Family business is a typical organizational form around the world and dominates the economic landscape of many nations. Scholars propose that the reason why family businesses are different from non-family business because of resources that are distinctive to a firm as a result of the interactions between family, family members and business. The bundle of resources that have been theoretically developed within the resource-based view framework are identified as ¡§Familiness¡¨ of the firm. Familiness is considered as a source of competitive advantage to family firms, but some scholars believe that the resources are necessary but not sufficient to achieve a competitive advantage. Resources must also be managed and deployed effectively through capabilities. Marketing capabilities is one of the most important capabilities of a firm, there are many studies have pointed out that the marketing capabilities and business performance are significantly related. The purpose of this paper is to exam the relationships among the familiness of individual family firm and their marketing capabilities through the resource-based view framework. This paper conducted a convenience sampling questionnaire survey to collect data, using the members of "Taiwan Fastener Association", "Taiwan Watch & Clock Industrial Association¡¨, ¡§Taiwan Fluid Power Association", and the companies that National Sun Yat-sen University MBA¡¦s students work for as sample, issued 571 questionnaires, 134 valid questionnaires were retuned, the effective response rate is 23.5%. Descriptive statistics, confirmatory factor analysis, correlation analysis, multivariate analysis and multiple regression analysis were used for data analysis and hypothesis testing. The results of this paper show that all of family human resource, family social resource and patiant financial resource have significantly positive correlation with marketing capabilities. The managers of family business can take advantage of such unique resources to strengthen marketing capabilities that create sustainable competitive advantage and achieve superior performance.

With rapid development of technology in industries and aggressive globalization competitiveness, business operation success from the past does not guarantee present and future success, and the competitive advantages of enterprises may vanish after time or environment differences. Promoting new products and process innovation have becoming the main strategies for enterprises, and they also become the key points of the existence of enterprises. Therefore, enterprises should intake technological innovation when formulating strategies, and concentrate on their core resources and capabilities. Through the integrations, the enterprises will be able to react and get the sustainable competitive advantages when changes from outside and inside the organizations occurred. This research is using the Resource-Based View as foundation, and the high technology manufacturers and enterprises in Taiwan as our research objects. Exploring the characteristics of enterprise inner resources, capabilities and the impacts on creating sustainable competitive advantages through the interactions and effects when enterprises engage planning their technological innovation strategies. The obtained data is adapted by Pearson correlation analysis and regression analysis. The research result is hopefully to be able to provide with the high technology manufacturers and enterprises in promoting the competitive advantages in business operation and decision application. The result of this research is that, the technological innovation strategy is indeed affected by core resources and capabilities. The different core resource contents and characteristics have remarkable effects on enterprises technological innovation strategies. This research result is corresponding with resource-strategy paradigm by the Resource-Based School. Technological innovation strategy has outstanding impact on the sustainable competitive advantages. Different types of technological innovation strategies have effects on innovation performances, which shows the importance of applying technological innovation strategy to enhance the competitive advantages. However, the core resource contents and characteristics do not show the direct impact on the sustainable competitive advantages. The core resources and capabilities of enterprises will have contribution to the sustainable competitive advantages by strategy formulation and implementation.

In recent years, firms' environment is more and more competitive. If they always use the same strategy, it is not easy to get success. By case study, I will try to find different other places. Also using "Resource-Based Theory", it finds company's major capability, resource and future. Offer to make a decision when firms use strategic alliances.

Abstract Outsourcing is regarded as a strategy for decreasing the transaction- cost by many Taiwan hospitals; therefore, this research focused on developing the Outsourcing Management configuration. From the aspects of resource-based theory and transaction-cost theory, this research selected a public medical center in southern Taiwan as its study case and probed into Outsourcing Management structure by examining the current condition. Two study stages are included; first of all, built up the initial research framework by discussing related literature. Through continuous investigation of this case, Researcher gathered qualitative data analysis, concluded with some revision of Outsourcing Management Architecture for hospitals. The second stage discussed among variables; ¡§resources¡¨, ¡§Outsourcing Management¡¨ and ¡§performance of outsourcing¡¨. 295 questionnaires were distributed to all research samples, including local hospitals and medical centers as teaching hospitals, also local hospitals governed by Health Insurance Bureaus in Tainan and Kaohsiung-Pintung. Main research states as followed¡G 1.There¡¦s no difference from the degrees of hospitals and quantity of sickbeds to resources that hospitals obtained. 2.The organizational capability of private hospitals is obviously higher than public hospitals. 3.There¡¦s positive relationship within factors between resource attribute and Outsourcing performance. 4.There¡¦s connection in factors between resource attribute and Outsourcing management. 5.There¡¦s connection between and Outsourcing management and Outsourcing performance. Concluded from the foregoing results, this research suggests hospitals to strengthen personal capacity, organizing ability and followed up by supervision concerning the process, using punishment for command, building up trust to business in partnership and rational information gathering to Outsourcing Management, will present better performance. Key Words¡GResource-based ¡B Transaction-cost¡B Resources Outsourcing Management¡B Performance of outsourcing

