數位內容是政府推動「兩兆雙星」的明星產業之一，其中數位出版與典藏即屬其八大領域之一，具有發展知識經濟的指標意義。政府投入十多年來，業界對於市場潛力仍抱持觀望態度。直到2007年數位出版產業出現革命性之創新商業模式:亞馬遜網路書店(Amazon)推出整合內容、服務、與通訊之電子書專屬閱讀器Kindel，其熱銷佳績，引起各界矚目，亦證明了「閱讀，確實能成為產品之基礎」。 在網際網路與數位化的衝擊下，出版產業價值鏈由於數位內容的大量湧現，使得整個產業需要進行架構性的轉型。除了出版業者遭遇數位化轉型壓力，數位出版產業亦加入不少新成員:如網路作家、行動通訊業者、資訊硬體廠商等…臺灣具有生機勃發的出版產業與厚實的科技研發技術，在數位出版領域之發展可謂兼備軟硬實力。但在公私部門陸續投入之下，目前仍未出現成熟之商業模式，亦不見殺手級產品之應用。在此情勢中，同異業之間的合縱連橫，以及對上下游的策略布局，成為未來數位出版產業發展之重要因素。因此本研究之核心問題為數位出版產業中關鍵參與者之間的互動關係，以及個別對於現況之回應程度。在研究架構方面，則以競合理論(Brandenburgeran & Nalebuff, 1996)為主體，從核心企業、顧客、供應商、互補者、競爭者五大角色切入，探究個別業者的策略佈局與動態互動關係。輔以體驗經濟(Pine & Gilmore,1998)中經濟價值遞進的階段性模型，以文獻分析與個案訪談之方法推論出數位出版產業衍變趨勢。本研究結論可歸納為四: 1. 數位出版價值鏈縮短，廠商組成與分工發生質變。如終端閱讀載體業者與電信業者新加入數位出版產業競局；數位內容營運業者成為重要中間商，通路影響力逐漸展現。遭受轉型壓力之上游內容供應業者現階段應採取「雙軌並行」策略。 2. 就產業現況而言，以互補性資源為基礎的小眾異業結盟現象為發展主軸。「創造價值的本質是合作，爭取價值的本質是競爭」則可總結數位出版產業存在之複雜互動關係。 3. 數位出版產業技術融合的結果擴大產業「範圍」，而「參賽者」與「附加價值」為業界普遍使用於改變產業競局之元素。 4. 各類出版品將依其內容性質往核心持續演化出相異之數位表現型式，整體發展趨勢朝向實體紙本之互補品演進，預測數位出版產業將走向虛實整合的體驗經濟。 / Digital content, including digital publishing and archives, is one of the stars in "Two Trillion Twin Stars” industries. Development of digital content industry is in significance of knowledge-based economy. Although government has promoted for more than a decade, the market potential of digital content was unclear and industry players were cautious until the success of Amazon’s “Kindle”. In 2007, Amazon Bookstore launched the revolutionary eBook reader “Kindle” by creating a new business model that brings contents, services, and transmission together. The success of Kindle not only arouses attention from other market players but also proved the feasibility of e-reader products. Under the impact of digitization, the value chain and structure of publishing industry has transformed due to the emergence of large amount of digital content. Content Providers, such as traditional publishers, have experienced much pressure from the digital transition. In addition, new players such as Information Technology & Communication and IT hardware manufacturers have become involved into the industry. The publishing industry in Taiwan has a growing vitality and solid scientific and technological strength, which makes it an ideal environment for the development of digital publishing industry. However, since the business model is not mature and no killer application has emerged yet, the alliances between different parties and interactions of upstream and downstream become key factors of future development of Taiwan’s digital content industry. The core issue of the study is the interaction between key players in digital publishing industry and their evolution status. This study uses Co-Opetition Theory (Brandenburgeran & Nalebuff, 1996) as theoretical framework and analyzes five dimensions of Taiwan’s digital publishing industry. Additionally, Experience Economy Theory (Pine & Gilmore, 1998) is used as reference to forecast the trend of the industry. The purpose of this research is to analyze the layout strategy and dynamic inter-relationship of digital publishing firms by utilizing literature analysis, case study, and deeply interviews. Conclusions of this study can be summarized as following: 1. The value chain of digital publishing has been shortened and the role of market players and their business division have been redefined. For Instance, new players such as Ebook readers’ manufactures and ITC companies are emerging in digital publishing industry, and the influences of integrators and sales channel have been greatly arisen. Therefore, content providers are suggested to take “dual track” strategy to cope with incoming transition pressure. 2. In terms of current situation, the cross-industry alliances are mainly based on complementary resources. To best describe the complex interaction in the digital industry, The complex interaction of the digital industry can be generally described in one sentence, “Cooperation is to create value, while competition is to grasp the value.” 3. The results of technology integration have broadened the scope of digital publishing industry, and "Participants" and "added-value" are elements that can be used to change the competition posture. 4. Digital publication will keep evolving according to their content type, and the trend is toward to make it the complementary goods of paper publications. Moreover, by integrating digital and physical publication, digital publishing industry can be predicted to evolve toward experience economy.

