Thesis (M.Sc.)--University of Hong Kong, 2005. / Includes bibliographical references (p. 67-78)

Thesis (M. Sc.)--University of Hong Kong, 2006. / Title proper from title frame. Also available in printed format.

Thesis (Ph. D.)--University of Hong Kong, 2007. / Title proper from title frame. Also available in printed format.

Thesis (M.S.)--Brigham Young University. School ofTechnology, 2006. / Includes bibliographical references (p. 89-91).

Abstract Due to the depression of domestic construction market in Taiwan in recent years and with foreign participants entering the market (such as HSR and KRT), the survival ability of many domestic companies have decreased tremendasly. Facing the rapid change of the industry and the economy, companies must have a clear set of strategies for business continuity. Most importantly, diversification is a very sinificant aspect for survival. According to the Statistics of Construction and Planning Administration, MOI in 2008, there are 9644 domestic contruction companies in Taiwan of which 760 are located in Kaohsiung. This statistic clearly presents the intensity of the competition and the challenges each company faces. Hence, the topic of exploring the blue ocean strategy becomes an important issue matter to focus. With perspectives of Resources-based View (RBV), an engineering construction company has been chosen as a case study in this thesis to investicate ways how a professional construction company can build different long-term strategies for surviving difficult circumstances. As part of this research, a six hour in-depth interview has been conducted with the CEO and two senior managers of the company. After the interview and based on some analysis, a conclusion has derived as below: First, a construction company¡¦s sustanability and core competency are structured based on the following 3 aspects: professional integrity, senses of quality and humanized management. Second, the company should implement an open system for evolution by exploring and participating other opportunity. Third, the company should re-determine its position (including its competitiveness) through building up a professional evaluation team. Finally, the company should align with its outside resources and transform into a ¡§construction projects broker.¡¨ Keywords¡G Construction Industry Strategy of Trasnform

Thesis (M. Sc.)--University of Hong Kong, 2001. / Includes bibliographical references.

Thesis (M. Sc.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 61-63).

Thesis (M. Sc.)--University of Hong Kong, 1994. / Includes bibliographical references.

Thesis (M. Sc.)--University of Hong Kong, 1994. / Includes bibliographical references.

Thesis (M. Sc.)--University of Hong Kong, 1996. / Includes bibliographical references.