abstract: 中国水环境行业当前正处在以质量驱动、效率提升为主导的发展阶段，为积极响应国家政策以及环境发展导向，平衡公众日益增长的公共品需求同公共品短缺、低效之间的矛盾，抓住市场发展机遇，提高企业市场竞争中的核心能力，水环境行业必须要明确资本驱动、效率导向、服务标准提高要求下的价值流方向，加快行业发展动力的创新改革。因此，本文立足政府充分授权下的水环境企业战略联盟模式（具体体现为BOT模式）影响因素研究，包括如下几部分内容： 第一，界定政府充分授权下水环境企业战略联盟内涵，分析其形成的理论基础、水环境企业战略联盟的类型、发展差异性及战略联盟动因。通过梳理战略联盟理论国内外研究现状回顾及评述，提出政府充分授权下水环境企业战略联盟模式研究的主要问题。 第二，探索政府充分授权下水环境企业战略联盟模式的影响因素。通过对水环境基础设施战略联盟项目合同关键内容的深入分析，识别出政府充分授权下水环境企业战略联盟模式的关键影响因素。 第三，实证分析各关键因素对政府充分授权下水环境企业战略联盟模式效果的影响。运用回归分析方法对项目规模、政府政策、监督管理、激励机制、风险分配和投资回报对联盟模式效果的影响进行实证检验，验证了各影响因素对政府充分授权下水环境企业战略联盟模式效果的正向作用。 最后，对政府充分授权下水环境企业战略联盟模式影响因素及作用研究的结论进行总结。 / Dissertation/Thesis / Doctoral Dissertation Business Administration 2019

Taiwan and Korean are in fierce competition in the LCD panel industry and together dominate over 70% of the international market share. Business strategies in Taiwan rely on Original Equipment Manufacturers (OEMs) whereas Korea focuses principally on vertical integration, including development of its own international brand architecture. Taiwan is one of the world’s largest providers of LCD panel. In 1998, Taiwan accounted for only 1% of market share worldwide, but by 2002 its market share was over 30%. This study examines the causes behind Taiwanese LCD makers, CMI, AUO, growth and analysis their competitors (Korean makers). TFT-LCD manufactures’ strategies and activities help to develop a greater understanding. With respects to the Taiwanese LCD industry, many previous studies have concluded that the Taiwanese government played a major role in the initial stages of development. - Government support, Tax incentive - LCD manufacturer’s activities on marketing and cost effectiveness With regard to recent business movement between LCD manufacturers, strategic alliance is to be a popular way to enhance their competitiveness. But common alliance among same business fields is not good enough to be a market leader. Based on supply chain analysis and case study, intimate cooperation with other business field is proved as more powerful competitive strategic alliance. This new alliance will lead more efficient development lead time and productivity.

<p><strong>Abstract</strong><strong></strong></p><p>    In global arena there exists a trend to engage in strategic alliances.  The alliances are assumed to be addressing the existing resource gaps that various organizations have. Not only for-profit organizations have a need to fill in the gap, but also non-profit organizations. Various types of alliances are formed to satisfy various needs. One particular form of alliances will be discussed in this thesis is the learning alliance, which is organized in a way to facilitate the knowledge transfer between the partners involved. More specifically, the learning alliance between the university and service companies will be discussed. Even though there has been done studies examining university – industry cooperations, yet they have focused on Natural Science faculties and industry cooperations, while Business Schools did not receive much attention from the researchers. Thus, this thesis will attempt to fill in this research gap by conducting a research on Umeå School of Business and service companies to be able to produce a model for a successful learning alliance</p><p> </p><p>   In order to pursue the targeted aim, a qualitative study with semi-structured interviews was conducted. Moreover, a mix of deductive and inductive approach was adopted to facilitate the research.</p><p> </p><p>   The analysis indicated that in order to facilitate a successful learning alliance between the Umeå School of Business and service companies, certain requirements should be fulfilled. In particular, the rationale for alliance engagement should be knowledge sharing and knowledge types should create a collective strength. Moreover, the structure of the actual co-operations should satisfy the needs of all the actors involved and there should be adopted practices or experiential and organizational learning to benefit from the learning alliance. In addition, it was identified that the alliance organizers should consider the problems as well, which might affect the performance of the alliance. Finally, the result of the study is presented in the model designed by the authors based on prior theories and the analysis of the respondent’s comments.</p>

