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Modern society faces complex problems of collective action that require the development of long-lived capital infrastructure to cope with issues such as population growth, energy shortages, rising sea levels, and migration to cities. These so called ‘megaprojects’ require collaboration between legally independent organizational actors including governments, public bodies and firms. However despite being an important element of a competitive society in both developed and developing countries megaprojects are frequently attacked by pundits in both the media and academia for failing to live up to performance expectations. This research seeks to advance the extant megaproject debate by answering three high-level sweeping questions – what are megaprojects, why are they perceived as performing so badly, and what can management do about it?In answering these questions the research makes a number of contributions. First, it argues that megaprojects are consensus-oriented organizational networks formed to develop large systems of non-decomposable components to be shared in use by many autonomous actors. Second, it finds that megaproject projects have ambiguous performance due to the co-existence of conflicting ‘performance narratives’ created by stakeholder groups. Further, it shows that these competing narratives stem from the evolution of the megaprojects organizational structure over time. And finally, the research proposes a sequencing strategy that aligns the growth of the megaproject network with the hierarchy of product design choices to improve the perceptions of performance.

Abstract The liberalization of the telecommunication market in Taiwan began in 1987 with the permission of consumers to legally own communication terminal equipment. Since then, the rapid advancement in telecommunication technology and the change in market demand have gradually diminished both the need for a monopolized telecommunication market and the validity to protect public interest. In addition, the demands under the Basic Telecom Agreement, an agreement reached by member countries of WTO, have made it clear that an open, liberalized, and privatized telecommunication market is inevitable. Since his inauguration as Chairman of Chunghwa Telecom Co., Ltd., on Aug 21, 2000, C.K. Mao had been carrying the responsibility for a smooth transformation of Chunghwa Telecom, from a government-run corporation to a private enterprise, while continuing to function as an efficient conglomerate of social resources and services, and to maintain its competitiveness in a fully liberalized market. In the course of privatization, Chunghwa Telecom has to compete with other service providers not only on its organization, efficiency, cost, product variety and service quality, but also on network build-out, technological advancement, and overall operational strategies. After 2 years and 5 months of facing harsh challenges coming both domestically and internationally, Chunghwa Telecom still unshakably leads the market. This paper tries to analyze the course of Chunghwa Telecom¡¦s organizational change initiated by Mr. Mao, the former Chairman, and, through his experience of a successful enterprise transformation, hopes to provide a paradigm for many other government-run enterprises, which will soon be facing the same forces of organizational change, and the pressure of privatization that were once dealt with by Chunghwa Telecom.

Diss. Linköping : Univ., 2004. / Härtill appendix.

Purpose/Research questions Aiming at the problem that the management efficiency of many Chinese small and medium-sized enterprises is generally low, the paper is to find the method in the aspect of marketing management to improve the management for the enterprise to meet challenges of globale market competition. According to the thoughts of Kotler(2006, p814), the future marketing shall be in a direction towards holistic marketing from marketing department . The paper discusses whether it is feasible for the Chinese small and medium-sized enterprises to use the precision marketing management method to optimize and integrate the resources and improve enterprises’ capacity. Research design/methodology/Approach The paper discusses the feasibility of the research subject through combination of theoretical research and case discussion. Analyze and discuss on experience of Parker Hannifin(China) to summarize ideas and implementation methods of precision marketing management to provide reference to the management of Chinese small and medium-sized enterprises. Findings Through the analysis and discussion on Parker Hannifin(China) and combination of marketing theory and value chains theory, I find that lean thinking may help the small and medium-sized enterprises inChinato utilize the limited resources in a reasonable way and improve enterprise capacity. Research limitations/implications Starting with marketing management, the paper discusses how to improve the efficiency of value delivery and thus win advantage through changing the extensive management method of enterprises. However, the small and medium-sized enterprises inChinastill have the problems such as brand resources and technological resources, etc., therefore, precision marketing can not generally improve the enterprises’ comprehensive competitive capability. Several competition methods, such as technique introduction, strategy alliance and so on are still needed to improve the enterprise’ comprehensive competitive capability, only in this way can the enterprises may win in the competition. Originality/value of the research Different from other papers, the paper, in the light of the characters of Chinese existing small and medium-sized enterprises, mainly discusses the application of precision marketing management of small and medium-sized enterprises adopting extensive management. Therefore, it has the particularity in marketing cultural environment, such as Chinese policy and customers' preference; its application shall be more specific, and has stronger pertinence.

