This study intends to understand the current development of medical equipment industry in Taiwan and the application of strategies in the company of study. Internal and external analyses are performed to the industry and the company studied using analytic methods such as strategy or competition theory in order to investigate the difference caused due to different strategies taken by a company, which leads to changes in the core competitiveness and competition advantages over others. In addition, the overall environment and competitive advantages of Taiwan¡¦s medical equipment industry is examined. Case analysis and literature review are introduced as the tools for research and analysis. Different stages of development of the company studied is observed via in-depth interviews and analyzed with data summarization and regression. The different strategies used in each of the stages allow changes in the core competitiveness and competition advantages over others. Suggestions are provided at the end for the reference of the company studied or the entire industry. This study has reached the following conclusion: 1.The environment and recourse for the development of Taiwan¡¦s medical equipment industry has not yet been mature. The industry still has to find out the appropriate separation or position for itself in the global market. Only the use of right strategy provides the opportunity of success. 2.Business strategy, core competitiveness and competition advantage have influence to one another, which leads to an interactive relationship among the three. A company has to examine periodically its resources and capabilities in order to identify whether its business strategy or competition advantage can still be maintained. 3.As the stage of growth or the position in the grand environment that a company is at is different, there is difference in the strategy used and core competitiveness. As the result, a unique business model or management methods will come to shape, and the company¡¦s own competition advantage will be created. 4.A company establishes its business guidelines or operations based on its strategies, but the power of execution is the most important to strategy management. Due to the embodiment of execution power, the company studied is able to put the effects of its strategies to the extreme, and its idea of sustainable operation of business is able to fulfill. 5.Changes come swiftly in the industrial environment. A successful model of yesterday is not necessary to fit today. A company has to find out the strategy that is the best for its development through series of analyses and keeping improving its core competitiveness and competition advantages in order to face what is thrown at it in the future, look for the best opportunities and make the most profits.

Engineering and Construction Services is a traditional manufacturing industry, provides factory or facility construction service for petrochemical, electrical power, steel manufacturer, storage and transfer system, environmental protection, technology, energy and public construction project. Most of domestic small and medium sized engineering and construction companies lack of resources for working capital, technical manpower, project management and design capability, such that they are not able to take part in the bidding for a large turnkey project. They can only contract for a smaller construction or be a subcontractor for a larger engineering and construction company, beside that, their profit will be very negligible due to lower entry barrier of this industry. In recent years, more and more companies of petrochemical industry move to foreign countries as well as global economic downturn, case number of domestic construction projects is trending down. Most of medium and small engineering and construction companies are in the face of business distress because of the tough competition, and that will limit the growth of business. In the mature and competitive industry, the most import strategy for medium and small companies is to build up core ability, build competitive advantage, and improve competitiveness. After that, the companies will have adequate resources and abilities to become a larger company which can enlarge the scale of operation, move to overseas market, and maximize the stockholders¡¦ value. To become a large company is very import for medium and small construction companies. All of these are the vision of small and medium sized engineering and construction companies and are the most important mission of the administrator of the companies. In this thesis, qualitative research method was used to study C Company by using PEST, Porter 5-force, value chain and SWOT analysis. The purpose of this work is to build up the strategy of competitive advantage for medium and small companies, and to find out proper business strategy for C Company. Some advices will be given to break through the business bottleneck, to enhance core competitiveness, and to enlarge the business scale and scope of C Company. We wish to share our experiences of competitive advantage building up and company renovation.

Abstract Because of the motorbike market¡¦s atrophy in Taiwan from 1997,domestic motorbike companies must face it and change their strategies. This is a kind of unavoidable trend. Some of them developed new oversea markets, such as Europe, America, Japan etc. Some of them choose another different way, such as diversification. When these companies devote themselves to some kind of new domains, there are some serious questions which need to think about, such as ¡§What is the new model of development? ¡¨, ¡§What kind of business should we devote to? ¡¨,¡§Should we devote to related business or unrelated business? ¡¨, ¡§What is the related strategies? ¡¨, etc. This research will focus on the processes of strategy development. In other words, we will concern some agendas. Just as: ¡§Which business should we choose when our company devote ourselves to related business? ¡¨, ¡§Why do you determine it? ¡¨, ¡§How do you develop its strategy? ¡¨, etc. The research also strongly suggests that a series of effective strategies almost are based on the core competitiveness of enterprise. Because of the difference among different businesses, companies also have to develop its own unique strategies. This thesis will get a motorbike company, ¡§KYMCO ¡¨motor company, as a research target. We will explore further these questions.

