隨著科技進步，支付工具越來越多元化，第三方支付在中美已發展成熟。面對第三方支付平台的崛起，並由主管機關主導開放非銀行業辦理代收代付及儲值業務。本研究以文獻分析法及制度比較法，從台灣金融業者的角度比較第三方支付中信託及履約保證機制所產生的影響，發現信託較履約保證機制為佳；而就制度而言，我國對第三方支付平台儲值款項在消費者權益保障最為嚴謹。銀行在承擔第三方支付業者倒閉風險的同時，亦可選擇自行發展第三方支付業務。 由於國內線上交易市場競爭激烈，為活絡網購市場，網購業者以引進中國網友至台灣網路特約商店消費為目標。本研究分析我國發展跨境代收轉付金流服務之方向，並以玉山銀行為案例，認為在國際第三方支付市場上，以合作取代競爭是值得採行的策略。同時結合台灣優質廠商，應是台灣未來金融業者與第三方支付業者可搶進的利基。 再者，第三方支付產業市場競爭激烈，與金融業產生競爭關係，尤其第三方支付平台所提供理財與放款服務十分具有市場競爭力。但是基於法規要求及各項互補產生的附加價值，產生合作關係，金融業者應審慎選擇與第三方支付業者競爭或合作。根據本研究調查目前我國銀行與第三方支付業者競爭或合作概況，同樣發現為競合關係。 最後，為提升金融業之競爭力，建議應強化電子商務技術能力，善用目前據點優勢，重視客戶反饋及增加創新服務，並積極爭取具有綜效之異業結盟，以爭取賽局有利條件。另建議主管機關為進一步保障消費者，短期宜修改《電子支付機構管理條例》相關子法，中長期宜研擬修改《信託法》。為解決跨境交易監理及課稅問題，則可利用跨境支付管理業務。 / As technology advances, payment systems grow diversity. Third-party payment has matured in China and USA. Facing the rise of third-party payment platform, and opening lead by the authority, what stategies should Taiwan's financial industry choose? The research has analyzed and compared Trust with Escrow in third-party payment, and found that Trust is a better way. As far as legal system is concerned, Taiwan values most on consumer protection. Since banks bear the risk of third-party payment company bankruptcy, they can also choose to develop their own third-party payment services. Due to fierce competition in the domestic online market, online shopping companies dedicate to attract Internet users in China. The research has illustrated the development of cross-border payment managing service, and taken E. Sun Bank as an example. The research explored that financial institution and third-party payment company should cooperate rather than competite in the international market. Combined with high-quality manufacturers, Taiwan's financial institutions and the third-party payment companies could get more profit. In addition, third-party payment industry is a highly competitive market, resulting in a competitive relationship with the financial industry . In particular, financial managing and loan services provided by third-party payment are very attractive. However, financial institutions and the third-party payment companies are forced to cooperate because of regulatory requirements and the value added by complement. Financial institutions should evalute carefully. According to the result of present study, it is co-opetition in this relationship. To enhance the competitiveness, the research suggests that financial institutions strengthen the ability of e-commerce technology, make good use of the advantages of the branches, pay attention to customer feedback, establish innovative services, and actively seek alliance which makes synergy. On the other hand, the research recommend authority amend law. In order to supervise cross-border transactions and taxation, authority could use cross-border payments managing service.

