The study of the Clackamas Small Business Development Center's Small Business Management Programs (SBM) had three research objectives: to ascertain what information should be transferred to small business owners and how best to transfer that information; to ascertain what information is presently being transferred to clients and what methods are used in transferring the information; and to survey clients in order to develop a current demographic profile, measure their level of satisfaction with the assistance received, and ascertain what they perceived were the benefits of the program to their companies. Prior to the study, there had been little systematic research of what information should be transferred to SBDC clients and the most effective methods for transferring that information. The small business growth stage literature was used to develop the recommended body of information. The adult learning literature was used to develop the recommended methods for transferring that information to clients. The majority of respondents were women, well educated, middle-aged, and from companies in service related industries that employed few workers. The findings suggest that clients desire an increase in both the appropriateness of the program's informational content and the level of their involvement in tailoring the SBM program to the needs of their organizations. As suggested by the Small Business Growth Stage Models, a statistically significant decline in client satisfaction of the program's informational content was found to exist between stage two and stage three business owners. The study found that instructors did not utilize specific business factors (such as sales levels, numbers of employees, etc.) in developing the informational content of the SBM programs. Instructors also did not utilize client preferred learning styles, or formal client involvement in developing the instructional design of the SBM program. The study found that clients and center personnel appear to differ in their perceptions regarding the role of the instructor and the purpose of the SBM program. Clients appear to envision the role of the instructor as more of a consultant, while instructors view their role as preparing clients to solve their own problems.

The promise of reduced costs, increased flexibility, and independence from vendors of proprietary products has convinced organizations worldwide to deploy Open Source Software (OSS) in their production environments and commercial offerings. Therefore, the ability to scale software, seamlessly integrate open source software in products and increase benefits from OSS participation are crucial capabilities. However, the nature of OSS is not entirely compatible with the rigid structures and processes of many large companies and thus successfully managing OSS has proven to be highly difficult. Previous research has shown that many companies have built previous success on ‘closed innovation’ logic and must now move in a highly counterintuitive direction towards an ‘open innovation’ mindset. This creates various strategic and operational challenges which they need to identify and overcome to avoid disruption. Based on the aforementioned, the purpose has been to investigate key patterns in how development and increased use of open source software could affect large IT companies. This is to illustrate the transition between closed innovation to open innovation strategy for software, but also to describe the strategic and operational challenges that come appear thereafter. To create a deeper understanding of this process of change, a single (qualitative) case study by a large Swedish IT company has been carried out. The hope is to be able to contribute to research by presenting general conclusions from the case study where empirical data is linked to contemporary research in the field. In order to be able to generalize based on the empirical data, interviews have been conducted with both doctoral students and professors in the field, but also experts in the business world. Our findings have generated insights concerning the OSS adoption process of Company A. The findings of the study include a 6-step model that describes the adoption process as well as strategic and operational considerations for successful transition towards efficient OSS governance. / Med förhoppningar om reducerade kostnader, ökad flexibilitet och ett minskat beroende av tredjepartsleverantörer har användandet av open source-mjukvara (OSS) eskalerat under det senaste årtiondet och kommit att dominera stora delar av mjukvaruindustrin. Förmågan att skala och integrera open source-mjukvara har således blivit en viktig kompetens för att skapa konkurrensfördelar. Dock är nuvarande processer för integrering av open source-mjukvara emellertid inte helt förenligt med många etablerade företags strukturer och processer. Hantering och integrering har istället visat sig vara en stor utmaning då många företag historiskt byggt sina framgångar genom en logik som präglas av sluten innovationsstrategi och immateriella rättigheter (IPR). Företag tvingas idag att röra sig i en kontraintuitiv riktning som präglas av öppen innovation, och i kölvattnet av teknisk och industriell förändring uppenbarar sig strategiska och operativa utmaningar. Dessa utmaningar måste företag identifiera, förstå och övervinna för att undvika att bli utkonkurrerade. Med detta som bakgrund är syftet med denna studie att Identifiera viktiga mönster som beskriver hur utvecklingen och en ökad användning av open source-mjukvara kan påverka stora IT-företag. Detta för att belysa övergången mellan sluten innovationsstrategi och öppen för open source-mjukvara, men även för att skildra vilka strategiska och operativa utmaningar som uppenbarar sig därefter. För att skapa en djupare förståelse för denna förändringsprocess har en enskild (kvalitativ) fallstudie av ett stort svenskt IT-företag genomförts. Förhoppningen är att kunna bidra till forskning genom att presentera generella slutsatser från fallstudien där empirisk data kopplas an till nutida forskning inom området. För att kunna generalisera utifrån empirin har intervjuer genomförts med dels doktorander och professorer inom området, men också experter inom affärsvärlden. Empirin har genererat en 6-stegs modell som beskriver adoptionsprocessen för OSS. Modellen har sedermera jämförts med samtida forskning inom samma område där likheter och skillnader diskuterats och presenterats. Vidare har strategiska och operativa överväganden belysts och diskuterats för att kunna bidra till en ökad förståelse för de utmaningar som många företag står inför.

