「合作策略」已是近年來實務界頗為流行的風潮,也因此引起學術界的廣 泛討論;然而過去的研究多未將環境特質與各種合作策略間的關係加以釐 清;本研究的目的,即嘗試以資源依賴論為基礎,將廠商所面對的產業環境 對其合作策略型態選擇的影響作一有系統的整理,期能找出每一種產業環 境下最適當的合作策略。自變數包括產業成長率、需求波動性等，中介變 數為廠商所面對的互賴關係,應變數則為合作策略之型態。由於相關課題 尚無十分成熟的架構,同時許多變項資料難以結構化或量化的問卷訪談蒐 集,本研究係採個案撰寫的方式進行,依不同的產業環境特色,分別選擇汽 車業、水泥業、旅行業與微電腦業為研究對象,在觀察各產業的產業環境 特性與具代表性的合作策略型態後,歸納產業環境與一般廠商可採行的合 作策略間之關聯,並利用中介變項推論其可能原因,將此類現象化約為較具 一般性的通則。本研究之發現為:當廠商間的競食性互賴與共生性互賴均 強時,以採用「垂直分工」型的合作較佳,以汽車業為代表;二者均弱時,「 聚沙成塔」型的合作較佳,以微電腦業為代表。前者強而後者弱時,以「波 動網路」型合作較適合,此以旅行業為代表;反之,當後者強而前者弱時,則 以「免戰協議」型的合作為佳,水泥業是代表性之產業。

高科技產業是目前台灣繼紡織工業、機械工業後引領台灣近三十年來產業發展的主流產業，其中又以ICT（Information & Communications Technology）產業是台灣高科技產業的代表。但高科技產業特徵是快速的變化，並不斷經過創新技術的發展，加劇其變化的速度，要有能力在高科技產業中持續發展，對市場趨勢、核心能力的掌握、新技術發展、人才養成、垂直整合能力、水平產業整合能力等皆需具備，才有機會在高科技產業中生存及發展。因此如何掌握企業本身的核心能力、檢視整體供應鏈價值，並提出適合之企業經營與競合策略，便是能否在高科技產業中持續發展的關鍵因素了。 觸控面板產業自2007年Apple正式推出iPhone後，觸控面板有了急速成長的開端。其中台灣在觸控面板的供應鏈中佔有超過50%的產值，是台灣在全球的又一個世界第一，值得期待，而本研究的主題”捲揚式真空濺鍍產業”正是觸控面板業中的關鍵材料製造技術。但在台灣創造另一個第一的同時，細部去分析此類產品供應鏈的成本結構，獲利最高的並非台灣廠商而是日本廠商，那麼如何提高台灣廠商在觸控面板產業的價值，答案就在如何洞悉產業及如合運用創新與競合的經營策略了。 / A high-tech industry is a mainstream industry. In Taiwan, the machinery industry is second only to the textile industry as the leading industry over three decades of industrial development. Within the machinery industry, the Information & Communications Technology (ICT) industry is representative of Taiwan's high-tech industry. However, the high-tech industry is characterised by rapid change, which results in the continuous development of innovative technologies. These changes enable companies to sustain technological development, grasp market trends, enhance core competencies, develop talent, gain vertical integration capability, and improve their chances of survival and growth in the high-technology industry. Therefore, the key to sustainable development of the high-tech industry lies in mastering the core competencies of the enterprise itself, considering the value of the overall supply chain, and adopting a suitable competition and cooperation strategy for the business. Since 2007, there has been significant growth in the touch panel industry with the official launch of the Apple iPhone. This study on the“winch vacuum sputtering industry”focuses on the Taiwan based touch panel supply chain, which is a world leader and accounts for 50% of national output value,to assess the key materials in manufacturing technology. However, establishing another successful industry in Taiwan requires additional data to analyse the cost structure of the supply chain of such products and requires assessing Japanese manufacturers in addition to the most profitable Taiwanese companies. Hence, insights from the business strategies of innovating/competing industries is likely to improve the value of Taiwanese touch panel manufacturers.

The goal of this thesis was to do a complete strategic analysis of the company D.I.S., spol. s r.o. in order to asses the options of its further developement. The strategic analysis incorporates external and internal analysis of the company including the assesment of risks and the outcomes of financial analysis. The result of this thesis are suggestions and alternative strategies for the company D.I.S., spol. s r.o.

