Thesis Purpose: The purpose of this study is to develop an increased knowledge of place branding, study the perception of inhabitants’ regarding Alvesta as a place and to explore an extended relationship between Alvesta and Växjö municipality. Methodology: The methodology of the study is conducted with qualitative and quantitative approach. There were two interviews in Alvesta and Växjö municipality office. A total number of 216 questionnaires were gathered in three urban areas in Alvesta municipality. Theoretical Framework: For this study place branding theory has been used as a guideline and SWOT, Gap analysis and Co-opetition theory were used to analyze Alvesta municipality as a place and its inhabitant’s perception. Empirical Finding: A total of 210 questionnaires were analyzed statistically through SPSS with functions such as cross tabulation, compare means, and scale reliability analysis. Also the results of two interviews with the Alvesta and Växjö municipality are written in this chapter regarding the theories used in this thesis. Analysis: The analysis chapter integrates the theory and the results of the empirical findings. Alvesta’s brand and service were evaluated based on SWOT and gap analysis. A co-opetition relationship was suggested between Växjö and Alvesta municipality in different issues such as branding, infrastructure and education. Conclusion: From this study we have attained insight that Alvesta municipality is in the initial stage in branding and there is a service gap in the inhabitants’ perception. Finally this study contributes how Alvesta municipality can create mutual value by cooperating and competing with Växjö municipality.

Past studies often discussed competition strategies in terms of SWOT analysis for establishing development strategies or in terms of game theory for drawing up short-term Co-opetition strategies. Yet, none of them can reveal the cause-and-effect phenomenon of information system integration companies that develop resources for performing contracts and the Co-opetition strategy at tendering period according to the condition of organizational resources; also, the companies improve knowledge and resources that will affect the tender game and the operation strategy. Hence, from a broader view, the enterprise competition strategies were discussed at ordinary and tender periods through case study of an information system integration company for department stores to investigate the Co-opetition model. From the history of the target company, this study analyzed the intended strategy at ordinary times and the emergent strategy for tendering, and investigated how enterprises accomplish strategic goals by means of resource leverage. Findings indicated that enterprises ¡§develop¡¨ the required resources according to the SWOT analysis and ¡§make full use¡¨ of existing resources to win the tender according to the PARTS analysis; and ¡§resource maintenance¡¨ affects the strategy and opportunity in subsequent games. The application of resource leverage in the above three arguments was also investigated. Furthermore, the ¡§synergy¡¨ of organizational resource development can affects the subsequent strategies and operations. Finally, a Co-opetition model for companies of information system integration is proposed as a reference model for Co-opetition strategy analysis.

Human beings always keep seeking for a better life ,our civilization also keeps moving forward grounded on this momentum .Each economic booming implies a new application or technology developed. Liquid crystal was found by a Austrian scientist, F.REINITZER in 1968 .Japanese companies applied it into large scale display started in 90s,which urged us moving into LCD era . In this study, we will discuss the competitive advantage of Taiwanese LCD driver IC industry ,the key component of LCD supply chain . Also we will take Taiwanese LCD driver IC design house-Novatek for example . By using five-forces framework , diamond structure and co-opetition theory ,we will dig out Taiwanese LCD driver IC industry¡¦s competitive advantage and its own position among world market . This study found Taiwanese LCD driver IC industry has competitive advantages of industry cluster ,high competition ,world-class customers ,quality human resources and government¡¦s support . With those advantages , Taiwanese LCD driver IC industry plays an important role of world market . We also propose strategies to Taiwanese LCD driver IC industry based on the result of this study .

<p>Thesis Purpose: The purpose of this study is to develop an increased knowledge of place branding, study the perception of inhabitants’ regarding Alvesta as a place and to explore an extended relationship between Alvesta and Växjö municipality.</p><p>Methodology: The methodology of the study is conducted with qualitative and quantitative approach. There were two interviews in Alvesta and Växjö municipality office. A total number of 216 questionnaires were gathered in three urban areas in Alvesta municipality.</p><p>Theoretical Framework: For this study place branding theory has been used as a guideline and SWOT, Gap analysis and Co-opetition theory were used to analyze Alvesta municipality as a place and its inhabitant’s perception.</p><p>Empirical Finding: A total of 210 questionnaires were analyzed statistically through SPSS with functions such as cross tabulation, compare means, and scale reliability analysis. Also the results of two interviews with the Alvesta and Växjö municipality are written in this chapter regarding the theories used in this thesis.</p><p>Analysis: The analysis chapter integrates the theory and the results of the empirical findings. Alvesta’s brand and service were evaluated based on SWOT and gap analysis. A co-opetition relationship was suggested between Växjö and Alvesta municipality in different issues such as branding, infrastructure and education.</p><p>Conclusion: From this study we have attained insight that Alvesta municipality is in the initial stage in branding and there is a service gap in the inhabitants’ perception. Finally this study contributes how Alvesta municipality can create mutual value by cooperating and competing with Växjö municipality.</p>