[pt] A Manutenção Autônoma (MA) é parte de uma estratégia de manutenção que se centra na relação homem-máquina para efetuar de forma eficaz a limpeza, lubrificação, inspeção e pequenos reparos. Quando devidamente implementada, a MA pode melhorar significativamente a produtividade e a qualidade, bem como reduzir os custos, portanto é uma importante área da Gerência de Operações (OM). No entanto, a indústria tem sido desafiada com inúmeras barreiras para implementar com sucesso a MA, e o meio acadêmico pouco tem feito para ajudar a indústria a este respeito. Esta dissertação aborda essa atual lacuna entre pesquisa e prática, tendo como objetivo principal desenvolver um framework para a implementação da MA com as dimensões Humana, Tecnológica e Organizacional (HTO). O trabalho baseia-se numa pesquisa-ação, conduzida no âmbito de um estudo longitudinal, num processo de laminação de tiras a quente de uma usina siderúrgica. A adoção da abordagem HTO por pesquisadores da OM tem sido conduzida com sucesso em diferentes casos e está bem documentada na literatura. No entanto, o autor sugere que esta é a primeira pesquisa a utilizar esta abordagem dentro da MA. Os resultados da pesquisa indicam a aderência das dimensões HTO para corresponder aos desafios da implementação da MA e reforçar a necessidade de uma perspectiva holística e combinada destas dimensões para o desenvolvimento empresarial, resultando em ganhos de natureza quantitativa e qualitativa e que quatorze lições foram aprendidas com implicações práticas imediatas. Os gestores da indústria podem fazer um balanço das lições aprendidas no âmbito desta pesquisa-ação e utilizar o framework oferecido para ajudar à implementação com sucesso da MA nas suas operações industriais. / [en] Autonomous Maintenance (AM) is part of a maintenance strategy that focuses on the man-machine relationship to effectively carry out cleaning, lubrication, inspection and minor repairs. When properly implemented, AM can significantly improve productivity and quality, as well as reduce cost, therefore, it is an important area of operations management (OM). However, the industry has been challenged with numerous barriers to successfully implement AM and the academy has done little to help industry in this regard. This paper addresses this current research practice gap by offering as its main goal a framework for implementation of AM with the Human, Technological and Organizational (HTO) dimensions. It builds upon an action-research conducted within a longitudinal study in a rolling mill production process. The adoption of the HTO approach by OM scholars has been successfully conducted in different cases and is well documented in the literature. However, the author suggests that this is the first research to use this approach within AM. The research findings indicate the adherence of the HTO dimensions to match the AM implementation challenges and reinforce the need for a holistic and combined perspective of these dimensions for business development, resulting in gains of both a quantitative and qualitative nature and that fourteen lessons were learned with immediate practical implications. Practitioners can take stock of the lessons learnt within this action-research and the offered framework to aid the successful implementation of AM in their industrial operations.

