As the leading brand in the international PC industry, Acer has been encountered countless challenges on dramatically environmental change when it endeavored to create and operate its own brand. To achieve the aim of sustainable management and the strategy of organizational growth, Acer has embarked on its reengineering several times since it was established. The purpose of this study is based on the Resource-Based View to uncover what kind of key factories contributed in Acer¡¦s two time of reengineering? And what kind of unique resources and capabilities were created? This study also characterized and catalogued these unique resources and capabilities to figure out clearly that what kind of main resources and capabilities existed at the first glance. There are three stages for Acer¡¦s transformation: the first time reengineering was happened in 1992; the reengineering in 1998 was called the quasi-reengineering stage that Acer adjusted its organizational structure to relocate operational direction; the second time reengineering was happened in the end of 2000. Based on above three different stages, this study analyzes the effect of internal and external environment as well as the operational strategies on each stage to infer its resources and capabilities. Moreover, This study categorizes these resources and capabilities by the classify method of Fong- Cher Min (2000) into four groups, Tangible Asset, Intangible Asset, Human Resource and Organization Capability, and discuss how Acer used these resources and capabilities to foster them became the Sustainable Competitive Advantage to overcome the harsh IT industry environment. By the way of analyzing the case company in depth, this study found that the probability of resources or capabilities can be upgrade into the Sustainable Competitive Advantage was not only affect by the properties such as Appropriability or Inimitable, but also greatly influence by outside environment. Furthermore, the next time success of reengineering was attributed to those of resources or capabilities which have been accumulated since earlier periods. Therefore, this study suggests that a firm should continuously adjust its competences as well as accumulate reengineering experiences to cope with the unpredictable environment.

An assessment methodology has been developed at Texas A&M University for predicting weapons useable material acquisition by a terrorist organization or rogue state based on an acquisition network simulation. The network has been designed to include all of the materials, facilities, and expertise (each of which are represented by a unique node) that must be obtained to acquire Special Nuclear Material (SNM). Using various historical cases and open source expert opinion, the resources required to successfully obtain the goal of every node within the network was determined. A visual representation of the network was created within Microsoft Visio and uses Visual Basic for Applications (VBA) to analyze the network. This tool can be used to predict the most likely pathway(s) that a predefined organization would take in attempting to acquire SNM. The methodology uses the resources available to the organization, along with any of the nodes to which the organization may already have access, to determine which path the organization is most likely to attempt. Using this resource based decision model, various sample simulations were run to exercise the program. The results of these simulations were in accordance with what was expected for the resources allocated to the organization being modeled. The program was demonstrated to show that it was capable of taking many complex resources considerations into account and modeled them accurately.

As the the development stage of IC design industry changes, the IC design companies in Taiwan increasingly become more and more. Taiwan design industry ranks the second place in the world, following behind the American IC design industry. The technology becomes maturer and the company scale becomes larger. The demand of the integration is a very important trend for the IC design industry. The resources Taiwan companies have are not enough to sustain the competitive advantage in the global competition. From the viewpoint of markets and products, the systematic companies own the power to decide the product standards. The product development is inclined to the development of Digital Home Integretion. This study is based on the RBV theory to observe the way to compete during the different IC design companies, the industrial analysis by the Five Forces model, and the degree of commanding the demands of customers. Finally, we hope to find out some KSFs (Key Success Factors) of Taiwan IC design companies and IC design industry. This study finds that the scope of product line becomes more and more important. How to decide and develop the new product line efficiently and successfully is a KSF in the future of the IC industry. In the past, Taiwan IC design companies owned the competitive advatege by low-cost stratege, but it is not the KSF in the modern time. The company will focus on the development of integration, brand, and the demand of the product market. We interviewed the executives of the different IC companies in Taiwan, and regarded those companies as our target companies of case study to analyze their KSFs. We discussed their strategies and KSFs by the model of this study. We also find the KSFs may change as the time moves. Key Words¡GIC industry, resource-based theory, KSFs

The development and application of internet successfully changed human¡¦s life. For example, when going shopping ,you don¡¦t go outside and compare the different prices in different stores. With the various applications of internet, all kinds of information form internet is overloading and the internet users are hard to explore the websites which is useful and meaningful. Therefore, the portal website is created to solve the problem. Jerry Yang established the first portal website named Yahoo! which is based on a catalogic search engine, and the Yahoo! Business model became the basic framework of portal websites. In Taiwan, Yam is the first Chinese portal website and then Pchome and Yahoo! kimo entered the market and shared the market value. Because of the internet bubble in 2000, The rising situation of market competition has changed rapidly, and only the survivors can face the crisis and decide to change their business models to find the definite position. The research is based on the framework of RBV to discuss the different business model of the three representative companies¡ÐYam, Pchome Online and Yahoo! kimo. According to the RBV, we can understand the resources of the three companies and analysis how to use the different resources to form their business model. The result of the research shows that the relationship between resources and business model, and describe the different shapes of the three companies. I hope that the case study of the research can be an good example to other potential portal website to create their competitive advantage