2015年3 月，IHS市場調查公司預估由於太陽能光伏企業繼續整合併購有利於市場擴大佔有的連動關係，使得大者恆大，而且平均售價快速下降，驅動市場需求更加高速增長，2020年全球太陽能光伏電站累計安裝量將達到500GW，比較2005年的5.3GW有如天壤之別，同時說明往後五年每年平均安裝64GW，也代表全球投資在太陽能光伏產業的資金每年高達1500億美元，依次中、美、日三國為領先主要投資在新能源建設。再查看平均售價（太陽板光伏模組）2005年價格約為3.5USD/W，隨著市場逐漸增大，預估價格也在2014年降至0.6USD/W。2015-2019年全球總產值將達到5120億美金（以太陽能光伏電站為基礎，系統價格160萬USD/1MW）。 雖然兩岸太陽能光伏產業共同面對一個極具規模及潛力的全球市場，但由於2010-2012年間供需失衡，產能過剩，急速下降的市場平均售價，歐美許多公司工廠因此關廠倒閉，進而對兩岸進行兩次所謂“雙反”–反傾銷Anti Dumping Duty及反補貼Counter Vailing Duty調查，最後判定對矽晶太陽能光伏產品加以處罰性進口關稅。依照WTO世界貿易組織規定會員國在面臨外國進口產品進行不公平競爭，並損害其國內產業時，可以採取救濟措施保護其國內產業，“雙反”就是措施手段之一。2014年大陸也針對美國多晶矽料實施53-57% Anti-Dumping Duty作為反制，目前中美雙方仍處在對峙中，但可預見隨著市場條件改變，將可能達成某種雙方可接受的妥協。 本研究把兩岸太陽能光伏產業競合策略放在上面兩個最大的標題之間及緊迫的時間軸上面，針對兩岸各自產業都已掉入虧損情況（第四章大陸與台灣個案研究），期待從競合策略的積極面（合作是為了創造新生價值，找出潛藏利益，甚至創新價值、價值整合，再爭取自己所創造的價值），加上絲毫不能忽視國家政府在文化、歷史、民族的角度及ECFA大框架協議的前提進行分析得到結論，並且做出建議。當兩岸太陽能光伏產業共同面對普遍存在的“雙反”又同時面向全球市場，台灣在思考競合策略的時候，必須認清在經濟層面上與韓國進行幾乎全面各產業競爭。特別關於時間緊迫，本研究認為無論從面板產業、IC設計產業，都已經說明台灣的技術優勢在快速流失，而大陸方面正傾全國之力加速超前，形成自主（紅色）供應鏈。換句話說，時間完全不在台灣這一邊，如果再對比韓國可以配合大陸的合作條件，台灣更沒有猶豫片刻，佇足不前的理由和本錢了！在非經濟層面上又擁有最好的文化、歷史、民族背景跟大陸進行合作，另外在更高的政治層面的考慮，如臺灣之小，大陸之大，夾存在中日美三個強國之間，臺灣的選擇應該是非常清晰可分辨，並且在極度的時間壓力下應該積極運用國家政府有效作為，盡快在ECFA大框架協議下推進各項服貿、投保、金融協議、導引兩岸太陽能光伏從企業、產業到國家組合全面互利互惠合作達到面向全球市場雙贏局面。 / 2015 March, IHS market survey company forecasts Average Selling Price (ASP) will decrease rapidly and drive much higher demand growth rate, due to the Photovoltaic industries continue merger and acquisition. The forecast also indicates global accumulated installation capacity will reach 500GW in 2020, compared with 5.3GW in the year of 2005 which displays promising growth, meanwhile averages yearly installation capacity of 64GW in next five years and yearly investment of 150B USD globally. When looking into price details that PV module selling price of 3.5USD/W in 2005 has dropped to 0.6USD/W of 2014 which translates gross product value of 512B USD, with price reference of 1.6M USD/1MW solar power system. Both sides of the Taiwan Straits are facing a huge potential but challenging global market of Photovoltaic industries. The period of 2010-2012 not only generated the peak of demand, also induced problematic over-supply and selling price free-fall. Factories in Europe and North America are forced to become insolvent, then claimed for the restricting of import with Anti Dumping Duty (ADD) and Counter Vailing Duty (CVD) against mainland China and Taiwan, according to WTO regulations. In the year of 2014, mainland China also initiated a reactive measures of ADD against polysilicon imported from USA. Currently mainland China and USA are still struggling the head-on situation, but are believed to reach a compromise solutions under the Photovoltaic market development. We study the issue of Anti Dumping Duty (ADD) and Counter Vailing Duty (CVD) for the example of Photovoltaic industries, covering both sides of Cross-Strait. We focus Co-opetition in terms of time pressure, each side reporting business loss and propose a very constructive and active strategy as the essence from Co-opetition (Creating Value that You Can Capture is the Central Theme in Co-opetition). Of course, we should never ignore government playing a critically influential role based on culture, history, Chinese nation and forward-moving ECFA positive impact. When generally evaluating Co-opetition strategy, we clearly see the competition every corner between Taiwan and Korea. Specifically about time pressue we realized the reversal happened in the industries LCD flat panel and IC design which mainland China assures to catch up and surmount Taiwan in short future. Taiwan can not afford any hesitation and miss the narrow window of creating and capturing our own value in Co-opetition with mainland China. We worry as well Taiwan’s dilemma situation between USA, Japan and mainland China and strongly believe that the best strategy, in addition to the essence of Co-opetition is to harmonize the relationship with mainland China in all the possible areas. So that when facing global market, a win-win result can be expected, through Co-opetition central theme.

