In Taiwan, many clinics and hospitals have struggled to survive since the implementation of nationalized health care insurance. According to the recent health care insurance policy, a hospitals¡¦ revenue is based on the number of patients treated. For small-scale clinics and hospitals, it is hard to compete with the large medical centers because: first, the clinics are limited to its financial strength, staff, and equipment; second, the co-payment of medical service in mid and small-scale hospitals is not much more inexpensive than in the large medical centers; third, the patient¡¦s referral program is not well established. In order to survive, some small clinics start to form an alliance and provide more versatile service to their patients. By doing so, the hospitals are able to cut down cost, operate more efficiently, and ease the financial crisis. In this research, we focus on local hospitals and their strategic partners to study the limitations and difficulties that the hospitals confront in the current health care environment; the hospitals¡¦ advantages and opportunities, the disadvantage and potential crisis of the hospitals; and the key factors of success of the hospitals. The results show that without changing the ownership and management team, the hospitals adopt vertical alliance. Such alliance includes patient¡¦s referral program, staff training, technical support, information exchanging and sharing, and centralized purchasing of medical products and equipment. Above all, the patient¡¦s referral program is the most important plan. The key factors of success of the hospitals are several. First, before the implementations of nationalized health care insurance, some types of alliances have existed among hospitals and clinics. Next, when setting up new clinics, they can become productive in a short period of time by obtaining resources from their own hospitals and duplicating their successful model based on past experiences. They form cross ownership and thus they are not only familiar with the operation but also share the same business version. Also, centralizing patients who need surgical operation in one hospital help cut down the cost. Finally, setting up new LASIK center especially for those LASIK patients prefer superior quality service and are willing to pay at their own expense.

This research studies Taiwan biggest three vehicle lamp makers and Advanced Lighting System (ALS) R&D Alliance. Firstly, the competition ralations of ALS three lamp makers are examined by Five Forces Model. Secondly, through the viewpoints of ¡§Co-opetition¡¨ and ¡§Co-opetition Value Net¡¨, the factors and processes of from competiton to cooperation between those three lamp makers are analyzed. By the way, the possible problems of sharing maket profits after cooperation are brought up. The main conclusions of this research are¡G 1. It¡¦s difficult to change competitors to be the complementors collaboratively researching and developing together. The process take time and efforts. Strategic alliances are suggested to adapt so-called ¡§Exclusion Clause¡¨, allowing partial members work together by individual projects under confidential agreements. 2. R&D platforms offer the environment of mutual learning and resources sharing. It helps switching competitors to complementors in long term. Alliance members can take advantages from each others through co-working process. 3. The contributions from the joints of future customers and more suppliers will help the commercialization of R&D achievements, while establishing R&D alliances. 4. The multilateral relations of strategic alliance members become complicated as competition occurs inside. ¡§Co-opetition Value Net¡¨ can be applied to explain the condition which competition and cooperation exit together in strategic alliance.

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The travel industry is located at the midstream of the tourism and plays a crucial role in the integration of resources. However, due to its susceptibility to the season, business prosperity, and natural or man-made disasters, the market demand in travel industry is fairly instable. Moreover, the entry-barrier is rather low in this industry, which makes it so competitive that no single enterprise can predominate over others. Consequently, to form a strategic alliance has become an imperative to survive, and a PAK alliance has been proved to be effective in practice for many years. Many travel agencies in Taiwan have taken advantage of a PAK alliance to achieve goals like a high corporate achievement or product-line expansion¡Ketc. This research discusses chiefly about what attitude the scale of business have when joining in a PAK alliance, including their motives, partner-selection, and performance improvement. Furthermore, this study probes into key factors of the success of a PAK alliance and looks into the prospect of tourism. The major findings of this research are listed below: 1. Large-scale businesses participate in a PAK alliance mainly in view of the ¡¥¡¦motive of resources¡¦¡¦, and put much more emphasis on the ¡¥¡¦market strength¡¦¡¦ of their partners. However, an alliance offers nearly no help on the part of ¡¥¡¦financial performances¡¦¡¦. 2. Middle-scale businesses participate in a PAK alliance also mainly in view of the ¡¥¡¦motive of resources¡¦¡¦, and put much more emphasis on the ¡¥¡¦ consistency of business culture¡¦¡¦ between they and their partners. Besides, an alliance can substantially assist them in gaining ¡¥¡¦market strength¡¦¡¦. 3. Small-scale businesses participate in a PAK alliance mainly in view of the ¡¥¡¦motive of economy¡¦¡¦, and put much more emphasis on the ¡¥¡¦ consistency of business culture¡¦¡¦ and ¡¥¡¦network¡¦¡¦ between they and their partners. Besides, an alliance can substantially assist them in the ¡¥¡¦accumulation of organization competence¡¦¡¦. 4. Small-scale businesses pay much attention to the influence of ¡¥¡¦human factors¡¦¡¦ on the success of a PAK alliance. 5. All types of businesses consider it plausible and inevitable for alliance members to cause damage to the overall benefit, and when it does happen, they deal passively with it. 6. In the future, businesses would place little importance on PAK alliance; instead, they are supposed to think highly of the potentiality of their main products if they are competent and the market allows them to do so, and PAK products merely serve to increase the diversity of products.