Abstract This study, based on the strategic analysis of resource-based theory, and a systemic framework of port strategy, is planed by cooperating resources, businesses, organization, coordination and control. In a great corporate strategy, all of these elements are aligned with one other. That alignment is driven by the nature of the firm¡¦s resources. The firm¡¦s resources are the unifying thread and, ultimately, determine the others (Collis & Montgomery, 1998). Which to analyze Kaohsiung Port strategy gathered data from deep interview and second-hand materials. According to the survey, we judged the five elements of Kaohsiung Port to be ;the general nature of resources; the narrow scope of businesses; the large corporate office size; the transferring style of coordination mechanism; and the financial control system. Thus, we suggest that the port enlarge the scope of businesses, reduce the size of corporate offices, and to revise the financial ¡]result¡^control system. These will make each element fit with its nature of resources, improve the consistency of each element, and create a synergy of strategy.

Along with the popularity of the financial industry¡¦s becoming more and more free, large and international, the merging of banking industries becomes the inevitable trend. This research applied the resource-based theory to conduct a case study of merging of public banks by means of the qualitative research so as to understand the financial revolution policy of the financial governmental department and the comprehensive development of the banks studied. This research also focused on the study if the surviving bank made great use of ¡§resources¡¨ to connect with performances & generate the merging synergy. In this research, the main motivation of merging of banks lies in the managing efficacy of economies of scale and economies of scope and the external growth of incorporation can be reached by that. The key factors of successful merging for Bank of Taiwan and Central Trust of China lied in the low homogeneity, fair complementary financial business as well as the excellent base of management. ¡§Resources¡¨ are the key point of incorporation competitive advantage. By the mutual cooperation of capacity renewal and extension, incorporation can make growth and profit as well as reduce the managing risk. Accordingly, the construction and accumulation of resources is the primary consideration of the strategic decision-makers. This research not only justified the effectiveness of the rise in the corporation competitive advantages by ¡§resources¡¨ but also richened the versatility of the resource-based theory. The conclusion of this research was as follows. 1. The merging of Bank of Taiwan and Central Trust of China could enhance the competitive advantages of Bank of Taiwan, develop the managing synergy and achieve the external growth. 2. The merging of Bank of Taiwan and Central Trust of China had the positive assistance in enhancing the economies of scale and extending the economies of scope for Bank of Taiwan. 3. The merging of Bank of Taiwan and Central Trust of China made the application of Bank of Taiwan¡¦s incorporation resources and the connection with performances more efficiently as well as reduced the management cost.

Thesis (M. Phil.)--University of Hong Kong, 1991.

Diversification is an important strategic alternative commonly used by organisations in pursuit of different markets and greater returns. Within the resource based view, (Collins&Montgomery, 2005) suggest that an effective diversification strategy can only be conducted if there is a fit between resources and the business opportunity so that resources contribute to competitive advantage.A quantitative research methodology was followed whereby organisations listed within the Industrial sector of the Johannesburg Securities Exchange (JSE) were categorized as diversified from period 2000 to 2010. The study empirically examined the independent and joint relationship between physical and skill base of relatedness against three financial measures in the form of hypotheses, to determine which base of relatedness influenced better performance.All three bases of relatedness had no significant effect on organizational financial performance. The findings refine our understanding of relatedness as a multidimensional concept and suggest that to have a more comprehensive evaluation of corporate diversification and its value in boosting company performance, a matrix of interrelationships across lines of business, activities, resources, industry effects and many more variables should be considered. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

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<p>Background: Firms are today competing for educated and qualified people within the IT-industry, due to the high business activity. Firms require new employees to have both a formal education and relevant work expe-riences. Newspaper articles state that IT-companies have difficulties finding qualified employees and that they also see this shortage of competencies as the most prominent hinder to economic growth. To handle this shortage are an increased amount of companies starting structured training activities for their new employees, which by general terms is called trainee programs. Purpose: The purpose of this study is to do an explorative study of compa-nies in the Swedish IT-industry, to see if and why a trainee program could be a source of competitive advantage. Method: A qualitative approach has been applied when collecting data. Four small case studies were made by interviewing top managers and col-lecting company related information. The companies had diverse sizes and different experiences from trainee programs. The data was analyzed with the Resource-based view as a guiding theory applying the VRIN framework. Conclusion: By doing the studies three value adding aspects was found. They were staffing/recruitment, marketing and, organizational learning and development. Within the resource-based views boundaries were: recruitment and staffing found to be a source of at best tem-porary competitive advantage, the same conclusion applies for trai-nee program as a marketing tool. Organizational learning and de-velopment could be seen as a source of competitive advantage due to the complex impact a trainee program has to an organization. To summarize the above mentioned; trainee program could be a source of sustainable competitive advantage. Three obstacles for implementing trainee programs were found; feeling of being to small, short-term thinking and the lack of time.</p>