Every enterprise faces various situations in different environments, which influences how they explain the environment and the strategies that they take. This research focuses on exploring the transformational strategies and puts emphases on discussing whether enterprises can transform by their learning when they used to be in the poor situations, while facing the dynamic environment. In the chance of transformation, the Taiwan¡¦s small and medium enterprises (TSME) lacked resources which can support them to do more. Due to rapidly changing conditions and the increasing pressure from the global competition, TSME are harder to make more a comprehensive decision than other enterprises which have great resources and big scales. However, they might get a chance to make a confidential decision for their adventure and flexibility. The organizational learning not only improves the efficiency but also presents more chances to find out the opportunities and resources to make the enterprises grow rapidly. It is an access to the constant development for enterprises. The absorbing, creating, cumulating and diffusing of knowledge are the ways that every enterprise has to do, but we could see the differences within its method and degrees. These differences would be crucial for these organizational abilities. Furthermore, it would influence the chances they got or affluence the organizational transformation. The research was interested in the relation between organizational learning and organization transformation by analyzing organizational abilities. We divide organizational abilities into four dimensions: strategic competence, organization design, human resource management and leader. The research finds that learning will influence four organizational abilities which we designed, especially the strategic ability and leader, which got a direct and crucial effect on organizational transformations. When corporations place emphasize on organizational learning, they would cause the abilities to influence each other and become better. Then, they would get more chances to transform and make it more efficiently.

The importance of environmental protection rises with economic development; ironically, the fact is a result of environmental destruction. In old days, we thought that environmental destruction was unavoidable for developing economy, whereas nowadays we have perceived that the extended cost from destroying environment will eventually come back onto us from the viewpoint of ecological loop system. Human¡¦s social economic activities have been continuously changing with time and technology, which means that there will be relatively new emerging industries and business. New business strategies could lead existing economic activities to new types of economy, and new types of economy could lead to new business operational strategies. Therefore, in the wake of environmentalism is the pressure and new driving force for business operation, causing competitive environmental strategy is an undeniable trend for running business today. This research is based on literary reviews, in-depth interviews, and comparative quantitive analysis to study environmental strategic management under four dimensions, the pressures caused by externl factors, internal resource base, enterprise environmental strategies, and the value and performance of environmental strategy. This thesis expects to identify how Taiwan enterprises develop integrative competitiveness through environmental strategies within organizations. The research findings are as follows: 1.The objective of environmental strategy is sustainable business which is compatible with environment prosperously. 2.Environmental protection and economy cannot stand alone without social equity, and environmental strategy must take people into account. 3.The essence of environmental strategy is the cohesion of people (society), economy, and environment. 4.The triangle framework of environmental strategy, cause-effect diagram of competitive environmental strategy, and green implementation path tree illustrate strategies, methods, and paths for enterprise environmental strategies.

With the changing times, on the evolution of industries and enterprises, enterprises had suffered from the corporate development bottleneck as facing the severe competition, international situation variation and fast-moving market. Therefore, for enterprise (or organization), reengineering or transformation is inevitable on account of sustainable development as well as long-term growth needs. However, there are some essentials are relevant to the success of the transformation, such as how to increase the success possibility of transformation, and how to grasp the opportunity of transformation, how to make the transformation strategies and how to exclude the possible risks and obstacles. In Taiwan, petrochemical industry is facing strong resistance of domestic environmental protection, disruption caused by the development, related petrochemical equipment manufacturing industries are also confronting the growing predicament, and obviously it is essential to ponder corporate transformation for sustainable management and growth. Furthermore, how to enhance competitive advantage, increase the company's overall performance and achieve the desired goal by means of implementing corporate transformation, which are also major researches that enterprises anticipate probe into. Therefore, this research aims to study the condition of FOMO company¡¦s one of product divisions (business level) facing environmental change as well as the sales impact of existing petrochemical equipment, to analyze and find the successful strategies of business transformation, then try to identify the importance of such strategies, and evaluate the key success factors, via explore the company¡¦s internal resources and external industries¡¦ environment. This research takes both market transformation and products transformation proceeding at the same time, on the case of a small amount of diversification product division, for improving business performance in the future. There are eleven strategies were developed, and four items of key success factor are derived respectively. The four items of key success factor for market transformation are 1. Reducing the cost for improving the international competition. 2. Good customer relationship management. 3. To arrange the production capacity for special customer, while they need. 4. To establish cooperation makers, and find the proper agents for international market. The four items of key success factor for products transformation are 1. The CEO¡¦s intensive transformation intention and execution. 2. Choosing the appropriate timing to enter. 3. Establishing a clear organization structure 4. Strategic alliance to collaborate in the same industry or related industries.