本研究旨在建構學校核心競爭力指標體系，以技專校院為研究主體，運用文獻分析、德懷術、訪談及問卷調查等4種研究方法進行探究。研究者首先蒐集核心競爭力、學校競爭力、學校核心競爭力、教育指標、技專校院的現況與發展等相關資料，透過文獻分析，初步建構學校核心競爭力指標體系草案後，再經由18位德懷術專家學者3次問卷往返的協助修正，最後建立技專校院適用之學校核心競爭力指標體系。研究過程中，另與6位專家學者進行深度訪談，瞭解技專校院現場實務工作者對研究問題之看法與建議，協助取得較完整的調查研究資料；最後，針對全國科技大學、技術學院與專科學校等93校，寄發465份指標認同程度調查問卷，以立意樣本進行教師意見調查，回收之有效問卷340份，回收率為73％。 根據文獻分析、德懷術專家問卷、訪談及技專校院教師問卷調查結果，經過整理及分析之後，本研究獲致之以下結論： 一、核心競爭力是多種類型能力所組成。 二、學校核心競爭力特徵具有獨特性、價值性、整合性、動態性、延展性、過程性與核心性。 三、學校核心競爭力是學校永續經營的重要根基。 四、學校核心競爭力探討的學校層級著重在高等教育領域。 五、技專校院正面臨再造發展的關鍵期。 六、本研究建構技專校院適用之學校核心競爭力指標體系，包括「科研核心競爭力」、「師資核心競爭力」、「學生核心競爭力」、「學校表現核心競爭力」等四構面，合計79項指標。 七、德懷術專家對於「科研核心競爭力」與「師資核心競爭力」層級各指標評價之共識程度，高於「學生核心競爭力」與「學校表現核心競爭力」層級各指標。 八、受訪談者肯定技專校院具有重要的價值與功能。 九、受訪談者對於提升技專校院核心競爭力的策略，認為應從「師資水準」、「學生能力」、「政府政策」、「學校經營策略」與「合作策略聯 盟」等層面推進。 十、技專校院教師對於「學校表現核心競爭力」層級各指標之認同程度較高，對於「科研核心競爭力」層級各指標之認同程度較低。 十一、技專校院教師對於本研究建構之指標評價，受不同性別、年齡等變項的影響較不顯著，受不同學校型態（科技大學、技術學院、專科學校）的影響較顯著。 十二、技專校院教師背景變項對於編號「A-2科研價值性」、「A-2-4技術移轉件數」、「B-1-2具有博士學位教師數」指標認同程度之影響較顯著，對於編號「C-1-1取得專業證照學生數」、「C-1-2通過專技檢定學生數」、「C-3-3學生公共服務表現」、「D-2-3學校建築物樓地板面積」指標認同程度無顯著影響。 根據上述研究結論，本研究分別提出對主管教育行政機關、技專校院與未來研究建議如下： 一、對主管教育行政機關之建議 （一）重視與應用技專校院之學校核心競爭力指標，並將指標納入技專校院資訊資料庫。 （二）強化技職教育的定位與功能，鼓勵技專校院發展學校優勢特色，協助技專校院增進核心競爭能量。 （三）積極協助競爭力較弱的技專校院，助益學校改善經營體質，建立妥適之技專校院進退場機制，激勵學校再造與整併。 （四）成立學校核心競爭力中心，協助技專校院進行核心競爭力評核，接軌國際教育核心競爭力潮流，辦理學校核心競爭力論壇與研習。 二、對技專校院之建議 （一）強化科學、技術、實務與應用整合的學校核心競爭力，發展技專校院「專業、專才、專項、專精、專攻」的五大核心競爭策略。 （二）建立師資領先的競爭態勢，積極改善師資的品質與結構，增進教師實務經驗與交流，鼓勵教師與業界產學合作。 （三）提升學生的多元競爭能力，協助學生取得專業證照，強化學生實用的專業技能，鼓勵學生參與專業競賽。 （四）以學校永續經營為本，資源有效運用為宗，積極展現優質學校的品牌形象，豎立學校不畏競爭的強勢地位。 三、對未來研究之建議 （一）增加研究對象人數，更採樣本抽樣方式，以使研究立論更為客觀，並擴大研究推論範圍。 （二）採用更多元的指標建構方法，以增進指標研究的適切與實效。 （三）針對不同的學校性質，建構分類的學校核心競爭力指標。 / This research aims to establish a system of school core competitiveness indicators with vocational and technical institute as examples, utilizing methodologies such as literature review, Delphi technique, interviews and questionnaire survey to conduct the research. The research first collects relevant development and information related to core competitiveness, school competitiveness, school core competitiveness and educational indicator of vocational and technical institutes. Consequently through initial establishment of school core competitiveness and subsequent collaboration with 18 Delphi technique experts, a school core competitiveness system suited for vocational and technical institutes are established. Through the process of the research, six other experts are interviewed to provide suggestions of practical understanding to researchers and assist in acquiring a more accurate research data. Finally, 465 indicator acceptance questionnaires are sent to 93 technological universities, technical and vocational institutes and purposive samples were utilized to investigate teacher opinions. 340 questionnaires were returned, giving an effective response rate of 73%. According to literature review, Delphi experts’ questionnaire surveys, interviews and teacher opinions surveys of vocational and technical institutes, the research reaches the following conclusions after integration and analysis: 1. Core competitiveness is composed of several types of abilities. 2. Characteristics of school core competitiveness include uniqueness, value, integration, mobility, extendibility, process and core. 3. School core competitiveness is the fundamental of sustainable management. 4. Discussion of school core competitiveness is focused on higher education sector. 5. Vocational and technical institutes are facing the critical phase of re-engineering. 6. There are 79 indicators in the process of building school core competitiveness system and they include: “R&D core competitiveness”, “teaching staff core competitiveness”, “students’ core competitiveness” and “school performance core competitiveness”. 