The number of applications and the significance of ultrapure water are increasing over time in both traditional and high-tech industries. For ultrapure water treatment and production, two important types of equipments are the green technology with Electrodeionization modules (EDI), and the traditional ion exchange resins with Mixed Beds (MB). Unfortunately, it is a concern that the highly polluting MB technology produces a large volume of waste-water during the regeneration process, but still owns around 90% market share of all ultrapure water systems. By contrast, although EDI, a high-tech green product of the latest generation, has excellent market advantages and a promising future of totally replacing MB, it grabs only around 10% market share as of 2010. Perhaps, the technology and timing for EDI to be widely applied are still premature. It is also likely that most industrial consumers do not fully understand the real value and deep impact of EDI, and cling to MB under the conventional cost-price consideration. However, it is a global trend to be environmentally friendly. For example, in recent years the world¡¦s major automobile companies have invested in developing and manufacturing hybrid/electric vehicles that are equally functional yet more costly than traditional cars. Moreover, governments counteract general consumers¡¦ preference for low-price products by imposing more stringent standards for cars¡¦ emissions and energy consumptions with the aid of new laws and subsidies. If there is a lesson to be learned here, isn¡¦t EDI to the ultrapure water industry what hybrid/electric cars are to the automobile industry in terms of their developing trends and values? This thesis will examine a specific case, S company, which manufactures EDI. Through the analysis of the company, advantages of its products, and potential opportunities in its business environment, empirically it can be shown that EDI will inevitably become the mainstream in the future market by gradually replacing all traditional MB. Hopefully such an empirical conclusion would inspire and educate industrial manufacturers to make their future choices between EDI and traditional MB based not only on the operating efficiency, but also on which technology contributes more to environmental protection and earth sustainability during the development of an enterprise. It is also of hope that the perspective on system designs and usages could be more objective and unbiased. For instance, instead of always chasing low costs as the first priority in the pursuit of profits and development, enterprises could take into account social responsibilities, such as environment protection, energy conservation, and carbon reduction, and become pioneers in carbon footprint reduction.

In recent years, the size of the sporting goods industry in mainland China is developing so rapidly that led many Chinese national sports brand to the market. Among them, the most representative brands, Li Ning and Anta, not only have outstanding performances in the Chinese market, but more gradually into the international sports market. But sporting goods industry as a mature market, especially under the domination of international brands such as NIKE and ADIDAS, it is very difficult for a new luxury brand to survive as a late-mover. In this research, based on New Business Model (Hamel, 2000) and Second-Mover Advantage Theory (Varadarajan et al, 1992), developing a structural model to discuss how could a new sporting goods brand succeed competing with existing brands and go international. Li Ning and Anta, two new China sproting brands, are taken as our study cases. Several important findings are as following: 1. The national character is the competitive advantage of the sporting goods company. Companies should integrate into the China element in the product, and also go to explore the spirit of China's unique culture. 2. Differentiation from competitors through brand positioning, to find their own niche markets. 3. Through continued sponsorship of international competition, the well-known players, not only can produce international visibility, and better able to establish its brand image. 4. China's overall environment provides the opportunity to develop sporting goods company. Key Words: Li Ning, Anta, Sporting Brands, Second-Mover, Competitive advantage

Environmental degradation has become a major concern for all humankind. The environmental problems are no longer confined to one enterprise. The need for ¡§Greening¡¨ is urgent for enterprises because they have to gain competitive advantage.¡@ Moreover, green human capital is considered most important element of competitive advantage in most enterprises. All of the competencies of the green human capital within an enterprise is intangible assets. It is believed that if an enterprise knows that green entrepreneurial leadership contributes green human capital and competitive advantage, it can be managed effectively. This study extended previous research by attending to the boundaries of the relationship between green human capital and competitive advantage. Furthermore, we would like to examine the impact of green entrepreneurial leadership on green human capital and competitive advantage. These hypotheses were supported in examination of 108 enterprises which attained the Annual Enterprises Environmental Protection Award via Environmental Protection Administration Executive Yuan, and the enterprises which is registered in the Ministry of Economic Affairs in Taiwan. The 231 objects are environmentalists, director of human resources department, and director of marketing department. We used confirmatory factor analysis, correlation analysis, and regression analysis to testify our hypotheses. The study findings indicated: 1. Charismatic leadership increased positive relationship between development of green human capital and competitive advantage. 2. Ethical leadership increased positive relationship between development of green human capital and competitive advantage. 3. Proactive personality increased positive relationship between development of green human capital and competitive advantage. Practical implications were illustrated as following: 1. Enterprises should attach importance to selection of green human capital. 2. Enterprises should attach importance to development and leverage of green human capital. Finally, suggestions for future research and the limitation of this study also discussed.