當管理策略的發展開始從既有的「純競爭策略」，逐漸轉變為一種陰陽相依、競合相倚的觀念時，這種「陰」與「陽」同時存在或交替出現的「競合策略」便成為管理學者爭相研究的焦點。然而，即使有關於競合的理論與研究不勝枚舉，但是能以知識為探討的立足點，來瞭解廠商間創新研發競合關係的研究並不多見。再者，過去有關區域創新或是產業聚落的研究，多半強調合作創新，顯少討論區域內的競爭。進一步而言，對於區域內廠商在創新研發方面同時「競合並存」的研究，特別是針對「競爭導向的合作」與「合作導向的競爭」兩種創新競合的情境下，廠商間的知識分享與知識保護的情形，更是付之闕如。因此，本研究的目的，即在回應這些文獻缺口，對於廠商在不同的創新研發「競合關係」情境下，其知識互動的實際作為，做一深入的探究。 本研究在研究方法上採用多重個案研究方法，以全球最著名的區域創新系統之一台灣中部地區的工具機群聚為主要的研究場域。在研究的過程中，以兩階段的深度訪談，針對中部地區的工具機暨零組件產業之競合關係進行瞭解，並找出兩個特殊的創新研發競合案例。進一步地，針對此兩案例中廠商的創新研發「競合關係」與知識互動的實際作為，做深入的比較與分析。 本研究經歸納彙整研究命題後，進一步得到以下結論： 一、第三方單位在區域內廠商之創新研發競合關係與知識互動中扮演重要的角色，包括中介協調、主動催生與管理計畫、技術移轉與檢測驗證等。 二、廠商在不同的「競合關係」情境下，會因營運範疇相似度的不同，而有不同的知識分享類型與交流管道。在營運範疇相似度高的情況下，會以基礎理論知識來進行分享，且以正式的討論會議為主要的知識交流管道；在營運範疇相似度度低的情況下，會以應用層面的技術知識進行分享，在知識交流的管道上不僅會有正式的討論會議，還會透過非正式的方式進行交流。 三、廠商在不同的創新研發「競合關係」情境下，會因未來競爭的可能性與營業秘密的考量，而採取不同的知識分享方式，包括選擇性分享、不願意分享以及主動進行分享等。 四、廠商在不同的創新研發「競合關係」情境下，儘管知識保護的緣由不同，都會以契約內的保密協議做為最主要的知識保護方式。 在學術研究方面，本研究不同於以往的文獻從「市場」或是「資源」的角度來探究「競合關係」，而是以創新研發中最根本的要素–「知識」，來探究創新研發的「競合關係」。其次，不僅瞭解到第三方單位是促成競爭廠商形成合作研發聯盟的重要推手，亦從廠商不同的競合情境下，其知識互動的作為，整理出「知識互動的影響因素」。因此，本研究在學術研究上做出以下的貢獻： 一、過往競合方面的研究，主要是以一般性的策略領域為主，本研究則特別針對廠商在「創新研發」上的「競合」行為來加以探討。 二、過往的競合理論對於市場與資源的定義不夠完整與明確，且認為市場與資源是分別影響競爭與合作的不同要素。本研究更細緻地以「知識」的層次來加以探討，發現「知識」對廠商間的競合行為有很大的影響；此外，知識層次的觀點亦會使市場與資源間的界限變得模糊。 三、過往的競合理論概括性地提出既競爭又合作的概念，本研究進一步地提供「競爭導向的合作」（競中帶合）與「合作導向的競爭」（合中帶競）兩種情境的實證研究結果。 四、過往的研究較少提出第三方單位在競合關係中扮演的角色，本研究藉由實證並提出區域內廠商在進行創新研發競合關係時，第三方單位的主要角色與重要性。 五、過往區域創新系統或產業群聚的研究以探討廠商間的合作為主，本研究再加入「競爭」的要素做為研究廠商創新研發「競合關係」的基礎。 整體而言，本研究將「競中帶合」與「合中帶競」做清楚的定義，進一步地以知識作為廠商進行創新研發競合的根本要素，並提出第三方單位的重要性。在實務上，提供知識互動的影響因素作為廠商進行競合與知識互動時的參考依據。 / Management strategy has gradually transformed from “pure competition” to the coexistence of competition and cooperation, also known as co-opetition, where “co-opetition strategy” has become a popular research focus for scholars who study management. Scholars, upon observing such trend where “peace” and “warfare”- or “yin” and “yang”- exists either at the same time or occurs alternatively, begin to add the “cooperative” element (yang) into the traditional concept of “competition” (yin). Although immense theories and researches on the concept of co-opetition exist, researches that attempt to reveal the co-opetition relationship in the realm of R&D and Innovation among firms from the standpoint of knowledge have been scarce. Regional Innovation Systems is a field full of cooperation and competition, yet past research mostly focused on cooperation and innovation instead of discussing the competition among firms in the region. That is, few researches focused on discussing the cooperation and competition coexisting at the same time in the realm of R&D and Innovation among firms. Moreover, researches that particularly discuss the situation of knowledge sharing and knowledge protection among firms from two R&D and Innovation co-opetition types of “Competition-dominated cooperation” and “Cooperation-dominated competition” relegate said situations to the category of things unknown. Therefore, this research aims to fill the gap in such literature by conducting deep explorations into knowledge interaction among firms in one region, particularly from two R&D and Innovation co-opetition types. This research adopts a multi-case study method while the main field of research focuses on one of the most renowned global Regional Innovation