Thesis (Ph. D.)--Harvard University, 1992. / Includes bibliographical references (p. 457-466).

Inaug.-diss.--Heidelberg. / Lebenslauf. "Literatur" 1 p. following p. xx.

Thesis (doctoral)--Universität Bremen, 2007. / Includes bibliographic references (p. [257]-270).

Lau Hau Yu. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2004. / Includes bibliographical references (leaves 79-83). / Abstracts in English and Chinese. / Abstract --- p.i / Acknowledgements --- p.iv / Table of Contents --- p.vi / Chapter Chapter 1: --- Introduction --- p.1 / Chapter 1.1 --- Background --- p.1 / Chapter 1.2 --- Objective --- p.4 / Chapter Chapter 2: --- Literature Survey --- p.6 / Chapter 2.1 --- Plastic Injection Molding Process --- p.6 / Chapter 2.2 --- Monitoring and Diagnosis Methods --- p.10 / Chapter 2.3 --- Remote Monitoring --- p.12 / Chapter Chapter 3: --- Monitoring Methods --- p.15 / Chapter 3.1 --- Predict nozzle pressure and part weight using the Radial Basis Function Neural Network --- p.15 / Chapter 3.1.1 --- Motivation --- p.15 / Chapter 3.1.2 --- Background --- p.15 / Chapter 3.1.3 --- Hybrid RBF neural network --- p.17 / Chapter 3.1.4 --- Estimation of nozzle pressure --- p.21 / Chapter 3.1.5 --- Estimation of part weight: The two steps and one step methods --- p.22 / Chapter 3.2 --- Short shot Monitoring using Similarity --- p.25 / Chapter 3.2.1 --- Background --- p.25 / Chapter 3.2.2 --- The Dissimilarity Approach --- p.26 / Chapter 3.3 --- Parameter Resetting using Support Vector Machine (SVM) and Virtual Search Method (VSM) --- p.27 / Chapter 3.3.1 --- Background --- p.27 / Chapter 3.3.2 --- Support Vector Regression --- p.27 / Chapter 3.3.3 --- SVM Parameters Resetting using Virtual Search Method (VSM) --- p.31 / Chapter 3.4 --- Experiments and Results --- p.33 / Chapter 3.4.1 --- Introduction to Design of Experiment (DOE) --- p.33 / Chapter 3.4.2 --- Set-points selection based on Design of Experiment (DOE) --- p.34 / Chapter 3.4.3 --- Nozzle pressure estimation --- p.40 / Chapter 3.4.4 --- Part weight prediction using the One Step Method --- p.47 / Chapter 3.4.5 --- Similarity Monitoring using estimated nozzle pressure --- p.49 / Chapter 3.4.6 --- Similarity Monitoring using ram position --- p.54 / Chapter 3.4.7 --- Parameter Resetting using SVM and VSM --- p.61 / Chapter Chapter 4: --- The Remote Monitoring and Diagnosis System (RMDS) --- p.63 / Chapter 4.1 --- Introduction to the Remote Monitoring and Diagnosis System --- p.63 / Chapter 4.2 --- Starting Use of the Software --- p.65 / Chapter 4.3 --- Properties and Channel Settings --- p.66 / Chapter 4.3.1 --- Statistic Process Control (SPC) --- p.69 / Chapter 4.3.2 --- Settings --- p.71 / Chapter 4.3.3 --- Viewing the signals --- p.72 / Chapter 4.3.4 --- Short shot monitoring --- p.73 / Chapter 4.3.5 --- Data management --- p.73 / Chapter Chapter 5: --- Coeclusions and Future Works --- p.76 / References --- p.79 / Appendix A: Machine settings in the experiment --- p.84 / Appendix B: Measured part weight in the part weight prediction experiment --- p.86 / Appendix C: Measured part weight in the similarity monitoring experiment --- p.87 / Appendix D: Results of Parameters Resetting Experiment --- p.88 / Appendix E: List of figures --- p.89 / Appendix F: List of tables --- p.91