7. Delphi experts have higher consensus and appraisal regarding “R&D core competitiveness” and “teaching staff core competitiveness” compared to “students core competitiveness” and “school performance core competitiveness”. 8. The interviewees have high affirmation regarding the function and value of vocational and technical institutes. 9. The interviewees thought effective strategies to promote core competitiveness of vocational and technical institutes include raising “teaching staff level”, “students’ abilities”, “government policies”, “school management strategies” and “strategic alliances”. 10. Teaching staff of vocational and technical institutes have overall higher approval level concerning “school performance core competitiveness” than “R&D core competitiveness”. 11. Evaluations of indicators established in this research are affected mainly by school types (technological university, technical institutes, and vocational schools) rather than gender or age group. 12. Variables of teaching staff of vocational and technical institutes have significant differences with respect to “A-2 R&D value”, “A-2-4 Number of technology transfers” and “B-1-2 Qualified Ph.D. teaching staff”, and less significant differences with respect to “C-1-1 Number of students with qualifications”, “C-1-2 Number of students who passed technical examinations”, “C-3-3- Students’ public service performance” and “D-2-3 Area of school buildings”. According to the above research conclusions, this research proposes the following relevant suggestions for education administration authority, the educational institutes and future research: 1. Suggestions for education administration authority (1) Place emphasis and employ practical application of the school core competitiveness indicators of vocational and technical institutes, and incorporate those data into school database. (2) Strengthen positioning and functions of vocational and technical institutes, develop their unique competitiveness and core competitiveness ability. (3) Actively assist weaker vocational and technical institutes to improve their management and establish appropriate exit strategies to encourage school re-engineering and consolidation. (4) Establish center for school core competitiveness to assist assessment of core competitiveness of vocational and technical institutes, follow international educational core competitiveness trend and host forums and research on school core competitiveness. 2. Suggestions to vocational and technical institutes (1) Strengthen scientific, technical, practical and integrative core competitiveness of schools to develop the five core competitiveness: professional, talented, training, expertise and specialty. (2) Establish teaching staff competitiveness edge by actively improving teaching staff quality and structure; promote practical experience sharing and encourage involvement with the industry. (3) Increase students’ multi-faceted competitiveness by assisting students in receiving their professional certifications, enhancing their practical skills and encouraging them to participate in professional competitions. (4) With sustainable management as key principle and effective utilization of resources as model, actively exhibit a positive image of quality education and strong competitive edge. 3. Directions for future research (1) Increase number of research targets and employ random sampling to make research conclusion more objective and have wider inference aspect. (2) Establish more multi-faceted indicators to enhance research appropriateness and effectiveness. (3) Establish different types of school core competitiveness for different types of schools.

