本研究採用民族誌取向之質性研究方法，探討一個園長的領導。目的在瞭解利園長（化名）從入園開始是如何領導園所、型塑園所的樣貌及其過程中所使用的策略。在將近一年半的時間裡，研究者以訪談、參與觀察、文件檔案和研究日誌等方法收集資料，並以紮根理論研究方法作分析，主要發現為：利園長用「家」的圖像隱喻幼兒園，將自己定位為「母雞」，並用分享、關懷和照顧等行動來營造幼兒園的社會環境。於物理環境方面，則是從實體環境和教職員工的行為著手改變並注意持續。人事行政上則從福利制度、會議、活動及象徵名詞利用..等著手，來達到穩定人事和凝聚人心的目標。關於課程與教學的領導，「評鑑」成為明顯的分界，評鑑後藉由「教授在園輔導」之外力，幫助園所繼續朝向目標前進。整體課程與教學的領導來看，園長乃在協助教師實踐教學；提供教師接受訓練、專業發展的機會並對於園所的課程活動有所影響。於領導策略部分：比較利園長於環境、人事行政、課程與教學之領導策略，可以發現部分策略於不同目標下的重複出現，如：以身作則、個人學習、賦權、適時增讚與鼓勵、對錢慷慨等。將本研究所提煉之領導策略與過去文獻相較，亦見極高之相似度。 　　整體而言，評鑑前利園長偏向於人事行政和環境的領導，評鑑後則以課程與教學為焦點。內外因素如：「評鑑、園長經驗與能力以及個人人格特質」均交互影響著利園長的領導。賦權、近程戰果的出現和願景以及教職員工對園長信任度的交錯，使得至園願意繼續改革的長征。園長的領導是藉由強化他人（教職員工）來強化自己（園所），運用關懷和傾聽平衡效率和人性的協調。最後，研究者並發現長期的領導歷程及成果來自中期和短期歷程的完成及堆疊。 　　根據上述之研究發現，提出「隱喻、願景和目標的思索；再思例行性工作；揭開自己園所文化；重思領導與學術研究的關係；積極掌握園長在課程/教學的影響及角色；檢視自我領導歷程及目標的串連關係」等六項建議。其他建議有：翻譯或編寫有助於園長領導、管理之用的作品；建立園長見習、實習制度；以及未來仍可開發更多關於「園長領導、園長與教師互動」議題之研究。 / This research used ethnology approach to explore a director's leadership in the kindergarten. The aim is to understand how director Mrs. Lee (faint name) led the kindergarten from the date she went in. Also how she sculptures the image of the kindergarten and the strategies that she used in the process. Within one and half year the researcher interviewed, observed, filed and took note to collect all the data. Then used ground theory to analysis and find that Miss Lee described the kindergarten as a home, she sees herself as the hen. Sharing, caring and loving were used to promote the kindergarten's social environment. Other environments were from the actual environment and staff's behavior to start to charge or continue. As for personnel administration were from welfare system, meeting and activities to gather the will of the staffs and stable the personnel. About leadership in curriculum and teaching, she clearly used "assessment" as the dividing line. Before the assessment on the kindergarten. Miss Lee was leading toward the areas in personnel and environment. But after the assessment, she moved to the areas of curriculum and teaching as her main focus. Internal and external inferences were likes: "assessment, director's experiences and abilities, also individual personality" will cross interferences with Miss Lee's leadership. Overall the director's leadership was to strengthen others (staffs) to strengthen self (the kindergarten), using caring and listening to balance up efficiency and human nature. At the end the researcher also found that the processes of long-term success were pilling up of the results from many short term or middle term to achieved it. According to findings that mention above the researcher had six advises: "raised deep thoughts in metaphor, vision and aims; rethinking about routine works; uncover your kindergarten's culture; self assessment in the connection between process of the leadership and aim." Other advises had translated or compose can help director's leadership, products of administer, build up on directors to learn on the job, trainee system and have more researches in director's leadership and interaction between director and staff in the future.