FinTech companies have grown tremendously during the last decades and generated great impacts on traditional financial institutions and led to enormous alteration in the ways of providing the financial services. The continuous development of the financial services has stepped into a new stage, where new entrants impact incumbents even more and many challenges accompanied by threats might come to light. Questions started to appear about the future of the financial institutions, since the new entrants provide the same services of the incumbents in an effortless manner. The choice of this research topic was driven by the fact that previous research about FinTech focused solely on the evolution of FinTech companies and their segments, but studies have been neglected the impact of FinTech companies on financial institutions and how the latter remedy with that impact. Hence, the interest in how the financial institutions are influenced by FinTech companies resulted in the following research question: What is the impact of FinTech companies on financial institutions in Sweden? We formulated two more detailed questions to guide our study: 1) How the financial institutions remedy with the development of FinTech companies to protect their existence as financial services providers? 2) What kind of relationship have the financial institutions with the FinTech companies? The aim of this study is to extend the existing knowledge about the current and potential impacts of FinTech companies on financial institutions. Moreover, the purpose is to have a better understanding about how the incumbents remedy the effects of the new entrants and challenges that they confront. This study answered the research question through a qualitative method and the empirical data has been gathered from ten interviews with banks and insurance companies in Sweden. The findings of this thesis revealed that the FinTech companies obliged the financial institutions to develop their IT systems and services, either inhouse or by cooperating with FinTech companies and made them more open for collaboration than before. Further, the banking sector is more impacted by FinTech companies than the insurance sector. That makes them more likely to leave some segments for the new entrants in future. Concerning the attitudes, all the financial institutions are positive about FinTech companies and their impacts even though a few of the new entrants attempt to provide financial services with low security, generally most of them keen to improve the financial services.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-08T16:23:38Z No. of bitstreams: 1 LASIER GORZIZA DE SOUZA_.pdf: 2430435 bytes, checksum: 2a0d2c5eec55956de1f835c2294f9b57 (MD5) / Made available in DSpace on 2015-10-08T16:23:38Z (GMT). No. of bitstreams: 1 LASIER GORZIZA DE SOUZA_.pdf: 2430435 bytes, checksum: 2a0d2c5eec55956de1f835c2294f9b57 (MD5) Previous issue date: 2015-04-20 / Nenhuma / O objetivo geral desta tese consiste em propor e testar um modelo teórico de coopetição que explique a performance da força de vendas de uma empresa de varejo, a partir de dois estudos: o primeiro, qualitativo, utilizou a abordagem grounded theory e amostragem teórica a partir de 14 entrevistas em profundidade e 4 grupos focais com vendedores, gerentes de filiais, Supervisora de Recursos Humanos, Gerente de RH e Diretor de RH. Nesta fase, apresentou-se um modelo teórico de competição que explica os comportamentos cooperativos e competitivos encontrados na ambiência de pesquisa e mostrou de que maneira esses comportamentos impactam na performance de vendas da empresa estudada. Mais especificamente, na fase exploratória, foi analisado a relação entre cooperação e competição e a relação da coopetição com a performance da força de vendas de uma empresa varejista e identificou a existência de variáveis contingenciais na coopetição individual. O segundo estudo, de caráter descritivo, utilizou a metodologia quantitativa, mais especificamente de uma pesquisa survey com uma amostra de 1240 vendedores das 252 filiais da empresa, testou-se empiricamente as relações do modelo teórico proposto na etapa anterior a partir