Thesis (MScEng)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: The environment within which most organisations operate is ever-changing. In such a dynamic environment the only way an organisation is able to not just survive but thrive is by continuously, effectively and efficiently transforming/re-engineering itself (Hammer & Champy, 2001). Luckily, many organisations have realised and accepted this fact. The problem, however, is that the majority of transformation initiatives, launched by organisations, are unsuccessful. In fact, according to (Blanchard K. , 2010), 70% of change initiatives fail. There can only be two possible reasons for the existence of this very serious problem. Organisations either implement the wrong kinds of change initiatives or they ineffectively manage and execute the transformation efforts that they initiate. To solve this problem, an organisation needs to make use of a structured and integrated enterprise engineering methodology that enables it to effectively manage and execute the right kind of change initiatives (Martin, 1995). In the literature that was reviewed, very few structured and integrated enterprise engineering methodologies were found to exist. The objective of this study was to bridge this research gap. In other words, the objective of this study was to develop a structured and integrated enterprise engineering methodology. Developing the enterprise engineering methodology was done by following a basic system engineering process consisting of the following four steps: requirements analysis, system design, system development and system validation. During the requirements analysis step the functional characteristics that the enterprise engineering methodology needed to possess were identified. The purpose of the system design step was to firstly identify the set of methods that the enterprise engineering methodology should consist of and secondly to determine how these methods fit together to form an integrated methodology. The purpose of the system development step was to describe each of the methods that the enterprise engineering methodology needed to consist of in terms of how it is utilised as well as who should be involved during its utilisation. Lastly, during the system validation step the enterprise engineering methodology was evaluated based on how well it satisfies its functional requirements. Expert interviews as well as a case study were used to do this. / AFRIKAANSE OPSOMMING: Die meerderheid organisasies, huidiglik in bestaan, wroeg met die konstante veranderinge wat plaasvind in die omgewing rondom hulle. In so ‘n dinamiese omgewing is ‘n organisasie se toekomstige winsgewendheid en groei hewiglik afhanklik van sy bevoegdheid om aaneenlopend en effektief veranderinge aan te bring (Hammer & Champy, 2001). Die probleem is dat 70% van transformasie-inisiatiewe wat geloots word nie die voordele wat van hulle verwag word suksesvol lewer nie (Blanchard K. , 2010). Hoekom gebeur dit? Hoekom is net 30% van transformasie-inisiatiewe wat geloots word suksesvol? Daar is net twee moontlike redes vir die bestaan van hierdie probleem. Organisasies loots óf die verkeerde tipe transformasie-inisiatiewe óf hulle bestuur hulle transformasie-inisiatiewe op ‘n oneffektiewe manier. Om te verseker dat ‘n organisasie nie in hierdie strik trap nie, moet dit gebruik maak van ‘n gestruktureerde en geїntegreerde besigheidstransformasie-metodologie wat die proses van verandering vergemaklik (Martin, 1995). In die literatuur wat tot dusver nagevors is, kon daar maar ‘n handjievol besigheidstransformasie-metodologiëe opgespoor word. Die doel van hierdie studie was om hierdie gaping in die literatuur te vul. Met ander woorde, die doel van hierdie studie was om ‘n gestruktureerde en geїntegreerde besigheidstransformasie-metodologie te ontwikkel. ‘n Stelselontwikkelingsproses is gevolg om hierdie metodologie te ontwikkel. Die vier stappe wat deel gevorm het van hierdie stelselontwikkelingsproses is die volgende: vereistebeskrywing, stelselontwerp, stelselontwikkeling en stelselvalidasie. Tydens die vereistebeskrywingstap van die proses is die funksionele eienskappe wat die besigheidstransformasie-metodologie moet besit geïdentifiseer. Die doel van die stelselontwerpstap was eerstens om die metodes waaruit die metodologie moet bestaan te identifiseer en tweedens om die wisselwerking tussen die metodes te bepaal. Die doel van die stelselontwikkelingstap was om elkeen van die metodes waaruit die metodologie moet bestaan te beskryf in terme van hoe dit toegepas word, asook wie betrokke behoort te wees tydens die gebruik daarvan. Tydens die stelselvalidasiestap is die metodologie geëvalueer in terme van hoe effektief dit die geïdentifiseerde funksionele behoeftes bevredig. Onderhoude met deskundiges asook ‘n gevallestudie is gebruik om dit te doen.