<p>Program: MIMA student – International business and Entrepreneurship</p><p>Course name: Master Thesis (EFO705)Title: Imitation as Organization’s StrategyAuthors: Voravej AssavapisitkulSataporn Bukkavesa</p><p>Supervisor: Sven-Åke NyströmProblem: Does imitation really benefit organization?</p><p>Purpose: The authors are writing this topic because the authors feel that this topic is not widely been investigated, moreover, it is a very interesting topic for the authors. According to the course literatures that the authors have read, the authors perceived that most of them focused on innovation and seems like they ignored or mentioned little on the topic of imitation and how can imitation benefits organization. Therefore, the authors are personally interested in the topic. The authors hope that the readers would gain more knowledge on the topic and would be able to apply with their business or study.</p><p>Method: Interpretivist; Documentary; Interview</p><p>Summary: In this Master Thesis, the authors have discussed several dimensions of imitation with examples. First, the authors discussed about imitation during the early stage of industrialization with the examples in Korea. This topic discussed of the opportunity provided through imitation process for the new firms to be able to catch up and compete with experienced firms. The next topic is on unique capability. Firms can apply imitation as their own capability that can prevent others’ imitation, moreover, they can become successful in the new market. Then the authors found that there are ways to imitate other firms’ knowledge legally in the form of strategic alliances. In the topic of creation of strategic alliances, the authors suggested four patterns of engagement that firms can select according to their objectives. Under the topic of firms experience, there are some empirical data supported that the degree of imitation has negative relationship with firms’ experience curve. Moreover, the authors discussed about the how competitors’ actions affect the firms to select different strategy of organization management in the topic of the choice of alliances and mergers and acquisitions by competitor’s move. Then the authors discussed about how successful were the imitations by reverse-engineering implemented by Korea’s electronics industry. Furthermore, the authors also provide examples of imitations in other industries. The next topic is limitation and prevention on imitation. Then the authors provided the reasons why do firms imitate. Moreover, the authors discussed about the factors that affect the speed of imitation process and show how the speed of imitation related to benefits and losses of the firms. Next, the authors suggested some successful strategies for product imitation. Then the authors discussed about the drawbacks of imitation with some examples. Finally, the authors provided the results and analysis of the interviews as primary data collection to show the success of firms that implemented imitations, people’s attitudes toward imitation, and the degree that originality and product origin can limit imitation.</p>

<p>Background: Recent trends in the world of business notably globalization and advanced technology have had significant effects on most companies irrespective of size and operations. A major consequence of these trends is increasing competition. This has consequently, increased the need for broader and more comprehensive strategies capable of ensuring the long-term survival of companies. One such strategy is strategic alliances. Strategic alliances provide companies with wider access and utilization of resources that they find difficult to acquire. </p><p>Purpose: The purpose of the thesis is to achieving a better and deeper understanding of global alliances and how they are coordinated. In so doing the research includes the nature of global alliances in general and the Renault-Nissan alliance in particular. The main focus and case study is the Renault-Nissan alliance but, the researchers also examine the reasons for the failure of the alliance between Volvo-Renault to determine what lessons if any, did Renault learn from this alliance and how these lessons has helped the Renault-Nissan alliance. </p><p>Findings: The research found that coordination at the operational level of the Alliance was achieved through coordination mechanisms. The coordination mechanisms were responsible for coordinating the resources and activities of both companies at the operational level. These mechanisms are the result of deliberate planning, implementation and monitoring to ensure that they function effectively as required. The research also found that the effectiveness of the mechanisms are greatly aided by factors such as trust, mutual respect, managerial commitment, and learning as well as structures such as the Coordination Bureaus, the Alliance Board and the Alliance Steering Committees. These were consequently labelled ‘facilitators’ of the coordination mechanisms. Finally, It was also found that the role of ‘facilitators’ permeates the entire coordination process. On the basis of these findings and the analysis made thereof, the researchers through analytical generalizations concluded that effective and efficient coordination of resources at the operational level leads to successful strategic alliances, which are achieved through planning, implementation, creation and monitoring of coordination mechanisms.</p>

<p>Background: In resent years, the number of alliances has increased rapidly. Through collaborating with other firms, companies hope to gain certain benefits that they cannot reach on their own. However, the division of power in strategic alliances can be asymmetric, endangering the achievement of goals and objectives in the alliance for the less influential party. </p><p>Purpose: The purpose of this thesis is to identify success factors for companies with less influence and power than their collaboration partner/s in a strategic alliance. </p><p>Delimitation: This study concerns strategic alliances characterised by one party making an equity investment in the other party. The study is, furthermore, conducted from the perspective of the less influential party with relatively less power in the alliance. </p><p>Realisation: A case study was conducted based on six interviews and a questionnaire among employees at the mobile operator Swisscom Mobile. The company is involved in a strategic alliance with Vodafone and is part of the world leading Vodafone Group. </p><p>Results: The main findings of this thesis show that power asymmetry in an alliance originates from factors both on a dyadic level and on a network level and that these levels affect each other. Companies with a weaker power position must strive for counteracting the existing power asymmetry in order to secure their goals and objectives in the alliance. This study shows that this can be achieved through, for instance, partly having different goals than the partner/s, increasing the dependence of the partner/s on the own resources, absorbing information and know-how and learning from the partner/s, building trust in the relationship through personal contacts and safeguarding goals and objectives through a written contract and “economic hostage”.</p>