Systems: the machinery cluster in central Taiwan. During the process of the research, a two-stage, in-depth interview was conducted to understand the co-opetition relationship among the machine tool and component firms in the central Taiwan, and has identified two special case studies of R&D and Innovation co-operation. Furthermore, this research focus on the R&D and Innovation co-opetition relationship among firms and their practices of knowledge interaction in these two cases, and conducts in-depth comparisons and analysis. By conducting two-stage in-depth interviews, this study summarizes the research propositions and further obtains the following conclusions: 1.Third party plays an important role in R&D and innovation co-opetition knowledge interaction among firms in the same region, including the roles of intermediary coordination, taking the initiative to spawn and manage projects, and transferring, testing and verification of technology. 2.In different “co-opetition” types, the types of knowledge sharing and exchange channels among firms are different according to how similar they are in operational scope. In the case of high similarity in operational scope, basic and theoretical knowledge is shared, and formal meetings are the main channel of knowledge exchange. In the case of low similarity in operational scope, technical and applied knowledge is shared, and the channels of knowledge exchange do not only have formal meetings, but also communicate informally. 3.In different “R&D and innovation co-opetition” types, firms will take different approaches in sharing knowledge (either being selective, not willing, or actively sharing) due to future competition possibilities and trade secrets. 4.Firms differ in their reasons for knowledge protection in different “R&D and innovation co-opetition” types, but will mostly rely on confidential agreements within their contracts as the main measure for knowledge protection. While past academic research mostly explores "co-opetition relationship" from the perspective of "market" or "resource", this research explores R&D and innovation co-opetition with the most essential element, “knowledge”. Not only is it understood that third-party units are important promoters of competitive firms in forming R&D alliances, "the influencing factors of knowledge interaction" from the perspective of their knowledge interaction under different co-opetition types is concluded. Therefore, this research aims to produce the following contributions in the academic field: 1.Past co-opetition researches mostly focus on generic and strategical fields, this research focuses particularly on bahviors of “co-opetition in R&D and innovation” among firms. 2.Past co-opetition theories’ definitions on markets and resources are insufficient and imprecise, for they describe markets and resources as different factors that affect competition and cooperation. This research offers a finer exploration from the aspect of “knowledge”. This research finds that “knowledge” has an immense impact on co-opetition behaviors. In addition, the knowledge-level viewpoint further blurs the boundary between markets and resources. 3.Past co-opetition theories offered the generic concept of simultaneous competition and cooperation This research further provides empirical research results of two scenarios: "competition-dominated cooperation" and "cooperation-dominated competition". 