Key Success Factors of Innovative Agriculture in Taiwan Abstract The traditional agriculture in Taiwan has a pressing need for transformation and innovation in the age of knowledge economy and economic globalization. Innovation is the core value of knowledge economy. Knowledge in itself is exclusive of all value judgment. Therefore, adding value through knowledge transfer to the product development processes can be achieved by means of new perspectives and points of view for business sustainability. The purpose of this study was to identify the key success factors (KSF) of successful promoters of innovative agriculture in the process of transformation and innovation. Three leading manufacturers of innovative agricultural products were chosen for in-depth interviews to collect specially needed data. Based on the characteristics of agricultural industry, the four dimensions of ¡§leadership quality¡¨, ¡§market strategy¡¨, ¡§product strategy¡¨, and ¡§management strategy¡¨ are used as a measure of the index of KSFs. The results show that the KSFs on the dimension of leadership quality are ¡§entrepreneurial spirit¡¨, ¡§leadership ability and foresight¡¨, ¡§cross-enterprise thinking¡¨, ¡§enterprise knowledge¡¨, and ¡§enthusiasm to help others¡¨. The KSFs on the dimension of market strategy are ¡§the ability to open up new markets¡¨, ¡§brand image¡¨, and ¡§market orientation¡¨. The KSFs on the dimension of product strategy are ¡§R&D and innovation¡¨, ¡§value-added agricultural products¡¨, ¡§product quality¡¨, and ¡§traceability system¡¨. The KSFs on the dimension of management strategy are ¡§size of business¡¨, ¡§integration¡¨, ¡§social assessment¡¨, ¡§product flow management¡¨, and ¡§core value¡¨. And finally, make recommendations to agricultural operators for moving forward with ongoing change in the economic environment. Key words: Innovative Agriculture, Key Success Factor, Knowledge Economy

ABSTRACT The Air Force 2nd Logistic Commander of R.O.C. has officially assigned Hang Hsiang etc., four strategic linking companies for operation on Nov. 1,2005. This study has applied the Balanced Scorecard provided by Robert S. Kaplan & David P. Norton of the American strategic agement masters on finance, customers, internal operation flow, and growth and learning four management levels as the major research framework. Then through the interviews by experts and with reference to related recorded documents to draw the target items of the strategy maps; also, to apply questionnaire investigation to analyze the key success factors of double-winning,hoping to find out the key factors that influence the double-winning of the contractor and the military department.The main results from this study are: 1.The military department has been short of contract management personnel on the past, while private business operation must have a team of qualified contract management personnel to fulfill the duty of execution and supervision of the contract, therefore, it requires great deal of training of the personnel with such expertise so that the manufacturers can execute their jobs exactly based on the contract regulations and in coordination with the War Defense demand of the National Army. 2.To strengthen up the supervision and assessment system according to the contract regulations to make sure the maintenance quality so as to develop the overall efficiency. 3. The biggest problem the manufacturers is facing now is the difficulty to establishing material items preparation system, which seriously affect the duration of the maintenance term and the maintenance quality,therefore, the manufacturers shall actively seek the technical cooperation or authorization for maintenance with the original foreign manufacturers, also, they shall actively develop the source of the domestic and overseas business. 4. To set up the learning type organization, to strengthen up employees¡¦ professional technical ability, and to cultivate them to become trained and high morale work team. 5. There is an unlimited business opportunity on domestic military plane, the four strategic linking companies shall strengthen up their mutual cooperation and capability integration and upgrade the domestic aerospace industry standard so as to step into the international domain through the execution of the contract.

