Abstract Throughout the engineering in Taiwan, due to the rapid development of engineering technology, engineering increasingly large scale, business has been facing ever faster and greater impact; however, SMEs have long played the Taiwan's driving force in economic growth. Therefore, facing the situation of global competition, companies how to respond to times changing and overcome difficulties then evolve, strategically transformation is even more important. The researchers involved in heavy machine engineering professional installation industry up to thirty years long. In the professional installation of mechanical engineering project management experience, have deeply realized that the heavy machine construction industry is largely impacted by the economic cycle and national policies. Heavy machine engineering industry is the services provider in the industry supply chain for the steel industry, shipbuilding and petrochemical industry, energy industry and environmental protection products industry. The current Taiwan industrial development status in today's perspective, the petrochemical industry is the heavy machine construction industry to the biggest support industry. Case studied company is a local medium-sized heavy mechanical machine installation company provides functional products for the industrial market. Because the client faces international risk management and international competitiveness thinking, the future business risk changes and uncertainties will be bound by potential clients and constraints. Such as South Korea's Samsung, Japan¡¦s CHOYOTA, etc., as a long-term business perspective, they will definitely affect and raise this company's international operations threshold and entrance barriers. Furthermore, medium-sized engineering company as like large engineering companies is also required constantly cost-price competition. Resources are not as much as large companies in economies scale financial size and human resources, how to find core competition of medium-sized engineering manufacture company and implement transformation of organizational change strategies are the main motivations of this thesis study. This thesis study takes the interview to study the case company, first of all to understand of the domestic small and medium sized engineering manufacture industry profile, case company operating situation, finally analysis the transformation operate strategy of the case company, the result appears that the case company "the problems change faced by the company" and the "Innovation Challenge of Development " are two key factors for the company transformation strategy. The research result is sufficient to provide small and medium sized engineering manufacturing industry as a future strategic policy reference. For the medium-sized engineering manufacturing industry in the industry sector in the value of the core competitiveness, supply chain management for reviewing source of corporate competitiveness. Keywords¡G Engineering industry, business transformation strategy, heavy industry, industrial development

The saturation of markets due to globalization has caused a need for digital evolution of organizations to generate innovative manufacturing practices to assure sustained competitive capabilities. Even though technological capabilities have the impact to generate competitive capabilities strategic implementation is a must for optimal performance. The phenomenon of digital transformation and relating strategic efforts are subject to greatly varying viewpoints which has made it challenging for manufactures to engage with digital transformation. The purpose of the thesis is to decipher the phenomenon digital transformation and to further identify the vital aspects of approaching digital transformation strategies through analysing literature and manufacturing companies. In order to fulfil the purpose of this research project two research questions was formulated: • RQ 1: Which are the crucial aspects of digital transformation? • RQ 2: How should digital transformation strategies be approached? This thesis is a part of digital transformation coordination project which include four industrial partners. The case companies were therefore set before the initiation of this thesis with including work packages. A literature review was performed to generate an understanding of the different viewpoints and to provide the case companies with an academic insight. Empirical findings were established through the gathering of data through observations during project meetings and the through the use of questionnaires. An analysis was conducted by comparing the different datasets. Establishing a frame of reference were vital in understanding the scattered phenomenon of digital transformation. Through identifying the contents of Industry 4.0 subsequent digital transformation and related strategical efforts provided the thesis with a profound theoretical support. The empirical findings provided the thesis with an understanding of how four different manufacturing companies viewed digital transformation. The different state of digital transformations was identified with additions to stating the possibilities and challenges. The crucial aspects of digital transformation were found through analysing the different views and meanings of digital transformation, presenting technology, and organizationally driven digital transformation and finally the fundamental aspects of digital transformation. A sound approach for manufacturers to strategize digital transformation was found through analysing the key factors of digital transformation strategies and the current constraints of digital transformation strategies. Furthermore, a discussion of additional themes which does not apply to the research questions were found to be the cause of digital transformation disparity throughout the case companies and the communication of digital transformation. The crucial aspects of digital transformation are found to be the identification of internal and external company objects that require a holistic, organizational changing continuous process. Which furtherutilizes the potential of novel disruptive technologies to develop novel business practices to generate value and competitive competences. A sound approach towards digital transformation strategies is suggested to be through generating a current state understanding to recognize the appropriate activities that must be performed and understanding the financial aspects of said activities and formulating them in a practical holistic way to assure adequate organizational support. Furthermore, understanding and communicating each strategical phase is vital to assure that the organizational aspects can support the digital transformation.

