The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan Abstract _______________________________________________________________________________________________________ In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan¡¦s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan¡¦s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance. This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that: 1. Besides the capital investment types of European and American have significant difference on ¡§work system¡¨, other types (in Taiwan and Japan) doesn¡¦t show any obvious discrepancies on ¡§HR flow¡¨, ¡§employee influence¡¨, ¡§reward system¡¨, ¡§HR value¡¨, ¡§competitive strategy¡¨ and ¡§organization performance¡¨. 2. American-invested businesses have negative impact on ¡§employee influence¡¨, that means they are inclined to use the human resources management system of ¡§cost reducers¡¨ on employee influence policy and thus have the lower degree of ownership that participated by employees. 3. HR value has significant positive effects on ¡§work system¡¨ and ¡§reward system¡¨, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the ¡§commitment maximizer¡¨ of ¡§work system¡¨ and ¡§reward system¡¨ and the more autonomy for employees, emphasis on employee¡¦s reward system and performance appraisal. 4. HR value and competitive strategy have positive effects on ¡§organization performance¡¨. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field. Key words: human resourses, competitive strategy, organization performance.

ABSTRACT Following the soaring of worldwide semiconductor industry, the semiconductor industry in Taiwan has been developed a unique industrial characters and carried an evolution. As result, the traditional competitive strategy is no longer sufficient enough to meet the demanding of nowadays semiconductor industry. Same as the evolution of worldwide semiconductor, the development of Taiwan semiconductor industry is fluctuated by Silicon Cycle. The demand is booming in the peak season, which attracts lots of new entrants penetrate the market due to high profit attraction, on the contrary, the demand is declining in business recession with impact of over supply, the existing competitors will aim at the productivity efficiency, cost reduction program as well as enhance of the core competence in order to create the differentiation for the new application product and market mix, hence, the newly emerging market is certainly attracted more rival dealer penetration accordingly. The packaging industry in Taiwan semiconductor¡¦s sorts of specific fields is the most competitive one. The thesis research expects to find out how the new entrants in semiconductor packaging industry take the core competence in the severely competitive market. The study includes: (1) Key Success Factor (KSF) (2) Successful competitive strategies (3) Competitive strategies versus the relation of product and market mix (4) The fine tuning of competitive strategy in company growth. The development of competitive strategy includes (1) The analysis of external environment (2) The analysis of internal factors (3) Strategic alliance (4) The CEO¡¦s leadership and management ability (5) Product road map development (6) Market development. The feedback of performance in the execution of the positioned competitive strategies is continuous in favor to the further adjustment of the strategies. The research finally obtains the findings as the expectation of the thesis research through the methods of the analysis of the characters of semiconductor packaging industry, the developing of competitive strategy and case studies and come out suggestions for future entrant¡¦s reference. Keywords: Semiconductor, Packaging, New Entrant, Competitive Strategy

A merger of steel mills has arisen up in the global steel industry. What is the reason to activate those steel mills involved in such a kind of business action, even those steel mills are with a mass scale. According to the expert's prediction, only ten to twelve steel mills will be survived after ten or twenty years and each steel mill will with a capacity over fifty million tons. Actually, there is one steel mill reached this scale after merging with other mills. In chapter 1, to describe the background motivation, purpose and limitation related to the study. In chapter 2, the study of the related theory and information about the competitive strategy, merger and acquisition, diversification, core competence and strategic alliance. To understand the theory and can be used for the analysis in the next chapter. In chapter3, the introductions to the tendency of development for the global steel industry and the case of merger between the steel mill. To realize the reason, background, strategic thinking and expected benefit from it. Meanwhile, the introduction to the career of the development for the steel industry of the Japan, USA and Taiwan in the past and now. In chapter 4, the introduction to the China Steel Corporation and to understand what cause it to have the most competitive strength in the global steel industry. Also, two cases will be reported which concerned about the cost and experience brought to China Steel Corporation to realize how to learn from it next time for the merge and acquisition activity. In chapter 5, the conclusion has been made by the study. The diversification is the necessary step taken by the steel mills in order to grow up, but the key point is on the evaluation and estimation. The profitability and future expansion will be the top priority. Who can close to the end-user will be the winner for the competition. The major consideration to the merger and acquisition held by the steel mills lie on the complementary of the product, the market sharing and distribution and cost down. The Mainland China, due to its mass population will be a big consumer for the steel. So, China Steel should pay attention to evaluate and deep into the market of the South of the China where 500 million people will become a huge market in future. Is bigger the better? Somebody doubt it, the synergy and profit will be the focus on consideration to a merger activity.

