隨著行動通訊及裝置設備的普及，全球行動數據流量爆炸性的成長，帶動行動基礎建設與穩定傳輸品質的需求。對電信營運商而言，基地台是維持高速上網與通訊品質的基礎，有效的資源規劃才能維繫企業的永續經營，進而創造最大利潤與競爭力。本研究提出行動通訊資源規劃之模式，藉由價值鏈分析基礎建設服務與支援活動，以資源基礎觀點之特性，萃取決策者的內隱知識，找出重要影響因素，並以模糊多準則決策方法量化評估，將結果分類，由組織的支援活動探討各類基地台資源規劃，以達資源互補及綜效的發揮。本研究為說明模式之可用性，以某大電信公司基地台作為實例驗證對象，根據結果探討行動通訊基地台資源規劃之模式，輔助決策者訂定各類基地台不同的資源規劃標準。

Due to the rapid developments in the mobile communications, increased penetration rates and essential characteristics of the mobile devices, which enable mobile telecoms industry to carry the effective planning for the resources allocation of the mobile telecommunications. This study aims to shed light on the driving resource planning affecting 4G system of base stations, focus on the sustainable competitive advantage under a turbulent and uncertain environment. Therefore, this study develops a resource-based view planning model using a multi-criteria operational resource evaluation, in which the fuzzy MCDM are adopted to identify the competitive advantage of available resources based on value chain analysis and resource-based theory. A case study is conducted to illustrate how the model can be applied as a tool for exploring the potential competitiveness of the resource planning of the base stations in the mobile telecoms industry. The proposed model may help the mobile telecoms organizations to more effectively manage their base station resources, and thus obtain competitive advantages.

隨著行動通訊及裝置設備的普及，全球行動數據流量爆炸性成長，帶動行動基礎建設與穩定傳輸品質的需求。對電信營運商而言，基地台是維持高上網與通訊品質的基礎，有效的資源規劃才能維繫企業的永續經營，故如何將企業資源與能耐，進行策略規劃與佈局，產生競爭優勢，成為電信營運商決勝負的關鍵。 本研究提出以資源基礎理論與模糊多準則決策建構行動通訊基地台資源規劃模式，可幫助行動通訊營運商了解基地台資源規劃與組織支援活動間的相對重要性，成為企業持續性競爭優勢的來源。首先分析電信營運商行動通訊基地台之價值鏈定位，由價值鏈角度思考將價值活動分為基礎建設服務與支援活動，透過支援活動讓基礎建設服務提供的資源有更好的利用，創造差異性的價值；再則，以資源基礎觀點為基礎，輔以知識擷取的工具，找出基地台資源規劃之重要的影響因素；進而以多準則決策方法，將基地台資源規劃的影響因素，以模糊語意評估基地台，並分類評估結果，由組織的支援活動討論各類基地台資源規劃，以達成資源互補及綜效的發揮，提升電信營運商資源管理的能力。 本研究提出之框架強調基地台資源規劃，就管理意涵而言，電信營運商之資源中心維運基地台多以處理障礙為重點，且需花費許多時間追蹤處理問題，應用本研究提出之模式，以系統化管理方式分析出各種不同類型基地台之維運模式，不僅可使維運以電子化、系統化方式管理，更可提高維修效率，縮短平均維運時間，進而提升績效與資源配置透明化，創造業務面、維修面、服務面、維運面等績效。再則，策略管理的領域中，強調競爭優勢來自於組織知識的累積，知識優勢是持久性的，並且當組織擁有愈豐富的知識時，愈有能力去學習。本研究實際邀請決策專家參與基地台資源規劃，萃取專家內隱知識，最終定出不同資源配置標準，未來設計人員在規劃資源時，可於規劃初期，就一併將工程竣工後的維運管理方式，融入設計模式，達成規劃、設計、施工及維護一元化的設計理念，使企業資源作較佳的運用。

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