With the changing times, on the evolution of industries and enterprises, enterprises had suffered from the corporate development bottleneck as facing the severe competition, international situation variation and fast-moving market. Therefore, for enterprise (or organization), reengineering or transformation is inevitable on account of sustainable development as well as long-term growth needs. However, there are some essentials are relevant to the success of the transformation, such as how to increase the success possibility of transformation, and how to grasp the opportunity of transformation, how to make the transformation strategies and how to exclude the possible risks and obstacles. In Taiwan, petrochemical industry is facing strong resistance of domestic environmental protection, disruption caused by the development, related petrochemical equipment manufacturing industries are also confronting the growing predicament, and obviously it is essential to ponder corporate transformation for sustainable management and growth. Furthermore, how to enhance competitive advantage, increase the company's overall performance and achieve the desired goal by means of implementing corporate transformation, which are also major researches that enterprises anticipate probe into. Therefore, this research aims to study the condition of FOMO company¡¦s one of product divisions (business level) facing environmental change as well as the sales impact of existing petrochemical equipment, to analyze and find the successful strategies of business transformation, then try to identify the importance of such strategies, and evaluate the key success factors, via explore the company¡¦s internal resources and external industries¡¦ environment. This research takes both market transformation and products transformation proceeding at the same time, on the case of a small amount of diversification product division, for improving business performance in the future. There are eleven strategies were developed, and four items of key success factor are derived respectively. The four items of key success factor for market transformation are 1. Reducing the cost for improving the international competition. 2. Good customer relationship management. 3. To arrange the production capacity for special customer, while they need. 4. To establish cooperation makers, and find the proper agents for international market. The four items of key success factor for products transformation are 1. The CEO¡¦s intensive transformation intention and execution. 2. Choosing the appropriate timing to enter. 3. Establishing a clear organization structure 4. Strategic alliance to collaborate in the same industry or related industries.

Due to rapidly changing conditions and the increasing pressure of global competition, corporations are facing a management crisis that has never happened before. To overcome this situation, corporations have developed a Corporate Transformation Strategy (CTS) to strengthen the core abilities, increase management performance and become a long lasting competitor. This is both necessary and urgent. However, the uncertainty and change that this aggressive self-motivated CTS brings directly effects employees at all levels. Therefore, the corporations have to arrange suitable Employee Incentive System (EIS) and Organizational Career Development (OCD) while concurrently the corporations are developing their CTS. Additionally, these incentives not only appease the work force, they lower employees desire to change employment, keep the best and brightest at the corporation, and raise all employees work satisfaction and performance. Combined, these results raise Organizational Performance, competitive advantages, and potential for continued growth. This study is based on 1,000 corporations in Taiwan and will show the direct and indirect relationships between CTS, EIS, OCD and Organizational Performance and how they affect each other. After analyzing data from138corportations with canonical correlation, regression analysis, ANOVA and LISREL, the research found: 1.CTS, EIS, OCD and Organizational Performance are all correlated. 2. The CTS has a positive preeminent affect on the EIS and the EIS also positively affects the Organizational Performance. This indicates that the CTS will indirectly affect the Organizational Performance by affecting the EIS. 3. The CTS has a positive preeminent affect on the OCD and the OCD also positively affects the Organizational Performance. This indicates that the CTS will indirectly affect the Organizational Performance by affecting the OCD.

Background: Companies in their search for value creation face different challenges when undertaking digital transformation (DT). Incumbent firms struggle differently than smaller-sized or newer firms because of their characteristics. Therefore, there is a growing interest in defining what types of challenges incumbents face, and understanding what the viable strategies are, necessary to implement digital strategies efficiently. For instance, knowledge exploration and exploitation are key to DT, affecting the recombination of knowledge in different degrees, therefore, also impacting the reach and efficacy of DT itself. Hence, the understanding of knowledge creation, its sharing, and application in the setting of incumbent firms must be improved, providing a better understanding of how digital technologies can be effectively implemented within these types of firms.  Purpose: The purpose of this study is to characterise the challenges that incumbents face during their DT journey, as well as to provide suggestions of strategies to adapt to them. This work also illustrates the role and importance of knowledge exploration and exploitation, and recombination throughout the firm. The goal of the study is to provide a framework for undertaking DT successfully.  Method: The present study applied an inductive qualitative research approach with a single case study research design. The case study company was Telia Infra and included interviews with ten managers from all its different departments. The interviews were of a semi-structured nature to allow flexibility in the interview design.   Conclusion: The highlights of the study’s outcomes are: (i) the disclosure of a relationship between barriers during DT and the digital maturity of the department, showing that knowledge sharing activities are beneficial in the longer term. (ii) A human-centric driven DT strategy, balancing explorative and exploitative activities is incredibly positive for the DT journey. This drives for (iii) exponential change strategies which results in more favourable environments for overcoming barriers and enabling DT.