Thesis (MBA.) -- University of Limpopo, 2015 / The Department of Economic Development, Environment and Tourism is mandated to focus on growing the provincial economy, empowering women and youth, on supporting small businesses and co-operatives and improving the lives of the people of the province for the better as indicated in the Limpopo Economic Development, Environment and Tourism Province Budget Vote (2015/16). Economic growth and social wellbeing are closely tied to the ability to protect the natural environment. Mining, electricity generation and agriculture are among the economic activities that have a direct impact on the environment and need to be carried out in a sustainable and responsible manner. Towards this vision, the assets which are furniture, transport, computer hardware and other machinery and equipment need to be managed efficiently and effectively in order to fulfil the needs of society and the departments. These assets represent an enormous value for the owner which is LEDET and for society at large. To grasp the full potential of these assets, a deep and thorough understanding of an asset’s complete lifetime is needed. However, the assets especially physical assets, public buildings and infrastructures are not managed properly and that results in numerous challenges and audit queries that are raised by the Auditor General. The purpose of this study was to investigate the challenges that are facing the asset management unit of Limpopo Department of Economic Development & Tourism (LEDET). Asset Management has been hailed as important in order to enable government to deliver proper services to the citizens of the country. This has encouraged the researcher to undertake the study in order to add more knowledge on the asset management process of the government, looking at the challenges and possible solutions. The need for this study was considered relevant and necessary as government departments and other private sectors face numerous challenges in implementing the asset management. Limpopo Department of Economic Development, Environment and Tourism, as a case study, faces challenges in fulfilling some of its mandate due to lack of support from asset management activities. In terms of its strategic plan, the department seeks to address issues relating to economic growth, the promotion and development of tourism and using environmental management to guide and monitor sustainable development in the province. These challenges have negative implications on the delivery of services to the communities it serves. In this study, the researcher investigated the following: demographic profile of respondents, challenges facing asset management, the impact of asset management on service delivery and lastly the best practice on the implementation of asset management. Data were analysed into themes and revealed communication, training, interpretation of relevant prescripts, limited resources, proper allocation of resources and effective participation of relevant stakeholders as, amongst others, challenges to the process. The study concluded by providing recommendations to management of the Limpopo Department of Economic Development, Environment and Tourism on how to improve the asset management activities to achieve the strategic goals of the department. The recommendations proposed are improved communications with stakeholders, development of asset plan, skills capacity of asset management officials and sourcing the asset information system that integrates with the financial system to provide a reliable asset register. / LEDET (Limpopo Department of Economic Development & Tourism)

Marknaden för industriella lasersystem förväntas att växa i framtiden, vilket leder till att producenter utav dessa system måste förbereda sig för att möta marknadens krav. Ett av dessa företag är Permanova Lasersystem AB som arbetar med att ta fram lasersystem, legotillverkning och optik för kunder. Målet med detta projekt är att öka produktionen av standardoptik från stycktillverkning till 50 optik/år och att hjälpa Permanova ta fram en layout till deras nya anläggning som de ska flytta till. Målen för projektet kan delas in i tre huvudmål: • Ta fram ett optimalt produktionsflöde • Ta fram en optimal fabrikslayout • Ta fram optimala arbetsstationer För att uppnå dessa mål har metoder inom LEAN applicerats, såsom värdeflödesanalyser, 7+1 slöseri, kanban, Just in time och flaskhalsanalyser. För att ta fram optimala layouter för företaget har även förenklad systematisk lokalplanläggning applicerats. För att skapa ett optimalt produktionsflöde skapades först en värdeflödesanalys för nuvärdet, vilket visade på hur produktionen sker idag samt vilka förbättringsmöjligheter som finns. Till denna nuvärdesanalys gjordes en tidsstudie på nuvarande standardoptik som låg i grunden för senare balansering i produktionen. En värdeflödesanalys för framtida produktion utvecklades från nuvärdesanalysen och dess förbättringsmöjligheter, vilket gav ett nytt produktionsflöde med en mer optimal affärsmodell för framtiden. Förenklad systematisk lokalplanläggning applicerades i 3 iterationer, en för varje utrymme som projektet arbetade med. Dessa tre iterationer var för huvudlayouten, verkstaden och renrummet. För huvudlayouten fanns det 3 huvudkoncept där verkstadens placering styrde vart de andra av Permanovas affärsområden placerades. Det vinnande av dessa huvudkoncept vidareutvecklades och skapade en layout som uppfyllde alla företagets krav samt de flesta av deras önskemål. Flera verkstadslayouter