ABSTRACT Thesis: Relationships among logistics capabilities, competitive strategy and firm performance. The purpose of this research is to find the relationships among logistics capabilities, competitive strategy and firm performance. This study tries to explore on the proposition that corporate strategy is most effective when pursued with resources/capabilities that ¡§fit¡¨. To test this proposition survey data form the Taiwan¡¦s logistics business and steel make industry are analyzed via SPSS & LISREL. The results indicate that: 1. The logistics capabilities include ¡§process capabilities¡¨, ¡¨value-added service capabilities¡¨, ¡§flexibility capabilities¡¨ and ¡§supply capabilities¡¨. Competitive strategies are based on M. E. Porter¡¦s generic business strategies include ¡§total cost leadership strategy¡¨, ¡§differentiation strategy¡¨. 2. The difference is statistically significant in those servicing business is more emphasized the important of flexibility capabilities than manufacturing industry and firms which middle annual turnover is more emphasized the important of value-added service capabilities than firms which lower annual turnover. 3. Process capabilities, value-added service capabilities, flexibility capabilities and supply capabilities are statistically significantly positively linked to differentiation strategy. Only process capabilities, value-added service capabilities, flexibility capabilities are statistically significantly positively linked to total cost leadership strategy. 4.Process capabilities, value-added service capabilities, flexibility capabilities are statistically significantly positively linked to firm performance. Both total cost leadership strategy and differentiation strategy are statistically significantly positively linked to firm performance. Only differentiation strategy is statistically significantly positively affected to firm performance. 5.The path, which most ¡§fit¡¨ model of firm performance, is process capabilities & supply capabilities linked to total cost leadership strategy and value-added service capabilities & flexibility capabilities linked to differentiation strategy. Keyword: logistics capabilities,competitive strategy,firm performance

Abstract The research is to discover the competition among banks with platinum card without yearly charge. First of all, the general situation of the market of platinum card from May 2002 to June 2003 will be analyzed. Second, it is for the purpose of discovering the strategic groups, dynamic resource analysis, and reaction time of competitors respectively of the whole market of platinum card. Some factors that can influence the strategy of banks, such as time, competition, customers, resources and other parties will be regarded as analytic aspects. Finally, new 7¡¦S model will be used as an analytic tool in order to understand the main competitive strategies of China Trust Bank, Taishin Bank and Fubon Bank, which are the three primary competitors in the market. In this research, the primary information is attempted to be collected via deep interview in qualitative research method; then, the analysis will be completed by means of the integration of secondary information. The results of the research are also divided into five parts: 1. The interaction between banks and timing: Banks of small scale will prefer to follow up after the market leader joins; the timing that the competition launches the product will affect the policy of banks, and they will adjust the major functions or services of the products according to the different timing of entrance. 2. The interaction between banks and competition: Thorough differentiating the main competitors of banks, they can arrange the order and priority of the actions while implementing the strategies. In the future, banks should start to think from ¡§how to increase competitors¡¦ movable obstacle¡¨, and demolish the features that strategies are highly similar and easy to be imitated in the credit card industry. 3. The interaction between banks and customers: Banks must understand the difference of needs between what customers recognize and what banks recognize; then, endeavor to minimize this difference. Banks should undertake how to raise customers¡¦ switch cost, to find their needs that they themselves do not discover yet, and try to increase their loyalty. 4. The interaction between banks and resources: Banks should consider from a long-term point of view for the accumulation and creation of their internal resources, and the application for the resources lever. In addition, resources and capabilities required for the future should be trained up in advance. On the other hand, the obtainment of external resources is as important as the training of internal resources; hence, banks should think both of them highly and take advantage of each other. 5. The interaction between banks and other parties: The future competition might be the competition between industry networks, financial control companies, blocs or issuing organizations. Banks should improve their competency and increase the bargaining power with their partners. Therefore, they are able to look for a good partner and raise the barrier of exit of partners. Last but not least, some specific suggestions would be addressed to the banks of big, middle and small scales for the reference of their strategic planning in the future. Keyword: platinum card, competitive strategy, timing, and resource capability.