The Balanced Scorecard (BSC) was first proposed by Robert S. Kaplan, Professor of Accounting at the Harvard Business School, and David Norton, founder and president of a consulting firm in 1992. They elaborated the idea of strategic measurement system to oversee the performance of a business unit. The system is suitable for both profit and non-profit organizations. After ten years, BSC is proved to be a very powerful tool to inspect the performance of a company, also the implementation of a firm¡¦s strategy. National Health Insurance (NHI) in Taiwan was practiced in 1995. Medical service system had dramatic changes since that time. In order to keep financial balance, NHI develops new policies from time to time, reforms the reimbursement criteria, from fee-for-service to global budget. Hospitals face incessant new challenges. Military hospitals, belonging to non-profit government organizations, play an important role in medical services. It is absolutely important ¡§how to survive under such critical environment, and achieve the goal of permanent operation.¡¨ This thesis is a case study, taking an armed forces hospital as an example to construct its system of strategy management. By implementing the Balanced Scorecard, the hospital can reposition its role according to the mission. Then, the hospital can set up its vision and strategic objectives to draw the strategy maps. Within the four perspectives of the BSC, the hospital can select several measurements to evaluate their performance, then, they can know what has been changed and what needs to be improved. The Balanced Scorecard is the best management tool to implement a company¡¦s strategy. At present, BSC is applied to help strategy management in some hospitals. If it is applicable for a military hospital, it would be a great opportunity to overcome the competitive environment and to achieve the goal to run our military hospital permanently.

Emergency response is a time critical work that needs team work from different organizations with various specialties. It also needs to integrate existing information system to collect and assemble necessary knowledge and resources for critical emerging tasks and use it to plan for collaborative problem solving In this study, we propose the methodology to automate the traditional emergency patient transfer process by connecting different organization¡¦s information systems through Web services with BPEL4WS. Via Web services, the medical resources information can be requested according to patient conditions, and resource reservation decision can be made online. Via BPEL4WS, heterogeneous information systems in different organizations can be connected and executed automatically in any predefined process without limit human intervention. The willingness of hospitals to share various levels of resource availability information to Emergency Operation Center (EOC) to coordinate regional medical resource distribution is critical to make Web service platform work. Therefore, this study examines the correlation of individual hospitals¡¦ performance in terms of resource utilization with hospital¡¦s information sharing with EOC. We investigate the effects from sharing information to EOC which adopts three policies of releasing hospital status information through simulation under different conditions in emergency occurrence and occupied hospital resources. Our findings from the simulations imply that the best policy for EOC to adopt in order to make Web services workable in handling medical emergency is to accord different conditions to adopt different suitable policies. For hospitals, if they want to get the maximum resources utilization, it had better to refer to different condition to adopt different information sharing strategies.

The role that non-profit organizations play is becoming more and more important in today¡¦s society. NPOs¡¦ presence and responsibilities are essential to the well being of their communities. As Peter Drucker said, the goal of NPO management is not to create profit, but to focus attention on the mission statement. The mission statement drives the activities of the organization, and therefore holds an integral position. This dissertation will focus on Fo Guang Shan¡¦s international achievements, while classifying their strategy using a SWOT analysis. It will delve into the mission of their organization, the character of their leaders, the experience of their work, the recognition of their organizational target, and their dedication to research. The findings of this dissertation are as follows: 1.The concepts held by the NPO leaders will heavily influence the organization. This case study found that Hsing Yun pushed Fo Guang Shan to expand and perform on an international level. 2.Now is the time for economic knowledge and for localized cultural education. For example, Fo Guang Shan has established Chinese schools and Buddhist universities overseas, planting the seed of knowledge in the minds of others. This will influence the values of foreigners and Buddhists alike, raising the understanding and practice of Buddhist philosophies. 3.NPOs advance vigorously to diversify in multiple engagements. They perform as do for-profit organizations, earning the admiration of businesses for the innovation put forth, such as that of Mr. Shi Jhen Rong. Research, innovation, and marketing together create the ¡§smile curve¡¨. And Fo Guang Shan¡¦s ¡§smile curve¡¨ is one that easily shines through. 4.Fo Guang Shan¡¦s dedication to spread Buddhism is not only limited to the temple; another method used is to establish private teachers who spread the success of this organization. 5.This source of this diversification is their established system. For example, the chairmen of all temples rotate locations regularly. This method creates leaders that work well. They use their resources and environments to encourage internationalization and to meet people of different religions and cultures. This fosters flexibility and adaptation.

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