本研究採用個案研究法以主機板產業的公司–技嘉科技作為個案公司，再廣泛蒐集次級資料及深度訪談個案公司高階主管。接著，使用PEST、五力分析、價值鏈分析和SWOT分析層層由外部到內部來找出轉型策略的方向。 研究建議認為技嘉單單靠主機板為主要獲利來源是相當危險的。物聯網的成長是目前科技產業相互爭食的大餅，根據技嘉的核心能力和價值鏈的綜效，投入工業電腦是可行的方向。 個案公司為主機板的龍頭公司，且現今大多高科技公司面對後PC時代，有將掀起另一波群雄割據，要如何積極轉型，可作為其他相關產業工作為參考。

In the industrial sector, next generation technologies are being rapidly developed. One of the promising technologies is cyber-physical systems which are being used to revolutionize the welding process. A cyber-physical system can greatly improve the welding processes by taking over the tasks performed by humans, such as analysis, control and sensing which results in increased efficiency, quality, and stability of the welding process. However, integrating cyber-physical systems in the welding process requires a digital transformation strategy that outlines how organizational and technical challenges are intended to be resolved. The aim of the study is to identify the organizational challenges of integrating cyber-physical systems, and how to overcome them with the use of a digital transformation strategy. For this, the study adopts a qualitative case study approach to investigate the organizational challenges of integrating a cyber-physical system in the welding process of a large manufacturing organization. Further, it outlines aspects required in a digital transformation strategy to succeed with the integration.  The findings indicate that common challenges when integrating cyber-physical systems revolve around building secure networks, securing competencies, committing to the integration, and achieving transparency between management and employees. In addition, when formulating a digital transformation strategy, the findings indicate three factors that contribute to the success of the transformation. These are involvement of critical digital skills, undergoing required structural changes and reengineering organizational work processes where the cyber-physical system aims to be integrated.  Besides providing practical implications for the challenges and formulation of a digital transformation strategy for implementing cyber-physical systems in the welding process, the study contributes to the literature on digital transformation strategy and cyber-physical systems in manufacturing organizations.

中小企業一直以來都扮演著台灣整體經濟的幕後重要推手，但面對全 球經濟景氣多變的經營環境，台灣中小企業面臨的競爭挑戰也日趨增加， 主要原因為全球化趨勢促使產業環境快速變遷、競爭加劇，對中小企業的 經營有著關鍵性的影響，面對這樣強烈的全球化挑戰，中小企業轉型和升 級是必然的。因此，當中小企業遇到經營瓶頸，必須藉由轉型策略，重新 塑造企業競爭優勢，而企業轉型的成敗與人才發展機制息息相關，本次個 案研究以某一具代表性的中小企業科技公司為研究的對象，採用深入訪談 法引導談話方向的訪問方式進行資料收集。 透過實證研究來探討「企業轉型」與「人才發展機制」之間配合運作 方式，並探討企業轉型後，如何利用人才發展機制的因應策略，來提升企 業之組織績效。在組織進行企業轉型策略後，透過適當的人才發展機制的 選擇，讓轉型的績效可以更順利的達成，期望透過這一次的研究，提供中 小企業在面臨到組織轉型時，擬定人才發展機制的參考資料。 / Small & Medium Enterprises (henceforth, SMEs) have acted in an important backstage role as a whole in the economy of Taiwan. Surrounded by the constantly changing business environments in the world, the SMEs in Taiwan faces more competition from domestic and foreign markets. The main reasons are that the trends of globalization have not only had a severe impact on competition, but also on opportunities for SMEs. With strong global competition and challenges, the only way for Taiwan to face international competition is to look at industry transformation. Hence, to solve the difficulties, the entrepreneurs must reshape the competitive advantage through a transformation strategy. And the success or failure of transformation is related to the talent development mechanism. The object of this case study is a figure of small and medium technology company. In this case, gather necessary data through thorough interviews between individuals. For this reason, this paper tends to probe into the relationships between corporate transformation and talent development for SMEs in Taiwan by empirical research and tries to figure out how SMEs use the talent development mechanism to promote the corporate performance after the transformation. Keywords：Small & Medium Enterprises; Transformation Strategy; Talent Development