Over the past 50 years, the success of SME development in Taiwan has played an important role in the economic growth, and even today, many developing countries are interested in learning from Taiwan¡¦s experience. In fact, SME development in Taiwan has made remarkable contributions to the expanding of foreign trade, the strengthening of market competitiveness, the boosting of national income, the creation of jobs opportunities, the balancing of regional development, and the influence on social stability. In this study, we first studied the key success factors in Taiwan¡¦s SME development through the review of related literature. Then, we attempted to find that the majority of scholars and experts had a common view of Taiwan¡¦s SME key success factors, which are concluded as social culture and psychology factors, historical and economic factors, and government policy factor. Secondly, we intended to make questionnaires from the Ministry of Industry and Trade, the Mongolian Chamber of Commerce and Industry, and SME owners. The main purpose is to research for the opinions of three different parties on SME development in Mongolia, such as government roles, present situation, future development strategies, and opportunities to learn from Taiwan¡¦s experience and successful development factors. Here were 120 responses received at the end of this survey. The data were analyzed by SPSS software using descriptive statistics, one way ANOVA, Pearson¡¦s correlation, and factor analysis. The results showed that there were significant differences between the three organizations. In addition, this research tried to make an effort to suggest future SME development strategies in Mongolia on the basis of external and internal environment analyses using a SWOT model. Finally, on the basis of above results, we proposed several policy recommendations for relevant organizations that get lessons from Taiwan¡¦s experience and revealed some key success factors in SME development into the ground of Mongolia.

The research question is formulated as “what are the key success factors making a mobile game become a big success in China? ” to view the key success factors behind new launched mobile games and how company’s business model and marketing strategy that bring them into and help them succeed in the China market.   A qualitative method with the deductive approach has been using in this paper to be able to answer and interpret the studied questions. Four in-depth interviews were conducted to collect the primary data, which have been following as the purpose is to do a cross-case analysis to identify the similarities and difference of each company behave their business model and marketing strategy, to contribute game success in China market.   The main factors contributing to the success of mobile game in China market including internally strategic factors and externally tactic factors. Technical skill and resource, R&D ability and market knowledge and experience as the internal key success factors behind mobile game success in China. The mobile game companies use localization, wide distribution channel collaboration and social integration to suit the market needs and requirements.   From the results of the study have been identified to as to how is the business model for the China mobile game market. Through collaborating with abroad local distribution channel can increase their knowledge capacity of the local market to create a better value proposition. In China mobile game market, social integration and cross promotion can be seen as very important and through collaborating firms can work around these factors and create, capture and deliver better value to the customers.

Computer products ¡ACommunication products¡Aand Consumer Electronics products are the three main categories of 3C industry . With the trends of technology innovation, consumer¡¦s preference changes, and price¡¦s fluctuation, 3C products now tend to get slimmer, smaller, more easily portable, delicate, and fashionable. Moreover, advanced functions and environmental protection are also the important topics that 3C industry is facing. Accordingly, The housing parts of 3C products need to match up every inch with the above. This study focuses on the key success factors of technology innovation process of 3C housing case industry. In order to verify and refine the fist outcomes of AHP (Analytic Hierarchy Process) analysis, this study did the second AHP analysis and adopts the second outcomes as the conclusion. They are as follows: 1. These are the priorities of the four factors on the second layer: ¡§Technology Innovation Strategy¡¨ goes first, ¡§Organizational System and Culture¡¨ second, ¡§Source of Technology Innovation¡¨ third, and ¡§Investment of Technology Innovation¡¨ last. 2. The top 5 priorities of the sixteen criteria on the third layer are the below: ¡§Active Interaction with Customer¡¦s Needs¡¨ goes first, ¡§R&D Expenditures¡¦ Proportion of Sales¡¨ second, ¡§Patent Technology of Self ¡VResearch and Innovation¡¨ third, ¡§Organizational Culture of Good Communication and Flexible System¡¨ fourth, and ¡§Periodical Participation in International Technological Merchandise Fair¡¨ fifth.