4.Past researches seldom discuss the role that third parties play in co-opetition. This research states the importance of third parties in the firms’ “co-opetition relationships” through empirical evidence when it comes to R&D and innovation in the region. 5.Past researches of regional innovation systems or clusters primarily focus on cooperation between firms, this research adds the factor of “competition” as a research basis for understanding firms’ co-opetition relationships in and R&D and innovation. Overall, this research clearly defines "competition-dominated cooperation" and "cooperation-dominated competition", and views “knowledge” as a fundamental element of R&D and innovation co-opetition, putting forward the importance of third-party units. In practice, provide the influential factors of knowledge interaction as a reference for firms to conduct co-opetition and knowledge interaction.

為了共同面對來自中國大陸廠商的價格競爭壓力，台灣自行車業的兩大領導廠商──巨大與美利達，以朝向高值化的共同目標籌組了競爭者間的合作體系。然而，競爭者雙方以合作為前提下，競合關係下的動態性以及廠商間的競爭性行動呈現何種面貌？又，如何應用策略矩陣分析法更細緻地分析，在競合關係中廠商間的競爭行為？ 本研究結合動態競爭的對偶層次分析及策略矩陣分析法，以策略點為分析基礎，更細緻地展開處於合作情境下的兩家競爭廠商，如何在歐洲自行車市場佈局競爭性行動。根據結構內容分析兩家廠商2006至2016 年間的新聞事件後發現，在合作的前提下，兩家廠商分別在競爭性行動的時間軸、地理涵蓋範圍、價值單元以及策略點皆進行具差異性的佈局，呈現多樣化的競爭內涵。 本研究除擴展競合情境下的動態競爭研究外，亦藉由策略矩陣分析法豐富化廠商間可分析的競爭行為，並探討資源條件不同的廠商間，其競爭行為如何佈局的實質細節。本研究對於廠商如何在競合關係中發起競爭性行動，提供了實務性的指引與參考。 / To present a united front against the stress of price-cutting competition from Mainland China, Taiwan’s two leaders in the bicycle industry, Giant and Merida, established an inter-firm cooperation system between competitors in order to achieve the common goal of delivering high-valued product. However, under the premise of cooperation agreement between two competing leaders, what is the dynamicity in co-opetition and the inter-firm competitive action under the real scenario? And, how can we apply the strategic matrix analysis to inter-firm rivalry on competitive behvior involved in co-opetition relationship? This study combines dyadic analysis from competitive dynamics with strategic matrix analysis to investigate the two research questions addressed above. By using the “strategic point” as the analytical basis, this study examines two competing leaders under cooperation agreement and extracts their competitive actions in European bicycle market with structured content analysis. Building on the results from the analysis of the news between 2006 and 2016, two competing leaders separately differentiate and conduct their competitive action deployments on four dimensions, which are time-axis, geographical coverage, value unit, and strategic point. Therefore, this study reveals the various contents of two competing leaders in the cooperation-competition. More than contributing to the research field of competitive dynamics in co-opetition, this study enriches the analyzability of inter-firm competitive behaviors by conducting strategic matrix analysis. It provides the details about how the firms compete with each other with different resource endowments. This study broadens our view of the competitive dynamics in co-opetition and introduces practical guidelines on initiating competitive action to the firms in co-opetition relationship.