Taiwan DRAM industry emerged on OEM basis, i.e. foundry manufactures based upon the technology authorized by the foreign owner. With the expansion of capacity, Taiwan DRAM industry has gradually increased its global market share. In particular, only those market players with 12¡¨foundry, which requires hefty capital investment and can significantly increases capacity, are able to compete in the market. The financial tsunami started in 2008, however, impacted severely on the global economy. DRAM industry could not immune from this, and the collapse was unprecedented. Majority of market players were suffering losses, and unable to afford the migration of manufacturing process. Taiwan players used to borrow to expand capacity. Four major Taiwan DRAM players carry an aggregate debt of TWD300 billion. Taiwan DRAM industry is almost destroyed by the high leverage during the financial tsunami. Facing the unprecedented difficulty of DRAM industry, Taiwan government raised an industry re-engineering (or consolidation, whichever is appropriate) proposal with an aim to enhance the competitiveness in the global market through changes in industry structure and business operation. Thanks to the industry recovery stemmed in the third quarter of 2009, DRAM price started rebounding. The financial difficulty of DRAM players was been resolved. The government¡¦s proposal for industry re-engineering was ended up with a failure.Taiwan DRAM players are still operating on OEM basis and lack of competitiveness in global market. Though Taiwan DRAM players have turned profitable, benefited from price rebound, it is still a question mark that these players can survive in the long run. As long as the structural problem remains unsolved, the industry players and the government will face the same issue again in future. When the next recession is coming, whether Taiwan players shall exit the market, or Taiwan government shall step in? Whether the industry shall go through a consolidation? This paper will present the migration of DRAM industry life cycle, change of business model, strategic alliance, and industry trend in future, analyze on business strategies adopted by Taiwan DRAM players under the competitive environment. Hopefully, this paper could provide a reference as to the development of business strategy for Taiwan DRAM players.

Abstract The main purpose of this research & analysis report is to suggest a working model between a world leading connector distribution firm and a world leading connector manufacturer firm that will guide them to improved sales performance, increased profitability, and higher levels of customer satisfaction. However, a lack of trust and commitment is keeping them from accomplishing these outcomes. Without trust, there is no commitment. Without commitment, there can be no meaningful change. The method of this research is to first analyze the theories developed in the past for working partnership between distribution firms and manufacturer firms and then, the empirical studies conducted for the same period of time. Among the theories and empirical studies, we focus on how to bond the relationship by using influence (or power), dependence, functional conflict, and cooperation. More specifically, these factors or variables are somewhat related to idiosyncratic investments and contractual terms which provide the two parties with the options to compare pros and cons of taking the next step for relationship bonding. Other ways that may affect their common interest are to form a strategic alliance or joint venture that will provide a competitive advantage for both companies to win the business in this highly competitive environment. At the end of this research, we use a case study to represent potential relationship issues that still go on in today¡¦s business environment which occurred decades ago. Then, we apply the theories and studies and provide suggestions to both leading connector distributor and manufacturer on how to strengthen working relationship in today¡¦s competitive business environment.