Many explanations of competitive advantage view place as a secondary factor. Organizational studies models tend to be considered aspatially, yet most are inherently geographic. It is important to consider the impact that geography has on the success or failure of an individual firm or a sector. This dissertation examines how location impacts the US farm machinery industry through an empirical analysis of Porter’s Theory of Competitive Advantage. Contributing to this empirical test are other bodies of literature including models for headquarters and research and development siting, product life cycle theory, industry life cycle theory, and green technologies as a driver of competitive advantage. The US farm machinery industry is composed of three firms: Deere and Company, Case New Holland, and the Allis-Gleaner Corporation. Theory-elaborating case study methodology, informed by archival data, publically available documents, trade show reconnaissance, and plant tours, coupled with map and content analysis allows for a deeper understanding of how geography impacts competitive advantage in the sector. Comparing findings from these geographic case studies to Porter’s results led to a new understanding of competitive advantage for mature manufacturing in a globalized economy. Previous analysis found Porter’s single diamond, which focuses on local conditions for competitive advantage, most appropriate for explaining mature industries in advanced market economies. This study found, however, that as mature industries increasingly pursue a global focus, a double diamond model, which takes into account both local and global conditions for competitive advantage, is more appropriate, even in an advanced economy. This research also found that, much like second-tier cities are desirable for headquarters and research and development siting, second-tier countries (that can provide high-skill labor at lower prices) are increasingly attractive for manufacturing operations. The need for modifications to product life cycle theory that take into account the impact of these countries as well as the effects of nationalism on manufacturing decisions in mature economies were also uncovered by this dissertation. This research demonstrates the continued importance of place to understanding competitive advantage, not only in the US farm machinery industry, but generally for mature manufacturing as a whole.

Machinery industry is the engine of the industrialization for a nation. During the last four decades of industrial development in Taiwan, machinery industry has played a key leading role. With an overall production value at NT$680 billion in 2009, the Taiwanese machinery industry ranks among the top 20 nations worldwide. Its tooling machines and carpentry machines etc. are ranked in the global top 5 exporting countries. Mainland China (including Hong Kong), with increasingly importance, is currently the number one export destination as well as the number three country of origin for imports for the Taiwanese machinery industry. With the cross-strait relations becoming progressively more close, Taiwan and the Mainland are about to sign the Economic Cooperation Framework Agreement (ECFA). ECFA will serve as Taiwan¡¦s breakthrough in the country¡¦s participation in regional cooperation, promote its signing of Free Trade Agreement with other countries, and stimulate its economic development further. The signing of ECFA will enable the machinery industry in Taiwan to benefit and prosper from a huge Mainland market. It will also likely to cause some in the industry to stumble because of massive cheap Mainland imports. This research has studied the key competitive factors for corporations, the competitive situation and operations issues of the machinery industry in Taiwan. By conducting a survey on the senior managers of the machinery industry we understand what their current status, problems and competitive strategies are. Through the insight gained we hope to provide a blueprint for the machinery industry and the subject company reviewed to better their competitive strategies after ECFA is signed across the straits. This research has confirmed that in an ever increasingly competitive industry such as the machinery industry, any company wants to continue to make money and grow sustainably, it is vital to always adapt to the environment and adjust its competitive strategies. After the signing of the ECFA across the straits, the machinery industry together with many other industries in Taiwan will benefit from the lowering of the tariffs and favorably gain access to the Mainland market. Hence a good opportunity for all companies concerned to make the best of the cross-straits cooperation this time around, further their investment in China and further their competitiveness globally.

Thesis (doctoral)--Genève, 1983. / Includes appendices. Includes bibliographical references (p. 251-264).

Thesis (M. Eng.)(Industrial)--University of Pretoria, 2004. / Includes summary. Includes bibliographical references.