Background: There are several strategies that focal companies can opt for to manage their supplychain. Different combinations of configurations and governance mechanisms are argued to havedifferent sustainability outcomes. First, main firms need to decide if they manage the relationshipwith suppliers themselves or if they hire a third party. Second, the buying companies could leadthe relationship with providers by incorporating collaboration or relying on industry certificates.Besides, Swedish companies, as well as Swedish citizens, are claimed to be highly sustainable.Purpose: The goal of this project is to discover the strategies top Swedish companies implementin their supply chains regarding sustainability, and their influence on the position of the companyin the Sustainable Brand Index. As a result, this project will help to determine which specificactions are most likely to lead to increased supply chain sustainability.Method: To fulfil the research purpose, a qualitative study has been conducted. Seven case studies,consisting of five semi-structured interviews with employees from Swedish companies, and twoperipherical secondary-data based ones, were coded and analysed using the grounded analysisfollowing an abductive approach.Conclusion: The results show that the configuration framework available in the literature is notas accurate as it could be, therefore, a new one is proposed. The combination that appeared to havethe best sustainability outcomes entailed a partially closed configuration i.e., extending monitoringto lower tiers, and a spectrum in the governance mechanisms gathering focal company owninitiatives and certifications.

Vertikale Kooperationen gelten seit Anfang der 90er Jahre als zentraler Erfolgsfaktor in der Automobilindustrie. Die Gestaltung der Arbeitsteilung nimmt infolge wiederkehrender Diskussionen über Einkaufs- und Entwicklungskooperationen zwischen einzelnen konkurrierenden Automobilherstellern und der damit verbundenen Ausweitung der unternehmensübergreifenden Zusammenarbeit auf horizontale Kooperationen eine weitere Dimension an. Johannes Reindl geht in einem komplexen Beschaffungsumfeld der Frage nach, wie die Beziehungen in horizontalen Kooperationen ausgestaltet werden sollten. Ausgerichtet an den Unternehmenszielen des Abnehmers wird hierzu mit einem starken Objektbezug auf die interdisziplinären Bereiche Entwicklung, Qualität, Einkauf und Logistik eingegangen. Das Buch enthält eine detaillierte und differenzierte Betrachtung relevanter Problemstellungen aus theoretischer und praktischer Perspektive. Damit ist es für Wissenschaftler und Praktiker im strategischen Beschaffungsmanagement von Interesse. Trotz der starken Affinität zur Automobilindustrie bietet sich diese Arbeit auch für andere Industriezweige (z.B. Maschinenbau oder Elektroindustrie) an. / Since the beginning of the 90s vertical cooperations have become a key factor for leading automotive OEMs in order to be successful. Of particular interest is that some competing automotive manufacturers begin to cooperate when it comes to development and purchasing, i.e. horizontal collaborations. Johannes Reindl focuses on how vertical relationships ought to be extended, to the respective manufacturers, into horizontal cooperations. The business objectives of an individual OEM take centre. He therefore concentrates on the multidisciplinarity of development, quality, purchasing/procurement and logistics. The present thesis gives a very detailed and differentiated way of looking at different issues from a theoretical as well as practical point of view. Hence it is of relevance for both, academics and senior managers working in strategic procurement. Despite its focus on the automotive industry its content is also relevant within respectively for other industries, e.g. mechanical engineering or electrical industry, just to name a few.