Small/medium sized public sector IT organisations combine several characteristics that difficult the effective use of an IT strategy. Research has reported small/medium sized organisations as using unstructured and informal IT management initiatives, which frequently leads to inexistent or incipient use of IT strategy. On the other hand, for public sector the use of robust management is relevant in order to ensure transparency/accountability and facilitate the obtainment of resources. However, the instability that governmental changes create to the management of municipalities as organisation does not contribute to it. With the context described the use of IT strategy is challenged in these types of organisations. IT strategy management discusses the processes/practices to develop, improve and monitor IT strategy. This is a perspective with specific processes and practices at different managerial levels (strategic, tactical and operational) that give a structure in order to produce an IT strategy. This concept provides a systematic alternative to deal with IT strategy that can support to the craft of developing a strategy. The recent introduction of the IT strategy topic in IT service management has made a contribution to this area. Therefore the use of IT strategy management following a service perspective could be a straightforward alternative to deal with IT strategy in small/medium sized IT organizations of the public sector. However, the proposals of IT service management and IT strategy management are defined to be used for IT organisations in a mature stage, which is something demanding and ambitious for the organisations that are being studied. Therefore, this research proposes an approach to use IT strategy management concept with a service perspective in these types of organisations. This thesis presents the research work implemented in order to develop alternatives for analysing IT strategy management practices in small/medium sized public sector IT organisations. The results of this work are two artefacts: a method (AITSS method) and a maturity model. Both artefacts deal with the analysis of IT strategy management using two complementary approaches. The AITSS method proposes an operational-tactical-orientated alternative to address IT strategy management in the context of small/medium sized IT organisations. The maturity model proposes a more strategy orientated alternative for improving the organisational situation of public sector IT organizations. The maturity model can be used to have a perspective of IT strategy management and the assets and environmental factors related to it; the AITSS method can be used to assess more specific practices for IT strategy management at individual level. The method and maturity model were developed following a design science approach from a qualitative perspective, considering as the unit of analysis the IT organisations of the Nicaraguan municipal governments, which therefore were used to define the context considered in this research. The main contributions to this research are, from a practical perspective, the artefacts designed for its suitability in a context that has been disregarded in previous research, and from a theoretical perspective the contextual knowledge used to design the proposed method. As consequence of this study it was observed the relevance of the context for the harnessing of IT management frameworks which are generally assumed as generic solutions for any context, but in practice are challenged for it. / QC 20111212. Sponsored by the Swedish International Development Agency (SIDA)

Thesis (Master of Strategic Studies) -- Army War College, 2006. / Title from title screen (viewed , 2008). "March 8, 2006". "ADA448999"--URL.. Includes bibliographical references. Also issued in paper format.

Diplomová práce představuje paradigmata servisně orientované ekonomiky z hlediska konkurenceschopnosti firmy. Zaměřuje se na konkurenční výhody, kterých lze dosáhnout nebo podporovat rozvojem služeb. Teoretický základ prezentuje specifika a význam sektoru služeb v současných nejvyspělejších ekonomikách. Jmenuje hlavní konkurenční strategie používané v sektoru služeb a srovnává je se zažitými strategiemi známými z produktově orientované ekonomiky. Práce blíže analyzuje metody rozvoje služeb ve společnosti IBM GSDC Brno v oblasti globalních IT služeb. Pojednává o hlavních problémech spojených s jejich inovací a zároveň naznačuje současné a budoucí trendy v oblasti IT služeb. V praktické návrhové části jsou prezentovány nové přístupy k rozvoji služeb, které by mohly podpořit konkurenceschopnost firmy na globálním trhu služeb.

Diploma thesis develops subject of operation of hairdresser’s saloon in Brno. It introduces analysis of saloon management and evaluation of reasons why saloon’s principal strategic objectives defined by owner before reconstruction in 2007 are not being fulfilled. Simultaneously, it suggests modifications and changes that lead to more effective saloon management, from both management and strategic point of view. Consequently, it brings more stable clients and positive financial effect. Proposal part covers specific potentialities how to define saloon’s objectives, communicate them toward employees and how to communicate with customers. Necessity of communication and pro-active approach result from other analyses as well.