Ever since China opened its door to the world in the ¡¥90, investors poured into China to ¡§dig gold¡¨. Hence, a new surge of ¡§learning Chinese¡¨ has been setting off. According to an unofficial statistics, over 30 million people all over the world are learning Chinese. Likewise, Taiwan is certainly eager to attract Chinese learners while the whole world is infected with ¡§Chinese fever¡¨. As a result, Chinese centers affiliated to higher education institutes in Taiwan have sprung up in recent years. However, the market size in Taiwan is relatively smaller in comparison with China. Each year, the average number of foreign students heading for China fluctuates between 70,000 to 80,000 while only about thousands of students choose to study at Taiwan though the number eventually exceeded 10,000 for the first time in 2007. As the market remains stagnant, the emergence of more competitors obviously intensifies the competitiveness. Therefore, how is each Chinese center going to survive and even excel in such keen competition? Many scholars analyze competitive strategies of enterprises from external factors. Whereas, the research of Rumelt ¡]1991¡^and Roquebert¡]1993¡^indicates that external factors only account for 15%~19% while analyzing the variation of overall performance. The resource-based view investigates how enterprises build up and sustain competitive advantages from internal resources and abilities. This research is conducted on the basis of literature review and in-depth interview with two Chinese centers that enjoy a long history in Kaohsing area¡XNational Sun Yat-sen University and Wenzao Ursuline College of Languages. The purpose of this research is to probe into the strategies these two Chinese centers apply in light of the core resources and competitive advantages they possess. For those universities and colleges who plan to join this industry in the future, they may use the following conclusion and suggestion as reference in identifying their own competitive advantages and strategies. The conclusion this research has drawn is particularized as follows: 1. The core resources Chinese centers value are reputation and faculty¡¦s professionalism. Further, intangible resources are more important than tangible resources. 2. The core abilities Chinese centers value are administration, R&D and corporate culture. 3. Both Chinese centers tend to apply ¡§Strategies of Differentiation¡¨ though each possesses different competitive advantages. Whereas, our government should consider to simplify the application procedures in terms of admission and visa in order to attract more foreign students inwards. The review of Taiwan Scholarship Program and consulting service provided to those international students are necessary. More active initiatives should be adopted so that Taiwan can stand out as the key Chinese-learning providers. Further, a clearer and more favorable Chinese teacher certification system should be stipulated in order to attract more people of ability to devote themselves in this industry.

The understanding of competitive strategy as it is presented in scientific literature by many scientists is being analyzed in the master’s work. The theoretical presumption of competitive acquisition is analyzed. Following the methodology of strategy formation proposed by R. Jucevičius, G. T. Palubinskas, A. Vasiliauskas, the competitive strategy formation model of financial enterprises is prepared which consists of the analysis of external and internal environment, preparation of competitive strategy, evaluation and implementation. Appealing to the competitive strategy formation model in the financial enterprise, the competitive strategy of Joint Stock Company „Hansa Lizingas” which functions in Lithuanian leasing market, has been formed. Modeling the competitive strategy of Joint Stock Company „Hansa Lizingas” the PEST model was used to evaluate the external environment, and the analysis of competitive environment was carried out. Evaluating the competitive ability of the company, SWOT and internal section analysis were applied. The manager of the Joint Stock Company ����Hansa Lizingas” was interviewed.

