published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Japanese Studies / Master / Master of Philosophy

published_or_final_version / Transport Policy and Planning / Master / Master of Arts

by Chan Kong Wah. / Bibliography: leaves 112-115 / Thesis (M.Ph.)--Chinese University of Hong Kong, 1983

by Fan Siu-man, Simon [and] Kwok Ng Doi-yee, Daisy. / Bibliography: leaves 79-81 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1985

by Vong Vai Kun, Tanny. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves [168-179]). / Abstract --- p.i / Acknowledgements --- p.ii / Table of Contents --- p.iii / List of Tables --- p.viii / List of Figures --- p.ix / Chapter CHAPTER ONE: --- INTRODUCTION / Chapter I. --- Introduction --- p.1 / Chapter II. --- Significance of the Study --- p.2 / Chapter III. --- Data and Methodology --- p.9 / Chapter IV. --- Organization of Chapters --- p.12 / Chapter CHAPTER TWO： --- THEORETICAL FRAMEWORK OF THE STUDY / Chapter I. --- Introduction --- p.16 / Chapter II. --- Economic Action and Institution Viewing From An Economic Approach --- p.16 / Chapter III. --- A Critique on The Transaction Cost Approach --- p.19 / Chapter IV. --- The Network Structure / Chapter A) --- Network As a Distinct Form of Organizing --- p.23 / Chapter B) --- Role of Entrepreneurs and Firm's Boundary Under The Network Structure --- p.27 / Chapter V. --- Problem of Embeddedness --- p.29 / Chapter VI. --- A Research Agenda --- p.33 / Chapter CHAPTER THREE： --- GENERAL BACKGROUND OF HONG KONG'S INDUSTRIAL DEVELOPMENT / Chapter I. --- Introduction --- p.36 / Chapter II. --- The Institutional And Global Economic Context --- p.36 / Chapter III. --- A Brief Account of Hong Kong's Manufacturing Industries / Chapter A) --- Nature of Hong Kong Manufacturing Industries --- p.38 / Chapter B) --- The Declining Manufacturing Sector --- p.40 / Chapter IV. --- Industrial Restructuring and Relocation / Chapter A) --- Industrial Restructuring --- p.41 / Chapter B) --- Scale of Relocation --- p.43 / Chapter CHAPTER FOUR： --- STARTING BUSINESS / Chapter I. --- Introduction --- p.52 / Chapter II. --- Motivations For Starting Business / Chapter A) --- Unfavourable Conditions in Entrepreneurs' Previous Jobs --- p.53 / Chapter B) --- Entrepreneurs' Perceptions of Environment --- p.55 / Chapter i) --- A Favourable Economic Environment --- p.57 / Chapter ii) --- A Niche Market --- p.58 / Chapter iii) --- A Short Run Opportunity --- p.60 / Chapter iv) --- Opportunity Under China's Open Door Policy --- p.62 / Chapter III. --- Process of Starting Business --- p.63 / Chapter A) --- Career History of the Entrepreneurs --- p.64 / Chapter i) --- Working Experience and the Type of Industry Engaged In --- p.64 / Chapter ii) --- Former Company As Seedbed In Starting Business --- p.67 / Chapter B) --- Family As A Supportive Institution --- p.69 / Chapter C) --- Organizational Form In Starting Business --- p.71 / Chapter i) --- Skilled