聚醯亞胺薄膜用於軟性電路板市場從2006年起，由於競爭者眾多，整個產業環境變得十分嚴苛，事業屬性從獨佔性變成競爭十分激烈的寡佔性市場。此篇論文通過產業的總體環境分析及產業分析來對軟板市場進行區隔，並針對不同目標市場擬定行銷策略，將產品重新定位來滿足不同目標市場的需求，以期達到杜邦公司聚醯亞胺薄膜產品在軟性電路板市場的永續成長。 從含有產品價格因素在內的問卷調查中找到產業鏈中最有議價能力廠商的最重要需求及預估用量，進而做為公司開發下一世代聚醯亞胺薄膜產品的依據。 / Start from 2006, Polyimide films industry has become very competitive in flexible printed circuits applications. The polyimide film industry has transformed from monopoly to oligopoly, major players in flexible printed circuits market are DuPont, Kaneka, SKC-Kolon and Taimide companies. After analyzing the political, economics, social, technical and industrial trends, The FPC industry has been re-segmented into two segments – Basic market and Niche market. With different strategies been developed for different markets, we re-position our different type of Kapton® polyimide films for different markets and developed an executable marketing plan which will be test in selected customers. Through price included questionarries, we also found the key industrial decision makers’ unmet needs, price expectation and potential volume. Base on the findings, we are able to develop the next generation polyimide films to satisfy customers.

Haitz定律是專家根據多年的觀察發現，LED每十年它的流明成本會降至原來的十分之一，但是亮度會提升二十倍。它被視為LED產業的摩爾定律。而環保節能議題，讓高效率、節能與無毒的LED產品成為各方的寵兒，更是各國政府重點扶持的明星產業之一。產業競爭程度亦隨著快速上升，在面對千家爭鳴競爭日益激烈的產業環境下，先行者累積許多資源與能力，或可形成進入障礙。但是，在專業分工、資源與能力可替代或是複製的情況下，有些資源便不再獨特與唯一。甚至，隨著產業的快速進步，先行者所擁有的資源與能力，如果沒有跟上時代的腳步，不僅無法成為企業組織的能耐，相反的，可能成為企業的包袱。 A企業，一個產業先行者，面臨產業成長的絕佳機會，也同時要接受來自各方的競爭與挑戰，包含潛在進入者、原有產業競爭者、上游供應商、下游顧客與替代品等之競爭。不同環境結合企業既有之資源與能力，如何讓企業勝出的策略決策更形重要。本研究針對A企業在不同時期，所面臨不同環境，依據它自有之資源與能力，與其所採取之策略進行對比分析，最後從績效來檢視該時期之競爭策略。 本研究從產業競爭對手中，挑選出X企業，是一家與不同創新模式之後進者，以及Y企業，是規模相當的先行者，來進行分析比較，期待對A企業的競爭策略能有知彼知己之效果。在研究中發現，創新應用為LED產業成長的不二法門，企業唯有善用自我的資源與能力，結合市場方可勝出。 / Haitz's law is an observation over many years in LED, which states that, in every decade, the cost per lumen (unit of useful light emitted) falls by a factor of 10 and the amount of light generated per LED package increases by a factor of 20. This is referred as Moore's law in LED industry. Moreover, environmental protection and energy saving have become global issues. The advantages of LED products, such as power saving, high efficiency and non-toxic, have made LED industry patronage by governments and welcome worldwide. Governments in many developed countries even treat LED industry as one of star industries. However, the competition in this industry has increased rapidly. Facing hundreds of competitors, early entrants have accumulated many resources and capabilities, which also create entry barriers for others. Under the circumstances that professional services, resources and abilities could be substituted and duplicated, some of pioneer’s advantages are no longer unique and advanced. Even worse, because of the quick pace of this industry, the resources and abilities of one pioneer could even become heavy burden, if the pioneer does not catch up the evolution of the industry. Company A, a pioneer in this field, is enjoying the opportunity of industry growth but, at the same time, it is facing competitions and challenges from different areas, including potential entrants, existing competitors, suppliers, customers and substitutes. It is getting more important to have correct strategic directions to win under different circumstances by consolidating the firm’s resources and capabilities. This research engages in comparative analysis to examine the strategies that this company has taken during different periods of its development cycle and different environments.