published_or_final_version / abstract / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

Lau Siu-lun. / Thesis (M.Phil.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves 134-139). / ACKNOWLEDGEMENT --- p.i / abbreviation --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF CHARTS --- p.iv / list of tables --- p.v / introduction --- p.1 / Chapter I. --- The Query --- p.1 / Chapter II. --- Methodology --- p.8 / Chapter chapter 1. --- the problem stated --- p.12 / Chapter I. --- The Banking structure and Regulatory Framework --- p.13 / Chapter A) --- An Overview --- p.13 / Chapter B) --- Regulatory Framework --- p.16 / Chapter II. --- Manufacturers' Grievances --- p.20 / Chapter A) --- The claims on Sufficiency of Bank Financing --- p.21 / Chapter B) --- The claims on insufficiency of Bank Financing --- p.23 / Chapter III. --- The Quantitative side:Trends of Loans Distrbution --- p.29 / Chapter chapter 2. --- TOWABD A SOCIOLOGICAL THRORY OF TRUST --- p.43 / Chapter I. --- Luhmann's Notion of Trust --- p.44 / Chapter II. --- Granovetter's Notion of Trust --- p.49 / Chapter III. --- institution Production of Trust: Zucker and Shapiro --- p.55 / Conclusions --- p.62 / Chapter CHAPTER 3. --- TRUST： ON THE POSSIBILITY OF SANCTION --- p.65 / Chapter I. --- The lending procedure --- p.66 / Chapter II. --- Trust and lending --- p.67 / Chapter III. --- on Security...And the Drawbacks --- p.74 / Conclusions --- p.82 / CHAPTER 4. TRUST： OH FAMILIARITY --- p.84 / Chapter I. --- On Familiarity --- p.85 / Chapter A) --- The Individual Aspect --- p.86 / Chapter B) --- The Firm Level --- p.90 / Chapter C) --- The Wider Environment --- p.93 / Chapter II. --- The Unfamiliar Environment --- p.96 / Chapter A) --- The unfamiliar situations --- p.97 / Chapter B) --- Loans Products and Familiarity --- p.102 / Chapter C) --- Who are More Daring to Lend ？ --- p.104 / Conclusions --- p.105 / Chapter CHAPTER 5. --- THE MANUFACTURING SECTOR OF HONG KONG： the credit worthiness --- p.107 / Chapter I. --- The Standing of Manufacturers --- p.107 / Chapter II. --- Finance and Early Industrialization --- p.116 / conclusions --- p.123 / Chapter I. --- on the Banking Sector and the Manufacturing Sector --- p.123 / Chapter II. --- Theoretical Implications --- p.128 / epilogue --- p.133 / bibliography --- p.134 / Chapter chart 2.1 --- Total Deposit Growth： 1966 to1991 --- p.15 / Chapter chart 2.2 --- "percentage distribution of loans and advances for use in Hong Kong,1965 to 1981" --- p.31 / Chapter chart 2.3 --- "pecentage distribution of loans and advances for use in Hong Kong,1982 to 1990" --- p.32

by Tse Wing Yin. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaf 49). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Objective --- p.3 / Methodology --- p.4 / Chapter II. --- EXPLORING SOME THEORIES IN WORKFORCE PLANNING --- p.7 / Capacity Planning --- p.7 / Workforce Scheduling --- p.8 / Chapter III. --- EXPLORING THE USE OF COMPUTERS IN MANUFACTURING --- p.10 / Manufacturing Resources Planning (MRPII) --- p.10 / Workforce Planning in Computerised Planning System --- p.11 / Chapter IV. --- COMPANY CASES --- p.14 / Case 1 Food Oil Manufacturer --- p.14 / Case 2 Electronics Assembly : Telephone Manufacturer --- p.18 / Case 3 Bed Product Manufacturer --- p.22 / Case 4 Drinks Producer --- p.25 / Chapter V. --- EXPLORING WORKFORCE PLANNING IN SOME COMPUTER PACKAGES --- p.28 / MIS (Manufacturing Information System) --- p.28 / MAN-MAN --- p.29 / Chapter VI. --- ANALYSIS AND REVIEW --- p.33 / Workforce Planning as the Core Operation Strategy --- p.33 / Strategies Employed by the Companies in Workforce Planning --- p.34 / Tactics on Workforce Planning --- p.35 / Use of Computers in Workforce Planning --- p.38 / Integration of Planning Functions with Other Functions --- p.39 / Chapter VII. --- RECOMMENDATION --- p.41 / Chapter APPENDIX I --- Checklist of Review --- p.45 / Chapter APPENDIX II --- Summary of ISO 9000 requirements --- p.47 / BIBLIOGRAPHY --- p.49

