本研究案探討有關IC設計M公司的資訊技術（Information Technology, IT）客服中心（Call Center）外包策略與創新管理的研究。。
因應Ｍ公司的國際化業務增長、併購策略與未來IT服務導向的策略趨勢，Ｍ公司資訊單位客服中心自2009年成立以來，已然成為全球員工感知IT服務好壞的關鍵部門。與一般傳統認知的客服中心相比，Ｍ公司36500客服中心具有服務面向廣、處理能力高、應變速度快等特點。而隨著公司規模的持續擴大，如何提高客服中心的服務效率與品質，並有效降低客服中心的人員流動率以及其外包成本，已成為一個管理階層亟待認真思考與解決的問題。
本研究以洪世章教授的創新六冊為理論架構，透過分析36500客服中心現存的外包問題、人員管理及服務現狀，制定出最佳化方案，並對今後的外包策略及創新管理出建議。最後，綜合考慮M公司36500客服中心的發展現狀和人力資源特點，提出新的外包策略與績效評估指標，作為個案公司日後的外包策略與創新管理之參考。

This research explores strategic outsourcing and innovative management of an Information Technology（IT）Call Center at an Integrated Circuit（IC）Design Company, here designated as “M Company”.
In 2009, the IT Department in M Company created the IT Call Center in response to the internationalization of the Company businesses, Merger and Acquisitions (M&A) strategies and IT service-oriented trends. Since then, the Call Center has become a key part of the employees’ perception of the service provided by IT. With the continued expansion of M Company, improving the IT Call Center’s efficiency and reducing the Call Center’s staff turnover rate and outsourcing costs, have become critical questions which require serious through by management.
This study uses Professor Shih-Chang Hung “Six Innovations” as a theoretical framework to analyze the current issues faced by the 36500 Call Center as well as the Call Center’s staff management and service status to as to formulate an optimized management plan for the Call Center and to advise management on outsourcing strategies and innovative management methods. At last, considering M Company Call Center and Human Resources development, this study proposes a new outsourcing strategy and performance evaluation indicators that could serve as a reference for future outsourcing strategy and innovative management.

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