Abstract Recently the competition among ports has become more severely. This may develop to a new stage of competition of port management as the negotiation of the marine to be restarted in the WTO. What kind of port services could be provided is very critical to those who operate and manage the port. It is important for them to think about how to evaluate and get into the newly opened market of port services. During the stage of organization reform of Kaohsiung port, especially if we could hold this chance, it may create a new development opportunity for Kaohsiung port. PSA group is operating its port in full service and integration; therefore, my research focus is on PSA group¡¦s performance using industrial organization model to analyze its operational environment, and collecting the investigation from ship owners, employees of Harbor Bureau, pilots and scholars. This is done so in regards to the important port services and management condition to come up the core competence of the port. The paper focuses on the investigation of Singapore, Hong Kong and Kaohsiung port to know the merit and analyze the SWOT of PSA¡¦s managing strategy by the statistics sign test. Then, using this concept of basic source model, to find PSA¡¦s management strategy, which upgraded its competition ability, and made the superior position to develop overseas business. ¡uWe can find the right way by other¡¦s experience.¡v, The experience of PSA¡¦s group is good for Kaohsiung Port.

­^¤åºK­n Abstract Thesis: The Influence of Resource Characteristics and R&D Strategies to the Competitive Advantage --- A Study on the Semiconductors Industries in Taiwan To ground on Resource-Based Theory, in this thesis tried to investigate the relationships among resource characteristics, R&D strategies, and competitive advantage in Semiconductors industries, Taiwan. The resource characteristics here are ¡§substantial of resource,¡¨ ¡§sustainability of resource,¡¨ and ¡§appropriability of resource¡¨; R&D strategy could be divided into ¡§product innovation oriented,¡¨ ¡§product improvement oriented,¡¨ and ¡§process improvement oriented.¡¨ This research mainly adopted questionnaire survey as investigating method, and its target group in semiconductors industry Taiwan, were focused on the firm of circuit of design, wafer foundry, assembly and test, and material & equipment manufacturing. Structured questionnaire was used to collect quantitative data so as to test hypothesizes brought by this research. Though the hypothesizes of this research are not fully supported by collected data, following consequences are still able to grasp: (1) The resource characteristics of an organization have significant effected on formulating R&D strategies; (2) R&D strategies would shape corporate competitive advantages of ¡§performance of product development,¡¨ ¡§performance of product quality,¡¨ and ¡§operation cost.¡¨ However, whether to affect on corporate overall profit level, this research has not yet acquired significant differences. Hence, it will rely on further explore of follow-up research; (3) this research shows that resource characteristics are not directly affected on all aspects of corporate competitive advantage, but it might shape competitive advantage by formulating corporate strategy; (4) regarding organizational resource characteristics, in current stage, that businesses emphasize more on value than on sustainability of resources; and (5) innovation, refinement, and improvement orientation of R&D strategy, businesses pay equally attentions on. The findings of this research will be contributed to follow-up study and practical application. Keywords¡GResource characteristics,R&D Strategies,Competitive Advantage¡C

This research is to analyze the growth and evolution process of the Chinese enterprise group in China market place base on longitudinal perspective. In accordance with the finding of this study, we propose an integrated process model to explain the growth path and so does the dynamic mechanism among these dimensions in the model. The findings of this study are stated as below: 1. The integrated model of the evolution process Through the case study of Chai-Tai group in China, we consider the evolution and growth process is part of its internationalization activities. The dynamic interaction among the three dimensions of this model and the path dependence of each stage constitute the characteristics of this model. 2. The meaning of the un-related diversification strategy The growth strategy of the Chinese Business groups is deeply affected by their specific social network or guanxi, entry timing and the industry/business environment situation. Un-related diversification is a common selected strategy of these Chinese business groups. But they are usually suffering from the delusion of business focus and cannot produce synergy from the un-related business units. Consequently, the un-related diversification strategies are without benefits for the enterprises to maintain their market position and develop their core competences.

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Elections are the engine that drives democracy. The central question of this dissertation relates to the speed of that engine: How long does it take for elections to reflect changing preferences in the electorate? The findings presented in this dissertation suggest that electoral change is the result of a gradual process of natural selection in which the political environment, rather than district service activity, is the key variable. Comparing elections data across different types of district environment, I find evidence that the environment affects levels of competition and electoral outcomes. Utilizing an event history statistical model to examine various risk factors for electoral defeat, I find that the political environment of the district is the most important factor influencing the risk of defeat even when controlling for district service behaviors. Over time, the district environment operates as a self-correcting mechanism, purging political misfits and replacing them with representatives who better reflect the ideology of the district. Electoral change typically results more from evolution than revolution – it may not occur quickly, and it may not occur in every district, but it does occur when and where it is needed.

