The development of Taiwan's textile industry more than 50 years, Taiwan's textile industry qualifications of development, formed upstream, midstream, and downstream of complete integration in Taiwan's accession to the World Trade Organization (WTO), on the international market, opening a number of unfavorable factors, Taiwan's textile industry in the face of the development of internal and external business environment changes, it is bound more to strengthen the competitive advantage and globalization strategy. That will be the future of Taiwan's textile adjustment approach, and thus this study aimed at the textile industry competitive strategy analysis. The Saaty (1980) identify key factors that can be used Analysis Hierarchy Process (AHP) to analyze. AHP through group discussion, the use of expert interviews participants, the intricacies of the evaluation system. This can simplify the condensed elements level system to simplify and facilitate decision-making procedures. Through the AHP sector of its most important to the structure surface, due to Taiwan's textile industry long-term development of the accumulated product experience. That can use differentiated technology really cut to master the high added value products market, while the study results pointed out, spinning knowledge industry's most important competitive strategy for strengthening R&D, and with the specialization of R&D talent and technology as guidance and financial management in the company to consistent industrial processes with the company, thus to support the textile industry in the ethnic groups to open up new markets and investment in high-growth products, to develop a unique competitive advantage of Taiwan's textile industry and textile industry during the development of reference.

This research is to learn the recruitment strategy and the school advantages of private universities of technology in Kaohsiung. Two private universities of technology in Kaohsiung area were selected for this research. The questionnaire of school resource advantage cognition was designed for students selected from these two schools. Interviews with related administrative staff from these two schools were also proceeded for cross analysis and for verification of the statistic result. The core competence of the schools was demonstrated. The application, development, and accumulation of the core competence would then establish sustainable competitive advantages of the universities of technology. The following observations were obtained. 1.The advantages in geographic location and convenience in traffic do attract students. Schools in weak situations mostly put efforts on improving the life's mechanism and lift the expediency to the traffic in order to reduce the difference from their strong competitors. Land limitation can be adjusted by increasing the floor squares in the buildings. 2.The advantages in teacher quality owned by new universities of technology can not be caught up by their competitors within short period of time. To encourage the acquirements of the teacher¡¦s professional certificates and raise the academic research ability would be important in the future. 3.Most schools would develop courses on both theoretical and practical bases. But multi-degree system causes the difficulty in course design and complexity in administrative works. Therefore, simplification of the degree-system is a direction to advance. 4.Currently, career consultations are supported by database systems and some other electronic mechanism. To promote the employment opportunities for students, the cooperation between the school and the industry has significant effect and competent alumni in the industry can provide rich job information. Thus effective management to the precious alumnus resource is important. 5.The most significant competitive advantage of student recruitment is the school¡¦s reputation. It is worth establishing a specialized unit to integrate resources and develop marketing strategies for promoting the school¡¦s specializations. Keeping active relationships with the mass media to raise the reputation of the school is also essential. 6.The advertisement for recruitment of students should be initiative, creative and active and there should be sufficient fund, personnel and activities. Technological and vocational school fair is the best opportunity to show the distinguished features and raise the reputation of the school; therefore thorough planning to the fair is crucial.

The era of globalization and knowledge-economy has become the trend of the world. The enterprise faces such environment must consider the way how to maintain the competitive advantage. The way of the competitive advantage can adopt global logistics which transfer some department to relative advantage country in order to improve it¡¦s productivity. In1987, the Government released the law about restricting people to contact between Taiwan and China, and the trade between Taiwan and China became more and more important. With the trend of economic community in globalization and the industrial environment that changed in Taiwan, the Taiwanese firms should think more about how to keep advantages in global competition. Internationalization is the best choice that can help Taiwanese firms promote their competitive position in the world. China is a developing market and having a lot advantages, such as rich resources and cheaper labors. In a word, China has become the major location of Taiwanese firm¡¦s foreign direct investment. Before setting up a plant,the enterprise needs to know why they try to do that? First, if they just do a trial investment, build an offshore factory is enough. Otherwise, the enterprise not only loss the capital and then will hurt the assets of headcompany. Until the branch is operated steadily; or finding another nich. Enterprise could invest more resource and change the invested way to other type such as resource plant model, contribution plant model, front plant model or leadership plant model. The purpose of this thesis is to study if the enterprise builds new plant should consider which relative plant location. These factors provide a building new plant decision-making and investment referential framework. In other word, through this way the enterprise acquired the lowest cost and improved the sustainable competitive advantage. According to scholar¡¦s research, the factor of plant location includes: cost, infrastructure, business service, labor, government, customer/market, supplier / source, competitor. If we analyze quantity and quality in these factor that discover some signification such as the labor, infrastructure, government. From the environmental factor aspect (such as plant size, industry), the enterprise emphasize labor, supplier¡¦s factor that will set up plant in Taiwan; Otherwise, the enterprise will set up plant in China when it enhances the customer and market. Finally, we give some conculsion and suggestion.

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A common perception in many SMEs is that the corporate culture is fuzzy and hard to manage. A common problem is that many business owners and managers in SMEs do not understand the importance of a well-functioned culture, but instead focus on the core business. Therefore, the purpose of this thesis is to examine how SMEs can strengthen and use the corporate culture as a competitive advantage. The research contains an analysis of corporate culture in four different Swedish SMEs, two small-sized and two medium-sized enterprises. In order to fulfil the purpose of this thesis a qualitative research method, through semi-structured interviews, is used. The empirical findings indicated that some companies embrace and develop actively with corporate more proactively than others. The overreaching conclusion is that all the participating companies see corporate culture as important. However, there are differences in how to manage corporate culture and also differences in which way the companies perceive their corporate culture as a competitive advantage. Significant findings from the research are that visions and motives help corporations to make their culture more tangible. Along with proper internal information the culture becomes stronger and more functional. The CEO has an important and influential role when managing corporate culture.

Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This study focuses on corporate social responsibility from a management perspective. The study had the following objectives - to investigate the level of adoption of CSR by companies in Botswana; to find out why companies in Botswana have embraced CSR; to investigate the views of governments, pressure groups and stakeholders on companies which have embraced CSR in their communities; and to recommend to company management and stakeholders on how best they can use CSR to their best advantage. A Positivist (quantitative) strategy was used to execute this study and data capture was done through the use of a structured questionnaire. This instrument was issued to 100 members of management from companies based near Mahalapye and Gaborone. The response rate was 88%. The key findings were that many companies have CSR policies at their workplaces but they are not yet fully functional. Many companies have also embraced CSR for political mileage reasons only and to appear to be environmentally conscious. / Thesis (MBA) North-West University, Mafikeng Campus, 2013

Huawei représente un des exemples les plus remarquables de rattrapage réussi par les firmes chinoises. Ayant démarré ses activités en 1987, cette entreprise est maintenant classée deuxième équipementier de télécommunications dans le monde, derrière Ericsson. Dans cette recherche, les sources de compétitivité de Huawei sont étudiées à travers un cas longitudinal incluant tous les évènements majeurs de 1987 à 2011. Ces évènements sont analysés selon 3 unités principales : produit/marché et technologie, relations avec les autres firmes et routines. A cette fin, la littérature sur les ressources (RBV), les compétences dynamiques, les réseaux, et les routines, est mobilisée. La littérature sur le rattrapage technologique et économique est aussi utilisée. Quatre phases sont identifiées et analysées. Ensuite, une analyse longitudinale est réalisée, afin de mettre en valeur les trajectoires de Huawei selon les trois unités d'analyse. Enfin, le style stratégique de Huawei est analysé, afin d'identifier les principes généraux qui ont guidé ses décisions stratégiques au cours de son histoire. Les limitations, les contributions à la recherche à la pratique des entreprises, ainsi que des pistes de recherche sont étudiées. / Huawei is one of the most remarkable examples of sucessful catching-up among chinese companies. It started its activities nearly from scratch in 1987, and is now ranked second telecommunications equipment vendor in the world, after Ericsson. In this research the sources of competitiveness of Huawei are investigated using a longitudinal case study (of arond 100 pages) including all major events from 1987 to 2011. These events are analysed according to three main units: product/market and technology decisions, relationships with other firms, and routines. For this analysis, reference is made to several literature streams, namely the resource-based view, the dynamic capability approach, the network approach and the routines-related literature. The catching-up literature is also mobilised. Four different phases are identified and analysed. Then a longitudinal analysis is conducted for the three analysis untis in order to identify the strategic path of Huawei. Finally, an analysis of the strategic style of Huawei is conducted, in order to identify the general principles that have guided strategic decisions overt the company's history. Limitations, possible contributions to literature and practice are discussed, as well as research directions.

The objective of this study is to identify the key determinants of Australia's competitive advantage in the Non-residential construction industry. Porter's Five Competitive Forces Model has been used to analyse the existing industry structure both in Australia and Thailand. In addition. Porter's Diamond Model has been used for identifying the key determinants of Australia's competitive advantage in the industry. The study has drawn upon industry data obtained from interviews with operation managers and executives of major Australian firms in the non-residential construction industry who have been successfully operating in Thailand over the last ten years. Research, undertaken in Australia and Thailand, includes interviews and case study information gained from industry, government and academia. A key finding applicable to each case study was that Australian non-residential construction firms operating in Thailand competed successfully on higher order technological expertise in construction management and operation. Expertise and innovation was created and sustained at home through vertically integrated clusters of industry suppliers to the main contractor and replicated or adapted abroad to local circumstances. Australia's national competitive advantage in the industry has relied on the interaction of key determinants. Favourable factor conditions have provided Australia with a key advantage base, for example, skilled personnel, experience in a variety of construction areas due to the demands of Australia's geography and development needs, and adequate infrastructure provision both physical and capital. Favourable factor conditions combined with intense service rivalry at home, supportive related industries, demanding buyers, and effective competition policy are the key to Australia's success. The study goes on to explain the role that industry and government can play to ensure Australia remains internationally competitive in the industry. In addition summary recommendations are provided of the steps that Thailand needs to take to improve its competitiveness in general and the development of the construction industry in particular.

Adopting a triangulated approach, this thesis consists of three separate but related qualitative studies, the collective objectives of which are to (i) gauge current levels of concern of Australian public universities with rapid intensification of the higher education sector globally; (ii) evaluate strategies developed by universities in response to increasing competition; and (iii) develop a conceptual framework to guide competitive behaviour of universities. Study 1 is a systematic content analysis of published strategic plans of universities using Leximancer (Version 2.20). Relative prominence of concepts identified in this content analysis give rise to propositions relating both to levels of concern with competition and strategies being implemented to protect market position. In Study 2, these propositions are tested in a sample of the universities by means of case studies based on face-to-face interviews with senior academics and administrators. Study 3 draws upon findings of Studies 1 and 2 to develop a strategic model to guide future strategy development. Overall, findings of the studies provide valuable insights into the management of higher education in a dynamic environment in which the intensity of competition is likely to escalate as the pace of globalisation and technological change quickens, as deregulation of the domestic higher education sector continues, as per capita funding is further reduced, as even greater elements of competition and contestability are introduced in the interests of productivity and efficiency, and as overseas student demand slackens in traditional markets.