da modelagem de equações estruturais. Além disso, avaliou-se os efeitos de assimetrias entre as variáveis de orientação cooperativa e competitiva na cooperação e na competição (respectivamente). Após isso, foi aferido as moderações das variáveis laços interpessoais, normas de compartilhamento de conhecimentos, clima psicológico competitivo e práticas gerenciais nas relações entre os construtos cooperação, competição na performance. Os resultados identificaram que a cooperação está relacionada a resultados individuais negativos da performance de vendas. Ainda, mostrou que a competição é um comportamento que também está relacionado com a performance de vendas. Porém, ao contrário da cooperação, a competição favorece os resultados positivos na performance. Os relacionamentos recíprocos entre os construtos cooperação e competição (impacto da cooperação na competição e o impacto da competição na cooperação) demostraram que essas dimensões se impactam de forma negativa entre elas. Isto é, estão inversamente relacionadas. / The overall objective of this thesis is to propose and test a theoretical model of coopetition to explain the performance of a retail enterprise sales force, from two studies: the first, qualitative, used the grounded theory approach and theoretical sampling from 14 in-depth interviews and four focus groups with salespersons, branch managers, HR Supervisor, HR Manager and HR Director. At this stage, we presented a theoretical model of competition that explains the cooperative and competitive behaviors found in the search ambience and showed how these behaviors affects the sales performance of the studied company. More specifically, the exploratory phase was analyzed the relationship between cooperation and competition and the relationship of coopetition with the performance of the sales force of a retailer and identified the existence of contingency variables in individual coopetition. The second study, descriptive character, used the quantitative methodology, specifically a survey research with a sample of 1240 sales of 252 branch offices; we tested empirically the relationship of the theoretical model proposed in the previous step from the equation modeling structural. In addition, we evaluated the effects of asymmetries between the cooperative and competitive orientation variables on cooperation and competition (respectively). After that, it was measured the moderations of variables interpersonal ties, knowledge sharing standards, competitive psychological climate and management practices in relations between the constructs cooperation, competition in performance. The results showed that cooperation is related to negative individual results of sales performance. Still it showed that the competition is a behavior that is also related to the sales performance. However, unlike the cooperation, competition favors the positive results in performance. Reciprocal relationships between the constructs cooperation and competition (impact of cooperation in the competition and the impact of competition in cooperation) showed that these dimensions negatively impact between them. That is, they are inversely related.

本文研究重點在台灣航空票務市場上的銷售通路分析，利用國外市場包括已開發國家美國、日本市場在這領域的趨勢發展，來和台灣國內的市場現況作比較分析；而大陸市場以（上海為主）的引用，則是著眼在兩岸直航業務正大力發展，市場潛力和影響力都有無限可能，因此也特別收集資料作為比較參考的目標之一。也由於票務市場的銷售通路多元發展、多管齊發，在總結歸納下依同業（B2B）和直客（B2C）來作區隔。因二者的通路業務在市場上仍有部份重疊衝突的地方，可透過理論模式的導入分析，清楚得知。特別介紹 E航國內前三大代理批售旅行社在市場通路上的開發建構情況與實際業績佔比的消長比較，都深受各家業者在市場策略的制定和經營重心的支配。 研究中主要以票務銷售的市場通路經營為核心。因此首先利用STP模式來作市場區隔和產品定位，輔以AIETA模式說明，再透過4P+4C的銷售工具和邏輯作奧援解析，清楚明白B2B2C的通路生態鏈的異同之處。利用垂直銜接和水平整合作互補，提高效益的同時，也能降低成本，不論是業者或消費者都能達到多贏策略。在文中又以競合策略理論論述三批售商在通路經營上的轉型歷程所面臨的狀況，雖能研究之前的業績消長和影響因素，但仍需要時間驗證優勝劣敗，端賴往後決策者的經營智慧和執行力。最後再以策略管理中的產業矩陣模式分析，在產業環境中產品通路與營運範疇的公司競爭力，透過SWOT分類出弱勢和威脅落點的策略型態，作最後的總檢視，也將全文研究作一對應結論。希望能更清楚現行的市場通路競爭力不足之處，也可明白未來努力改進強化的方向！ 可以發覺到任何通路、任何市場網際網路的電子商務開發和專業平台的建置已是趨勢，更是現在競爭力爭高下的決戰點！不只是入門的基本配備，也都更持續研發高階進化的功能，以簡化流程、加速大量去化！雖然機位機票的銷售對通路批售商無任何的庫存壓力，但對供應商航空公司卻有無比沉重的時效性負擔！因為機位和飯店是最無存貨價值的商品，起飛後空位價值轉為零。因應配合產品銷售特性，讓我們拭目以待更快速、更高效率的電子商務模式出現。 能有機會親上一線市場通路佈局規劃銷售競爭，結合所知所學和所體驗、所經歷彙整成此一研究，是不可多得的際遇！雖然市場通路銷售歸類畫分為二：B2B，B2C。但就猶如當今的尖端3C產業也是在0和1的程式邏輯中演化銳變成今日超級明星產業，看似簡單其實包含無窮的變化與複雜。 / This research report is focused on analyzing the air tickets sales channels in Taiwan’s airline industry market through the comparison of its evolving trend in the developed country such us United States and Japan versus that in the Taiwan market. Furthermore, Mainland China’s booming travel market is adduced in this research while using Shanghai as the focal city because of the impact and the unlimited potentiality that have been brought onto it by the unfolding cross-strait direct flight service. I particularly collected relevant data for this market with the intension to use it as one of the comparison targets. Moreover, due to the multiple developed sales channels present in the market, I have segmented my conclusion into 2 categories: B2B and B2C. Nevertheless, I adduce theories and models as analysis tool to illuminate the overlapped and conflicting area between the B2B and B2C sales channels. In my research, I also use E-airline’s top 3 wholesalers in Taiwan’s air tickets sales market to explore on how each of its market strategy and business focus attribute to their business performance and market share. The core target of my research thesis is aimed at the sales channels of air tickets. STP model is firstly being used for market segmentation and product positioning; AIETA model is used as a supporting measure. It is then followed by 4P + 4C sales tool to support the logic flow and to illuminate the discrepancy on B2B2C channel chain. The combination of both the vertical link and horizontal integration has served as a complement to increase efficiency and reduce cost. This in return brings forward a win-win strategy that benefits both the general agencies and consumers. In the thesis, the concept of co-opetition is being adopted to discourse upon the situations being encountered by the aforementioned 3 wholesalers during their transitional process. Although my study can focus on the ebb and flow of their performance as well as the co-related attributing factors, it takes time to attest to the survival of the fittest depending on the business operation wisdom and the executing ability of their policy makers. Lastly the industry-matrix model is being applied to analyze the company’s competing edges on the product sale and operation scope in the industry; while SWOT model is adduced as a final review to verify which strategic pattern falls on the quadrant of weakness and threat; this overall derives to the conclusion of my thesis. Hopefully, it will shed lights on the lacking area that lies in the present market sales channels and will illuminate the direction leading to a more prominent future in the industry. It is also worth mentioning that the trend in the e-commerce and professional platform development through internet has inevitably become the crucial factor that leads to success in the competing battle field. Not only the basic threshold, the continual research for advancement, the simplified procedures and the capacity for expansion are all important competing factors. Although the air tickets wholesalers carry no ticket inventory pressure upon themselves, the airliners have to bear the heavy burden of timely sales of their products. Empty airline seat loses its commodity value the moment the aircraft taking off, just like the hotel room inventory which zeros out its value with the past of time. To better utilize the time sensitive products provided by the airliners and hotels, it is foreseeable that more speedy and high efficient sales channels will be prevalent in the days ahead of us through the evolving e-commerce business model. Having the opportunity to involve my research with the forefront sales channel distribution and to intertwine it with the competitive edges in the market based on my personal background and related knowledge is quite a unique experience. Although the sales channels in my research have been segmented into B2B and B2C, the emerging 3C technology will inevitably become tomorrow’s superstar in the industry. Just like the progressive evolution of 0 and 1 equation through the logic flow, something appears easy and simple on the surface may carry an inexplicable complexity of its own.