The diploma thesis analyzes the transformation process of tertiary sector in Czechoslovakia; respectively in Czech Republic between 1989-1997/98 by analyzing the condition of this sector before 1989. The limitation is given by collapse of centrally planned economy and the economic crisis in 1997. The main objective is to idnetify and explain the profound changes in Czechoslovak, respectively Czech tertiary sector; focusing on media sector. In this thesis I will examine whether, in the period of transformation after 1989, was more successful public entity Czech television or private commercial TV Nova. I will support this analysis by research in practical part; where I will evaluate economic development, own functioning and views on both types of televisions.

台灣在邁向工業化時期的產業成就，一直被譽為經濟奇蹟；其中，許多製造業者扮演了舉足輕重的角色。然而，隨著近年來的金融風暴以及長期的經濟不景氣，我國製造業面臨的市場環境日趨艱難；當人力成本、土地廠房支出日益高漲時，企業原先的生產銷售網絡遭到破壞，迫使著許多企業面臨到轉型的問題， 另一方面，隨著日本、韓國以及中國大陸等鄰近國家，藉由強勢的品牌或是低廉的成本，逐漸侵蝕台灣過去作為全球製造業中心的龐大市場，使得全球投資者的重心因此而轉移。此一情況，更讓長期仰賴資通訊與消費性電子產品的製造代工作為經濟命脈的台灣，受到前所未有的衝擊。 對於傳統製造業者來說，如何在這樣艱難的環境中，繼續維持長期的獲利能力，是相當嚴峻的考驗。因此，為了改善經營效率進而提升獲利能力，業者勢必得從企業內部進行組織重整與轉型，藉以創造企業未來永續發展的機會。 因此，本研究經由觀察個案公司推動企業轉型的實務經驗為出發點，提出建立『當責式管理』制度以及企業『執行力』的強化，作為台灣當前製造業轉型成長的重要元素。本研究內容將聚焦在以下三個問題，並以個案研究的方式，分析與歸納台灣製造業者在面臨企業轉型過程中的成功關鍵： 1.個案公司的轉型策略為何？ 2.如何落實當責管理的觀念於組織各層級之中？ 3.提昇企業執行力的關鍵為何？ / It was an economic miracle for Taiwan when it became an industrialized country. At that time, manufacturing industry played a very important role in the economic growth of Taiwan. However, financial crisis and depression at recent years make industrial much more hard. When cost of employment and factory keep rising, original networks of production and sale have been destroyed, and many enterprise facing the challenge of transformation. On the other hand, Japan, Korea and China start using their brand or lower cost to erode former market of Taiwan, and global investments also keep moving to these countries. As the main producers of ICT products and consumer electronics in the world, Taiwanese manufacturing enterprises face the serious strike. For traditional manufacturing enterprises, it's really severe to hold on the profitability in the pass. In order to improve the operation and profitability, Taiwanese manufacturing enterprises have no choice but to carry out enterprise transformation and corporation reorganization. Because of these situations, this paper will start from experience of enterprise transformation in case company. It will focus on how to build a management regime of “accountability”, and strengthening of enterprise’s “execution”. These two points above-mentioned are the essential factor for successful transformation of manufacturing enterprises in case company. Therefore, this paper will try to induce and verify the key factor of successful transformation for manufacturing enterprises through answering the three questions below: 1. What is the favorable strategy of enterprise transformation for case companies? 2. How to practice management regime of accountability in all levels of organization? 3. What are the key factors for enterprises to strengthen its execution?