Subcontractor --- p.72 / Chapter ii) --- Craftsmanship --- p.73 / Chapter iii) --- Capacity Subcontractor --- p.73 / Chapter iv) --- Contractor --- p.74 / Chapter IV. --- Concluding Remarks --- p.75 / Chapter CHAPTER FIVE： --- FORMS OF ORGANIZING AND GROWTH PATTERNS BEFORE RELOCATION / Chapter I. --- Introduction --- p.80 / Chapter II. --- Organizing At Initial Stage of Development --- p.80 / Chapter A) --- Composition of Work Force --- p.81 / Chapter B) --- Production Process --- p.84 / Chapter i) --- Capacity Subcontracting --- p.84 / Chapter ii) --- Skilled Subcontracting --- p.85 / Chapter C) --- Finance --- p.88 / Chapter D) --- Technological Development --- p.91 / Chapter III. --- Rational Behind The Network Form --- p.94 / Chapter IV. --- Preliminary Organizational Growth --- p.97 / Chapter A) --- Growth Without Integration --- p.98 / Chapter B) --- Integration --- p.100 / Chapter CHAPTER SIX： --- "RELOCATION： CAUSES, LOCATION AND ORGANIZATIONAL FORM" / Chapter I. --- Introduction --- p.105 / Chapter II. --- Causes of Relocation / Chapter A) --- Economic Consideration of Relocation --- p.106 / Chapter B) --- Isomorphism --- p.109 / Chapter i) --- Mimetic Isomorphism --- p.110 / Chapter ii) --- Coercive Isomorphism --- p.112 / Chapter C) --- Other Latent Motives --- p.113 / Chapter III. --- Selection of Location --- p.114 / Chapter A) --- Transportation Consideration --- p.115 / Chapter B) --- Network --- p.116 / Chapter C) --- Institutional Environment --- p.118 / Chapter D) --- Isomorphism --- p.120 / Chapter i) --- Mimetic Isomorphism --- p.120 / Chapter ii) --- Coercive Isomorphism --- p.121 / Chapter IV. --- Form Of Cooperation --- p.122 / Chapter CHAPTER SEVEN： --- AFTER RELOCATION:ORGANIZING STRATEGIES AND GROWTH PATTERNS / Chapter I. --- Introduction --- p.128 / Chapter II. --- Growth After Relocation --- p.129 / Chapter III. --- Form of Organizing After Relocation --- p.134 / Chapter IV. --- The Bureaucratic Environment --- p.144 / Chapter A) --- Organizing Under the Bureaucratic Environment --- p.144 / Chapter B) --- Informal Practices To Gain Profits Under the Bureaucratic Environment --- p.147 / Chapter V. --- Networks As A Social Mediation --- p.149 / Chapter VI. --- Concluding Remarks --- p.151 / Chapter CHAPTER EIGHT： --- CONCLUSION / Chapter I. --- Introduction --- p.158 / Chapter II. --- Research Findings And Discussions / Chapter A) --- Firms' Strategies Of Organizing At Different Stages Of Development: The Different Network Structure In Organizing --- p.158 / Chapter B) --- Growth Strategies Of Firms Before And After Relocation --- p.160 / Chapter C) --- Reflections On Hong Kong Industries' Future Development And China's Open Door Policy --- p.162 / Chapter D) --- Inadequacies Of Williamson's Transaction Cost Approach --- p.164 / Chapter E) --- Elaboration On Granovetter's Embeddedness Arguments --- p.165 / Chapter III. --- Limitations Of The Study --- p.166 / APPENDIX / BIBLIOGRAPHY