The Relationship of Firm Resources and Competitive Strategy:Local Public Relation Corporations of Kaoshiung

The R.O.C. has already joined World Trade Organization ¡]called WTO¡^ since January 2002, and it has brought our country the great impact in all aspects. The enterprises face many challenges, which are caused by the necessary and sharply changes of economical development policies, including the modulation of industrial structure, the renewal of commercial working mode, and the regeneration of the main power of the enterprises. In order to bring the synergy into full play, the enterprises must make good use of the Portfolio policy, select center industry for the foundation of the Diversification Strategy, utilize effectual managerial skills and advanced technology, and coordinate suitable organization structure and management philosophy. This research uses case method to analyze China Steel Structure Co.¡]called CSSC¡^; as for implanting the above-mentioned methods to reengineer corporation and using diversification strategy to deal with a company after it joins WTO, this research addresses effective operate strategies and specific suggestions. In addition, the research is based on Resource Based Theory and Diversification Strategy to confer company¡¦s resources-assets, skills, and capabilities to create core advantage and accumulate abilities to make the company reach interior consistency and bring the overall achievements, which included harmonized resources, scope of business/structures and coordinated/controlled systems into full play. Which mode should the company select for future management strategy? According to the result of generalization question, based on appropriate theory, the suggestion, which the company should adopt are as follows: 1¡BExpansion of the scope of business: ¡]1¡^Two alarming earthquakes occur continuously, then the steel structure substitutes the traditional structure, such as ferroconcrete and reinforced brick ones. It is not only able to be the precaution against earthquake and conform with the requirement of green architecture of environmental protection, but also the necessary product for the future architecture. ¡]2¡^The reachable range of CSSC manufactures are able to extend naturally with the superiority of excellent techniques, effective management skills, and punctual deliveries and CSSC can establish the factories in the mainland china first. 2¡BDiversification ¡]1¡^Related Diversification Strategy Diversify corporation supply chain: establish construction, engineering company. Diversify operation: corporate venture of employees and establish assemble company ¡]2¡^Mergence and strategic alliance Apply CSSC¡¦s financial resources to invest or merge companies which are healthy but lack of capitals or funds; launch joint ventures with project consultant companies, architects and construction professions. 3¡BAdjustment of organization To face the knowledge economy age, CSSC should take down, classify, and store the experience and knowledge of the core abilities, such as steel structure technology and production management. Then, organize all professional knowledge, rethink over the structure of the company¡¦s organization in coordination with the suggestions, which the research mentioned above.

The Cheng Ching Lake is a reservoir. It functions not only as a water supplier, but also as a scenic spot. It used to be one of the top three scenic spots in Taiwan. However, it has gradually lost its competitiveness with environmental change. And its tourists has also decreased with year, which has resulted in deficits of earning and prosperity. This study probes into the competitive advantage of the Cheng Ching Lake scenic spot according to the Resource-Based Theory. The unique competitiveness of general enterprises comes from two complementary sources-- the resources and the competencies in the enterprises. Since it is easier for an enterprise to control and manage its resources and competencies, the two factors are more suitable being as references and indicators for a company to decide on its tactics of development. Therefore, an enterprise should make good use of its resources in advantage and even its core resources in order to make profits and maintain its substainable competitive advantage. This thesis adopted qualitative methods and conducted in-depth interviews with the administrator of the Cheng Ching Lake scenic spot, superiors in authorities concerned, scholars, and experts. After discussing with them the effects that tangible assets, intangible assets, human resources and capabilities have on competitive advantage, the results¡GThe core resource of the Cheng Ching Lake scenic spot is ¡§its water resource and ecology¡¨ that is unique, specific, and imperfectly imitable, which shape the Cheng Ching Lake¡¦s competitiveness. As for the core competence, the management ability, age, quality, professional training, adjustment ability of its employees lack in competitiveness, the Cheng Ching Lake scenic spot does not have core competence . Based on the above findings, this study gets some suggest to development strategies for the Cheng Ching Lake senic spot as follows: 1.Using the differentiation to separate the market. 2.Selecting a specific theme for further development. 3.Modifying after a whole plan, and to run the business with each section separated for different usage. 4.Adopting alliance strategy to promote its competitiveness. 5.Collecting cleaning fees from people doing morning exercise to compensate for the loss in profits.

