台灣正面臨整個大環境的不景氣，各產業均須擬定策略來因應環境的挑戰。在政府重視電子科技產業的情況下，傳統產業並沒有受到重視，但還是有一些廠商，能自力自強走出一片天。因此，本研究的議題是：面對世界經濟變化，傳統產業要如何才能持續生存和重新整合再出發？本研究以個案研究的方式探討企業如何運用群聚策略以提昇競爭力，希望研究結果有助於傳統產業未來的轉型。 傳統產業的業者甚多，本研究以一家玻璃製造公司進行研究，達到以下研究目的： 1.綜合分析現有玻璃產業現況及產業結構與環境變化，以利研究標的之掌握。 2.探討個案公司對於群聚策略之導入：所遇到的問題及如何解決;同時分析群聚資 源的整合方向。 3.了解傳統產業以群聚方式轉型過程中的作法，以提供其他產業之參考。 本研究整理個案公司的群聚策略與思考邏輯，發現因玻璃加工的生產技術透明度高，產業的進入障礙低，廠商無法成為價格的決定者，若採用群聚方式就能創造新的經營方向。因此，傳統產業群聚之焦點廠商如能將現有的資源加以整合，並可運用下列方式來提升競爭力： 1.聯合展示，如展覽館或博物館 2.品牌的建立和推廣 3.文化創意與藝術的結合，如玻璃廟和玻璃神轎 4.生態保育和文創的組合，如保育的推廣、白海豚、和玻璃文創 5.善用優勢分工以整合群聚成員的資源。 / In Taiwan, the whole environment is downturn because of industry changing. How do make individual industry to take strategic decision to face the challenges and struggle to survive in this timing. Traditional industries were not appealed and paid attention by government in Taiwan under government focus on High-Tech electronic industry. But some companies made good even outstanding by themselves. How do these traditional industries survive and face the whole world changing? How do they reintegrate the resource to start again? It is worth to study this topic. We use case-studying way to research. My paper theme is “In A’company case, using Clustering-Policy to enhance its competitiveness ”. We use depth interviews way to understand how these company choose solution to restruct under fierce international competition. We choose the company to research that it is glass-making manufacture afer evaluating many traditional companies. And we want to achieve the following purpose: 1. Analyze environment and structure of glass industry in many ways in order to handle my research topic. 2. To study how the case company use the Cluster-Policy strategy. Which problems did they face? How did they solve ? And we analyze the direction of cluster resource. 3. We want to understand the way they took in company changing for survival for suggesting to other industry. The following list are my research results: How to integrate the resource is the key point to raise their competitiveness in traditional industry. Under limited resource, we can use the following ways to jump up. 1. Joint show - exhibition or museum 2. Brand building and brand made-TTG 3. Cultural creativeness and artistic - glass temple and glass temple palanquin (folk binding) 4. Ecological conservation and cultural and creative combinations - plus brand to promote conservation 5. Clustering Integration Division - make good use of the advantages of division of labor Through by stating the relevant operating methods, analyzing problems and ideas, we can understand the Clustering-Policy solution and thinking logic of this company taking. According to my research, we can see that the glass industry entry barriers are not difficult, by production technology and high transparency, the manufacturers are unable to be price makers, but they can use Clustering-Policy to create a new business direction.

The term mergers and acquisitions (M&A) is a collective name for a certain type of financial transaction, in which two organizations become a single entity (Rosenthal 2002, Seo & Hill 2005, Silhan 1994). In the post-M&A transaction process, the phase of integrating the organizations together emerges. These strategies can either be to absorb the acquiring organizations into the acquirer's entity or let the acquiring organizations stay fully preserved as stand-alone organizations. Another integration strategy includes transforming both organizations, where both parties adapt to each other (Marks & Mirvis 2010).  Despite the vast number of resources poured into the field, M&A transactions still have a high faliure rate (Homburg & Bucerius 2006, Marks 2001, Saunders et al. 2009). A failed M&A transaction does not only result in the loss of financial capital for the involved organizations but could also lead to people losing their jobs and potential environmental consequences. Because of this organizations become less efficient and therefore must spread their resources on activities that do not yield a positive result (Marks & Mirvis 2010, Schweiger & Goulet 2005). With Boateng & Lodorfos (2006) uncovering how “culture plays a key role in theintegration process and consequently the overall success of M\&As" and Hofstede (2001)claims that organizational culture are possible to manipulate. With these key statements,the purpose of this study is to investigate organizational culture and its role in theintegration process. The following research questions were created: 1.How do managers from different organizational cultures perceive the same integrationstrategy into a knowledge-centered organization? 