by Mok Shun-ha, Shirley and Lau Kim-Tim, Brian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1990. / Bibliography: leaves 156-160. / table of contents --- p.ii / acknowledgement --- p.v / list of illustrations --- p.vi / list of tables --- p.vii / Chapter I. --- introduction --- p.1 / General Organization of the MBA Research Project --- p.1 / Broad Problem Area --- p.2 / Preliminary Data Collection --- p.3 / Initial Literature Survey --- p.4 / Problem Definition --- p.5 / Chapter II. --- methodology --- p.6 / Research Design --- p.6 / "Type of Investigation and Purpose of ""study" --- p.6 / Study Setting --- p.6 / Extent of Researcher Interference with the study --- p.7 / Unit of Analysis --- p.7 / Time Horizon --- p.8 / Data Collect ion Method and Process --- p.8 / Interviewing --- p.8 / Observational Survey --- p.9 / Chapter III. --- LITRERATURE SURVEY & A CONCEPTUAL FRAMEWORK TOR ANALYSIS --- p.10 / Literature Survey --- p.10 / Organistional Adaptation --- p.11 / Planned Organisational Change --- p.13 / Chinese Style of Management and Organization Behavior --- p.15 / Development of a Conceptual Framework for Analysis --- p.15 / External Environment --- p.17 / "Transactional, Contextual and Enacted Environment" --- p.17 / Environment Dimensions --- p.18 / The Change Relationship Between an organisation and its External Environment --- p.20 / Internal Environment --- p.20 / The Technological Approach --- p.22 / The Behavioral Approach --- p.23 / Expectancy-valence Theory of Motivation --- p.25 / Resistance to Change --- p.25 / "Personalism and ""Face""" --- p.27 / Management Training --- p.28 / The Structure Approach --- p.29 / Structural Dimensions of Organizational change --- p.31 / Structural Characteristics of Chinese Organizational Culture and Management style --- p.32 / Power Distance and Centralization --- p.34 / Process of Organizational Change --- p.37 / The Integrative Model --- p.37 / Chapter IV. --- COLLECTED --- p.39 / Ccmpany Background --- p.39 / The informal Production Agreement Between Company DR and Canpany CH --- p.40 / The Internal Organization of Company CH --- p.42 / The Internal Working of Ccmpany CH --- p.44 / Lack of Specific Cammunication Channel and Work Procedure --- p.44 / The Influence of Personal Relationship --- p.46 / Informal Communicaion...............: --- p.47 / Lack of Co-ordination Among Department --- p.47 / Centralized Decision-Making Powers --- p.47 / The Importance of Seniority --- p.48 / The Producer Mentality --- p.49 / Change in Ownership of Company DR --- p.50 / The Change Process and Efforts of Company CH --- p.55 / Resistance to Change --- p.57 / Individual Resistance to change --- p.57 / Organizational Resistance to Change --- p.60 / Chapter V. --- ANALYSIS AND INTERPRETATIONS --- p.62 / External Environment --- p.62 / External Transactional Environment --- p.62 / The External Contextual Environment --- p.62 / The External Enacted Environment --- p.63 / The Fit Between the Organzation and its External Environment --- p.65 / The Internal Environment --- p.68 / The Technological Approach --- p.68 / The Behavioral Approach --- p.69 / Low Motivation to Change --- p.70 / Resistance to Change --- p.71 / "Personalism and ""Face-Giving""" --- p.73 / Producer Mentality --- p.74 / Management Training and Development --- p.75 / Change Strategy --- p.76 / The Structural Approach --- p.77 / Structural Dimensions for Organizational Change --- p.77 / The Positive and Negative Cultural Considerations of the Structural Dimensions --- p.79 / Familism and owners' interests --- p.79 / Informality and efficiency --- p.80 / Power Centralization and the facilitation of intended organizational changes --- p.82 / General Analysis on the Change Efforts --- p.84 / Process of Organizational Change --- p.87 / Chapter VI. --- CONCLUSIONS AND IMPLICATIONS FOR MANAGERS --- p.88 / An Organization's Strategic Relationship with its External Environment --- p.88 / Blending of Two Cultures within the internal Environment --- p.91 / Formalization and Standardization --- p.92 / Input and Output Control --- p.93 / Strategic Consideration for Centralization --- p.94 / The Importanceof Planning for Change --- p.96 / APPENDIX / Chapter Appendix 1 : --- Good Manufacturing Practices --- p.98 / Chapter Appendix 2 : --- FDA's Requirement Checklist --- p.119 / BIBLIOGRAPHY --- p.156

