本研究欲了解微型出版社在競爭的出版環境中「如何」管理並經營公司，以及影響其決策的因素為何，旨在建構微型出版業者之共通的經營模式。 本研究採用多個案研究，以台灣地區組織人數在五人以下，專責圖書從內容決定到印刷、生產方面等使圖書成型或使內容加值的六個微型出版社為對象，透過文獻探討與分析，歸納出經營模式的主要內涵包含三大構面：產銷連結、資源整合、競爭策略。透過深度訪談方式，將訪談資料加以編碼、分析，以建構微型出版社的經營模式。 本研究經過分析比較之後，得到研究結論如下：〈一〉在產銷連結方面必須做好產業分工，將每個環節的生產作業適度外包，維持穩定的合作關係，除了可以節省成本外，也可以使每個環節的作業更加專業化。〈二〉在資源整合方面必須將資源作出最好的配置，考量的因素即是本身的專業能力，保留本身最佳且無法複製的核心能力，其他生產環節則與外部合作。〈三〉在競爭策略方面必須培養自身的競爭優勢，活用本身的核心能力，選擇明顯的市場區隔，避開一些可能的競爭者，努力尋找並滿足顧客的需求，為顧客創造價值。 基於研究發現，研究者提出後續研究以及實務應用上關於經營管理的建議。 The research about the management of micro-publisher is to find out the elements affecting decision making and build a beneficial management system. It analyzes several related cases which contain the management teams under five people and are in charge all six value-added processes from material selection to printing and producing. It includes three structures: the production and sales chain, the resources reconciliation, and the competition strategies. Through a series of interviews, coding and analyzing the contents, it provides the management model for micro-publishers. Based on the comparison and analysis, it draws three conclusions as following. （1）Separate the production and the sales. By cooperating with external companies, micro-publishers can benefit from stable relationship under which each process can be more professionally taken care of.（2）Keep the core value and leave other parts to the companies which have more experiences. In this way, the resources are distributed to the key points without being wasted.（3）Develop the competitive advantages, choose the market division and avoid some aggressive competitors. Find and customers’ demand and create value for them. By studying the results of the research, the researcher will provide practical suggestions in real operation.