近年來，環境汙染、能源危機等議題，使世界各國莫不開始重視環境永續經營之課題。目前被認為具發展潛力之替代能源包括太陽能、風力、地熱、水力、生質能等，其中，由於太陽能為取之不盡、用之不竭的循環再生能源，具無汙染、發展歷史悠久、取得來源穩定、發電成本逐年下降等優勢，因此，各國政府皆致力於太陽能光電產業之發展與推動。 根據統計，太陽能光電產業產品製造重心在2008年金融風暴後，快速往亞洲地區移動，產量增加最快的地區為中國和臺灣，兩岸因各自不同的地理環境、發展條件、政府政策等因素，促使相關產品在全球市場佔有率持續增加。2009 年全球太陽能電池產量為9.34GW，其中，中國與台灣佔全球總產量的49%（中國38%、台灣11%），可見兩岸同時共享全球太陽能光電市場，亦共同競爭全球再生能源產業版圖。 本研究由廠商角度出發，針對兩岸太陽能光電產業競爭與合作策略進行多面向分析研究。首先透過Porter (1980, 1990)五力分析與鑽石模型，對兩岸太陽能光電產業進行探討，並以廠商層次之資源基礎與交易成本等理論，瞭解個案廠商的交易成本與交易價值，同時探討國家和產業因素是否在廠商合作或不合作決策間形成調節效果。本研究發現，面對中國廠商，不同價值鏈階段的台灣廠商需選擇不同的競爭或合作策略，垂直整合並非台灣太陽能光電廠商首選之發展策略。同時，基於資源與能力的互補性可發現，兩岸同價值鏈階段廠商呈相互競爭狀態，廠商合作動機低，而兩岸不同價值鏈階段廠商的合作動機則高。在合作方式方面，則因台灣廠商的目的性差異，主要分作長短期契約和合資兩種方式。此外，本研究亦發現國家條件，如生產要素互補性與政府政策，以及產業發展現況將帶動兩岸廠商建立合作關係的可能性。 / Due to increasingly environmental issues such as pollution or energy crisis, people begin to regard environmental sustainability as an important topic in recent years. There are several kinds of potential substitute energy, including solar, wind, geothermal, water power, biomass energy, etc. Solar energy is one of important substitute energies because of its pollution-free characteristics, stability and decreasing cost trend. Therefore, the governments are committed to develop and promote the solar photovoltaic industry. According to statistics, the production area of photovoltaic products has been moved quickly from Europe to Asia after the financial crisis in 2008. The two of the fastest growing areas are China and Taiwan. Due to geographical environment, development conditions, government policies and other industrial factors, photovoltaic products from China and Taiwan continue to increase in the global market share. For instance, China and Taiwan accounted for 49% (or 93.4GW) of the worldwide solar cell production (38% in China, 11% in Taiwan) in 2009. It is obvious that China and Taiwan are competing the global photovoltaic market share. Based on five forces model, diamond model, transaction cost theory and resource-based view, this study provides a multi-strategic analysis of co-opetition in the cross-strait photovoltaic industry. By collecting secondary data and conducing case study, I complete a serious of systematic analysis and results with the grounded theory approach.