Abstract Globally recognized for its investment strengths, Taiwan offers superior geographical and cultural advantages, a vibrant yet stable economy, technological prowess, tightly integrated industrial infrastructure, professional talent and a skilled labor force. Taiwan¡¦s economic strength is rooted in its industrial base, which started with a manufacturing boom in basic-level exported goods and progressed to technology intensive industries, such as electrical goods and chemicals. The Taiwan government is dedicated to attracting investment by establishing a free and open investment system, and by providing a good environment for corporate operations. According to the 2005¡ã2006 global competitiveness report issued by the World Economic Forum (WEF), in 2005 Taiwan ranks fifth in the world (behind the countries of Finland, the US, Sweden and Denmark), and first in Asia, in growth competitiveness. In its 2nd report in 2006, Business Environment Risk Intelligence (BERI) of Switzerland ranks our investment environment sixth in the world and third in Asia. The assessments compiled by these institutions, all of which enjoy a high degree of public trust, make it clear that Taiwan has a low-risk investment environment that is suitable for investment, and that its investment environment is a highly advantageous one1. Therefore, the study applies the resource-based theory to the exploration of relationship between core resources and strategy, makes use of records and case study to develop the relevant conclusion and further presents the academic and practical contributions, and provides suggestions for Taiwan enterprises to deliberate the further strategy and direct how the subsequent research concerned is conducted.

As the growth of internet, the E-commerce has become a global business trend. Under this globalization of the e-economy, the international value chains, such as the division of labor, force the domestic enterprises such as manufacturing and service industries to face this great challenge in recent years. The reason why the information technology(IT) services industries are flourishing for past few years is due to they can provide a combination between professional knowledge and information technology for improving enterprises¡¦ international competiveness to gain excess-profit. However, the market in Taiwan is too limited to survive for those service providers. Under such highly competitive market, the services industries have made a drop in making profits. In order to sustain technological leadership to maintain a stable market place, how to integrate inter limited resources becomes a key factor to gain business improvement. This study will be the case for the study, the first industrial survey, a systematic insight into the company's resources, markets, technology, organizational structure and found that the company's strengths, weak, facing the threat of competition and opportunities for further growth. Organizational model and then explore the sale of better mode of change and corporate resources to business organizations, the impact of sales and marketing organizations before and after changes in sales performance for the effect of changes in sales organization, summed up the following conclusions: 1, The IT services industry sales organization designed based on strategic objectives and characteristics of its Selling Motion designed. 2, Sales organization of IT services industry transformation, the enterprise intangible resources of personnel and organizational skills that affect business sales organizations key to the success of the transformation factor. 3, Sales organization of IT services industry transformation, that need to design model according to their characteristics to be adjusted business performance assessment methods.

With overview of the diversification theory, we could know the resource-based view theory played a very important role among enterprises¡¦ diversification process. According to our observation, 7-11¡¦s outstanding performance created by itself and its subsidiaries proved that 7-11 did very well on its accumulation and exertion of its resources during its expansion. However, the accumulated resources and exerted resources achieved tremendous performance for 7-11. Moreover, 7-11 had been promoted to be the leader of retail industry successfully. That was why 7-11 was a good case study for understanding the application of the resource-based view theory. Apparently, the theory of resource-based view theory exploited by 7-11 to realize diversification was worth to learn. Therefore, our works employed the resource-based view theory to explore how 7-11 developed their resources and capabilities among its diversification by organizing second-hand data, and obtained the further information by interviewing managers of Cosmed, Starbucks, MUJI, and Dream-mall. Interviews also brought other discoveries; we found out that a shared service creating profound synergies was also the successful application of horizontal strategy, so this theory became another significant issue in our works. Consequently, in the last chapter, we summarize 7-11¡¦s diversification by using three mechanisms, which are reinforcement, supplement, and sharing.