Background: Recent trends in the world of business notably globalization and advanced technology have had significant effects on most companies irrespective of size and operations. A major consequence of these trends is increasing competition. This has consequently, increased the need for broader and more comprehensive strategies capable of ensuring the long-term survival of companies. One such strategy is strategic alliances. Strategic alliances provide companies with wider access and utilization of resources that they find difficult to acquire. Purpose: The purpose of the thesis is to achieving a better and deeper understanding of global alliances and how they are coordinated. In so doing the research includes the nature of global alliances in general and the Renault-Nissan alliance in particular. The main focus and case study is the Renault-Nissan alliance but, the researchers also examine the reasons for the failure of the alliance between Volvo-Renault to determine what lessons if any, did Renault learn from this alliance and how these lessons has helped the Renault-Nissan alliance. Findings: The research found that coordination at the operational level of the Alliance was achieved through coordination mechanisms. The coordination mechanisms were responsible for coordinating the resources and activities of both companies at the operational level. These mechanisms are the result of deliberate planning, implementation and monitoring to ensure that they function effectively as required. The research also found that the effectiveness of the mechanisms are greatly aided by factors such as trust, mutual respect, managerial commitment, and learning as well as structures such as the Coordination Bureaus, the Alliance Board and the Alliance Steering Committees. These were consequently labelled ‘facilitators’ of the coordination mechanisms. Finally, It was also found that the role of ‘facilitators’ permeates the entire coordination process. On the basis of these findings and the analysis made thereof, the researchers through analytical generalizations concluded that effective and efficient coordination of resources at the operational level leads to successful strategic alliances, which are achieved through planning, implementation, creation and monitoring of coordination mechanisms.

Background: In resent years, the number of alliances has increased rapidly. Through collaborating with other firms, companies hope to gain certain benefits that they cannot reach on their own. However, the division of power in strategic alliances can be asymmetric, endangering the achievement of goals and objectives in the alliance for the less influential party. Purpose: The purpose of this thesis is to identify success factors for companies with less influence and power than their collaboration partner/s in a strategic alliance. Delimitation: This study concerns strategic alliances characterised by one party making an equity investment in the other party. The study is, furthermore, conducted from the perspective of the less influential party with relatively less power in the alliance. Realisation: A case study was conducted based on six interviews and a questionnaire among employees at the mobile operator Swisscom Mobile. The company is involved in a strategic alliance with Vodafone and is part of the world leading Vodafone Group. Results: The main findings of this thesis show that power asymmetry in an alliance originates from factors both on a dyadic level and on a network level and that these levels affect each other. Companies with a weaker power position must strive for counteracting the existing power asymmetry in order to secure their goals and objectives in the alliance. This study shows that this can be achieved through, for instance, partly having different goals than the partner/s, increasing the dependence of the partner/s on the own resources, absorbing information and know-how and learning from the partner/s, building trust in the relationship through personal contacts and safeguarding goals and objectives through a written contract and “economic hostage”.

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Because of the transportation network achieves little by little. It cuts down the distances between cities and countries. Automobiles are indispensable to our lives now. The development of industries after Taiwan became a member of WTO. Many country industries of automobile join the WTO by a lot of ways. Abolish the import¡¦s limitation of automobiles. Many brands join the WTO one after another, and it is too difficult to compete with other industries. The main goal to the research is to provide the marketing strategy and experience in Taiwan to the industries. Then we can discover that the loyalty of brand, the service system and the process are the key point of sell except the 4Ps¡]Product, Pricing, Promotion and Placement¡^. The marketing scope sell amounts are 500,000 per year. It can not be called economy scope, but the domestic product achieves dozens of investor, and the import investors are the same. Now the automobile markets in Taiwan are well-developed. There are a lot of competitors, and how the industry to decide marketing strategy in limited resources is a key point to succeed. The research will focus on how to match the marketing strategy, resources and design a suitable marketing strategy. Double cards effect makes the expense index depression in 2006. The consumption marketing shows that the index is decreased substantially. The entire markets are declined seriously and the other industries and spread by the index, too. Most of the profit are declined even there are some deficits. The double cards effect fluctuate the economy, and our companies are affected by the amount of automobiles, but the market share rates above 32 percents. When we participated in the strategies of designation we discovered that: 1. Change the organization of company. 2. Marketing¡]after selling¡^strategy. 3. The competitive advantage of difference. 4. The influence on marketing strategy to selling amount. The following are the key points of analyzing the result: 1. To choose the circuit location. 2. To combine the sales and services. 3. To service flow innovation. 4. The vehicle owner holds it grasping rate. 5. To increase the technique and build the service center. Pay much attention to our brand, and ally our brand with other industries. Lead our brand to the top world of automobiles