The Euro has become the mutual monetary union in 2002 and there are 13 countries which is going to join the European Union one after another since 2003. The enormous and growing market attracts lots of foreign companies to invest. The research categorizes the resources by the resources-based view into four groups, physical assets, intangible assets, human capital and organization capability, and discuss how the Taiwan foreign subsidiaries use their controlled resources to be their strategic advantages and operate successful in local country. By the way of interviewing the case company in depth, this paper has the following conclusions: 1.The products which were sold in France have to fit in with the characteristics of local market and be competitive. 2.The investment in France should have sufficient funds and do well the risk management. 3.The international division of labor is an advantage basis for Taiwan companies in France. 4.The international brand advantage increases the possibility of entering French market. 5.The export experience and customer basis in Europe are contributive to the development of Taiwan foreign subsidiaries. 6.The combination of opinions between the local employees and parent company is the key factor while doing business in France. 7.The capability of local management team is the key factor of foreign subsidiaries in Europe.

Abstract With the rapid development of internet and information technology, the era of automation and computerization of business has dawned. Consequently, electronic-business has become the key factor of competitive strength of the global business in the 21st century. In order to easily acquire information on business, simplify the work procedure, and improve efficiency, e-commerce should be promoted by the integration of information technology and network infrastructure so that the competitive strength of business can be enhanced. Under the influence of the computerization of business and government, the trend of e-campus has been growing in colleges and universities, and has become the principal focus of administration, teaching, research, student life, and learning environment on campus. I interviewed several professors and officers who are in charge of computerization in their universities, to understand the meaning, purpose, process, problems, and key factors of e-campus. The results of the interviews are sorted as follows: 1. E-campus can be defined as the transformation of the school by which the efficiency of administration system, the e-learning environment for students, and the teaching and research environment for teachers will be improved to increase the competitive strength. 2. The purposes of e-campus are: (1) to provide services and information for faculty and students, (2) to simplify the document flow charts for high efficiency, productivity, downsizing, competitive strength, and low cost, (3) to equip students with the concepts and application of computerization for job creation, (4) to collect the campus information for management decision, and (5) to save energy and protect the environment. 3. E-campus should be proceeded in proper sequence¡Xfrom the simple to the complex and from the higher level to the lower level. The process has to be planned precisely, and the results be checked cautiously to assure the achievement of the goal. Therefore, it is necessary to establish an e-campus team for planning and administering. 4. The problems caused in the process are as follows--personal problems (such as age), changes of the organization, selection of software and hardware, equipments, net connection between campuses, and research and development for the new systems. 5. It is very difficult to measure the results of e-campus in quantity, but part of them are predictable, for example, the process time will be shortened, and the efficiency will be raised. 6. The key factors of e-campus can be classified into eight items, and six of them are in accordance with those of e-business. They are (1) professional team work for promotion, (2) participation and innovation of the members of organizations, (3) training of professionals, (4) establishment of a pilot unit, (5) reference to actually successful examples, and (6) methods and strategies to reach the goal and to satisfy the needs of the faculty and staff members. The other two differences between them are the support and insistence of managers and the continuous implementation. 7. The installation of objectives, planning and design, application of information technology are the essential points for attention. The safety of data deserves alertness because hackers and computer viruses will destroy the entire systems. Key words: e-campus, information technology, computerization, Internet, key success factor