O ambiente dos distribuidores de combustíveis vem sofrendo profundas mudanças nos últimos anos; e este processo pode ser confirmado após análise ambiental utilizando-se do modelo proposto por Almeida (2010). Diante dessa análise, observou-se também que o ambiente dos distribuidores de combustíveis vem avançando para o que D´aveni (1995) denomina como hipercompetitivo. Ademais, a adoção dos carros flex fuel implicou em uma nova dinâmica no setor, exigindo que os distribuidores de combustíveis busquem aplicar novas estratégias competitivas condizentes com a nova realidade ambiental. Com o intuito de explorar as possíveis estratégias competitivas adotadas pelos distribuidores de combustíveis utilizou-se o modelo elaborado por Zaccarelli e Fischmann (1994) por este oferecer maior flexibilidade e ser mais ajustado aos objetivos desta pesquisa. Nesse sentido, o objetivo geral desta pesquisa permeia a identificação das estratégias competitivas adotadas pelos distribuidores de combustíveis para enfrentar as mudanças ambientais influenciadas pela introdução dos carros flex fuel. E para cumprir o objetivo de pesquisa foram entrevistados os gerentes das quatro maiores organizações do setor (BR Distribuidora, Ipiranga, Shell e Esso/Cosan). Juntas, essas empresas perfazem, de acordo com a Agência Nacional de Petróleo Gás Natural e Biocombustíveis (ANP), quase 70% de todo o volume de combustível automotivo comercializado no país. Como ferramenta de coleta de dados foi utilizada a abordagem de entrevistas semi-estruturadas com o objetivo de ter maior flexibilidade e até mesmo aprofundar informações que poderiam ser relevantes ao tema, mas antes não pensadas ou elaboradas conforme Hair et al (2005). Durante as entrevistas, buscou-se também explorar a percepção e atitudes dos distribuidores sobre a sustentabilidade, tema indispensável ao contexto competitivo atual. Através dos resultados obtidos, pode-se concluir que, de fato, a introdução do veículo flex fuel vem promovendo mudanças na estratégia competitiva dos distribuidores de combustíveis no Brasil. / The fuel distribution environment has been facing drastic changes in Brazil in the past years. This fact may be affirmed after having carried out an environmental analysis through the employment of a model proposed by Almeida (2010). This analysis also allows one to assert that the environment of fuel distribution has been turning into what D\'aveni (1995) denominates hypercompetitive environment. Moreover, the adoption of flex fuel vehicles has imposed new dynamics within the sector. These dynamics have forced fuel distributors to seek new competitive strategies that are in line with the new environmental reality. The model designed by Zaccarelli and Fischmann (1994) was used in this research with the intention to explore the possible competitive strategies adopted by fuel distributors. This model was chosen due to its higher flexibility and to its deeper alignment with the objective of the present research. In this sense, the general objective of this research is to identify the competitive strategies that fuel distributors adopt in order to face and cope with the new environmental changes that have emerged due to the introduction of flex fuel vehicles. In order to achieve this objective, managers of the four largest organizations in the sector have been interviewed. According to the National Agency of Petroleum, Natural Gas and Biofuels (ANP), altogether, these organizations (BR Distribuidora, Ipiranga, Shell and Esso/Cosan) are responsible for nearly 70% of the volume of automotive fuel traded in the country. As to the data collection tool employed in this thesis, semi-structured interviews were conducted with those managers; this type of interview was selected because it allows for higher flexibility and even for the possibility to investigate issues that could be relevant to the topic but had not been previously thought of or established according to the guidelines given by Hair et al (2005). The interaction during the interviews also aimed at exploring the managers\' perception of and attitude towards sustainability, a crucial issue within the competitive current context. The results of the present research allow one to conclude that the introduction of flex fuel vehicles has indeed been promoting major changes in the competitive strategies of fuel distributors in Brazil.

The extremely shrinking demand of domestic market on PS resin has been resulted by the relocation of sub-manufacturing lines to overseas and the threat of substitutes. Thereof, the export becomes the main life pulse for PS resin industry. However, in the recent years, both China and oil supply countries in Middle East have aggressively made the development in petrochemical industry ,our export has been confronted strong competitiveness accordingly. On top, the vacillated policy on resin restriction and the getting stricter environmental protection law from government have become the obstacles for PS resin industry to make further development and have increased the manufacturing cost. Facing this high competitiveness and various obstacles, manufacturers have to increase their competitiveness in their business strategy , or they could be eliminated from the competition. This thesis is based on the methodology of ¡§qualitative research¡¨ by referring to the national and international related documentation and the analysis of the entire environment and the external environment of industry in order to seek the opportunity and threat for the industry. Besides, through the internal analysis, the advantages and disadvantages have been understood. In addition, base on the practice of business strategy, the possible solutions; references and proposals to increase the competitiveness have been listed for manufacturers of traditional industry to make their business plan. The summary per our study to increase competitiveness for business strategy can be covered by the following: 1. To make differential products to seek new customers in different category. 2. To well control the cost of raw material to seek the opportunity profit. 3. To setup alliance strategy to improve the weakness of business. 4. To develop targeted market to build up new sales channel. 5. To adjust and develop the production line for alternative use to create more profitable products¡¦ production. 6. To make cooperation forum for R&D to develope value added products

This present thesis aims to contribute to a better understand about how to use value innovation to get competitive advantages and get leading position in the market.   This theoretical approach is supported by an empirical case study about IKEA in Nanjing, China. This case is based on a qualitative research method of in-depth interviews with the local customers, co-workers and managers. The outcome is IKEA uses a unique strategy execution in Nanjing, and it fits Nanjing’s market very well.   The competitive strategy of IKEA is based on its vision of “create better everyday life for many people”, combined with the value-based service culture, and use value innovation to create more value for both customers and company. This present thesis will show its unique strategy operation way together with value creation, which leads IKEA successful apply its Blue Ocean strategy in a foreign country and gets leading position in the market.   So far we have the opinion that IKEA has been successful in Nanjing by implementing a Blue Ocean strategy, which is crucially supported by good value innovation for both customers and company. It is quite a good example of successful Blue Ocean strategy operator in globally.