by Leung Chi Yui. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1981. / Bibliography: leaf 42.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: In undertaking this research on strategy at work, several key issues emerged and shaped its course. Firstly, it was essential to understand what strategy is about. Since the humble beginnings of strategic management in the world of business, there has been confusion about its definition and basic elements. The number of definitions, of varying usefulness, is almost as infinite as the number of authors in this field. This study therefore attempts to pinpoint the commonly agreed upon underlying elements of strategy. Secondly, the use of strategy and the benefits accruing to the corporate world were of interest. An investigation into the use of strategy and its effect on performance was carried out by means of a survey among German companies in the machine and plant manufacturing industry. Finally, data gathered were analysed to prove the existence of a relationship between the use of strategy and corporate performance. This task was done by means of non-empirical as well as empirical study. The non-empirical study was undertaken as a literature review, and set out to investigate the basic principles of strategy in order to establish a common definition regarding the elements of strategy. On the other hand, the empirical study took place in the form of a survey, collecting primary data on the matter. From the literature review it was concluded that strategy can be defined by means of five elements, namely plan, ploy, pattern, perspective and position. While the first three elements are related more to the 'how' of strategy, by asking in which form they can be seen, the latter two tell more about the 'what' of strategy, by clarifying the content. In addition to the elements of strategy, it was established that, for the purpose of this study, corporate performance can be described by using four indicators, namely growth, market share, return on equity and innovation. In the subsequent survey, companies were requested to respond to a questionnaire regarding these five elements, as well as the four indicators of their performance. Close analysis showed that companies did indeed utilise one or more elements of strategy. It is noteworthy that only two companies reported that they did not make use of strategy at all. More significant is the finding that there is a small positive relationship between the use of elements of strategy and performance. In summing up, it can be said that companies indeed utilise elements of strategy. Furthermore, it can be concluded that companies using more elements of strategy may do better than companies using fewer elements, since there is a small positive relationship between the number of elements used and performance. / AFRIKAANSE OPSOMMING: In hierdie navorsingsprojek oor Strategy at Work (Strategie in Werking) het verskeie sleutelaangeleenthede, wat die verloop daarvan gevorm het, opgeduik. Eerstens was dit noodsaaklik om begrip te hê waaroor strategie handel. Sedert die nederige ontstaan van strategiese bestuur in die sakewêreld, heers daar verwarring oor sy basiese elemente en 'n definisie daarvoor. Die aantal definisies - van afwisselende nuttigheid - is bykans so ontelbaar soos die hoeveelheid skrywers in hierdie veld. Derhalwe probeer hierdie studie die algemeen erkende en onderliggende elemente van strategie haarfyn aanwys. Tweedens was die aanwending van strategie en die voordele wat gevolglik vir die korporatiewe wêreld aangroei van belang. 'n Ondersoek na die aanwending van stategie en dié se uitwerking op prestasie is uitgevoer deur middel van 'n opname onder Duitse maatskappye in die masjien- en aanlegvervaardigingsnywerheid. Ten slotte is versamelde gegewens geanaliseer om die bestaan van 'n verband tussen die aanwending van strategie en korporatiewe prestasie te bewys. Hierdie taak is deur middel van nie-empiriese sowel as empiriese studie uitgevoer. Die nie-empiriese studie is as 'n literêre oorsig uitgevoer en het 'n ondersoek na die basiese beginsels van strategie behels - met die skep van 'n algemene definisie betreffende die elemente van strategie as oogmerk. Daarenteen het die empiriese studie die vorm aangeneem van 'n opname waartydens vername gegewens oor die aangeleentheid versamel is. Uit die literêre oorsig is die gevolgtrekking gemaak dat strategie deur middel van vyf elemente, naamlik plan, metode, patroon, perspektief en posisie, gedefinieer kan word. Waar eersvermelde drie elemente meer verband hou met die "hoe" van strategie deur te vra in watter vorm dit gesien kan word, gaan dit by die oorblywende twee meer oor die "wat" van strategie deur die inhoud te verhelder. Benewens die elemente van strategie is daar vasgestel dat vir die doel van hierdie studie korporatiewe prestasie beskryf kan word deur die aanwending van vier aanwysers, naamlik groei, markaandeel, rendement van ekwiteit en innovasie. In die daaropvolgende opname is maatskappye versoek om te reageer op 'n vraelys oor hierdie vyf elemente, asook die vier aanwysers rakende hulle prestasie. Noukeurige analise het getoon dat maatskappye inderdaad een of meer elemente van strategie aangewend het. Dit is meldenswaardig dat net twee maatskappye aangedui het dat hulle geensins van strategie gebruik gemaak het nie. En meer betekenisvol is die bevinding dat daar 'n geringe, positiewe verwantskap is tussen die aanwending van elemente van strategie en prestasie. Opsommenderwys kan aangevoer word dat maatskappye inderdaad elemente van stategie aanwend. Vervolgens kan die afleiding gemaak word dat maatskappye, wat meer elemente van strategie toepas, nog beter vaar as maatskappye wat minder elemente aanwend aangesien daar 'n klein, positiewe verband tussen die aantal elemente wat aangewend word en prestasie bestaan.