本研究採用兩階段的集中式資源分配和資源重分配概念，探討臺灣鐵路在各車站資源 (人員和設備) 集中配置和最佳化後，對臺灣鐵路業者整體營運效率所產生的影響。其結果顯示，雖然在良好的資源配置下其整體產出所增加的比例越高，但也勢必會造成臺灣鐵路業者大規模的組織變動和調整 (如人員的減少)，進而產生較大的組織抗拒。因此，本研究根據資源分配範圍和方式的不同，依序區分為三種計畫 (長、中和短期) 以及三種方案 (根據人員調整方式分為方案一、方案二和方案三)，希望透過較為緩慢的方式，讓臺灣鐵路業者在不同的環境下，對產出和組織抗拒間作一有效權衡。

This study aims to investigate the effects of the centralized allocation and optimization of Taiwan’s railway resources (personnel and equipment) on the overall operational efficiency of its railway industry, based on the concept of two-phase centralized allocation and reallocation of resources. A Taiwan railway data analysis conducted in 2011 showed that the high overall output due to the efficient allocation of resources has led to large-scale organizational changes and adjustments (such as staff reduction) in Taiwan’s railway industry, resulting in widespread organization resistance. Therefore, this study divides resource allocation into long-term, middle-term, and short-term allocation, with three resource adjustment programs (programs I, programs II, and programs III) according to different ranges and ways of resource allocation. This process can enable Taiwan’s railway industry to achieve balance between output and organization resistance under different environments in a more efficient manner.

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