Abstract Since the beginning of this new century, global steel industries have gone through dramatic change. From the researches we have observed, the following major changes have taken place. Number one, the¡¥death spiral¡¦in 2001 to the¡¥volcanic eruption¡¦in 2003; steel prices appeared as V shape fluctuations. Global steelmakers¡¦ raw materials, including iron ore, coking coal, hot-rolled band, pig iron and even steel scrap, prices are constantly on the rise; Survival Success Surprise was what many people in this business were saying. The second, reflecting this late-2001 pricing catastrophe, steel mills began to adopt new behavior patterns of rationalization¢wSmall is Beautiful ¡¥. In order to survive in some cases, and to win in others, the steelmakers: a) implemented more rapid production cutbacks once steel prices started to fall; b) closed marginal facilities and c) increased M&A activity.It suddenly became an international trend to merge and merge again;and the appearance of the Acelor Mittal giant steel company, people called this the Metal Mettle Mittal phenomenon. The third was that the Flying-geese Theory and steel industries began to spread across Asia, from Eastern Japan, Korea, and Taiwan, to Northern China, and to Southern India. Asia became the world¡¦s steel industry center. Just as the book,¡mChina Shakes the World: the Rise of a Hungry Nation¡ndescribes, China has became a ¡§magnetic field¡¨ in the global steel industry. China¡¦s steel production increased rapidly and caused supply to exceed demand. The fourth is that global steel industries are now ushered in the energetic resource constraints era, and not the capital constraints anymore. Upstream mine sources are monopolized, more than 70% of global mining sources are owned by three major companies. In the future, global crude steel manufacturing bases will leave the main steel consuming countries and settle down in countries that are rich in mine resources to produce steel. The fifth is identical with what¡mThe Age of Discontinuity¡npointed out. The beginning of a Sigmoid Curve includes Modern Imperatives, Market Smart, and Future Scenarios; the discontinuity of global steel industry and major changes are hard to predict. The demand, growth, and price change models are not the same anymore. However, perhaps there will be a stable New Continuum when discontinuity comes to an end. The local structure of steel industries is also going through dramatic change; it used to resemble a giraffe, now it looks like Steven Spielberg¡¦s ET! Local upstream cannot provide enough semi-product steel, imports of 7 to 8 million tons of semi-product steel manage to keep this in balance. Midstream steel industries, especially single rolling mills flourish. Yet the sizes of downstream processing industries are small with low added value. The demand is not enough to absorb the production of midstream mills, causing midstream steel rolling mills to rely on massive exports. A small head with a big body and skinny legs is like a giraffe, which is just the case in Taiwan¡¦s steel industry. Whenever local steel market is sluggish, the prices are subject to change. Taiwan¡¦s steel is mostly localized in the Asia area, while joining the WTO, internationalization, and globalization will only make competition worse than ever. The plans for a big steel mill in Yunlin and expansion of another large steel mill in Taichung will cause them to face local production surplus problems; the head has become larger than the body, just like ET. Asia¡¦s steel is mainly consumed by China, yet China is constantly increasing production capacity, causing the Taiwan steel material export and domestic market to shrink. If political factors are added into the mix, the market will become even harder to predict. The competition of steel mills in Taiwan faces with China, India, Japan, and Korea steel mills shall prove to be a very harsh test. They made NT $45.1 billion in 2003, NT $65 billion in 2004, NT $65.1 billion in 2005, NT $47.7 billion in 2006; estimates say they will make NT $60¡ã70 billion in 2007. At least one amount of capital can be made every two years in the Steel Mill C, causing them to have a global leading profitability. Their strategic management is something we should look upon and conduct research on; this also includes their learning and application of strategic planning, their sharing and exchanging of strategic execution experiences, and their innovation or revolution in visions or goals, etc. They are considered a capital and technology intensive industry, and with adequate management systems, they have become the role model of a sustainable competitive advantage and a perpetual operation and sustainable development. High-ranking finance personnel in the government point out that anybody can make money out of the Steel Mill C. Is that really so?! Our research reveals the sustainable competitive advantage of enterprises with high profit and low growth rates, we used the Steel Mill C as an example; the only integrated steel mill in Taiwan that makes everything on its own has a very high productivity that made it become