Considering the current National Health Insurance system and the status of finance, many hospitals and clinics are cooperating or doing strategic alliance to achieve economies of scale. Although strategic alliance is common in Western medicine hospitals/ clinics, few Chinese medicine clinics have been done this way. Therefore, this study would like to discuss the behaviors of Chinese medicine clinics to understand how to use strategic alliance and differentiated business models to disencumber crisis for existence. This study selects two Chinese medicine clinics using strategic alliance to conduct case studies. After comparing business models and the ways of strategic alliance between the two clinics, it have been founded that the differences from business models lead to the two clinics have different motivations and methods of strategic alliance. Finally, this study provides some suggestions based on case studies in order to be referred by other Chinese medicine clinics.

The purpose of this research is to discuss the Guanxi among the partners of strategic alliance, the influence on the degree of the trust among the strategic alliance partners caused by Guanxi, and the influences on the alliance performance and on the willing to cooperate in the future caused by the degree of the trust. As the internationalization and liberalization developing, many industries aware of the limitation of their own resources. A company is no longer able to compete with others alone, so they try to forge the strategic alliances to get the important resources to achieve their strategic goals. On the other side, the operation of the strategic alliances is deeply influenced by the trust and the interactions among partners. This trust could be broken due to the major differences on the organization cultures and on the management style in different partners, or due to the bad communications. The alliance could be broken because of the lack of the trust. The relationship between Guanxi and Chinese sociality is very closed. For Chinese enterprises, the development of the Guanxi can be the mechanism to overcome both the completion and the shortage of the resources. The managers in Chinese sociality are specially good at manipulate the Guanxi to construct the trust in an organization. They not only rely on the original Guanxi of the relatives and the acquaintances, but also expand the area of connections among people via the introduction of the intermediates. If both managers of two companies of strategic alliances have the interpersonal Guanxi, the degree of the trust between the strategic alliance partners will be higher. This research not only builds a theoretical framework by making a complete survey, but also verifies this framework by collecting and analyzing 112 effective questionnaires according to the structural equation model, SEM. The results show that the differences of basic types of the Guanxi among the alliances will be affected by the degree of the closeness and by the degree of the trust (including benevolence trust and credibility trust, from family, acquaintances, to strangers, in the descending order). The past cooperative experience of the alliance partners and the common interpersonal relationship are also able to affect the degree of the trust. There are also positive influences on the alliance performance for the degree of the trust among alliances (including the degree of satisfaction on the cooperative relationship and the degree of completion of the goals). And this degree of the trust among the alliances and the alliance performance are of the positive influences on the willing for alliances to cooperate in the future. Because the strategic alliance in essence is both competition and cooperation, the companies must carefully consult and discuss with each other when progressing the forge of the strategic alliances. Based on the Guanxi, the alliance partners should enhance the trust and the understanding between each other. If the alliances partners could be sufficiently trusted, it is believed that the alliance performance can be improved and the win-win can be fully achieved.

Abstract Under the currently condition of he health care and medical financial in Taiwan, some hospitals already start the business management. The most successful case is Chang-Gung memorial Hospital. But due to the strong competition in the market, some basic clinics start to ally with their competition for more effectively using the medical resources and running. The alliance strategy gradually unify the basic medical market with their professional , fluently interflow, decreasing material , brand union, marketing and management. In Taiwan this kind of alliance strategy is common in the western medicine and seldom Chinese medicine has done in this way. This research is basic on the alliance strategy of Chinese medicine. To escape of the survival problem, the basic Chinese medicine clinics must understand how to use their area to ally and run with their competitions. This study is taken one Chinese medicine alliance as sample in Kaohsiung to start the research in order to understand their alliance strategy and how they run the business. The result of research can be the reference for the ones who need the alliance strategy.

This study is motivated by a desire to understand the role of boundary spanners in creating satisfactory alliance. Specifically, the relationships between organizational culture, boundary spanner, and alliance performance were examined. In general, results from an empirical investigation with 116 alliance experiences supported the notion that alliance partners with higher similarity of organizational culture perceived higher alliance performance. By the same token, higher capabilities of boundary spanners lead to higher alliance performance. Furthermore, the relationships between the organizational culture and alliance performance were mediated through their boundary spanners¡¦ capability.