togs fram för varje huvudlayout, där det vinnande konceptet utvecklades vidare till ett koncept som applicerar värdeflödesanalysen för framtiden väl. Denna layout minimerar transportsträckor mellan arbetsstationerna och ökar produktiviteten. För renrummet utvecklades flera koncept men för endast ett utrymme då alla renrumsytor liknande varandra. Det vinnande konceptet vidareutvecklades och skapade en layout som är lik dagens produktion i renrummet, vilket var något som montören ansåg fördelaktigt. / The market for industrial laser systems is expected to grow in the future, which means that manufacturers of these systems must prepare to meet market demands. One of these companies is Permanova Lasersystem AB, which works with developing laser systems, contract manufacturing and optics for customers. The goal of this project is to increase the production of standard optics from single-piece production to 50 optics/year and to help Permanova develop a layout for their new facility, which they will move to. The goals of the project can be divided into three main goals: • Develop an optimal production flow • Develop an optimal factory layout • Develop optimal workstations To achieve these goals, methods within LEAN have been applied, such as value steam mapping, 7 + 1 wastes, kanban, Just in time and bottleneck analysis. To produce optimal layouts for the company, simplified systematic layout planning has also been applied. In order to create an optimal production flow a value stream map for the present production was created, which showed how the production works today and what opportunities for improvement exist. For this value stream map a time study was made on the current standard optic, which was the basis for later balancing in the production. A value stream map for the future state of production was also developed from the first value stream map and its opportunities for improvement, which provided a new production flow with a more optimal business model for the future. Simplified systematic layout planning was applied in 3 iterations, one for each area the project worked on. These three iterations were for the main layout, the workshop and the clean room. For the main layout there were 3 main concepts where the workshop's location controlled where the other of Permanova's business areas were located. The winning of these main concepts was further developed and created a layout that met all the company's requirements as well as most of their wishes. Several workshop layouts were developed for each main layout, where the winning concept was further developed into a concept that applies the value steam map for the future well. This layout minimizes transport distances between workstations and helps increase productivity. For the clean room, concepts were developed for only one of the possible spaces because all clean room spaces were similar to each other. The winning concept was further developed and created a layout that is like today's production in the clean room, which was something that the operator considered advantageous.

This thesis investigates how Jönköping Science Park frames and supports sustainable entrepreneurship in the region. More specifically, it discusses how this Science Park implements sustainability in collaboration with entrepreneurs and start-ups. In addition, the study evaluates how the Jönköping Science Park offering meets entrepreneurs' needs and expectations. In light of the gaps identified, recommendations are made for improving Science Park's sustainability support services in the future. The study applies Klaus Fichter and Karsten Hurrelmann’s conceptual framework for analyzing and designing sustainability orientation in incubators and science parks. This paper also uses the Client-Oriented Model of Evaluation by Evert Vedung to analyze how current Science Park sustainability support meets entrepreneurs' needs. A qualitative research approach was used in this study, with content analysis of open sources and internal documents, three interviews with Science Park officials, and corresponding email correspondence. The data was also gained through ten interviews with entrepreneurs and start-ups. The results show that Science Park implements sustainability in their collaboration with entrepreneurs and start-ups on the strategic level (vision, mission, strategy, and communication) and operational level (programs, activities, methods, and tools). The study's findings revealed that Science Park exhibits a clear strategic commitment to sustainability and acknowledges the responsibility to provide fully sustainable business development support to entrepreneurs and startups. On the operational level, sustainability implementation is fragmented and can be characterized by the “learning-by-doing” approach. Overall, Science Park places more emphasis on promoting sustainability and fostering a sustainability mindset than on providing extensive sustainability education. It is attributed to the fact that Science Park does not specialize in sustainability consultancy or services. Moreover, their focus primarily on early-stage entrepreneurship presents challenges when implementing sustainability support for entrepreneurs and start-ups.  Based on the identified gaps and provided recommendations, Science Park can strengthen its sustainability support offering in a practical perspective and contribute to tackling entrepreneurs' misunderstandings of the sustainability concept which is crucial for creating sustainability-oriented enterprises.