one of the worlds most competitive steel mills. They constantly maintain high productivity with low costs. Thus, their core competence is actually their sustainable competitive advantage in long-term, and not their high market share. When an enterprise develops, it should focus on increasing its profit and growth at the same time; when the profit condition is better than growth, start focusing on growth (and vice versa). According to the World-Class Steelmakers¡¦ rankings by World Steel Dynamics, we find the mill is trying to be far away from a haze of low growth by expanding capacity. To come up with the following five internationalization strategy suggestions is that we give to our steel mill subject: 1. Construct competitive powers and strategies of growth with quantity and quality of production at the same time. 2. Maneuver to enter international markets.of low cost product and high growth boom 3. Focus on strategic products and valuable international product strategies. 4. Take control of multi-national vertical integral investment mineral related strategies. 5. Come up with the positioning strategies of a perpetual operation and sustainable development. within the global steel industry value chain. Have a vision, persist on fulfilling the core values, grasp hold of core abilities, construct a competitive edge, seize chances, actively plan beforehand, and take control of the future. Choose the right time, use the right tactics, and do the right things to survive and succeed as a going concern of world class steelmaker.

In this paper I start from the exploration of the change of industrial structure during the economic development in Taiwan after World War II. Through the document analysis, I find out the reasons why the manufacture and service industries move outside to mainland China and other areas around the world are because of the extension of market and the cut down of cost. Since China is the most important trade partner of Taiwan, I focus the study on the economic zones in China, especially the economic zone of West Coast of Taiwan Strait (West Coast economic zone). The argument of this paper is that Taiwan should take advantage of the favor policy of economic zones in China and build the supply chain in the certain economic zones with local comparative advantage industries. And the evaluation of Taiwan¡¦s economic strategy depends on which economic zone in China can offer the supply chain advantage industries with the need of Taiwan¡¦s industries. After the comparison of the current trends of the investment of Taiwanese businessmen in West Coast economic zone and other economic zones in mainland China, I find out West Coast economic zone is not Taiwanese businessmen¡¦s best choice to invest. To attract more investments from Taiwan, the authority of West Coast economic zone should alter its favor policy according to co-opettion strategy and to meet the need of Taiwan industries. In conclusion, I suggest the authorities on both side of Taiwan strait should offer the need of local comparative advantage industries according to the supply chain theory, by this way, we can get a win-win result for the both side of Taiwan Strait.

Denna studie handlar om lärande inom samverkan och vilka förutsättningarna för kommunikation och lärande som erfordras. Arbetsformen samverkan har tillämpats inom en projektorganisation sammansatt av tre olika parter.  I vartdera av de två studerade projekten har en beställare anlitat två konkurrande konsultföretag med målsättningen att de tre parterna tillsammans ska utveckla lösningar inom ett nytt tekniskt område. Genom denna trepartssamverkan eftersträvades en större innovationspotential genom ett ömsesidigt lärande, en utveckling av kompetens inom branschen och skapande av nya arbetssätt för en standardisering av framtida tekniska tillämpningar. Studien är kvalitativ och den vetenskapliga forskningsmetoden är inspirerad av fenomenologin. Studien syftar till att inhämta kunskap om hur förutsättningarna för kommunikation och ömsesidigt lärande utvecklas genom att arbeta i samverkan. Studiens resultat bygger på 13 intervjuer där informanterna aktivt arbetat i projekt genom trepartssamverkan. Resultaten har tolkats och teman identifierats vilka redovisas ur ämnesområdena Kommunikation, Ömsesidigt lärande och Organisatorisk tillhörighet. Framträdande resultat handlar om vikten av att initialt ha utarbetade ramar och definierat innehåll där lärandet och kompetensutvecklingen kan utvecklas. Att tillhöra en arbetsgrupp inom projektet ses som en viktig förutsättning för det ömsesidiga lärandet där gemensamma mål, tidplan och arbetssätt är dess pelare. Resultaten visar på betydelsen av att samverkan sprids inom hela samverkansorganisationen vilken utgör en grund för det gemensamma lärandet. Att arbeta i projekt är ett sätt för parterna att arbeta nära varandra och ses som en naturlig miljö för ett ömsesidigt utvecklingsinriktat lärande. Genom respekt för parternas företagsunika processer, metoder och verktygen kan en gemensam samverkanszon för kompetensutveckling, ömsesidigt lärande, teknisk innovation och ny teknik utvecklas.