The Automobile parts and accessories manufacturing industry in Taiwan is facing that, the whole industry development moves to mature period, the competing and managing mold of the manufacturers differ much from the past, the competition from globalizing markets, and the world factory, China, rises, so the enterprises would face more variables and challenges. Therefore, it¡¦s important to deeply probe into how to improve managing effects by innovative transformative strategy. For the inner of enterprises, it must think about what the main surviving core competitiveness is to adjust to the active competitive ability. And the key for enterprises to sustainable development is continuous creativity. Creativeness has become the necessity for structure development. The structure of automobile parts and accessories industry in Taiwan is transforming. In the recent years, it¡¦s developed gradually toward the concentrated industry of technology, knowledge, and capital. Therefore, it¡¦s important day by day for Taiwan enterprises that not only investing in more budgets on R&D and personnel trainings, but also establishing the managing and technology strategy. This research probes into how to submit the strategy of enterprise transforming, and strengthen the self-competitiveness, to establish the competitive advantage under active competitive managing environment, and adjusting to the benefits and threats of ¡§the globalization of domestic markets; the localization of global markets.¡¨

The importance of environmental protection rises with economic development; ironically, the fact is a result of environmental destruction. In old days, we thought that environmental destruction was unavoidable for developing economy, whereas nowadays we have perceived that the extended cost from destroying environment will eventually come back onto us from the viewpoint of ecological loop system. Human¡¦s social economic activities have been continuously changing with time and technology, which means that there will be relatively new emerging industries and business. New business strategies could lead existing economic activities to new types of economy, and new types of economy could lead to new business operational strategies. Therefore, in the wake of environmentalism is the pressure and new driving force for business operation, causing competitive environmental strategy is an undeniable trend for running business today. This research is based on literary reviews, in-depth interviews, and comparative quantitive analysis to study environmental strategic management under four dimensions, the pressures caused by externl factors, internal resource base, enterprise environmental strategies, and the value and performance of environmental strategy. This thesis expects to identify how Taiwan enterprises develop integrative competitiveness through environmental strategies within organizations. The research findings are as follows: 1.The objective of environmental strategy is sustainable business which is compatible with environment prosperously. 2.Environmental protection and economy cannot stand alone without social equity, and environmental strategy must take people into account. 3.The essence of environmental strategy is the cohesion of people (society), economy, and environment. 4.The triangle framework of environmental strategy, cause-effect diagram of competitive environmental strategy, and green implementation path tree illustrate strategies, methods, and paths for enterprise environmental strategies.

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Under the situation of the internationalization and global trend, enterprises are facing ever more rigorous competition. Therefore the best way to keep sustainable competitive advantage is to upgrade continuously, and through economies of scale and economies of scope to keep the cost down. Furthermore, to ensure firm¡¦s global competitiveness, the fast growth strategies are through mergers and acquisitions. Based on that American enterprises had over nine thousand M&A cases, we found about three fourth of the result of M&A are not successful achievement; its failure rate is extremely high. The reasons included fault in selecting the target, over-paying, and failing to integrate after M&A. Although M&A can instantly gain the another firm, but still long way to achieving success, because the effects in M&A must go through integration stages. Even if the M&A strategy is correct and the price is reasonable, failing to integrate after M&A, the synergy of M&A is unable to reach. This individual research is deeply researching the process and result of USI group after M&A, then compare between the research results and related documents, and conduct to conclude the suggestion for the further integration.