In the digital era, the question of however the role of traditional relationship marketing methods is still relevant in the landscape of business-to-business (B2B) interactions. This thesis highlights the gap of understanding how traditional and digital relationship marketing coexist within a B2B context. While the magnitude of literature has primarily focused on business-to-consumer marketing, the B2B area remains unexplored in comparison to its economic significance. This thesis therefore aims to contribute to the literature by investigating how traditional and digital relationship marketing coexists for building and maintaining relationships that have a positive impact on business development. To address our purpose, we have conducted a qualitative study, using semi- structed interviews, an inductive approach and exploratory research design, investigates the coexistence of traditional and digital relationship marketing within a B2B context. Further aiming to clarify their roles in fostering business development and network establishment. We collected primary data from six local businesses embedded in B2B networks to help us answer our research question How does traditional and digital relationship marketing coexist? Based on a combination of historical perspective, theoretical framework, and empirical data, this thesis finds that both methods are essential for fostering successful relationships. With traditional methods, like face-to-face (F2F) interactions building trust and commitment, while digital tools facilitate efficient communication and global reach. The thesis conclude that the coexistence of traditional and digital methods allows firms to balance relationship depth and efficiency, driving mutual value and sustainable growth in dynamic business environments.

Die bestaande belastingaansporingsmaatreels in Suid-Afrika is nagevors. Belastingaansporingsmaatreels wat vroeer in gebruik was, is ook ondersoek. Aandag is gegee aan die kontantaansporingsmaatreels wat vir vervaardigingsondernemings beskikbaar is in Suid-Afrika. Programme wat deur onder andere die Nywerheid-Ontwikkelingskorporasie van Suid-Afrika Beperk en die Kleinsake-Ontwikkelingskorporasie aangebied word is ondersoek. Ondersoek is ingestel na die bevindings van die Margo kommissie Verslag wat in 1986 uitgereik is. Die verslag van die Katz-kommissie wat in 1994 uitgereik is, is ook nagevors. Aandag is gegee aan die 1994, 1995 en 1996 begrotings asook sommige van die aspekte van die Algemene Ooreenkoms op Tariewe en Handel. Die belastingkoerse en aansporingsmaatreelsprogramme wat deur die Verenigde State van Amerika, Verenigde Koninkryk en Kanada beskikbaar gestel word aan ondernemings is ondersoek. Moontlike oplossings vir die probleme wat tans ondervind word in SuidAfrika se aansporingsmaatreelstelsel is geformuleer. / The existing tax incentives in South Africa were researched. Tax incentives that were previously in use, were also investigated. Attention was given to the cash incentives available to manufacturing enterprises in South Africa. Amongst others the programmes offered by the Industrial Development Corporation