by Stella Ng Yuk-kuen, So Lai-wah. / Bibliography: leaves 95-98 / Thesis (M.B.A.)--Chinese University of Hong Kong, 1985

by Tso Sek-kwong, Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: p. 91-93. / ABSTRACT --- p.i / TABLE OF CONTENT --- p.ii / PREFACE --- p.iii / Chapter 1. --- INTRODUCTION --- p.1 / Chapter 2. --- PURPOSE OF THE STUDY --- p.2 / Chapter 3. --- REVIEW ON INTERUNIT ISSUES --- p.3 / Chapter 3.1 --- DEPARTMENTATION --- p.3 / Chapter 3.2 --- INTERDEPENDENCE --- p.4 / Chapter 3.2.1 --- Types of Interdependence --- p.4 / Chapter 3.2.2 --- Measures of Interdependence --- p.6 / Chapter 3.3 --- COORDINATION AND CONFLICTS --- p.7 / Chapter 3.3.1 --- Reasons of Conflicts --- p.8 / Chapter 3.3.1.1 --- Goal interdependence --- p.8 / Chapter 3.3.1.2 --- Task interdependence --- p.9 / Chapter 3.3.1.3 --- Resources interdependence --- p.9 / Chapter 3.3.1.4 --- Awareness of interdependence --- p.9 / Chapter 3.3.1.5 --- Perception of interdependence --- p.10 / Chapter 3.3.1.6 --- Asymmetric power relationships --- p.10 / Chapter 3.3.2 --- Resolution of Conflicts --- p.11 / Chapter 3.3.2.1 --- Rules and programs --- p.11 / Chapter 3.3.2.2 --- Formal control --- p.11 / Chapter 3.3.2.3 --- Reduction of resources interdependence --- p.12 / Chapter 3.3.2.4 --- Communication --- p.12 / Chapter 3.3.2.5 --- Spatial-physical strategies --- p.12 / Chapter 3.3.2.6 --- Clarification of roles and responsibilities --- p.13 / Chapter 3.3.2.7 --- Modification of rewards and job designs --- p.13 / Chapter 3.3.2.8 --- Conflict-resolution styles --- p.13 / Chapter 3.3.2.9 --- Socialization and training --- p.14 / Chapter 3.3.2.10 --- Intermediates --- p.14 / Chapter 3.4 --- CONSEQUENCES OF CONFLICTS --- p.15 / Chapter 4. --- METHODOLOGY --- p.17 / Chapter 4.1 --- METHODS OF SURVEY AND ANALYSIS --- p.17 / Chapter 4.1 --- LIMITATIONS IN THE METHODOLOGY --- p.19 / Chapter 5. --- ORGANIZATION SETTING --- p.22 / Chapter 6. --- ANALYSIS OF THE AGGREGATE RESULTS --- p.26 / Chapter 6.1 --- DOMAIN UNCERTAINTY --- p.26 / Chapter 6.2 --- DEPARTMENTATION --- p.30 / Chapter 6.3 --- JOB RESPONSIBILITIES AND INTERDEPENDENCE --- p.31 / Chapter 6.3.1 --- Job Responsibilities of the Departments --- p.32 / Chapter 6.3.2 --- Type and Extent of Interdependence --- p.34 / Chapter 6.4 --- INTERDEPARTMENTAL PROBLEMS AND CONFLICTS --- p.38 / Chapter 6.4.1 --- Types of Problems and Conflicts --- p.38 / Chapter 6.4.2 --- Seriousness of Issues --- p.41 / Chapter 6.5 --- COORDINATION AND CONFLICT RESOLUTION --- p.44 / Chapter 6.6 --- OUTCOME OF THE INTERDEPARTMENTAL RELATIONSHIPS --- p.49 / Chapter 7. --- CONCLUSION AND RECOMMENDATION --- p.52 / Chapter 7.1 --- RECOMMENDATIONS FOR THE MARKETING DEPARTMENT --- p.53 / Chapter 7.2 --- RECOMMENDATIONS FOR THE ENGINEERED SYSTEMS DEPARTMENT --- p.56 / Chapter 7.3 --- RECOMMENDATIONS FOR THE SALES DEPARTMENTS --- p.57 / Chapter 8. --- DISCUSSION OF THE STUDY --- p.60 / APPENDIX 1 --- p.65 / APPENDIX 2 --- p.89 / APPENDIX 3 --- p.90 / BIBLIOGRAPHY --- p.91

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration