Abstract In the few years, because of so many incentives, such as low-paid but high-quality workers and the huge demands of the people, the Mainland China attracts a lot of international corporations to invest. Of course, the minor enterprises of Taiwan, the center people of Taiwan and the pioneers to be internationalized, won¡¦t be absent in this tide of investing. However, in the past reports those used the minor enterprises of Taiwan as the projects, they did more researches about the internationalization procession, or just made some discussions from the view of the internet about the extent of their internationalization or the performance of their operation; but less about the elements and the strategies of their operation in the strange places. Besides, it¡¦s still hard to have the whole understandings, if we only discussed the international investing of the minor enterprises of Taiwan just from the view of the internet. The reason is that the minor enterprises faced some problems of themselves internally, such as small organization and the lack of resources; so it¡¦s hard to talk about competing with someone in some place externally. Therefore, I combined the Network Relation with the Resource-base View, and refer to the Diamond Model, to discuss the internal and the external elements and the strategies in the procession of the growth and the operation of the minor enterprises of Taiwan. I hope those elements and the strategies can be the references for the following minor enterprises of Taiwan when they decide to invest in the Mainland Chain. Because the territory of the Mainland Chain is so huge that the main areas in this research will focus on the Taiwan enterprises those weren¡¦t mentioned too much in the past reports and are presently growing vigorously in the Zhejiang Province. Besides, the elements and the strategies found from the Taiwan enterprises in Zhejiang will be more valuable, because these enterprises faced more fierce competition caused the local private enterprises of Zhejiang also growing very vigorously. After deeply discussing with four enterprises, it came to the conclusion as follows: Because the minor enterprises have some disadvantages congenitally, when they are going to do the international investment, they should pay more attention to the invisible resources; especially the construction of the Core competence. In other words, they should gather the limited resourced in the niche and professional market to make their construction sound and sane step by step. Moreover, it¡¦s really necessary to establish the thick and fast network relationship rapidly in the procession of the accumulation. In addition, the business ambition of the leader is the key point for the continuous growth of the minor enterprises of Taiwan.

Thanks to the booming of China and eastern Europe demanding, the world steel annual production soaring from 0.75 billion tons in 1990 to 1.239 billion tons in 2006, the percentage of top 10 steel company is 28.43% of the world production and it is a history record. It looks like raw material industrial like steel makers are shinning. Nevertheless, due to merge of the steel industry and final product customer of local market were shifting to the China market, threaten are increasing. Therefore, to find out how China Steel gains more competition through her resource integration becomes main reason of this research. In Blast Furnace steel making, the co-relationship between upstream and downstream is highly cohesive, China Steel has started to set up her Process computer system since 1979. The main function of the Process computer is to receive production order from ERP system and download the receipt to the low level controller through its built in model; During production, the Process computer also track the material from semi-product to the final product, A Quality evaluation system in every Process computer system also helping the production supervisor to make sure the quality of the outlet. To leverage the thirty years Process computer know-how becomes main search of this essay. Through survey of Dragon steel¡BChung-Hung Info Steel and Inform-Champ corporation to study their current status of the system¡Borganization and requirement, list all the demanding and possible solution as an information base, then use RBV to analysis these demanding. This research will based on the process computer know-how center of the CSC Process control computer shop to establish a new process to contribute the following ¡§Rent¡¨ in CSC group: (1). To readjust the data flow of CSC Process control computer shop based on the competition acknowledge survey of all the team members in this shop. (2) To support Chung-Hung Steel for his revamping and new process control computer system. (3) To support Dragon steel to establish his own maintenance system and to handle the new project of the Dragon Steel to minimize the project organization manpower. (4) To establish a common platform of spare parts and an integrated purchasing system to minimize the stock of spare parts and to meet the economic scale on purchasing. (5) To establish a model research center in China steel as a CSC Group model ware. (6) To assist ICSC to set-up his total solution capability of process computer technology

Since 1980s, Mainland China had attracted enormous investment from the worldwide. Through three decades developments, the economy of China has dramatic change. However, under the strong attempt of government interference, the conditions of the business environment are worsen and unfavorable for certain industries. The resource based theory view argues that the firm with core resource and competence can have substantial competitive ability and enduring advantages to succeed in the market. From this perspective, we would like to know how the case company is accumulating and cultivating the core resource and competence for it to succeed in the market. Based on our finding of the core resource, this research uses the five force framework for industrial analysis and attempt to have suggestions for future development. This research conducted a case analysis of a Taiwanese SME in Lead-acid battery industry with interviewing with the president and managers of the company. The finding show that the SME has built up the core competence with its competitive strategy management. However, in coping with changing environment and business conditions, this research has suggested the SME Company need to upgrade its product level and customer types. It also suggests building up alliance within the same and different industries in order to form its core competence for the future.

