This thesis investigates the capacity of the newly introduced Chinese Special Economic Zones in Africa (CSEZAs) to deliver ‘cooperation' and ‘mutual development' to China and Africa. Referring to existing scholarship on other forms of liberal spatial economics, it addresses the conceptual, methodological and theoretical void in which the subject of CSEZAs evolves in academia. As extensive global interactive processes are identified in the schema of the CSEZA, this thesis advocates Andre Gunder Frank's Dependency Theory as the appropriate prism through which to explicate the new zone format. Empirical data about the seven CSEZAs outline the problematic and development-conducive aspects of the zone model. It is argued here that the failure to customise the SEZ model to the African context is what corrodes the developmental prospects of the CSEZAs. The Mauritius JinFei Economic and Trade Cooperation Zone is taken as an example of a problematic CSEZA. A detailed analysis of the Mauritian case allows a visualisation of the respective role of China and the African state in the CSEZA context. As the exploitative and non-developmental nature of the CSEZA model (in its current form), is established, this thesis concludes that the CSEZA gives a new interpretation to the traditional practice of dependency. This new version, nonetheless, exacerbates the dialectic development-underdevelopment processes integral to the global capitalist economy.

by Gerald Fong Chung-Leung and Harmon Lo Wai-Chuen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES/LIST OF FIGURES --- p.v / ACKNOWLEDGEMENTS --- p.vi / Chapter I. --- INTRODUCTION --- p.1 / Overview --- p.1 / Case --- p.1 / Objective --- p.2 / Analytical Framework --- p.3 / Methodology --- p.5 / Literature Review --- p.6 / McGregor's Theory X and Theory Y --- p.7 / Maslow's Need Hierarchy Theory --- p.8 / Herzberg's Two Factor Theory --- p.9 / Hofstede's Four Dimensional Model of Cultural Difference --- p.10 / Chapter II. --- CULTURAL CHARACTERISTICS --- p.12 / National Culture --- p.12 / Japan --- p.13 / South-East Asian Countries --- p.14 / Organizational Culture --- p.16 / Japanese Organization --- p.16 / South East Asian Chinese Organizations --- p.21 / Chapter III. --- CASE STUDY --- p.25 / Management Practices of NCS --- p.25 / Management Effectiveness of NCS --- p.29 / Questionnaire --- p.29 / Demographic --- p.31 / Life time employment --- p.33 / Job Satisfaction Level --- p.34 / McGregory's Theory X and Theory Y --- p.36 / Maslow's Need Hierarchy Theory --- p.37 / Herzberg's Two-Factor Theory --- p.37 / Corporate Effectiveness --- p.38 / Chapter IV. --- CONCLUSION --- p.42 / Adoption of Japanese Management Style in NCS --- p.42 / Limitation --- p.45 / Management Implication --- p.46 / Recommendation --- p.47 / APPENDICES / BIBLIOGRAPHY

by Law Bing Kuen Anthony. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 100-105). / Discography: p. 107. / Abstracts in English and Chinese. / List of Tables --- p.iii / Abbreviations --- p.iv / Introduction --- p.1 / Concepts --- p.5 / Previous Studies on Xianshiyue --- p.6 / Fieldwork --- p.10 / PART ONE: CULTURAL AND SOCIAL BACKGROUND --- p.19 / Chapter Chapter One: --- Hong Kong --- p.20 / The Rise of Modern Hong Kong: Hong Kong in the Nineteenth Century --- p.21 / Formation of Norms and Values --- p.27 / Chapter Chapter Two: --- The Chaozhou Community of Hong Kong --- p.30 / The Name --- p.30 / The Area --- p.31 / The People and Culture --- p.32 / Migration of Chaozhou People to Hong Kong --- p.35 / Social Organization of the Chaozhou Community --- p.41 / The Chiu Chow Merchants Mutual Assistance Society --- p.43 / PART TWO: XIANSHIYUE --- p.48 / Chapter Chapter Three: --- Xianshiyue in Hong Kong --- p.49 / "The Music Division of the Hong Kong Chiu Chow Merchants Mutual Assistance Society (the ""MD"")" --- p.51 / From Waijiang Traditions to Chaozhou Traditions --- p.56 / Performances in the Music Club Context --- p.61 / Performances in the Concert Hall Context --- p.72 / Performances in the Chaoju Context --- p.76 / Performances in the Gatherings of the Parent Organization --- p.80 / Summary of the Performance Contexts of Xianshiyue in Hong Kong --- p.82 / Chapter Chapter Four: --- The Music of Xianshiyue --- p.84 / Setting Up the Temperament --- p.86 / Tuning Process as Social Process --- p.90 / Conclusion --- p.93 / Glossary of Chinese Characters --- p.96 / Bibliography --- p.100 / Appendix A: An Inquiry on the Place of Origin of Hong Kong Chinese People --- p.109 / Appendix B: Newspaper cutting Showing Ethnic Stereotypes --- p.110