Vertikale Kooperationen gelten seit Anfang der 90er Jahre als zentraler Erfolgsfaktor in der Automobilindustrie. Die Gestaltung der Arbeitsteilung nimmt infolge wiederkehrender Diskussionen über Einkaufs- und Entwicklungskooperationen zwischen einzelnen konkurrierenden Automobilherstellern und der damit verbundenen Ausweitung der unternehmensübergreifenden Zusammenarbeit auf horizontale Kooperationen eine weitere Dimension an. Johannes Reindl geht in einem komplexen Beschaffungsumfeld der Frage nach, wie die Beziehungen in horizontalen Kooperationen ausgestaltet werden sollten. Ausgerichtet an den Unternehmenszielen des Abnehmers wird hierzu mit einem starken Objektbezug auf die interdisziplinären Bereiche Entwicklung, Qualität, Einkauf und Logistik eingegangen. Das Buch enthält eine detaillierte und differenzierte Betrachtung relevanter Problemstellungen aus theoretischer und praktischer Perspektive. Damit ist es für Wissenschaftler und Praktiker im strategischen Beschaffungsmanagement von Interesse. Trotz der starken Affinität zur Automobilindustrie bietet sich diese Arbeit auch für andere Industriezweige (z.B. Maschinenbau oder Elektroindustrie) an. / Since the beginning of the 90s vertical cooperations have become a key factor for leading automotive OEMs in order to be successful. Of particular interest is that some competing automotive manufacturers begin to cooperate when it comes to development and purchasing, i.e. horizontal collaborations. Johannes Reindl focuses on how vertical relationships ought to be extended, to the respective manufacturers, into horizontal cooperations. The business objectives of an individual OEM take centre. He therefore concentrates on the multidisciplinarity of development, quality, purchasing/procurement and logistics. The present thesis gives a very detailed and differentiated way of looking at different issues from a theoretical as well as practical point of view. Hence it is of relevance for both, academics and senior managers working in strategic procurement. Despite its focus on the automotive industry its content is also relevant within respectively for other industries, e.g. mechanical engineering or electrical industry, just to name a few.

Water has been classified as an increasingly stress resource, according to the last World Water Development Report. Concerns about clean drinking water and water sanitation are also focal points of the Sustainable Development Goals (SDGs). Moreover, small and medium-sized enterprises (SME), as well as start-ups, are interested in water management innovation and reaching countries with difficult access. This project is motivated by a desire to identify and classify the challenges of reaching water-stressed regions or people living at the bottom of the pyramid (BOP) that are facing water scarcity as well as the aim to recognize approaches of how partnerships - strategic alliances, joint ventures, co-opetition, and buyer-supplier relationship - address some of those challenges. The importance of partnerships, their specific motives, and the assets and activities interchanged in each experience, have been examined through different interviews. By focusing attention on the relation between challenges, partnerships, and business model levels, this paper suggests that partnerships are essential to reach emerging markets, but not all of them are valuable at the earlier stages of a start-up. In addition, according to the challenges that are expected to address, a particular type of partnership should be established, which implies different adaptations in the business model. Therefore, the contribution of this study is to provide orientation to small companies on how to use partnerships based on the challenges to overcome reaching regions with water scarcity. / Vatten har klassificerats som en resurs som allt mer drabbas av vattenstress enligt senaste rapporten från World Water Development. Bekymmer om rent dricksvatten och vattenrening hamnar i fokus i de Globala målen för hållbar utveckling (SDG). Dessutom fokuserar små till medelstora företag och startups är intresserade av innovation inom vatten management och att nå länder där tillgång till vatten är svår. Detta projekt motiveras av en vilja att identifiera och klassificera utmaningarna av att nå vattenstressade regioner och människorna som lever i botten av pyramiden (BOP) som drabbas av vattenbrist och att hitta de metoder som med samarbetspartners, strategiska samarbeten, samriskföretag och leverantörssamarbeten kan hjälpa med dessa utmaningar. Betydelsen av samarbeten, deras specifika mål och tillgångar och aktiviteter som spridits i form av utbyte för varje händelse har examinerats genom olika intervjuer. Genom att fokusera på sammanhanget mellan utmaningarna, samarbeten och olika nivåer av affärsmodeller föreslår denna studie att samarbeten är grundläggande för att kunna nå utvecklingsområden, men inte alla är viktiga i de tidigare skeden i en startup. Dessutom enligt de utmaningar som uppkommer, en speciell typ av samarbete ska etableras som innebär olika anpassningar av affärsmodellen. Därför bidrar denna studie till att ge små företag riktlinjer på hur man använder sammarbetspartnerskap baserat på utmaningarna för att nå de regioner som har vattenbrist.