In the recent years co-opetition has emerged as a new theoretical concept, emphasizing the concurrency of competition and cooperation in business rela-tionships. It is considered as an integrative bridge between older contributions which one-sidedly emphasize either competition or cooperation. However, the co-opetition theory is barely applicable for problems of relationships between enterprises because of structural and methodical flaws. Therefore a framework for the modelling of enterprise co-opetition is introduced. A definition for the term co-opetition and determinants of co-opetition models are introduced, which are external institutions, several industrial boundaries and time. An industrial supply chain is introduced as one of the industrial boundaries in co-opetition models that considers the impact of potential participants and distinguishes be-tween individual customers and mass markets. A profit distribution rule is intro-duced for supply chains with individual customers, which considers the impact of excluded suppliers and can be used for the prediction of the outcome of auc-tions. It is shown for both mass markets and individual customers in how far stable agreements can be achieved, facing the problem of ubiquitous time-inconsistency of agreements. It is shown in which cases the introduced profit distribution rule recommends more stable negotiation outcomes than the Aumann-Drèze-rule and the Myerson-rule for coalition structures. Ideal-typical cases of... [to full text] / Atliktas tiriamasis darbas rengiant disertaciją yra aktualus nagrinėjant tokius klau-simus kaip: − Koopeticijos teorijos plėtra, − Derybų galia ir sutarčių stabilumas, − Ilgalaikės perspektyvos siekiant patobulinti naudojamą įmonėse programą. Koopeticija – tai neologizmas, sudarytas iš terminų konkurencija ir kooperacija. Šiuo neologizmu akcentuojamos įvairios prasmės, kurios įžvelgiamos esant konkurenci-jai ir kooperacijai santykiuose su visomis kitomis įmonėmis pramonės tiekimo tinkle, čia dalyvauja tiekėjai, pirkėjai (užsakovai), konkurentai ir tie, kurie aprūpina papildomomis prekėmis. Koopeticijos teorija dar tebėra pradinėje vystymosi stadijoje. Dėl sisteminių ir metodinių klaidų koopeticijos teorija taikytina tik sprendžiant įmonių savitarpio santykio problemas. Koopeticijos modeliai neturi norminio ir pripažinto apibrėžimo ar sandaros. Be to, neaišku, kokiu būdu galima naudoti šią teoriją. Todėl naujai sukurtas koopeticijos teorijos pagrindimas bei determinančių koopeticijos modeliams suformulavimas būtų svarus indėlis į šiuolaikinį mokslą. Reikėtų sutelkti dėmesį į įvairius savitarpio santykius pačiame pramonės tiekimo tinkle bei į įtaką, kurią turi nesančios tinkle įmonės, kurios visgi yra svarbios savitarpio santykiams, ypač kalbant apie derybų rezultatus ir sutarčių stabilumą. Nuolat augant tarptautiniam verslui atskiros valstybės praranda savo svarbą, kai kalbama apie kontrakto įvykdymo patvirtinimą. Ypač tada, kai nėra pasitikėjimo valsty-binėmis institucijomis... [toliau žr. visą tekstą]

Empirical research shows that co-opetition is a double-edged sword such that it can both help and hurt the achievement of desired performance outcomes. Despite the proliferation of co-opetitive alliances (i.e., simultaneous pursuit of competition and cooperation between firms), the field still lacks a theoretical framework that could help explain the dynamic mechanisms and conditions leading to these contradictory results. This thesis attempts to distill and integrate arguments from different literature streams of paradox, ambidexterity, and emotion to develop a framework in which experienced paradoxical tension (i.e., individual level cognitive difficulty and emotional ambivalence that pulls managers in opposite directions) serves as the main underlying mechanism through which co-opetition (i.e., an inter-firm level paradox) differentially affects performance in co-opetitive alliances. I further propose that firms' failure or success to achieve performance objectives in co- opetitive alliances is also contingent upon having a strong co-opetition capability (i.e., a multidimensional capability comprising analytical, emotional, and balancing dimensions). This thesis includes four appended papers that have used various methodologies such as anecdotes, exemplar cases, and particularly survey questionnaires to test some parts of the developed theory. The results from different papers show support for most of the tested relationships. Overall, the thesis contributes by proposing a much- need theory of experienced paradoxical tension that address the core issues related to the nature, source, consequence, and management of such tension in co-opetitive alliances. My theory has implications for research on organizational paradox and emotion, as well as for senior managers who are responsible for the success of co-opetitive alliances.