by Ho Ka Pui. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 78-82). / Abstract --- p.iii / Acknowledgments --- p.v / Introduction --- p.1 / Chapter One --- From Monopoly Telephony to the Rise of Cellular Communication --- p.17 / Chapter Two --- Oligopoly of the Cellular Communication Market in the Digital Era --- p.36 / Chapter Three --- The Irony of a Free Market Place --- p.53 / Chapter Four --- Cellular Communication Market and1997 --- p.67 / Conclusion --- p.72 / Bibliography --- p.78

The study investigates the establishment and development of the Kimberley Africana Library and its mother institution, the Kimberley Public Library within the broader social, economical and political environment in which they took place. The history of these institutions is inextricable until 1984 when the public and Africana sections of the Library were separated and the Kimberley Africana Library was opened to the public in 1986. It was the exceptional collections of Africana and rare books which distinguished the Kimberley Public Library and the main factor which bound the history of these two institutions. The Kimberley Public Library and its progeny the Kimberley Africana Library are the products of a new industrialised era which came about after the discovery of diamonds in South Africa. They emanated from an environment which produced the new wealth of the country, an almost uncharted region which was relatively new to the established British colonies. In order to place the origins of and motivation for the establishment of the Kimberley Public Library and the Kimberley Africana Library in perspective, it is necessary in this study also to include an overview of the development of the diamond mining industry in Kimberley. This development, peculiar as it was to Kimberley, gave rise to the type of social and cultural milieu in which the Public Library was founded by the immigrants to this area. Also included in the study is a brief survey of the development of the library movement in South Africa and the role played by the Kimberley Public Library in the growth of this movement and in the expansion of public library services to the people of the country. The history of the Kimberley Public/Africana Library which covers a period of more than a century is divided into three distinct periods, namely that which deals with the institution as a Subscription Library from 1882 until 1960 and, from 1961 as a free library under the jurisdiction of the Kimberley Municipality and affiliated to the Cape Provincial Library Service. The third period concerns the dichotomisation of the Kimberley Public Library and the establishment of the Kimberley Africana Library in 1986 to house the Library’s renowned collection of Africana and rare books. This section also deals with the period after 1994 when the Kimberley Libraries functioned under the new political dispensation in South Africa. Emphasis is laid on the formation, nature and scope of the Africana Collection which was the raison d’etre for the establishment of the Kimberley Africana Library and the most significant of the items in the collection are broadly described. The study concludes with an assessment of the challenges the Kimberley Africana Library faces and suggests ways and means of resolving these. An Appendix entitled The Founders and the Builders is added in order to elaborate on the exceptional contributions of several prominent Committee members and Librarians who controlled and managed these institutions from their inception in 1882 until 2008. / Information Science / M. Inf. (Information Science)

Includes bibliographical references.