The face of banking has changed dramatically over the last few decades, and in no area does this statement hold more true than in the domain of digitalization. One term that has been relentlessly repeated when discussing the past, present and future of this development is ”Digital Transformation”. Digital Transformation can be tersely defined to mean change driven by digital technologies, with the potential to increase efficiency in existing processes, as well as to allow for new and novel technology-driven problem solutions and business models. Despite the fact that Swedish major banks have come a long way in their digital transformation efforts, there is a lot of evidence that points towards this process not proceeding fast enough. This study is an effort to get a general overview of the main barriers and mechanisms that are causing this development to proceed at a slower rate than might otherwise be desired, and to investigate how actors within the Swedish banking sector are seeking to overcome said barriers. This is done primarily through the interviewing of key personnel within major Swedish universal banks. The majority of the interviews are conducted with employees from a single major Swedish universal bank, taking the form of a case study, while a smaller number of interviews are conducted with individuals associated with other banks, in an effort to provide increased generalizability. The results of the study show that barriers standing in the way of continued digital transformation in the Swedish banking sector can generally be categorized into one of the following categories: Legacy Infrastructure, Organizational Structure, Organizational Culture, Incentive Structure, Resource Insufficiency, Regulation, and Failure in Management. The solutions and models discussed to address these issues included API First approaches, change driven through Cross-Functional Teams, and Collaborative Strategy Formulation. / Hur bankverksamhet bedrivs har förändrats dramatiskt över de senaste årtiondena, och i inget område är detta lika tydligt som när det kommer till digitalisering. Ett begrepp som ständigt upprepas när man beskriver den forna, nutida och framtida utvecklingen av den här typen är ”Digital Transformation”. Digital Transformation kan kortfattat summeras till att betyda förändring driven av digital teknologi, med potential att öka effektiviteten i befintliga processer, samt möjliggöra för nya problemlösningar och affärsmodeller. Trots det faktum att de svenska storbankerna har kommit en lång väg i sina digitala transformationsinitiativ, så finns det mycket som tyder på att denna process ändå inte går tillräckligt snabbt frammåt. Den här studien är ett försök att få en generell överblick på de primära barriärerna och mekanismerna som orsakar att denna utveckling går långsammare än önskat, samt att undersöka hur aktörer inom den svenska banksektorn har för avsikt att bemöta dessa problem. Detta görs huvudsakligen genom intervjuer med nyckelpersonal inom de svenska storbankerna. Majoriteten av de intervjuade kommer från en enda bank, där en form av casestudie utförs, medan ett mindre antal intervjuer genomförs med individer tillhörande andra banker, i en ansats att ge ökad generaliserbarhet. Resultatet av studien visar att barriärer som står i vägen för fortsatt digital transformation i den svenska banksektorn kan generellt kategoriseras in i följande kategorier: Föråldrad Infrastruktur, Organisationsstruktur, Organisationskultur, Incitamentstruktur, Resursbrist, Regulation, och Misslyckanden i Styrning. De lösningar och modeller som diskuterats for att adressera dessa problem inkluderade API First-baserade tillvägagångssätt, förändring driven av tvärfunktionella arbetslag, samt kollaborativ strategiformulering.

Thesis (MDF (Development Finance))-- University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Black Economic Empowerment (“BEE”) is an imperative economic tool that the South African government established to achieve its transformational objectives which are meant to grow the economy, decrease inequalities and create more job and business opportunities for the South African majority of the population. The objectives of transformation strategy seek to redress economic imbalances created by the previous apartheid regime. The approach is widely shared by the majority of South Africans. Since its inception, BEE as an implemented policy has created vast opportunities for previously disadvantaged individuals. Some positive spin offs that have been realised in an effort to address economic and social imbalances are discussed in the paper. The paper seeks to demonstrate the progress made in South Africa so far with regard to implementation of BEE initiatives. It further highlights some pitfalls as per the previous experience with BEE and in addition to that, covers some of the developments and benefits to date. Chapter 3 and 4 focuses on funding of BEE investments with reference to specific case studies of some of the landmark BEE deals concluded in the past. The evolution of BEE funding structures is also analysed with specific reference to some lessons learnt from the origins of BEE in South Africa. In chapter 5, BEE in South Africa is compared to transformation policies implemented by another country. Malaysia shares some similarities and challenges in the implementation of transformation policy, hence a comparison is drawn between the two countries. Finally chapter 6 concludes by providing an overview of the findings in analysing BEE strategies with specific reference to funding and the evolution of funding structures in facilitating BEE.