The Cheng Ching Lake is a reservoir. It functions not only as a water supplier, but also as a scenic spot. It used to be one of the top three scenic spots in Taiwan. However, it has gradually lost its competitiveness with environmental change. And its tourists has also decreased with year, which has resulted in deficits of earning and prosperity. This study probes into the competitive advantage of the Cheng Ching Lake scenic spot according to the Resource-Based Theory. The unique competitiveness of general enterprises comes from two complementary sources-- the resources and the competencies in the enterprises. Since it is easier for an enterprise to control and manage its resources and competencies, the two factors are more suitable being as references and indicators for a company to decide on its tactics of development. Therefore, an enterprise should make good use of its resources in advantage and even its core resources in order to make profits and maintain its substainable competitive advantage. This thesis adopted qualitative methods and conducted in-depth interviews with the administrator of the Cheng Ching Lake scenic spot, superiors in authorities concerned, scholars, and experts. After discussing with them the effects that tangible assets, intangible assets, human resources and capabilities have on competitive advantage, the results¡GThe core resource of the Cheng Ching Lake scenic spot is ¡§its water resource and ecology¡¨ that is unique, specific, and imperfectly imitable, which shape the Cheng Ching Lake¡¦s competitiveness. As for the core competence, the management ability, age, quality, professional training, adjustment ability of its employees lack in competitiveness, the Cheng Ching Lake scenic spot does not have core competence . Based on the above findings, this study gets some suggest to development strategies for the Cheng Ching Lake senic spot as follows: 1.Using the differentiation to separate the market. 2.Selecting a specific theme for further development. 3.Modifying after a whole plan, and to run the business with each section separated for different usage. 4.Adopting alliance strategy to promote its competitiveness. 5.Collecting cleaning fees from people doing morning exercise to compensate for the loss in profits.

This study intends to understand the current development of medical equipment industry in Taiwan and the application of strategies in the company of study. Internal and external analyses are performed to the industry and the company studied using analytic methods such as strategy or competition theory in order to investigate the difference caused due to different strategies taken by a company, which leads to changes in the core competitiveness and competition advantages over others. In addition, the overall environment and competitive advantages of Taiwan¡¦s medical equipment industry is examined. Case analysis and literature review are introduced as the tools for research and analysis. Different stages of development of the company studied is observed via in-depth interviews and analyzed with data summarization and regression. The different strategies used in each of the stages allow changes in the core competitiveness and competition advantages over others. Suggestions are provided at the end for the reference of the company studied or the entire industry. This study has reached the following conclusion: 1.The environment and recourse for the development of Taiwan¡¦s medical equipment industry has not yet been mature. The industry still has to find out the appropriate separation or position for itself in the global market. Only the use of right strategy provides the opportunity of success. 2.Business strategy, core competitiveness and competition advantage have influence to one another, which leads to an interactive relationship among the three. A company has to examine periodically its resources and capabilities in order to identify whether its business strategy or competition advantage can still be maintained. 3.As the stage of growth or the position in the grand environment that a company is at is different, there is difference in the strategy used and core competitiveness. As the result, a unique business model or management methods will come to shape, and the company¡¦s own competition advantage will be created. 4.A company establishes its business guidelines or operations based on its strategies, but the power of execution is the most important to strategy management. Due to the embodiment of execution power, the company studied is able to put the effects of its strategies to the extreme, and its idea of sustainable operation of business is able to fulfill. 5.Changes come swiftly in the industrial environment. A successful model of yesterday is not necessary to fit today. A company has to find out the strategy that is the best for its development through series of analyses and keeping improving its core competitiveness and competition advantages in order to face what is thrown at it in the future, look for the best opportunities and make the most profits.

Abstract Globally recognized for its investment strengths, Taiwan offers superior geographical and cultural advantages, a vibrant yet stable economy, technological prowess, tightly integrated industrial infrastructure, professional talent and a skilled labor force. Taiwan¡¦s economic strength is rooted in its industrial base, which started with a manufacturing boom in basic-level exported goods and progressed to technology intensive industries, such as electrical goods and chemicals. The Taiwan government is dedicated to attracting investment by establishing a free and open investment system, and by providing a good environment for corporate operations. According to the 2005¡ã2006 global competitiveness report issued by the World Economic Forum (WEF), in 2005 Taiwan ranks fifth in the world (behind the countries of Finland, the US, Sweden and Denmark), and first in Asia, in growth competitiveness. In its 2nd report in 2006, Business Environment Risk Intelligence (BERI) of Switzerland ranks our investment environment sixth in the world and third in Asia. The assessments compiled by these institutions, all of which enjoy a high degree of public trust, make it clear that Taiwan has a low-risk investment environment that is suitable for investment, and that its investment environment is a highly advantageous one1. Therefore, the study applies the resource-based theory to the exploration of relationship between core resources and strategy, makes use of records and case study to develop the relevant conclusion and further presents the academic and practical contributions, and provides suggestions for Taiwan enterprises to deliberate the further strategy and direct how the subsequent research concerned is conducted.

Large 3C distributers showed in Taiwan in 1992s. Since more and more large 3C distributers set stores across Taiwan, their economies of scale lead the whole 3C-channel market become ¡§the big is always the big and the small.¡¨ Many companies that do not have competencies have gone out the market. However, in this market, many outstanding small-middle 3C distributors are not affected, and have good performance. This fact reflects that these small-middle 3C distributors have some core competencies that can not be replaced by large 3C distributers. The business models and strategies of these small-middle 3C distributers are the main issues of this study. Considering the consistency and extensiveness of subjects in the 3C industry, this study selected three large 3C distributers as research subjects. Firstly, second-hand data was collected, and interviews with managers of the three distributers were also conducted. Then, five outstanding small and middle distributers were interviewed to compare their business modes and strategies with the three large 3C distributers. Based on these data, it is helpful to understand core competencies and advantages of small and middle distributers. The results show that although large 3C distributers have their main advantages, they do not do well in the development of niche markets, efficient responsiveness of environment changes, and kindly attitude to consumers. If small and middle enterprises can clearly understand their weakness, avid to directly fight with large 3C distributers, expand their potential advantages, and keep close with customers, they also could have living space and will be difficult be replaced.