This research is to adopt the quality quest research method, interviewing through the depth and the sorting and researches of the pet industry related development process, regard core resource theories as the foundation, look for to be subjected to the management key of visiting the individual cases to succeed factor, to understand its competitive advantage to produce. In addition, also consult and deliberate now before pet industry characteristic and actual situation condition, try to induce and identify the key succeeds factor of the relation between control and management results performance. This research is final to acquire as follows what time conclusion: (1) Pet already camp key success the characteristic of the factor is affected by the core resource (2) The key that this research have to pay success the factor account six, including:" Block advantage"," management type"," store atmosphere"," sell the thoroughfare choice"," enter the goods mode" and" executive profession degree". (3) When various keys succeed the factor can reach the certain level, to conduct the good and bad of the results to have the influence of absolute, and the management results of the pet industry then expresses in four factors in" finance results"," earning satisfaction"," customer satisfaction" and" technique satisfaction".

The rapid economic development in China has led to increasing freight transport, as well as fierce competition among the hubs in the region, such as Hong Kong, Busan, Kaohsiung Harbor, and new harbors in Shenzhen and Shanghai. The transport not only support the rapid development of harbors in the region but also result in intense port competition. The competitive advantages, such as location, facility, efficiency, and highly concentrated ship routes, possessed by the harbors are not everlasting. In the face of changing environment and competition, the competitive advantages may be lost. When competing in a different niche market, the location advantage may turn into disadvantage, even damaging its leading position in worse cases. In response to changes, harbor administrators should probe into the future trend in changes of the freight transport market, discuss all possible scenarios, sense the potential risks and opportunities, seize the opportunities and utilize the existing advantages to build up the competitive advantages for the future. Compared to Kaohsiung Harbor, harbors in China, such as Shanghai and Shenzhen, as the entry gates to the main economic and trade zone in China and the central region in terms of sources of goods, have developed into regional pivot harbors. Due to the barrier of Cross-Strait direct shipping, some scholars in Taiwan believe that Kaohsiung Harbor is facing the problem of becoming periphery. However, even after the direct route comes into practice, the competition from harbors in China may be a threat to Kaohsiung Harbor, even occur haidding effects to take over its existing transit goods. The position of Kaohsiung Harbor may be challenged. This study investigates the potential influence of Cross-Strait direct shipping and the competition from China on the quantity of containers, route planning, and shipping business investment with questionnaire survey on sea transportation businesses, and constructs possible scenarios in short-term (2004-206), medium term (2007-2010), long-term (2011-2020). Before the Cross-Strait direct shipping into practice, Kaohsiung Harbor will continue to grow due to continuous economic development in the region. If the Cross-Strait direct shipping comes into practice or the Chinese government permits more direct shipping harbor, Southern China, Fukien, and Zhujiang Delta will become the main regions in terms of sources of goods. However, the rate of growth may not meet the expectation. In the long-term (2011-2020), due to the rapid of the quantity of containers in China and the transit ability of harbors in China, the route structure and the shipping business investment in Kaohsiung Harbor will suffer more obvious disadvantageous impact.

This paper examines the mediating effects of dynamic capabilities on the relationship between global knowledge management competences and competitive advantage. The predictions of dynamic capabilities were tested using a sample of international enterprises in Taiwan. The results indicate that dynamic capabilities are the key to competitive advantage. The performance of an organization can be considered as the outcome of a complex isomorphism and reciprocal influences between its internal and external competences and dynamic capabilities related to environmental uncertainty and turbulence. Structural equation analysis is applied to empirically testify the relationships and the path model suggests that dynamic capabilities of an organization play an important role on transforming global knowledge management competences toward competitive advantage. These results provide evidence of the dynamic capabilities view that the dynamic capabilities refer to the capacity of the firm to shift its boundaries in order not to be overwhelmed when the environment pressure becomes excessive.