京都大学 / 0048 / 新制・課程博士 / 博士(経済学) / 甲第18760号 / 経博第511号 / 新制||経||273(附属図書館) / 31711 / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 椙山 泰生, 教授 日置 弘一郎, 教授 武石 彰 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DGAM

The constant change in today's business environment has brought about the need for S.M.E.s to contend with more dynamic, complicated, and global business environments, making it hard to maintain competitiveness. It is broadly acknowledged that SMEs face comparable constraints, such as limited human, financial, and informational resources. With the rising global freedom of industrial and commercial operations, the Internationalization of business affects both big and small companies as firms' performance depends on the participation of other role players and internal and external considerations. The importance of the parent-subsidiary company relationship that was so prevalent in the past has dissipated, giving way to more flexible contractual arrangements formulae that enable more effective utilization of competitive advantages in changing circumstances. In this context, the term "business ecosystem" is commonly employed. Therefore, this study examines if the business ecosystem adoption is a feasible strategy for S.M.E.s growth and internationalization. Also, the study examined the business ecosystem from the viewpoint of co-opetition and network theories. The research made use of a qualitative case study of S.M.E.s in Nigeria's Lagos state with the aid of thematic analysis for data interpretation and analysis. The data was collected from six executives of thriving businesses involved in collaborative business activities and international presence by conducting semi-structured interviews. The findings suggest that the business ecosystem approach is feasible for the internationalization and growth of S.M.E.s and necessitate collaborations with other firms (complementors and competitors). The link to internationalization is created via networks and co-opetition, which emphasize relationship building in a disruptive corporate environment. It further emphasizes the importance of networking for information gathering, relationship building, and value co-creation in the business ecosystem context. The study contributes to theory by explaining how the theories of business ecosystem and internationalization are inextricably linked. Also, the implementation of the business ecosystem will grant SMEs the access to resources needed to grow and improve business activities for sustainability and market information (local &amp; international) through networking and collaboration.

In the heavy truck industry, sales and service networks play an important role. Investments in network infrastructure are costly, and to be profitable, there is a critical service volume to fulfil. This is especially challenging in new markets, where service demand is low and uncertain. A possible solution is to share sales and service networks with competitors. Simultaneous cooperation and competition, co-opetition, is a complex and contradictory phenomenon that has been previously researched, but with focus on cooperation in input activities like R&amp;D. This thesis investigates co-opetition in output activities, in sales and services, by analysing how heavy truck companies could form competitor partnerships in sales and service networks. This is done by a literature review and a multiple case study. From the analysis, a framework for assessing and designing potential competitor partnerships is presented. The framework consists of seven factors that are significant for competitor partnership success in sales and service networks; cultural fit, noncompeting products, compatible goals, excess network capacity, dedicated salespersons, high commitment, and patient implementation. This thesis contributes to science by research on co-opetition research in output activities, and by a discussion on the meaning of competition, success and partnerships. / I tunga lastbilsbranschen spelar sälj- och servicenätverk en viktig roll. Investeringar i nätverken är dyra, och för att vara lönsamma krävs en viss servicevolym. Det är särskilt utmanande på nya marknader, där efterfrågan är låg och obestämd. En möjlig lösning är att dela sälj- och servicenätverk med konkurrenter. Simultant samarbete och konkurrens, så kallad co-opetition, är ett komplext och motsägande fenomen, som tidigare forskats på med fokus på samarbete inom utveckling. Denna uppsats undersöker co-opetition inom sälj, genom att titta på hur tunga lastbilsföretag kan ingå partnerskap inom sälj- och servicenätverk tillsammans med konkurrenter. Detta görs genom en litteraturgenomgång samt en flerfallstudie. Utifrån vår analys presenteras ett ramverk för att bedöma och utforma potentiella partnerskap med konkurrenter. Ramverket består av sju viktiga faktorer för framgångsrika partnerskap inom sälj- och servicenätverk tillsammans med konkurrenter; kulturell passform (cultural fit), icke-konkurrerande produkter, kompatibla mål, överbliven kapacitet i nätverket, dedikerade säljare, högt engagemang och tålmodig implementering. Uppsatsen bidrar till forskning inom co-opetition inom sälj och med diskussion kring begreppen konkurrens, framgång och partnerskap.

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.