Thesis (M. Phil.)--University of Hong Kong, 1997. / Includes bibliographical references (leaf 95-102).

Thesis (Ph.D.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 275-[299]) Also available in print.

published_or_final_version / Real Estate and Construction / Doctoral / Doctor of Philosophy

Abstract While Taiwan Tobacco and Wine Bureau transformed into Taiwan Tobacco and Liquor Corporation, the first presidency was selected publicly to account for privatization by Executive Yuan. The new president proposed ¡u123¡vobjectives to be the targets and visions in privatization process. This study observed the influences of the emergent events during change process, analyzed the elements that influenced the objectives, finally proposed some management implications. Thus, there are three stages in this case study: (1) elected critical events in the change process, (2) build the model that influenced the objectives, (3) explored the feasible management action. We divided the change process into different phases, including initiating change , forming top level managers, proposing objectives of management, communicating the vision, creating new competitive advantages, launching new products and implementing social responsibilities. In the wake of 11 critical process events, the¡u123¡vobjectives was becoming impossible. We analyzed the influencing model which composed by three elements: (1) Executive and Legislative Yuan, (2) social and market, (3) employees and union. Furthermore, by in-depth interviewing with selected employees, we found that the success of privatizing transformation and the improvement of competitive advantage not only depend on management by objectives but also rely on the management by value. In summary, from external perspective, the real meaningful management action should focus on building the legitimacy and competitive advantages of corporation. On the other side, from the internal perspective, we suggest the participating management by objective and deep structural management by transferring the value of employee. To effective change management of privatization, we recommend that (1) predict and control only work for short term objectives, (2) the role of leader is the player of context, (3) the change of value is the critical factor of privatization.

No description available.

Proefschrift Universiteit van Amsterdam, 2001. / Met lit. opg - Met samenvatting in het Nederlands.

Univ., Fak. Wirtschafts- und Sozialwiss., Diss.--Hamburg, 2005. / Auch als elektronische Ressource.

Zugl.: Düsseldorf, Fachhochsch., Diplomarbeit, 2006

Diss. Univ. St. Gallen, 2009.

Universiẗat, Diss., 2002--Bamberg.