本研究採用縱斷面時間序列的角度，由文獻探討中發展出以組織環境─策略契合─策略良好運作為基本觀念的模型架構，並推論出在組織環境下的兩個相關構面為：環境有利性及競爭優勢程度。藉由此兩個構面形成四個象限，透過此四個象限內的成長策略、穩定策略、綜合策略、退縮策略而達到策略的契合。為了達成策略良好運作之目的，在組織結構與管理程序上亦必須有對應的活動，組織結構以集權化、正式化、專業化、內部化或外部化的活動來劃分出四種組織型態，即官僚型、有機型、交易型、關係型；而管理程序則以決策程序、規劃程序、資訊╱溝通程序及控制程序，發展出規章型、參與型、目標管理型、效果型的四種管理類型。 在實證方面，係以中華電信為個案研究法的研究對象，以多種資料來源的方式相互解釋。經由縱斷面時間序列的角度分析後，發現可接受部份本研究模型架構，而經由推論的方式，亦可得出未來營運的方向，其邏輯推理及實務頗能符合本模型架構的觀念，在此方向下如何去選擇策略，構建組織及改變管理程序的活動，並迎合策略的運作，將是國營事業在民營化後的重要課題。

　　　　　This study mainly focuses on the model from the literature review that is organizational environment? strategy fit? goodness of strategic implementation, meanwhile many constructs will be acquired. There are two constructs, the degree of environmental advantage and the degree of competitive advantage, in the organizational environment. Therefore four quadrants will be set up. Each quadrant fits one corporate strategy, those are growth, stability, combination and retrenchment. In order to implement the strategy, a fit management process and organizational structure will be introduced. These two kinds of organizational activities are helpful for the goodness of strategic implementation. Four types of organizational structure are bureaucratic, organic, transactional and relational forms. Four types of management process are regulatory, participant, objective and resultant forms. Which one of them will be adopted depends on the environmental quadrant. The empirical study will consider Chunghwa Telecom as a case study in a longitudinal viewpoint. Multi-data will be adopted to confirm the constructs of the model, the type of management process and the type of organizational structure. After the analysis we find that the model can be partially approved. We also investigate the future environmental quadrant which figure out the future strategy and the fit activities of management process and organizational structure. We believe the study will be contributive to run a government-owned enterprise after privatization.