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

台灣半導體產業協會指出，半導體產業無論是在產值、營運附加價值、外匯收入、稅賦、就業機會、政府投資獲利、興建晶圓廠所帶動的周邊效益等，都有穩定且持續成長之表現，對國家有相當大的貢獻。在半導體產業中，半導體原物料通路商位居上游供應商與下游製造商之間的橋樑位置，維繫通路貨暢其流，在整個產業鏈中扮演重要角色。在此一領域中，以崇越科技的經營績效卓越，足為業界楷模。因此，本研究擬以崇越科技為個案，進行策略研究。 一個成功的營運模式，應該可以解釋如何增強價值展現、如何作好價值傳遞，以及如何達成價值回饋等議題。藉由研究連續成長的個案公司－崇越科技，本研究希望可以確認下列議題所採取的關鍵策略： (1)個案公司如何確保其在產業價值鏈中的位置？亦即如何增強價值展現？ (2)個案公司如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值？亦即如何作好價值傳遞？ (3)個案公司如何作到提升營業利潤及實現公司價值？亦即通路商如何達成價值回饋？ / 本研究使用吳思華教授的「策略三構面」及「四個競技場」分析進行個案研究。策略三構面理論主張，規劃企業策略時，可以由下列觀點進行： (1)營運範疇：產品／市場、活動組合、地理構形、業務規模 (2)核心資源：有形／無形的資源、個人／組織能力 (3)事業網路：體系成員、網路關係、網路位置 / 此外，本研究也將探討三構面之間彼此的調整關係。至於四個競技場分析，則是以下列四個不同觀點，分析企業的策略： (1)價值與效率競技場 (2)能耐與結構競技場 (3)實力與體系競技場 (4)異質與同形競技場 / 本研究針對崇越科技的四項重要策略事件，包括成立光電材料部、成立水處理部、IPO、成立中古設備部等，進行策略三構面分析，以及四個競技場分析。藉以研究半導體原物料通路商如何增強價值展現，如何作好價值傳遞，以及如何達成價值回饋。茲將各策略事件分述如下所示： (1)策略事件一：成立光電材料部 成立光電材料部，使得崇越科技的營運模式，由原本的佣金交易，擴增為現品交易。此一策略事件使得崇越科技提昇了倉儲、物管及資金調度的能力。成立光電材料部之後，崇越科技的主要產品，由原有的矽晶片、半導體製程用石英器材，擴展到黃光製程的主要原料－深紫外線光阻液，在2005年該項產品貢獻了逾18億台幣的營業額。其他主要產品如化學研磨液、環氧樹脂積體電路封裝材料、液態封裝材料…等，也可以複製深紫外線光阻液成功的營運模式進行推廣。 (2)策略事件二：成立水處理部 崇越科技成立水處理部，跨入半導體製造廠的廠務系統相關業務。此一策略事件使得崇越科技發展出工程設計、施工維護之組織能耐，並建立了良好的下包廠商體系。之後，水處理部將業務切割為：純水工程及廢水工程等二部份，並在廢水工程此一領域發展自有品牌。在2005年時，水處理部的年營業額達新台幣15億1千萬。此一策略事件也帶來其他額外的商機，如發展潔淨室建造工程以及中央供酸系統等相關業務。 (3)策略事件三：IPO IPO提供崇越科技較佳的籌措資金管道，使得財務運作上更有彈性。IPO使得崇越科技公司知名度及形象大幅提昇，對於延攬優秀的員工，自然也會有正面的助益。此外，財務管理的能力也因此提昇，與金融體系間的關係也更為緊密。 (4)策略事件四：成立中古設備部 崇越科技成立中古設備部，以成為高科技產業的全方位供應者。崇越科技掌握半導體中古設備的商機，使得營運範疇得以擴展至中古設備的買賣、運送、設備翻新、裝機、零件供應、機台調校、甚至包括製程參數設定。「高科技產業的全方位供應者」的公司願景，也使得崇越科技得以在半導體產業有更明確的定位。 / 經由「策略三構面」及「四個競技場」分析，確定崇越科技的四項策略事件對於其成長具有重大意義。崇越科技的營運範疇、核心資源、事業網路在各個策略事件之後均有顯著的擴展，而不論是在「價值－效率」、「能耐－結構」、「實力－體系」、「異質－同型」競技場，都可看到崇越科技的具體成長趨勢。因此，崇越科技在四個策略事件中所採行的各項關鍵策略，應可成為半導體原物料通路商在勾勒其未來發展的營運策略時的標竿參考。 / 在本研究的事件描述及三構面調整關係當中，我們可以整理出來個案公司在各個策略事件所運用的關鍵策略，並依研究目的所要探討的主題歸納如下： (1)以個案公司為例，通路商如何確保其在產業價值鏈中的位置，亦即通路商如何增強價值展現。 1)擴大服務平台，滿足顧客整體需求，是通路商確保代理權的重要關鍵。 2)維持暢通而綿密的人脈網路是通路商的天職。 3)對通路商而言，自有品牌的創立應該因勢利導，不該破壞與原有代理的供應商之間的良好關係。 4)踴躍參加各項服務品質競賽有助於提升通路商形象及強化公司體質。 (2)以個案公司為例，通路商如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值，亦即通路商如何作好價值傳遞。 1)通路商辨識需求缺口的能耐，與其是否能持續發展有高度正向關係。 2)人才為通路商最重要的資產。 3)顧客內部的各個部門也存在競爭狀態，通路商應善用情勢並維持與各部門的良好互動。 4)通路商應建立完整的支援／外包體系。 (3)以個案公司為例，通路商如何提升營業利潤及實現公司價值，亦即通路商如何達成價值回饋？ 1)通路商適用多種營運模式。 2)切割現有的服務內容，創造新立足點。 3)延伸產品線，善用核心能耐，創造新價值。 4)健全而靈活的財務控管是通路商持續成長、實現公司價值的重要基礎。 / As Taiwan Semiconductor Industry Association pointed out, semiconductor industry had been and is of great contribution to Taiwan in the aspects of GDP, foreign currency income, tax income, unemployment rate, government investment achievement, and also subsidiary industry of wafer fabrication. Semiconductor manufacturing raw material distributors play a very important role in semiconductor industrial value chain, who bridging the raw material manufacturers and semiconductor manufacturers. Topco Scientific Co., Ltd (TSC) is a leading company of semiconductor raw material distributor in Taiwan and Great China Region. TSC would be the case to be studied on the strategy of its continuous growth. / A successful business model should cover how to enhance “Value Proposition”, how to perform “Value Delivery”, and how to achieve “Value Capturing”. In the study of TSC’s continuous growth, we shall be able to identify the key strategies which were employed in the following three themes: 1. How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 2. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 3. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? / “Three Aspects of Strategy” theory and “Four Coliseums of Business” analysis by Dr. S.H. Wu were applied in this study. The “Three Aspects of Strategy” theory provides the scope of establishing a thorough business strategy, and “Four Coliseums of Business” analysis exploit the business growth in four different points of view. “Three Aspects of Strategy” theory claims the following aspects should be reviewed when establishing the business strategy: 1.Business Domain : product/market, business activities, business geography, business scale 2.Core Resource : physical/non-physical properties, personal/ganizational competence 3.Business Network : network parties, network relationship, network position Also, the adjustment/correlation of these three aspects should be discussed. The “Four Coliseums of Business” analysis exploits the status of company’s strategy in four different points of view: 1.Value-Efficiency coliseum 2.Competence-Organization coliseum 3.Power-Networks coliseum 4.Innovation- Authenticity coliseum / This study applied