「中華人民共和國勞動合同法」於2008年1月1日施行，導致企業用人成本提高，於是企業開始採取一些變革策略，這些策略包括1.全盤接受2.廠區內遷3.招聘退休人員4.自動化及工作外包5.遇缺不補或凍結人事6.要求員工辭職7.裁員8.勞動契約到期不續簽9.提前簽定勞動契約10.轉移員工至派遣公司11.歇業12.關廠13.外移14.棄廠潛逃等。本研究依照「接受法令」的程度，將14項變革策略分為『接受法令』、『接受但有措施因應』、『閃躲法令規定』及『不接受規定』等四類，總計收集大陸台商及員工有效樣本168份，並進行這四類在員工心理契約、組織承諾、組織核心競爭力、及組織績效量表上的信效度分析、變異數分析、及事後考驗，希冀可以作為政策發展者及企業決策者之重要參考。 / 本研究結果顯示：1.各量表之信效度頗高，在心理契約、組織核心競爭力、與組織績效方面，『接受法令』組顯著地優於『閃躲法令規定』組。2.在心理契約及組織績效方面，『接受法令』組的分數也顯著地比『接受但有措施因應』組及『不接受規定』組為佳。3.若將『接受法令』、『接受但有措施因應』歸為接受組，『閃躲法令規定』及『不接受規定』歸為拒絕組時，接受與拒絕組在員工心理契約、組織核心競爭力、及組織績效皆有顯著的差異。最後，研究者嘗試提出「變革策略之競爭力模式」。 / 總而言之，本研究結果支持心理契約、組織承諾對組織核心競爭力、及組織績效的影響，且亦支持組織核心競爭力對組織績效的影響。另外，建議後續研究者或可配合人力銀行或中國學術研究單位，再進一步進行縱貫性研究。最後本研究提出後續學術研究與實務應用之建議。 / "Labor Contract Law" in People's Republic of China was implemented on January 1, 2008. Since this Law, the corporate was increased personnel costs and started taking some change strategies. These change strategies including: 1.Entirely accept 2.Moving the factories to inland 3.Recruiting retirees 4.Automation and job-outsourcing 5. Recruiting freeze 6.Asking Staff for resignation 7.Layoff 8.Contratct un-renewed 9.Signing contracts before the Law was implemented 10.Transfering staffs to temporary worker services 11.Shutting down the business 12.Closing factories 13.Relocation 14. Abandoning factories and absconding. According to the degrees of “acceptance of the Law”, this study divided these change strategies into four categories, including “Accept”, “Accept, but taking actions”, “Dodging the Law by taking actions”, and “Un-accept”. / This study collected 168 samples, and used ANOVA and post-tests to know how these strategies can influence on employees’ psychological contract, employees’ organizational commitment, organizational core competitiveness and organizational performance. / According to the results of this study: 1.the reliability and validity of the scales were high, and the scores of “Accept” in employees’ psychological contract, organizational core competitiveness, and organizational performance were significantly higher than the scores of “Dodging the Law by taking actions”; 2.the scores of “Accept” in employees’ psychological contract and organizational performance were significantly higher than the scores of “Accept, but taking actions” and “Un-accept”; 3.when author divided these four categories into accept group and refuse group, there are significant difference between the scores of employees’ psychological contract, organizational core competitiveness, and organizational performance. Finally, “Organization change of competitiveness model” was proposed. / In summary, this study showed that employees’ psychological contract and organizational commitment do have the influence to organizational core competitiveness and organizational performance. It also showed that the organizational core competitiveness can influence the organizational performance. In conclusion, the model of this study and substantial suggestions were proposed for follow-up academic studies and practical applications.