The successful elimination of the Y2K vulnerability from the information technology (IT) systems of a large, complex critical sector organization provided a model to study how organizations contend with problems affecting the security of electronically stored and transmitted information, and how context influences their solutions. This dissertation proposed that the institutionalized environments of sub-unit business areas influenced compliance solutions during the Year 2000 Program process at Delta Air Lines, Inc. The investigation applied rival organization theories. A comparative case study method was employed to explain the Y2K compliance solutions of four business areas as embedded sub-cases. Data for the study were the Delta Year 2000 Program archive, and personal interviews with individuals related to the Delta Year 2000 Program. Data analysis revealed characteristics of both the institutional and the rational-contingency models. Case results showed that: * A positive relationship among entities in the sectoral environment benefited the air transportation field in addressing the Y2K problem. In this cooperative setting, addressing common issues in one place helped a vast network of related organizations. Recognizing that all were stakeholders made it work. * Business area decisions were influenced by the institutionalized environments of their respective fields. * The Year 2000 Program team lacked awareness that the Y2K bug was an information security issue. * In the process of eliminating the Y2K bug from the Delta systems, new vulnerabilities were introduced. While tradeoffs are always required among security, functionality, and efficiency within the IT structures and systems of the present time, this negative effect might have been anticipated; but it was not. * The success of this complex, short-term project at Delta underscored the importance of leadership, understanding of IT, vision, motivation, IT skills, understanding of assets, and appropriate strategy. The Delta case study contributes to the fields of information security and organization studies. Results have implications for policymaking and for future research in the field of information security.

近年來平台商業模式席捲全球，Google、Amazon、Facebook、Airbnb、Line等平台領導者們，改變了人與人之間的互動、翻轉現代的生活，並從平台中取得價值、獲得優勢，進行一場以生態系為主的競爭遊戲。此股炫風吹向經濟體中的不同環節，讓企業與企業、產業與產業之間的互動關係發生變化，同時造成許多無法因應平台經營模式與競爭策略的企業快速衰退。因此，在此股潮流之中，舊有企業如何成功轉向平台經營為本研究之重點。 有別於分析成立之際即以平台模式為主的個案公司，本研究結合了價值鏈經營模式、以及平台經營模式的觀點與相關學術理論，採用縱斷面研究方法探討典範企業—台積電30年來經營模式的轉變歷程，分析其如何一步步重塑半導體產業結構、佈局平台策略並成功轉型，成為半導體產業的巨頭之一，並形成台積大同盟的生態系與兩大IDM對手展開全面競爭。 透過本研究之分析與歸納，發現「價值鏈」與「平台」兩者的商業模式要素內涵與經營思維迥異，前者專注本業、著重內部優化，以低成本或差異化為主要的競爭策略；後者則強調擴張營運範圍、槓桿外部資源，共同創造更多價值獲得雙贏局面。而價值鏈模式之企業可從建立內部平台開始、轉變到供應鏈平台，接著發展至雙邊平台的演化方式進行轉型，但不是所有企業都具備成為雙邊平台領導者的潛力，必須確認自身提供的價值是否為整個技術系統所需、以及能否同時為產業中許多企業解決商業問題。當企業成功轉為雙邊平台之際，即可專注於提高平台的網路效應與轉換成本等策略行動上，追求大者恆大及生態系競爭之目的。 / In recent years, the platform business model sweeps the world. Google, Amazon, Facebook, Airbnb, Line and other platform leaders not only changed the way people lived but also obtained values from the platform’s network. These values are key competitive advantages for platform leaders to win the game of business. However, the new type of business model is threatening pipeline business, and some pipelines even rapidly declined after attacking by platforms. Therefore, how pipelines can survive and turn successfully to platform-based business is the main discussion in this research. This study combined the academic theories of two business model: value chain and platform to explore the transformation of business and strategy of TSMC, which is one of the leading semiconductor companies in the world, in the past 30 years. The case study followed by analyzing how TSMC reshaped the semiconductor’s value chain and then adopt the platform strategy for enterprise transformation. Now, TSMC has its own ecosystem that can beat with other two giant IDM competitors. With the in-depth case study of the changing in TSMC’s business model, we had three conclusions. Firstly, we find out that the business model of “value chain” and “platform” has the different connotation and strategic thinking. The former enterprises focus on its own business, pay attention to internal optimization, and take advantage of differentiation or low cost for competition. However, the later ones emphasize the expansion of operating scope, leverage external resources, and co-create with partners for more values to pursuit the win-win situation. Secondly, enterprises with the value chain business model can develop the platform business model by establishing the internal platform at the initial and then expand to supply chain platform and two-sided market platform. But it's worth noting that not all enterprises have the potential to become a platform leader. It must satisfy two prerequisite conditions: (1) the own value is essential within an industry, and (2) can solve the business problems of different companies at the same time. Thirdly, when enterprises successfully become the platform-based business, enlarging network effect and switching cost are two primary actions to pursue and keep platform leading strategy.