This study paper not only to do the comparison study of competition strategy analysis , also cover the other two dimensions¡¦s comparison of entrepreneurship and innovation strategy analysis. Through these three dimensions analysis to do the case study of Starbucks, and further to do comparison between two selected restaurant , 85 C & Cha for tea with the Starbucks (1992, before IPO) then try to concluded to future tea restaurant model. The production of Taiwan tea leaf industry, drop from per year 4 thousand tons to Around 2 thousand tons, but actually the total industry sales value still keep same level as the peak year, the major reason is cause by the growth from three market segment ,First segment , the tradition tea shop ,sale more then 4 thousand tons tea leaf ,mainly Oolong tea & Green tea ,total sales amount around 11 Bio NTD . Second segment, the ready-to- drink ,tea drink beverage industry ,consume more then 6 thousand tons tea leaf, total end product sales amount over 15 Bio NTD, Third segment , tea house + tea stand and tea restaurant ,consume around 7 thousand tons tea leaf,total end product sales amount around 18 Bio NTD. Base on above three segment , we can see tea house + tea stands and the tea restaurant are the major growing segment for the whole tea industry, also if we counts in the total involve labors ,still this segment share the biggest contribution. Then we foresee as long the innovation growth from this segment will in final contribute to Taiwan tea industry. This paper then focus on the future dream model of tea restaurant , while review the history of Stuarbucks & Taiwan tea restaurant ,It is very interesting to found that both starting from early 1970, till 1992, come out to be huge difference, Starbucks start its IPO in 1992 then continuous to do the internationalize extension, and become a worldwide leading specialty coffee house and famous brand . In the mean time , Taiwan tea restaurant ,diversity growth in Taiwan inland and east Asian, there been a lot success medium & small chain store , without a realy internationalize teaestaurant. I select Starbucks in 1971- 1992 before IPO period as target benchmark to do the case study, after screening the local tea restaurant and chain store , found that the 85 C coffee house and Cha for tea Tea restaurant was the best candidates to be a dream module as the comparison study. Case study ,start from background introduction of Taiwan tea house+tea stands and tea restaurant's history. Second part, Collect the theory and analysis model for success strategy and innovation strategy. Third part, outline Starbucks success model, utilized the external market environment and internal value chain and plus entrepreneurships & innovation strategy to outline the success of Starbucks . The final part is to do the details comparison between 85 C coffee house and Cha for tea Tea restaurant with Starbucks ,Then concluded to the future dream model of tea restaurants.

The role of military instructor was quite important in the early age of development in Taiwan.Military instructor dedicate much of their time and efforts for keeping safty and harmony inside school,but their social status has been queried by Taiwan society. It is important for education administration and military instructor to understand the career anchor. The purpose of this study are to find the relationship between recognition of changing in external environment,career anchor & job change intention-An example of military instructor in college.This research uses t test,single variance analysis,pearson analysis and step-by-step regression to study the relations of variance.800 questionnaires were released.419 are available.The results of this research result from the statistical analysis of three variables.They are recognition of changing in external environment,career anchor & job change intention. According to the analysis of the research data,we can get the findings of the study as follows¡G 1.The recognition for social support of organization has negative influence to turnover. 2.The recognition for development of organization in the future has negative influence to outbound after resign. The recognition for social surpport of organization has positive influence to outbound after resign. 3.The interaction between the recognition for social surpport of organization and anchor of service/challange has negative influence to turnover. 4.The interaction between the recognition for development of organization in the future and anchor of service location has negative influence to outbound after resign. It is hoped that this results will provide useful information to the policy and decision makers as well as education administrations on how to manage and improve the quality of a military instructor's service on a campus.

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Doctor of Philosophy / This dissertation joins a vibrant conversation in entrepreneurship research about the variance and similarity of entrepreneurial action and related outcomes. Specifically, this dissertation explores the effects of external environmental changes, such as COVID-19, Artificial Technology, the NCAA's Rule Change on the use of Name, Image, and Likeness, on entrepreneurship. Given that these environmental changes vary—some are more sudden than others, they do not have the same impact on entrepreneurship, in essence, they lead to heterogeneous entrepreneurial action and outcomes. By developing three interconnected essays, the dissertation examines the heterogeneity in entrepreneurship. Collectively, these essays bring home the idea that changes in the external environment provide important raw materials for individuals and firms to undertake entrepreneurial action. The findings suggest that variance in the raw materials and the characteristics of the individuals and firms generate heterogeneous entrepreneurial action and outcomes. Consequently, the presence of inequities in entrepreneurship corresponds to the societal grand challenges faced by policymakers around the world. Subsequently, by providing a novel theory and empirical treatments of the causes of heterogeneity of entrepreneurial action, the dissertation signifies the continued relevance of the entrepreneurship discipline to the spheres of academia and practice.

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To align firm strategy with the changing environment has always been a challenge for executives. The business literature consists of different perspectives on how to solve the problem and whether to resist change, adapt or do both at the same time. Each got their own implications, inertia could lead to rigidness, adaptability might negatively influence reliability and ambidexterity is seen as a combination of both. The core is exploiting present capabilities meanwhile exploring future opportunities. To study these notions we have conducted a cross-sectional study including four Swedish service-firms which operates in either a stable or dynamic environment. Executives were interviewed and asked to elaborate on their strategies. By doing this we were able to construct a model who suggests when to adapt, when to resist change depending on environmental stability. We also observed that capital- and knowledge-intensity has been somewhat neglected in previous research and could be studied further.