Twenty-one century is a knowledge-economy age. Knowledge that replaces the machine, capital, material, or labor becomes the most important element of management of organization. Knowledge is also an important condition of competition and survival. Knowledge plays an important role in economic system in the future. A government of huge organization should make efforts in the management of transferring knowledge to competition as enterprise. According to government will play an important role as a planner and advancer, so the research of government knowledge management will be took into account. The research collects and classifies literature and finds seven original factors of government knowledge management, and verifies the relationship among three variables of knowledge management behavior intention. The research uses principal factor analysis to find the key success factors of knowledge management. Six key success factors has been extracted in this research by factor analysis (principal component analysis), they are (1)the basis of knowledge management of organization ; (2)important conception of knowledge management to organization ; (3) need for a clear standard system to evaluate ; (4) available resource of information technology¡F(5)policy support¡F(6)the responsible group for knowledge management. The analysis of this research showed that 28 KM variables are considered significantly important. The first important variable is ¡§leadership and ability to promote change of the management¡¨ and previous five factors are especially the factor of the attitude to knowledge management. The research also classify three factors about the difficulties of the implement of knowledge management, they are (1)the difficulties about employees¡¦ abilities of technology¡F(2)the difficulties about the organization structure and culture¡F(3)the difficulties about the abilities of planning. The conclusion of this research is to provide feasible suggestions to government administration so that they could construct KM in an effective and efficient way. Some supportive policies from the government organizations are suggested as well and I hope this research can provide the government with the experience.

Abstract Mergers and acquisitions (M&A) are important management tools of chief executive officers (CEOs.) The benefits of M&A include fast expanding production capacity, acquiring technical patents, overcoming the entry of obstacles, grasping markets, taking over talents, generating the synergy of operation and finance, adjusting product mix or reducing production capacity any time during the recession of markets. Steel industry itself has the character of benefits in economical scale. Therefore, Mittal Steel Company led to hand over its successful experience unceasingly in the recent year, causing an international tide of M&A. In the recent emerging China¡¦s economic system, China¡¦s steel industry was integrated under the guide of national policy. Lots of small steel plants became international leading steel producers. This is contributed to the M&A rendering the company¡¦s scale large, increasing international visibility and bringing people¡¦s notice to its talks and behaviors. Owing to quite high risks of M&A itself, steel industry must grasp the key success factor so as to reduce the risks of operation. Due to the difference of every industry, every company and outside environment, each of their positions in the industrial value chain is also different. Therefore, the successful factors of each company¡¦s M&A are somewhat different, too. This study aims at hoping to probe the successful factors of steel industry¡¦s M&A by case study, as well as to understand the follows: the status of Taiwan¡¦s steel industry, the difficulty of M&A in Taiwan¡¦s industry, the successful factors of steel industry and the generated effect of steel industry¡¦s M&A. The result of this study shows that the relationship between China and Taiwan has been closer and closer. Taiwan¡¦s steel producers have to grasp the trend of changes of China¡¦s steel plants so as to prevent error decision making. As for the successful factors of steel industry¡¦s M&A, the first priority of conditions is to obtain the top management support and to be executed by an experienced teamwork of M&A so that the M&A experience can be handed over by cumulative knowledge. Since the statistics shows that the percentage of M&A success is small, it has better to evaluate the worst situation prior to the job¡¦s execution as well as to set a bottom line of loss in order to flexibly dispose the changes of situation at any time and to make the M&A easier to success.

In recent years the Vietnamese economy emerges, the demand of steel grow fast ad fast, many foreign cooperation invests the steel and iron related industry to Vietnam. To avoid the steel and iron industry fall into the oversea company, the Vietnamese government take strictly controls the foreign capital to enter makes supply chain of steel industry. However, the chain of Taiwanese iron & steel industry move into Vietnam, not only may approach to customer closer, the raw materials also straight enter mainland China under the East cooperates Conformity. The Taiwanese iron & steel industry takes place of the fallen all goes to Vietnam to carry on the investment. The investment motivation is: get the economies of scale and output to the third country; Next is politics is stable and the inexpensive laborer; Again next anticipates the workshop cost for the original to be inexpensive; Finally is low for the staff rate of flow, this research induces the steel and iron industry to invest Vietnam the possible key success factor as follows to show. 1. Invests the Vietnamese government to encourage the investment the industry. 2. Cautious elects to invest the region. 3. The consideration joint capital & joint management pattern to obtain the best profit. 4. Under political condition unstable consideration, therefore, maintains the less funds quantity to be better. 5. Talented person localization. 6. Pay attention and stops the culture difference as far as possible.