Made available in DSpace on 2010-04-20T20:51:18Z (GMT). No. of bitstreams: 3 61060100569.pdf.jpg: 17543 bytes, checksum: c74bd00a0544b092b58dd92225ec6217 (MD5) 61060100569.pdf: 945451 bytes, checksum: bf42d9d92ec8d894f559f7b80215246d (MD5) 61060100569.pdf.txt: 258557 bytes, checksum: 41c9acc62d81302fbf794736cd068df6 (MD5) Previous issue date: 2008-07-01T00:00:00Z / The choice of strategic alliances as a way to survive in the market is more common each day, more often since the 80's. Among all these alliances, one special type calls up our attention: the strategic alliances among competitors. Inside these alliances, also known as Horizontal Alliances, there is an element of simultaneous cooperation and competition, creating an apparent paradox. An interesting issue is to know how managers deals with this duality, carrying us to travel throughout an specter of different strategic relationships going from extreme competition till the open cooperation, passing through a co-opetitive vision, where market’s relationships may be, at same time, competitive and cooperative, composing a complex game of perceptions and impressions where the boundaries of competition become more and more unclear. This research tried to understand the sensemaking process in creating and managing strategic alliances between competitors through the phases purposed by Daft and Weick (1984): scanning, interpretation and learning. For this purpose, this thesis investigates the concepts of Strategic Alliance and Sensemaking, as well the way which this meaning is created about alliances opportunities. Also was investigated if these alliances are instrumentals and short term, or strategic and long term. The research strategy used in this thesis is based on multiple case studies, using ante narrative analysis and critical incident method as tools to construct the cases. Ante narrative analysis try to construct a narrative story through fragments of speeches and news. These analyses provided a valuable source of information used to construct the cases because they are focused in manager’s cognition issues and it is too difficult to capture this directly. The alliances studied in this research are the code-share operation between Varig and TAM, during approximately 2.5 years; and Credicard, a Brazilian credit card joint venture created by Itaú, Unibanco and Citibank in the early 70’s. Two major reasons justifies the choice of these alliances: both cases provide complete cycles of alliances life, but in different industries; and also both cases are well known Brazilian cases occurred recently. These cases show that the alliance’s meaning changes along the time, also changing the actions taken by the partners in response of the change of perceptions about the environment and the partners itself. While the perception and interpretation changes, the alliance’s game change too. So, it’s possible suppose while the meaning of alliances changes, also changes the goals and perception of the alliance, going from instrumentals to strategic, and vice-versa during the life time of an alliance. / A opção pelas alianças estratégicas como forma de sobrevivência empresarial tem se tornado cada vez mais comum, principalmente a partir da década de 1980. Dentre as alianças que vêm sendo formadas, um modelo chama a atenção por suas características peculiares: as alianças estratégicas entre empresas concorrentes. Essas alianças, também conhecidas como Alianças Horizontais, trazem em si um elemento de cooperação e competição simultâneos, criando um aparente paradoxo. Compreender como os gestores lidam com essa dualidade é uma tarefa interessante que nos leva a trafegar em um espectro de posições estratégicas que vão desde a competição extrema até a irrestrita cooperação, passando por uma visão co-opetitiva, onde as relações de mercado podem ser, ao mesmo tempo, de competição e cooperação, em um complexo jogo de percepções e impressões onde a fronteira da concorrência torna-se cada vez mais nebulosa. Esta pesquisa buscou compreender como se dá a criação de sentido (sensemaking) nos processos de formação e gestão de alianças estratégicas entre empresas concorrentes através das etapas de busca, percepção e interpretação propostas por Daft e Weick (1984). Para tal, foi necessário compreender os conceitos de Alianças Estratégicas e de criação de sentido (sensemaking), bem como entender o processo de criação de sentido acerca dessas oportunidades