Most of the construction industry's working capital is high demand, the face of the cash conversion cycle will also need to show stability of the state, to ensure smooth operation. Current construction industry is less focus on working capital , but this study suggests that working capital can be managed through the construction industry issues to explore and understand their working capital management, and thus the status of the problem to find a solution. This study proposes to financial report discusses the case Fu Tai Construction Co., Ltd of its working capital management on the effectiveness of performance, to understand the Working capital management impact on operating performance, follow-up on the case Fu Tai Construction Co., Ltd with discuss the strategies and effectiveness of analysis In this study, financial statements analysis and case study research. Financial Statement Analysis calculated for the relevant indicators, working capital management policies, including some working capital investment policy and financing policy, performance parts into return on assets, return on equity and net profit rate. Case study method and the main result of this case five Listed in working capital management policies and business performance in the indicators observed by comparing the value of the company's strengths and weaknesses of cases, followed by case discussion, strategies. Research results are as follows 1. Taiwan¡¦s Listed Construction Industry working capital management on the operational performance (1).Working capital assets policies: the fixed assets turnover rate will be affected by changes in time, but the ratio of current assets to total assets and total assets turnover rate is not; (2)Working capital financing policy: the current ratio, liquidity ratio and financing decisions liabilities to total assets does not change over time; 3. operating performance: net profit rate of the economy most affected by the return on assets and return on equity is affected to a lesser extent by the economy. 2. The case company's working capital management to improve the implementation of manner in response to the circumstances. (1).The case company policy of working capital assets, an indicator of quality of listed companies, little difference in the policy part of the working capital assets less the same general construction industry, there is no immediate urgency for improvement;(2) working capital financing policy of the indicators in the current ratio and financing decision-making ratio is less than the average listed company, with considerable room for improvement; (3).operating performance indicators are showing a lower level (0.03 to 0.12), representing the need to pay attention to the management of operational activities, to increase management efficiency in order to avoid unnecessary losses.

There is a significant relationship between strategy management and business performance of an enterprise. An enterprise can gain superior performance when it maintains competitive advantage. The essentiality of strategic management is to assist an enterprise to build up and maintain competitive advantage. Strategic management contains a serial of planned actions and decisions, it helps organization to achieve strategic competitiveness, maintain its competitive advantage, and gain above-average returns. Strategic management includes four major processes, they are environment scanning, strategy formulation, strategy implementation, and performance measurement and feedback and each of them has significant influence to performance of business. This research is to discuss processes of strategic management and how those processes could influence strategy formulation, management, and implementation and the key success factors of a business via study documents and a company. The purposes of this thesis include: 1. To analyze possible strategic management process that could maintain business competitive advantage and business performance at today¡¦s competitive environment via study related documents and theories. 2. To probe into the application of strategic management on a business via study strategic management process of semiconductor product division of a company. 3. To understand related issues on semiconductor¡¦s strategic management and build up a strategic management process model via study related documents and a company. 4. To provide suggestions to the company also those suggestions can be the reference of domestic¡¦s industries while formulating and implementing strategy and managing business performance and the reference of other researchers. Conclusions of this research: 1. To build up a dynamic strategic management process model. 2. Strategic management has significant influence to business performance. 3. The effectiveness of strategic management is influenced by consistence of strategy and collaboration within organization. 4. It has a positive influence to effectiveness of strategic management on confirming and managing key processes. 5. Strategic leadership has significant influence to business performance. 6. There is a significant relationship between strategy control mechanism¡¦s build up and effectiveness of strategy. Keyword : Strategic management; Business performance; Competitive advantage; Semiconductor

TFT-LCD industry has been developing rapidly in Taiwan over last several years. Because of a large amount of investment and output value in TFT industry, it become one of the most important industry which droved relative industrial development. Japanese and Korean are known as the leading manufacturers in TFT-LCD industry. The TFT-LCD firms in Taiwan suffered difficult industrial environment. They compete with both Japanese and Korean, and earn low or negative profits. What are the company¡¦s prior strategic commitments in the face of environmental change? The purpose of this paper is to study TFT-LCD firms about their business model and strategic performance, and try to analyze the key factor of success basing on strategic management theory including ¡§five force model¡¨, ¡§resource-based theory¡¨ and ¡§resource dependence theory¡¨ etc. We may learn some lessons from firm¡¦s experiences both of success and failure, and find out why some business can be so successful and some else can¡¦t. Another important aspect of this study is to assess TFT-LCD firms¡¦ strategic performance basing on financial information, and analyzed the relation between business strategy and financial performance. For a company to have distinctive competency, it must at a minimum have either ¡§a unique and valuable resource and the capabilities necessary to exploit that resource ¡¨ or ¡§a unique capability to manage common resources¡¨. A company¡¦s distinctive competence is strongest when it possesses both unique and valuable resources and capabilities to manage those resources. This study tries to contribute to competitive advantage of Taiwan¡¦s TFT-LCD industry.

