There are two markable ocean going container liners, Evergreen maritime corporation¡]EMC¡^ and Yang Ming maritime corporation¡]YML¡^, in Taiwan. They are listed in the top20 container liners of the world and operating with good repution in this industry. The Evergreen has launched a global service with both the east and the west bound since 1984, and then it continuously expanded bussiness scale and became the biggest container liner around the world in 1985. At same time, YML created a new service model between the Europe-FarEast-North America by pedulum. Therefore, they are the leaders in the shipping industry. They are also honors to our country. The container has initiated in 1960s. After delveloping for decades, the transportation of the container has become as a maturity industry and been competing violently. There were ten great container liners, Mersk/ P&OCL, NOL/ NYK, K-LINE/ MOL, APL/ OOCL and YML/ HANJIN, forming joint venture in 1991. The main container liners became four big global alliances in 1994. And then they regrouped in 1996 and 1999. These few alliances share most part of the market of the world. The local outstanding liner YML, which just shares 1.7% of the market, organizated a ¡§CKYH¡¨ group with COSCO, K-LINE and HANJIN to enhance competition in 2002. However, the Evergreen still keeps as a main outsider of the alliances. The management models of these two local markable liners, Evergreen and YangMing Line, are different. Evergreen is a private company. Nevertheless, the YangMing Line which used to belong to the government and become privatized in 1996. Anyway, both of them have been operating with competition and performing excellently. What kind of strategies did they use before? What are the strategies they are using now? In this paper the author tried to find the strategies of these two companies and create a model of both development and competition for the shipping industry of the container.

Kaohsiung Harbor is the most significant container harbor of Taiwan. Embracing the excellent geographical features for container transportation, it used to be the most attractive hub port for most of container liners. However, because of Taiwan¡¦s conservative cross-strait policy and the transformation of industries, Kaohsiung Harbor became less and less attractive for its clients in recent decade. To figure out a solution for the authority of Kaohsiung Harbor, the researcher used the Grounded Theory to interview 10 container transportation experts. Then find out 97 concept of how container liners choose their hub port when they¡¦re planning their routes. After this, the researcher integrates those concepts into 16 categories and finds their organic connection in between. Finally, researcher refines 5 central categories out of the 16 categories. Base on the relations between the central categories, researcher creates the hub port selecting model of container liners. According to what researcher found, we acknowledge that within this model, the most important hub port selecting factor for container liners is Operation Cost, then goes to Efficiency, Influence of Authority, Government Policy, and Safety.

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Organisations today operate in a complex, unpredictable, globalised, and competitive business environment and challenging marketplace, emphasis on just-in-time deliveries and service quality through the integration of resources. In response to the changing business dynamics, web-based EDI (WEDI) has been adopted by the global container shipping industry to cost-effectively utilise available resources to build and remain its competitive advantage. To improve the current understanding of WEDI adoption factors, this research explores inter-organisational collaboration of WEDI adoption, focusing on the organisational adoption stage and examine how business level social and relational factors influence WEDI adoption in the context of the container liner shipping industry. Based on theoretical and literature reviews on previous EDI adoption, in particular to three key inter-organisational system adoption empirical research (including Lee and Lim, 2005; Boonstra and de Vries, 2005; Zhu et al., 2006), an integrated research model was established of which features ‘Social Resources' of (trading partner power, trading partner dependence and social network effect), ‘Relational Resources' of (trading partner trust, top management commitment and guanxi, ‘Reward' of (perceived interests), and ‘Technological State' of (technological trust and e-readiness) as prominent antecedents. Through E-mail and Web Survey approach, we examine the nine independent constructs in the research model quantitatively on a dataset of 164 respondents from the top 20 leading container shipping liner in year 2009 and 195 respondents of the top 20 leading container shipping liner in 2012 by 3 case studies through online surveys. After examining its reliability, validity and correlation of the constructs, PLS structural Equation Modelling was applied to test hypotheses. The empirical results update how firms exchange business dada, in particular to the use of WEDI in the industry. This study demonstrated that ‘Social Resources' of trading partner power, trust and guanxi, positively associated with the perceived interest of WEDI adoption. Relational Resources' of trading partner trust, top management commitment and guanxi positively associated with the perceived interest of WEDI adoption. It also confirms the nine constructs to be positively association the WEDI adoption decisions. Drawing upon social exchange theory, we argue that firms simultaneously modify and adjust their social and relational resources to affect other firms' expected benefit as a reward. Overall, based on a rigorous empirical analysis of two different international dataset, this research provides valuable and the most updated insights into a set of key factors that influence WEDI adoption. By recognising what may influence WEDI adoption in the context of the container liner shipping, this study will be useful in suggesting strategies to overcome the constraints that inhibit adoption. Researchers will benefit from the study's theoretical insights and explore further WEDI adoption and diffusion patterns. Practitioners who learn why organisations adopt WEDI and what the related factors are that influence the adoption process will make better strategic decisions concerning the adoption of WEDI.