2.How can an acquiring organization work with different organizational cultures during anintegration? In the thesis, we studied multiple organizations, the "umbrella organization" whichspecializes in conducting M&A transactions as a strategy for growth, and some of the organizations they have acquired and are undergoing integration into the umbrella organization. The thesis was conducted with a mixed method with a survey inspiredmostly by Schweiger & Goulet (2005) and Hofstede (2001) combined with semi-structured interviews to enable us to examine certain integration factors and cultural dimensions thatwe used in order to find correlations between them. In combination with this, we investigated how all the organizations perceived the integration to transpire based on theintegration framework by Marks & Mirvis (2010) and if organizational culture played a rolein how an organization should customize these strategies. Our findings suggest that having employees within certain cultures can affect the perception of how one sees the integration strategy, indicating that the umbrella organization and the acquired organizations are not aligned in their perception of the integration strategies. In order to enhance the effectiveness and potential success of integration we propose that it could be beneficial to customize the integration approach and strategy depending on each individual M&A transaction. Limitations of this study can be connected to the quantitative method since the results are restricted to a small sample size from one case organization as well as only investigating the correlation and not the causality between variables. / Termen mergers and acquisitions (M&A) är ett samlingsnamn för en viss typ av finansiell transaktion, där två organisationer går ihop och blir en enda enhet (Rosenthal 2002, Seo & Hill 2005, Silhan 1994). I processen efter M&A transaktioner uppstår fasen med att integrera organisationerna tillsammans. Dessa strategier kan antingen vara att absorbera de förvärvande organisationerna i förvärvarensenhet eller låta de förvärvande organisationerna förbli helt bevarade som fristående organisationer. En annan integrationsstrategi inkluderar att transformera båda organisationerna, där båda parter anpassar sig till varandra (Marks & Mirvis 2010). Trots den stora mängd resurser som läggs på att studera M&A transaktioner har de fortfarande en hög misslyckande grad (Homburg & Bucerius 2006, Marks 2001, Saunders et al.2009). En misslyckad M&A transaktion leder inte bara till förlust av finansiellt kapital för de inblandade organisationerna utan kan också leda till att människor förlorar sina jobb och potentiella konsekvenser för hållbarhet. På grund av detta blir organisationer mindre effektiva och måste därför sprida sina resurser på aktiviteter som inte ger ett positivt resultat (Marks & Mirvis 2010, Schweiger & Goulet 2005). Boateng & Lodorfos (2006) avslöjade hur "kultur spelar en nyckelroll i integrationsprocessen och följaktligen den övergripande framgången för M&As" och Hofstede (2001) hävdar att organisationskulturen är möjlig att manipulera. Med dessa nyckelpåståenden är syftet med denna studie att undersöka organisationskultur och dess roll i integrationsprocessen. Följande forskningsfrågor skapades: 1.Hur uppfattar chefer från olika organisationskulturer samma integrationsstrategi in i en kunskapscentrerad organisation? 2.Hur kan en förvärvande organisation arbeta med olika organisationskulturer under en integration? I avhandlingen studerade vi flera organisationer. Den förvärvande organisationen, "paraplyorganisationen", är specialiserad på att genomföra M&A transaktioner som en strategi för tillväxt. Examensarbetet har genomförts med en blandad metod genom en undersökning inspirerad till mestadels av Schweiger & Goulet (2005) och Hofstede (2001) kombinerat med semistrukturerade intervjuer. Detta för att vi ska kunna undersöka vissa integrationsfaktorer och kulturella dimensioner som vi använt för att hitta samband mellan dem. I kombination med detta undersökte vi hur alla organisationer uppfattade att integrationen skett baserat på integrationsramverket av Marks & Mirvis (2010) och om organisationskulturen spelade en roll i detta, samt hur paraplyorganisationen skulle kunna anpassa dessa strategier beroende på organisationernas olika kulturer. Våra resultat tyder på att olika kulturer uppfattar integrationen på olika sätt trots att den ska vara densamma. Detta indikerar att paraplyorganisationen och de förvärvade organisationerna inte är samordnade i sin uppfattning om integrationsstrategierna. För att förbättra integrationens effektivitet och potentiella framgång föreslår vi att det kan vara fördelaktigt att anpassa integrationsstrategin beroende på varje enskild M&A-transaktion. Begränsningar av denna studie kan kopplas till den kvantitativa metoden eftersom resultaten är begränsade till en liten urvalsstorlek från en fallorganisation samt endast undersöker korrelationen och inte kausaliteten mellan variabler.