the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis on TSC’s four critical strategic issues including the issues of establishing the “Opto-Electronics Department”, establishing the “Water Treatment Department”, IPO, and establishing the “Used Machine Department”. From which we could conclude how the semiconductor raw material distributors enhancing their Value Proposition, improving their Value Delivery, and achieving their Value Capturing. The briefing of these four issues is as followings: Issue 1: Establishing the “Opto-Electronics Department” Establishing the “Opto-Electronics Department” was to extend the TSC’s business model from indent order business to stock sale business. Also, this issue strengthened TSC’s ability of technical service, logistics, and financial management. The success of DUV Resist brought annual revenue of over NTD1.8 billion in 2005. Other major products such as CMP slurry, Epoxy Molding Compound, IC Underfill Material…could also copy the business model of DUV Resist. Issue 2: Establishing the “Water Treatment Department” Establishing the “Water Treatment Department” was to create new business in the semiconductor manufacturers’ facility area. TSC built up their engineering capability and also the subcontractor network. The success of separating the water treatment business into pure water and waste water two categories let TSC could have their own brand waste water business. Water treatment business contributed NTD1.5 billion in 2005. Also it brought new business chance like Cleanroom and Chemical Supply System. Issue 3: IPO IPO to let TSC has much stronger financial flexibility. The company status has been up rated and could be easier to recruit excellent employees. The financial management capability had been improved and the business network is much stronger. Issue 4: Establishing the “Used Machine Department” Establishing the “Used Machine Department” was to address TSC as a Total Solution Provider of High Tech Industry. TSC captured the business chance of semiconductor manufacturing used machine off-shore service from which they could extend the business to used machine buy-and-sale, logistics, refurbish, installation, parts sourcing, calibration/tuning, and process parameter setting. The company vision of Total Solution Provider of High Tech Industry will lead TSC to exploit the semiconductor industry with a higher and thorough position. / Through the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis we could confirm that the above mentioned four critical strategic issues are of great positive effects to TSC in the sense of Business Domain, Core Resource, and Business Networks. Also we could see the continuous growth trend in the Value-Efficiency, Competence-Organization, Power-Networks, and Innovation- Authenticity coliseums. Therefore, the key strategies applied in these four critical strategic issues could be the bench mark of semiconductor raw material distributors for their further growth. From the description of these strategic issues and the adjustment/correlation of three aspects discussion, we could conclude the key strategies for a successful business model of semiconductor raw material distributor, and list these key strategies with respect to our three themes of study: How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 1.Expanding the service base and providing the total solutions to customers is very essential to secure the agency rights 2.Maintaining a freely flowing and circumspect human relationship network is a must-do job of distributors. 3.Distributors should take very caution when developing own-brand products, should not damage the relationship with principles. 4.Attending the service quality contest will strongly promote company’s image and improve competence. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 1.The ability of identifying customers’ needs is proportional to the success of continuous growth of distributors. 2.People are the most valuable assets of distributors. 3.Competitions inside customer’s organization should be handled with care, and should maintain good communications with each departments of customer. 4.Distributor should establish an integrated supporting/subcontractor system. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? 1.Multiple business models are adequate for distributor. 2.Rearranging current service contents to create new business niches. 3.Fully utilize core competence to extend product lines and create new values. 4.Nimble and integral financial management is the foundation of long-term growth and can capture company’s value.