of South Africa Limited and the Small Business Development Corporation were investigated. The findings of the Margo Commission Report issued in 1986 were investigated. The Katz Report issued in 1994 was also researched. Attention was given to the 1994, 1995 and 1996 budgets as well as some of the aspects of the General Agreement on Tariffs and Trade. The taxation rates and incentive programmes available to enterprises in the United States of America, United Kingdom and Canada were investi gated. Possible solutions for the problems currently experienced in South Africa with regard to incentives have been formulated. / School of Computing / M.Sc (Computer Science)

策略的資源基礎觀點(resource-base view),主張有價值、稀少、不易模仿(包括不易替代)的資源具有創造優異績效的潛力(e.g.Barney,1991:1995)；而基礎資源是企業結合和轉換實體輸入資源的方式，在提供持續性競爭優勢方面特別重要，因為它們具有難以模仿的本質，有助於持續性差異化，在企業的發展過程，扮演不可或缺角色！ 本研究主要以晶華國際酒店集團為對象，依據其過去成長軌跡，分成三階段，在多角化的成長策略，所顯示出來的現象，做一個分析與整理。透過探討學理的論點及個案研究方法，將企業的沿革資料，營收及存益額之統計，以成長三階段: 集團基礎鞏固期、資源能力移動期、創新資源期分段，以既有資源之擴大延伸、水平延伸創造新資源之分類，歸納企業成長模型，並做出解析和討論。 本研究認為以企業成長階梯觀念，不論在哪一個階段，能保持企業穩定中求成長的最佳模型將是: 1.先建立核心優勢，打下企業紮實根基，形成核心資源； 先將資源移動至相關多角化產業，使基礎事業階段有所支撐，並循序擴大事業版圖；適度發展非相關產業，才能擴充新的領域和機會。 結論將綜合由晶華在旅館事業的核心資源發展出來的新事業，在未來經營上參考吳思華(1994)提出以資源為基礎的策略分析架構， 確認並評估所有資源：企業在進行策略規劃時，首先應掌握現有資源，但有些資源是有內隱或模糊的特性，並未顯示在財務報表中，必須仔細加以辨識，才能掌握清楚。 2.檢測價值，設定核心資源：應依據策略性資源的三個特性:獨特性、專屬性與模糊性來辨識具有競爭優勢價值的資源。 3.制定企業未來的發展策略： 企業的策略應能充分有效使用核心資源，以創造出最大準租。 4.強化核心資源： 企業除運用自己的資源外，並應配合未來策略發展需求，確認資源差距，努力加以補足。 本研究希望藉晶華國際集團個案研究結論所闡述觀念，希望能帶給企業多角化、國際化成長策略有興趣者，從資源優勢延伸角度切入，一個參考模式。將來在資源的配置與策略的運用上，獲得最佳組合，以創造卓越的成長績效。 / From the viewpoint of Resource-base View, valuable, rare and non-substitutive resources are potential to contribute outstanding performance. And resource-base is the methods for a business to link up and transfer the existence and input the resources. This study is base on Formosa International Hotels Corporation, form the Dynamics point of view, do analysis according to its three different development phases. Through the case research methodology, summarize the different resources for different development phase and provide analysis explanation and suggestion. This research believes in the business development ladder consciousness. No matter which stage it is, the best model will be as the following: Establish the core strength as foundation of the business as the core resource. Move the resource to the Dynamics of the business in order to explore the business territory. Find the proper area to expand the territory and opportunities. Conclude the new business developed from Grand Formosa Regent’s core resource, and take the strategic analysis structure of Professor Wu as reference, Firstly, identify and evaluate all the resources. Secondly, Access the value, and set the core resources. Thirdly, Establish the future strategy for the business. Fourthly, reinforce the core resources. The research is based on the study of Formosa International Hotels Corporation, and wish to bring to those enterprise, which has interest in internationalization and dynamics some model regarding resources allocation and utilization. Through the best combination of resources, excellent performance will be reached.