de alianças. Foi também importante investigar se essas alianças são formadas com intuitos instrumentais e imediatos ou se são vistas como estratégicas para a organização e de longo prazo. Utilizou-se neste trabalho uma estratégia de pesquisa com base em Estudo de Casos Múltiplos, valendo-se para tal de Análises de Antenarrativas e utilizou-se o Método do Incidente Crítico para orientar a análise. Análises de Antenarrativas buscam construir a narrativa dos casos através de fragmentos de falas e notícias. Por se tratar de uma construção focada na cognição dos gestores e reconhecendo a dificuldade de se captar essas questões, as antenarrativas forneceram um arcabouço material valioso para a construção dos casos. Foram estudadas as alianças entre TAM e Varig, quando realizaram operações de code-share durante cerca de 2,5 anos no início da década, e a Credicard, joint venture formada na década de 70 por Itaú, Unibanco e Citibank, para a expansão do mercado de cartões de crédito no país. Os casos utilizados foram escolhidos por duas razões principais: fornecem um ciclo completo de duas alianças diferentes, em setores diferentes, porém realizadas entre concorrentes; são casos emblemáticos na economia brasileira, com desfecho recente. Foi possível verificar que, para os casos citados, o sentido da aliança se altera ao longo do tempo, alterando também as ações tomadas por cada um dos parceiros em função da percepção que eles têm do ambiente e dos próprios parceiros. Enquanto muda a percepção, muda o próprio jogo da aliança. Dessa forma, é possível supor que o significado das alianças que vai mudando ao longo do tempo pode ser, em dado momento, instrumental e, em outro, estratégico.

金融科技(Fintech)，結合了 Financial 和 Technology 二個單字所組合，泛指一群企業運用科技手段使得金融服務變得更有效率，進而形成一個產業。這些科技公司運用了通路（硬體或平台）或是技術（大數據、區塊鏈、物聯網等等）和金融服務做結合，進而改善或提供新的金融服務，而這些創新的商業模式，也讓科技公司進入了金融科技這個領域。 本研究採用個案研究法藉由個案公司來找出他們的商業模式加以分析，探討個案公司之商業模式，找出關鍵成功因素及探討個案公司與金融科技業者及金融業者之競合策略。 本研究主要目的在融合學術架構、產業實務，找出金融科技業關鍵成功因素，如何有效運用產業、商業模式與競合策略這三層面向，來協助達成金融科技業成長的目的。

Infrastructure in the form of payment systems is a necessity to allow for payments to reach from payer to payee, but it is also subject to product differentiation between banks. In the euro countries, a domestic-integration zone termed SEPA that consolidates payment systems into a singular system has been regulated, providing market efficiencies for customers and companies. However, in Sweden, banks use unstandardized file communication that is costly for stakeholders to interface against, and is becoming increasingly difficult to oversee. With the introduction of novel payment solutions (e.g. mobile payments), there is also an increase in competitors that access the infrastructure. A rising customer demand for faster, global and integrated payments has been identified. This increased fragmentation of the market requires large investments for banks and reduces customer mobility, which motivates the need for consolidation of payment flows. The purpose of this thesis is to identify the roles of stakeholders in the clearing and settlement mechanism, and to identify the drivers and inhibitors that affect business decisions to change the systems in place. These results are categorized according to co-opetition theory. Furthermore, the thesis brings forward the global industry standard for financial messaging ISO 20022 to the business context, and discusses its implications in the Swedish market from an interoperability point of view. The study has been conducted using mixed methods with a qualitative approach. It includes: Analysis of documents and materials, non-participative observation, interviews with 9 industry experts and an in-depth case study of real-time payments in Sweden (Betalningar i Realtid). Results show that actors’ perceptions of one another are ambiguous, but cooperation is well-established and reaps many positive effects for firms. Co-opetition activities in banks are inclined to drive change, while competitive moves are likely to leave the system unchanged. Co-opetition is only possible under certain pre-agreed rules such as differentiation by implementing flexible payment solutions. The main implication for migration to an improved, standardized payment flow is connected to the governance of infrastructure. It is suggested that if agreements between stakeholders are not reached in due time then SEPA-like regulation put forward by higher instances is a likely outcome.