Thesis (PhD) -- Macquarie University, Division of Environmental and Life Sciences, Department of Human Geography, 2007. / "November 2006". / Bibliography: p. 352-398. / Mode of access: World Wide Web. / xvi, 399 p. ill., maps

The purpose of the study is to determine the effectiveness of the interventions used by the South African Breweries (SAB) KickStart Programme to establish and grow entrepreneurial small businesses among young South Africans. South Africa has an extremely high unemployment rate, low economic growth and a dismal Total (early-stage) Entrepreneurial Activity (TEA). With regard to established businesses (older than three-and-a-half years), the GEM report of 2005 ranked South Africa the lowest of all the countries surveyed. The SAB KickStart Programme comprises five phases: an awareness campaign, recruitment and training, a business plan competition for grants, success enhancement and national awards. The following interventions form part of the programme: the General Enterprising Tendency (GET) test; two-week live-in business management training; funding and mentoring; and a national competition for prize money. At every stage, adjudication is based on business plans and presentations. The evaluation of the effectiveness of an existing entrepreneurship programme, the SAB KickStart Programme, has several advantages, in so far as it determines whether the programme does indeed attain its objectives, and could help to improve the structuring of such programmes for future use by other corporations in South Africa. The population for the study comprised all the participants of the SAB KickStart Programme, from 2001 to 2006. A questionnaire was developed and a response rate of 28.5% was realised. Analysis of variance (ANOVA) was applied to the turnover and percentage profit figures of respondents to investigate the significance of the type of SAB KickStart support afforded. The results were confirmed by the Bonferroni multiple comparison of means test. The deduction is that funding and mentoring, after training, adds value to the programme. Eighty per cent of the SAB KickStarters were still operating their initial businesses, which they owned when they started on the programme, while a further six per cent had started another business, hence a "failure" rate of only 14 per cent. Many other meaningful findings emerged. In conclusion, it can be said that the SAB KickStart Programme adds value and advances entrepreneurship, and could possibly be applied by other large institutions in South Africa In conclusion, it can be said that the SAB KickStart programme adds value and advances entrepreneurship, and can be elevated to other large institutions in South Africa. / Business Management / D.Comm. (Business Management)