In this paper I investigate the energy cooperation between the EU and Russia from the political and economic points of view. The relevance of the issue is due to the growing role of energy sector, the need for security of energy supply and demand and for political and economic balance of power in the region, and closer economic integration. Two theoretical approaches, geopolitical and bureaucratic, guiding the research, explain the behavior of protagonists. To better understand the present level of cooperation I analyze the background and dynamics of EU - Russia energy trade relations. As a case study, I investigate the Nord Stream project as an example of successful cooperation of Germany as an EU member state and Russia in this field. I discuss challenges for the healthy mutual partnership in the energy sector, namely, high politicization of the issue, monopolization of Russian energy sector and low sustainability of Russian economic development, and mistrust between the protagonists. I attempt to identify possible policy changes aimed to improve this cooperation and achieve fruitful partnership, security and stability. Key words: Russia, EU, energy, cooperation, Realpolitik, international relations, oil, gas, energy dialogue, ECT, security, balance of power, geopolitics, interest groups,...

<p>The agricultural data landscape is largely dysfunctional because of the industry’s highvariability  in  scale,  scope,  technological  adoption,  and  relationships.   Integrated  data  andmodels of agricultural sub-systems could be used to advance decision-making, but interoperability  challenges  prevent  successful  innovation.   In  this  work,  temporal  and  geospatial indexing  strategies  and  aggregation  were  explored  toward  the  development  of  functional data  structures  for  soils,  weather,  solar,  and  machinery-collected  yield  data  that  enhance data context, scalability, and sharability.</p> <p>The data structures were then employed in the creation of decision support tools including web-based  applications  and  visualizations.   One  such  tool  leveraged  a  geospatial  indexing technique called geohashing to visualize dense yield data and measure the outcomes of on-farm yield trials.  Additionally, the proposed scalable, open-standard data structures were used to drive a soil water balance model that can provide insights into soil moisture conditions critical to farm planning, logistics, and irrigation.  The model integrates SSURGO soil data,weather data from the Applied Climate Information System, and solar data from the National Solar Radiation Database in order to compute a soil water balance, returning values including runoff, evaporation, and soil moisture in an automated, continuous, and incremental manner.</p> <p>The approach leveraged the Open Ag Data Alliance framework to demonstrate how the data structures can be delivered through sharable Representational State Transfer Application Programming Interfaces and to run the model in a service-oriented manner such that it can be operated continuously and incrementally, which is essential for driving real-time decision support tools.  The implementations rely heavily on the Javascript Object Notation data schemas leveraged by Javascript/Typescript front-end web applications and back-end services delivered through Docker containers.  The approach embraces modular coding concepts and several levels of open source utility packages were published for interacting with data sources and supporting the service-based operations.</p> <p>By making use of the strategies laid out by this framework, industry and research canenhance data-based decision making through models and tools.  Developers and researchers will  be  better  equipped  to  take  on  the  data  wrangling  tasks  involved  in  retrieving  and parsing unfamiliar datasets, moving them throughout information technology systems, and understanding those datasets down to a semantic level.</p>

Corporate culture is considered as an important idicator of firm's long-term performance. It represents a collection of values, norms and attitudes that are shared in people in organization and that control the way they interact with each other and with stakeholders. First part of the thesis describes corporate culture from theoretical point of view, concretely definition, characteristics and typology of corporate culture, its relation to company's control processes and its changes. Second part of the thesis concentrates on analysis of corporate culture of Vodafone Czech Republic a.s. I paid attention to linkage between corporate culture and company strategy, elements of corporate culture and to its manifestations in internal communication and employees questions. Corporate Social Responsibility issue as an inseparable part of company's culture is analyzed as well. Final part of the thesis belongs to a review of Vodafone's corporate culture with focus on its strength and pros and cons implied.