企業當如何跨越市場進入門檻以追求未被開發市場，並滿足未被創造或未被滿足的需求？本論文透過理論探討與個案分析，研究企業跨市場領域開發所需的關鍵因素與成功做法，以提昇企業之競爭優勢。 個案研究以儀器界先驅的惠普/安捷倫科技為對象，研究該公司在知識創造、動態能力與顧客關係三大構面對進入電信監控管理系統市場績效的影響，以及彼此之間的相互影響。顧客關係研究變數採顧客信任與忠誠度；知識創造研究變數採認識論與本體論知識螺旋；而動態能力研究變數則採企業之流程、位置與路徑。 研究發現顧客關係、知識創造與動態能力三項關鍵因素，對個案公司進行跨市場領域開發績效有直接影響，彼此之間亦呈相互影響之關係。個案公司的成功做法為，以顧客優先的顧客管理流程，配合前線員工與顧客良好的互動關係，發展互信關係。鼓勵員工坦誠溝通、提供自主且相互尊重的工作環境，以利組織知識創造。管理階層重視各級員工的訓練與培育，使內隱知識得以順利累積與轉換。因應市場需求變化，企業對流程與策略性資源之調整能力與速度，影響其競爭能耐的蓄積。 與顧客建立高度互動的組織交流機制，透過專案執行互動過程，產生知識轉換創造新知。知識轉換程度越深，雙方互信與互賴程度越高，對忠誠度越有幫助。此作法可以提昇顧客關係與知識創造的貢獻。企業與顧客培養共同成長路徑，有助雙方未來策略位置發展的互賴關係，信任與忠誠度就越高。此作法可提昇顧客關係與加強動態能力的關係。企業專注於本業，培養專業團隊長期精耕市場、透過購併補強實力、隨時保持知識創造的最佳環境與流程，以培養未來策略性資源。此作法對組織知識創造與動態能力之提昇，均有助益。 研究結論顯示，企業利用高度互動的組織交流機制，透過前線員工與顧客創造知識轉換，建立共同成長路徑，培養策略性資源開發的互信互賴關係，提昇顧客忠誠度，以跨越進入新市場領域的門檻。企業最前線組織是知識創造的關鍵單位，其管理階層扮演知識創造及動態能力更新之重要角色，透過由中而下而上的管理過程，培養企業最佳的競爭優勢。 本研究提出三點管理實務建議：企業當隨時調整內部流程以配合顧客之個別流程，從雙方高度互動中創造共鳴性知識，達到雙贏局面；企業應當加強市場需求辨識敏銳度，提昇組織更新內外部能力的效率，創造嶄新優勢；深化企業文化與價值於員工心中，建立樂於分享之工作環境與氛圍，深紮成長根基。 / How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs? This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces. This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and customer relationship dimensions. Purpose to validate each research dimension is able to contribute the performance of getting into new marketplace or not, and also validate the interrelationship across these three dimensions. The variables used for customer relationship dimension include customer trust and loyalty, for knowledge creation dimension include knowledge spirals of epistemological and ontological domains, for dynamic capability dimension include key process, position and path of enterprise. Findings of this research: (1) these three research dimensions have been validated all are able to contribute to the performance of new entrance, and every dimension also interrelates to others. (2) Best practices from the case-study company include front-end employees follow the “Customer First” culture to develop the best customer relationships and gain mutual trust from owned customers. Trust and respect people, and encourage open communications both contribute to knowledge creation. Management team not only supports the employee development, but also delivers the training programs by themselves, which accelerates the knowledge conversion and accumulation. Proactively change on process and resource allocation to echo to the environmental change. (3) Interactive with customer proactively, create new knowledge through project execution. More knowledge conversion, more trust. More trust, then higher customer loyalty. (4) Develop learning path together with customer, which creates the interdependence relationships with customer when moves to next strategic position. (5) Be focused and rely on dedicated team to invest on market development, support with valuable solution offering, and manage the most updated knowledge creation processes to develop long-term strategic resources. Conclusions of this research, (1) enterprise adopts proactive account management approach to interact with customers. The front-end employee creates knowledge conversion and learning path with customer for next strategic resource development. (2) The field middle-level manager plays critical role on knowledge creation and dynamic capability update. Recommendations on managerial practice include (1) enterprise should adopt internal change proactively to match with individual account process, which promotes the best interactions with customers. (2) Enterprise should be more sensitive to distinguish the external change, and improve organizational capabilities to maintain his competitive advantage. (3) Cultivate corporate culture and values into people mindset. Encourage employee shares success with others.