published_or_final_version / abstract / toc / Comparative Asian Studies / Master / Master of Arts

published_or_final_version / abstract / toc / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

International business is much more complicated than domestic business because countries differ in many ways. Countries have different political systems economic systems. Cultural practices can vary dramatically from country to country, as the education and skill level of the population, and countries are at different stages of economic development. Moreover, development of multinational strategies involves consideration of threats, opportunities, key success factors, and strategy options and issues that do not appear when the analysis is restricted to operations within a single country. In particular, the evaluation of a market must take into account the political and economic risks associated with individual countries. Thus the external analysis becomes much more demanding. South Africa's trade and industrial policy has moved away from a highly protected, inward-looking economy towards an internationally competitive system that is able to capitalize on its comparative advantages. Enhancement of the competitiveness of industries on the domestic and international markets has consequently become a prime focus of the country's industrial policy. International trade in textiles and clothing is conducted on an immense scale. Textile and clothing producers were responsible for 9.3 per cent of world exports of manufacturers in 2001. Barriers to entry for new firms and exporters are low, and consequently the degree of international competition is intense. Competitive advantage is very difficult to sustain for long periods of time. Newcomers speedily challenge successful exporters of basic products, and they must redirect their activities towards the production of higher value-added textiles and clothing in order to survive and prosper. As a world's fifth largest trading power, China economy expands promptly through their expert skills on technology, management, and labour-intensive products. Today, China represents between 5 to 10% of global output, their export market will continue to grow rapidly, and not only for their labour intensive products, but also for the higher technology goods and services that are an increasing proportion of China's output as it climbs up the production ladder. Textile industry represents a main role towards China's economy. However, due to the fast-moving pace of globalisation, it has increased the maturity on the product-life cycle of the industry. Multi-national organizations from China have a choice to extend their global reach, due to the government export incentive programme, the maturity companies can diversify their firms to emerging market in order to exploit their technological advantages and invest internationally . If firm's primary goal is to maximize their shareholder's value, then they and probably the economy are better off if they invest where they can earn the best return. As they do so, change in the global macro-environment further confounds the choices inherent in building a strategic organization. Some understanding of the organization's external and internal environment always drives strategy, as an international organizational better choice. In the most general sense, the long-run monetary benefits of doing business in South Africa are a function of the size of the textile and clothing market, the present wealth (purchasing power) of consumers in the market, and the likely future wealth of consumers. Also the Chinese's multi national companies can have the opportunity to gain export market in USA, Canada, Europe and other trade countries in South Africa. In order to achieve economic growth and competitiveness in South Africa, it is recommend that the several issues cutting across the textile industrial sector need to be addressed through knowledge transfer, training, investment and management. Develop innovative technologies to strengthen the competitiveness. / Thesis (MBA)-University of Natal, Durban, 2002.