有鑒於全球半導體產業已趨成熟，全球半導體通路商之間的競爭也越來越白熱化，越來越多家半導體通路商藉由企業併購，進行所代理產品線的互補、技術整合與併購後的企業資源整合，進而產生併購綜效(Synergy)，以達半導體通路商的經濟規模，才足以持續保有競爭力。 本研究藉由大聯大控股公司的併購策略，持續保持競爭力，以及併購後所產生綜效作為研究對象，針對未來半導體通路商產業的全球佈局之策略參考，在面對全球景氣循環不佳環境下，半導體通路商毛利率越來越低情況下，如何思考通路商的營運策略、通路商的價值與市場定位，尋求全球戰略佈局，發揮企業的核心價值與核心競爭力。在其併購前之充分準備、規劃與決定併購方式，併購後如何持續做好經營管理，組織設計與調整組織..等做完整分析，從中找出『半導體通路商之核心能力、併購戰略與整合佈局』等交互關係。 研究說明併購前應有的考慮事項如：環境評估、競爭策略方向、白地策略、價值鏈加值、併購後之系統整合、資源整合、組織的設計創新、經營管理制度創新..等因素，供相關企業於併購前後可採取之策略參考，圓滿達成併購績效目標，並達到預期併購綜效，符合股東期望。 本案例研究結果歸納出下列重點： 1.併購前首重交易前之準備階段(即評估併購目標公司和制定整併計畫)。 2.挑選併購對象時，相關併購所創造的價值比無相關併購要來得高。 3.周詳的整合計畫與管理機制，是實現併購綜效的主要關鍵。 4.留住關鍵人才是確保企業併購成功的重要基石。 5.併購後，如何消彌兩家企業間文化差異，是合併後經營成敗的關鍵因素。 6.併購後保留雙方的優良企業文化，再循序漸進轉化成新的企業願景、文化。 7.藉由不斷的溝通協調，建立共識，設定目標，資源整合等，才可以提升綜效。 8.設計新組織架構、新的營運與管理模式，讓併購綜效延續，持續保有競爭力。 9.階段性組織調整與經營策略調整，並配合上游供應商策略，是半導體通路商重要成功關鍵因素。 10.依併購對象規模條件決定，小公司由子集團併購，大公司由控股公司併購。 / In view of the mature global semiconductor industry, more and more intense competition between the global semiconductor distributor, a growing number of semiconductor distributors through mergers and acquisitions, product line agent complementary, technology integration, mergers and acquisitions, enterprise resource integration, and thus produce a net synergistic effect (synergy), to achieve the economies of scale of the semiconductor distributor, enough to sustain their competitiveness. By WPG Holdings company's acquisition strategy, the study continued to remain competitive and generate synergies after the acquisition as an object of study for future semiconductor distributors industry's and global distribution strategy reference, the poor in the face of the global business cycle environment, getting lower and lower gross profit margin in the semiconductor distributors, how to think about the operating strategy of the distributor, distributor’s value and market positioning, seeking global strategic layout, play to the company's core values and core competitiveness. Fully prepared in the pre-merger planning and decision mergers and acquisitions, post-merger continued good business management, organizational design and adjust the organization. Do a complete analysis, to find out the core competencies of the semiconductor distributors, M & A strategy and integration layout and other interactive relationship. Study shows that pre-merger due considerations such as: environmental assessment, direction of competitive strategy, Seizing the white space strategy, value chain, value-added, M & A system integration, integration of resources, organization design innovation, management system innovation. And other factors, for related enterprises can be taken before and after the M & A strategy reference, the successful completion of the merger and acquisition performance objectives, and achieve the expected synergistic gains, in line with the expectations of shareholders. This case study results are summarized to the following priorities: 1. Preparation phase before the first heavy trading in the pre-merger (ie, assessment of the M & A target company and the development of the whole and plans). 2. Selection of acquisition targets, the value of mergers and acquisitions are creating related to mergers and acquisitions to come. 3. Comprehensive integration planning and management mechanism, which is the key to achieve synergistic gains. 4. Retain key personnel to ensure that the cornerstone of success of mergers and acquisitions. 5. After the merger, and how to eliminate a key factor in business success of the cultural differences between the two companies merged. 6. After the merger, to retain both excellent corporate culture, and then step-by-step into the new corporate vision, culture. 7. By continuous communication and coordination, consensus-building, goal setting, resource integration, can enhance the synergy. 8. The design of the new organizational structure, the new operation and management mode, make a merger synergy continuation, continued to stay competitive. 9. Phased organizational restructuring and business strategy adjustment, and in line with the strategy of vendor suppliers are the semiconductor distributor important critical success factors. 10. Conditions in accordance with the scale of acquisition targets decided, a small company by the sub-group mergers and acquisitions, and large companies by the holding company mergers and acquisitions.

本論文では、急成長を遂げているインド家電市場を取り上げ、同市場に進出した多国籍企業の競争戦略について多国籍企業論の視点から理論的かつ実証的に考察を行った。主にLG電子インド法人が行った市場参入戦略はじめ、各戦略行動について明らかにした。多国籍企業の現地化とグローバル統合化戦略は多次元的な要素を持っており、現地国の環境要素、産業の特性及び、企業の状況に合わせて現地化のレベルを決定する必要があるという含意が得られた。 / In this paper I have taken up the India consumer electronics market, which has achieved rapid growth, and theoretically and empirically examined the competitive strategies of multinational corporations, which have advanced into said market from the point of view of multinational corporation theory. I have expounded upon various strategic activities centrally including the market entry strategy conducted by LG Electronics India Pvt. Ltd. The localization and global integration strategies of multinational corporations include many multidimensional factors, and I have established the implication that it is necessary to establish the level of localization to fit the environmental factors of the country in question as well as the features of the industry and state of the company. / 博士(商学) / Doctor of Commerce / 同志社大学 / Doshisha University