal of Development Economics, 168. https://doi.org/10.1016/j.jdeveco.2024.103272
3.De Cuyper, N., & De Witte, H. (2008). Volition and reasons for accepting temporary employment: Associations with attitudes, well-being, and behavioural intentions. European Journal of Work and Organizational Psychology, 17(3), 363–387. https://doi.org/10.1080/13594320701810373
4.Forrier, A., & Sels, L. (2003). Temporary employment and employability: training opportunities and efforts of temporary and permanent employees in Belgium. Work, Employment and Society, 17, 641–666. https://doi.org/https://doi.org/10.1177/0950017003174003
5.Gilley, K. M., Greer, C. R., & Rasheed, A. A. (2004). Human resource outsourcing and organizational performance in manufacturing firms. Journal of Business Research, 57(3), 232–240. https://doi.org/10.1016/s0148-2963(02)00304-1
6.Liu, Z., & Zhu, J. (2020). Why workers’ turnover is so high: managed flexibility and the intermediary chain of China’s migrant labor market. The Journal of Chinese Sociology, 7(1). https://doi.org/10.1186/s40711-020-00120-z
7.Nordigården, D. (2015). OUTSOURCING FROM A SUPPLIER PERSPECTIVE. WEI Business and Economics, 4.
8.Saaty, T. L. (2008). Decision making with the Analytic Hierarchy Process. International Journal of Services Sciences, 83–98. https://doi.org/10.1504/IJSSCI.2008.017590
9.Sakib, M. N., Tabassum, F., & Uddin, D. M. M. (2023). What we know about the trends, prospects, and challenges of human resource outsourcing: A systematic literature review. Heliyon, 9(8), e19018. https://doi.org/10.1016/j.heliyon.2023.e19018
二、中文部分(依作者姓名筆劃排列)
1.王振家. (2009). 非典型勞動勞工權利問題與因應.
2.成之約. (2006). 產業工會對「派遣勞工」的態度 及其對勞資關係意涵之初探. 政大勞動學報, 20, 97–123.
3.成之約. (2018). 勞動環境發展與我國公平集體勞動關係制度的推動. 台灣勞工季刊, 54.
4.吳青美. (2013). 派遣契約改為不定期契約之影響分析.
5.李育哲. (2009). 南科派遣直接員工離職傾向因素之探討.
6.邱羽凡. (2024). 何謂勞務承攬？從承攬契約之要素檢討勞務契約類型區別標準. 國立中正大學法學集刊, 84(84), 187–242. https://doi.org/10.53106/172876182024070084004
7.孫雅琪. (2019). 台灣勞工從事派遣勞動之制度因素分析 -以日本的經驗為對照.
8.財團法人中華經濟研究院. (2012). 運用非典型勞工提升產業競爭力之研究.
9.梁淑麗. (2000). 協力外包制度下暫時性人力管理之分析-以中鋼公司及其協力廠商為例.
10.許妙穗. (2001). 我國人力派遣制度安排之探討.
11.許進福. (2015). 我國勞動派遣法制之研究-以派遣勞工保護法草案為中心.
12.陳永昌. (2018). 企業人力資源策略研究-以中華電信公司為例.
13.黃同圳. (2011). 勞動派遣在企業人力資源管理之運用探討. 台灣勞動評論, 1–33. https://doi.org/10.29744/TLR.201106.0001
14.趙子元. (2024). 從新產業都市主義探討產業發展對於周邊環境主觀及客觀生活品質影響_以臺南科學園區為例.
15.劉育名. (2018). 政府機關運用非典型勞動力之研究-以勞動派遣及勞務承攬為中心. https://doi.org/10.6814/THE.NCCU.LLME.015.2018.F10
16.劉芳君. (2003). 組織人力精簡對留任員工之態度和行為及組織績效關係之研究.
17.諸茉莉. (2015). 企業組織文化與高績效人力資源管理實務對員工留任意願之影響：不同僱用型態之比較.
18.鄧學良. (2010). 論勞務採購與勞動法制之關係. https://doi.org/10.29902/JCSTVS.201003.0002
19.鄭水可. (2007). 派遣員工之工作滿意度與主管領導風格及其人格特質之相關性研究 -以台南科學工業園區為例.
20.鄭枝亮. (2009). 影響間接派遣員工工作滿意相關因素之研究 －以台灣科技產業為例.
21.戴海柔. (2021). 我國中高齡及高齡者退休後再就業類型決策行為過程及影響因素之探討.
三、網路部分
1. 國家科學及技術委員會科學園區從業員工數統計https://wsts.nstc.gov.tw/STSWeb/sciencepark/ScienceParkReport.aspx?language=C&quyid=tqemployees01
2. 南部科學園區管理局投資相關統計https://www.stsp.gov.tw/web/WEB/Jsp/Page/cindex.jsp?frontTarget=DEFAULT&thisRootID=73