The business network that is linked to flexibility, aggressiveness and strategy has become increasingly important in recent years. Several studies suggest that such networks potentially have a profound impact on firm performance, including Small and Medium-sized Enterprises (SMEs). The role of SMEs in enhancing global and local economic growth is undeniable, particularly in the context of developing countries such as Malaysia. Although numerous researches have been conducted in this field, the majority of them limit their focus to the relationship between firm capabilities (i.e. innovation and dynamic capabilities) and firm performance in specific industries. Research on the synergy impact of business networks, innovation and dynamic capabilities on SME performance remains scarce. This has become a significant gap, which this research seeks to address. This research investigates the roles of dynamic capabilities and innovation capabilities as a moderator and mediator in the relationship between business networks and firm performance, based on the model developed from the concepts of the Resource Base View (RBV) and Dynamic Capability (DC) theories. The model was justified through the Structural Equation Modelling (SEM) technique using AMOS version 23. Taking Malaysia as a research context, the model was tested against a total of 463 SMEs across different industries and categories (i.e. micro, small, and medium SMEs) through face-to-face surveys with 130 owners, 41 CEOs, 79 managers and 213 executives. This study presents five important findings: (1) there exists no direct relationship between business network and firm performance; (2) there exists a direct relationship between innovation, dynamic capabilities and firm performance; (3) the existence of the relationship between business network and firm performance is conditioned by innovation capabilities; (4) dynamic capabilities do not moderate the relationship between business network and firm performance; however (5) dynamic capabilities moderate the relationship between business networks and innovation capabilities. To conclude, the synergy of business networks, innovation capabilities and dynamic capabilities will significantly affect SME performance. This implies that SME performance will not be affected by the business network, as a single variable. The research offers three key contributions. Firstly, it enhances our understanding of the important synergies between business networks, innovation capabilities and dynamic capabilities in elevating SME firm performance. Second, the findings provide a new perspective on how the application of RBV and DC theories can be used as a conceptual lens to analyse the factors affecting SME performance. Lastly, the result signposts practical approaches for SME decision-makers by providing assistance to boost firm performance.

This research is about how ERP system affects the strategy of a company. The paper use strategy matrix as a measurement tool for the changes of strategy changes. We use resource-base view as the base of theory. In this case study, we can learn how small and medium enterprises use information technology for better preference. The implementation of ERP system will changes the allocation of resources and ability of the company. In this process, it will also changes strategy of the company. The implementation also affects value chain for the company; the company, which instills such a system, must evaluate those changes before the implementation. With the data collected from the case, we have some findings about the relation between the implementation of ERP system and strategy of a company. First, ERP system can provide the company an intergraded platform for all it¡¦s business. Second, the implementation of ERP system will help company relocate it¡¦s activities. Third, ERP system will also changes the relations between companies. At least, ERP system will help company accumulate different resources and develop new ability for new strategy. We suggest company which want to instill such system must well planning their relation between other companies and effects of organization changes.

International emerging markets, being a matter of interest for Multinational Corporations (MNCs), is regularly researched by scholars for better future understanding. In this regard Resource Base View (RBV) and Resource Management theories are regularly matched and further developed. However, this research paper takes the boundaries from emerging markets to consolidating yet dynamic high-tech markets where research efforts could not be traced to adequate level. This paper has taken theories of RBV, RBV on International Business(IB) and Resource Management. It compared its validation with empirical evidences derived from case study of two mobile telecom MNCs cases which started operating in Pakistan when industry was emerging but soon entered in consolidation stage as high-tech industries are dynamic in nature. An extended evaluation was made by analyzing impact of environmental dynamic factors on these specific MNCs in light of 'Resource Management Process & Distinctions' which lead us to the following findings: Possessing good resource base is essential for MNCs during international ventures but the resource as core capabilities may not develop into competitive advantage if these resources are not structured, bundled and leveraged adequately as per industry dynamism, especially when industry is moving into consolidation phase. It is also learnt that MNCs may advantage from its head quarter's past set of experience. Yet at the same time subsidiary's locally controlled customization also benefits over all resource management process. Empirical findings of these cases gives us a good reason to consider 'shareholder's long-term vision/intensions' as well, being an important element in sustenance or success of such high tech MNCs. The research work opens further arenas for future studies such as comparison of conclusion and their generalization with other industries in same country or same industry in other countries with similar environmental dynamics.