by Chin Kong Hong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 32-33). / Chapter 1. --- Introduction --- p.1-13 / Chapter 1.1 --- "Defining a ""Knowledge-based Economy""" --- p.4 / Chapter 1.2 --- The Theory of Knowledge Creation --- p.8 / Chapter 1.3 --- Dominant General Management Logic -Organizational Knowledge Gatekeeper --- p.11 / Chapter 2. --- The Study - Hong Kong's Manufacturing Industry and the Evolvement of the Dominant Logic --- p.14-21 / Chapter 2.1 --- Historical Events --- p.15 / Chapter 2.2 --- The Impact of the British Colonial Government --- p.19 / Chapter 2.3 --- The Immigrant Population and Reliance on the Collective Family --- p.20 / Chapter 3. --- Findings of the Study --- p.22-26 / Chapter 3.1 --- The Manufacturing Firms' Ideological Values --- p.22 / Chapter 3.2 --- The Man ufacturing Firms' Corpus of Knowledge --- p.23 / Chapter 3.3 --- The Manufacturing Firms' Images of Knowledge --- p.24 / Chapter 3.4 --- Impact of Man ufacturing Firms' Dominant Logic on Knowledge Creation --- p.24 / Chapter 4. --- Discussion and Limitations --- p.27-29 / Chapter 4.1 --- Discussion of the Findings --- p.27 / Chapter 4.2 --- Limitations of the Study --- p.29 / Chapter 5. --- Conclusion --- p.30 / Notes / Bibliography / Appendix 1 - Dominant Logic and Knowledge Creation

by Lee Sui Hung, Yeung Ying Ying, Angel. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 108-109). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.viii / LIST OF TABLES --- p.ix / Chapter / Chapter I. --- Introduction --- p.1 / Summary --- p.1 / Methodology --- p.2 / Chapter II. --- OVERVIEW OF HK MANUFACTURING COMPANIES INVOLVED IN CHINA PROPERTY MARKET --- p.4 / Rationale shift of business focus --- p.4 / Opportunities to Access to China Property Market --- p.5 / Optimistic View on China Property Market --- p.5 / Strategic Considerations --- p.8 / Company Profile --- p.8 / Habour Ring International Holdings --- p.9 / Luks International Co. Ltd --- p.10 / Chuang's China Investment Ltd --- p.11 / Shell Electronic Manufacturing (Holdings) Co. Ltd --- p.11 / Immediate Responses in Capital Market --- p.12 / Downturn of Property Market in China --- p.13 / Chapter III. --- INVESTING IN CHINA PROPERTY MARKET --- p.16 / Demand Side --- p.16 / Domestic Demand --- p.16 / Individual property purchase --- p.17 / Population growth --- p.17 / Improvement of living standard --- p.17 / Overseas Demand --- p.18 / Relatives at homeland --- p.18 / Expatriate demand --- p.19 / Vacation and investment demand --- p.19 / Supply Side --- p.19 / Government --- p.19 / Welfare House --- p.20 / Squeezed profit house --- p.20 / Commodity Premise --- p.20 / Multi-level and high-rise residential properties --- p.20 / Hotel-flat and villa --- p.20 / Foreign Investment --- p.21 / Secondary Market --- p.21 / Key Successful Factors in China Property Market --- p.21 / Macro Environment and Market Sentiment --- p.22 / Monetary policies --- p.22 / Regulatory and taxation policies --- p.23 / Project Analysis: Demand Potential --- p.24 / Property location --- p.24 / Transportation --- p.25 / Hard and software availability --- p.25 / Domestic demand potential --- p.25 / Economic dependency and overseas demand --- p.27 / Project Planning and Operations --- p.27 / Scale --- p.27 / Time span and cash flow position --- p.28 / Pre-sales and Cash Flow Position --- p.28 / Marketing Strategies --- p.29 / Company --- p.29 / Credibility --- p.29 / Other Business Performance --- p.29 / Experience and Expertise --- p.29 / Management Attitude --- p.30 / Chapter IV. --- EXTERNAL ANALYSIS OF ASIA COMMERCIAL: THE IDENTIFICATION OF INDUSTRY OPPORTUNITIES AND THREATS --- p.31 / Company Background --- p.31 / External Analysis: The Identification of Industry Opportunities and Threats --- p.32 / The Role of the Macro-environment --- p.32 / Hong Kong --- p.33 / The PRC --- p.34 / The technological environment --- p.35 / The social environment --- p.35 / The Five Forces Model --- p.36 / Watch manufacturing industry --- p.39 / Potential competitors: strong --- p.39 / Rivalry among established companies - strong --- p.40 / Competitive structure --- p.40 / Demand conditions --- p.40 / Exit barriers --- p.41 / The bargaining power of buyers - strong --- p.42 / The bargaining power of suppliers - weak --- p.42 / The threat of substitute products - weak --- p.43 / Watch retail industry --- p.43 / Potential competitors ´ؤ weak --- p.43 / Cost advantages and economies of scale --- p.44 / Barriers to entry and competition --- p.44 / Rivalry among established companies ´ؤ semi strong --- p.44 / Competitive structure --- p.44 / Demand conditions --- p.44 / Exit barriers --- p.45 / The bargaining power of buyers - strong --- p.45 / The bargaining power of suppliers - weak --- p.45 / The threat of substitute products - weak --- p.46 / The PRC property market --- p.46 / Potential competitors - strong --- p.48 / Rivalry among established companies - strong --- p.48 / Competitive structure --- p.48 / Demand conditions --- p.49 / Exit barriers --- p.50 / The bargaining power of buyers - strong --- p.50 / The bargaining power of suppliers - weak --- p.50 / The threat of substitute products - strong --- p.50 / Summary --- p.51 / Chapter V. --- INTERNAL ANALYSIS OF ASIA COMMERCIAL: RESOURCES AND CAPABILITIES --- p.53 / Manufacturing --- p.55 / Physical --- p.55 / Switzerland --- p.55 / PRC --- p.55 / Hong Kong --- p.56 / Technological --- p.56 / Human --- p.56 / Brand Names --- p.56 / Marketing --- p.57 / Profitability --- p.57 / Summary --- p.60 / Production capability --- p.60 / Product market --- p.60 / Cost advantage --- p.61 / Management knowledge --- p.61 / Finance --- p.61 / Wholesale and Retail Business --- p.62 / Human --- p.62 / Government license --- p.63 / Finance --- p.63 / Macroenvironment --- p.63 / Brand Name Effect --- p.64 / Acquisition of Brand Name --- p.64 / Performance of Wholesale and Retail Business --- p.65 / Property Development --- p.66 / Macroenvironment --- p.66 / Demand --- p.66 / Location --- p.67 / Partners --- p.67 / Finance --- p.68 / Cost and Cash Flow --- p.68 / Property Sales Agent and Project Manager --- p.68 / Pre-sale Results --- p.69 / Financial Impact --- p.70 / Capital history --- p.73 / Share dilution --- p.73 / Reasons for Failure of Property Development --- p.74 / Demand --- p.74 / Property location --- p.74 / Domestic demand potential and overseas demand --- p.74 / Secondary property market and investment purpose --- p.75 / Project operation --- p.76 / Project scale? --- p.76 / Land concept of the management --- p.76 / Commitment by property expertise companies? --- p.77 / Easy access to finance? --- p.78 / Why Did Asia Commercial Fail? --- p.78 / Mismanagement --- p.78 / Management structure --- p.78 / Management was reluctant to change --- p.80 / Underestimated requirement of working capital and overestimated funding ability --- p.80 / Prior strategic commitments --- p.81 / Past glory obsessed future performance --- p.82 / Chapter VI. --- BUSINESS FOCUS --- p.83 / Differences between Businesses --- p.84 / Value Chain --- p.85 / Customers --- p.89 / Contacts with customers --- p.89 / Demand from customers --- p.90 / Competition --- p.92 / Mentalities and Talents --- p.95 / Strategies --- p.99 / Value-added Integration --- p.100 / Diversification --- p.102 / Changing Business Nature --- p.104 / Implications to Hong Kong Manufacturing Firms --- p.105 / BIBLOGRAPHY --- p.108

published_or_final_version / Comparative Asian Studies / Master / Master of Arts