Participating in the growing research stream involving the market orientation-performance relationship, this investigation explores the impact of firms’ planning, implementation, and evolution of market orientation on financial performance. A longitudinal approach is used to capture the formation and evolution of market orientation. Evidence of market orientation as depicted in top management’s stated strategy is assessed through content analysis of 150 SEC filings (S-1s and 10-Ks) of seventy-five initial public offering (IPO) firms. The sample covers companies that went public in the years 2001-2003, and the study spans a six-year period from 2001-2007. Customer and competitor orientation are independent variables tested to predict stock return. Moderator variables of firm size, top-management-team (TMT) heterogeneity, services or manufacturing industry, and industry competitive intensity are tested in a series of regression analyses. The study involves a unique combination of features in that: 1) the market orientation of top management is captured; 2) the market orientation formation and evolution is captured; 3) secondary archival data is used in the analysis; 4) objective performance measures are utilized; 5) data from multiple industries is analyzed; 6) factors that moderate the market orientation performance relationship are studied. Contributions of this study are that it: 1) builds on the work of Gebhardt, Carpenter and Sherry (2006) using longitudinal analysis to capture the dynamic nature of the market orientation; 2) establishes evidence of variation of the market orientation across time; 3) examines the division of market orientation as separate constructs of customer and competition; 4) provides insight about important moderators of the relationship; 5) moves literature towards a foundation for a more general theory of market orientation by providing some further evidence of the construct’s relation to financial performance. Results of regression analysis provide support for customer orientation leading to superior financial performance. Significant moderator variables in this relationship include manufacturing vs. service firms, top-management-team (TMT) heterogeneity, and firm size. Unexpected results are found for competitor orientation and some moderator results are not significant.

During the last two decades, organisations in developed countries have tried different management approaches to improve their business performance, although these approaches have not always been successful. Mostly, these approachess uch as Total Quality Management (TQM), Business Process Re-engineering (BPR), and Strategic Planning (SP), have been implemented as separate initiatives and in isolation of a holistic framework to manage change in the organisation. Also, in many cases, such approaches focus on technical aspects neglecting the people dimension. In addition to the lack of attention to potential problems that exist due to national cultural differences. In order to diagnose the viability of such approaches and remedy potential causes of failure, the researcher developed A Comprehensive Model for Improving Business Performance in Industrial Organisations. A research methodology has been constructed to reach the research objectives. Content validation of the model has been achieved through the literature, a survey that was conducted with UK prominent experts, and a survey that was conducted with UK-based companies. The new model is constructed to reflect development on existing models and approaches,a nd to add other aspectsth at haven ot beenc onsideredb efore. As such, the model eliminates the gaps in the existing business models by integrating several improvement approaches into the organisation's business plan. The model is also characterised by identifying a causal relationship between its components, and providing a step-by-step modular approach for achieving improvement. The cultural dimensions have been also included, at both corporate and national levels. The model was tested for its Applicability within Jordanian Industrial Organisations. Differences related to culturalfactors such as power distance, individualism and collectivism, corporate factors, and other non-cultural factors such the country's level of development, were found to influence the model's applicability. At the end, recommendations for practical modifications and adaptations are presentedw ith a view to develop a Model for Jordan.

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The corporate accelerator Ericsson ONE, at the multinational networking and telecommunications company Ericsson headquartered in Sweden, is subject to this master thesis research. Within the organization, there was a need for a new business performance measurement system for indicating the performance and success of Ericsson ONE. The objective of this research was to find suitable frameworks and methods that can be applied when developing a customized business performance measurement system for a corporate accelerator. The goal was then to identify relevant measurements and Key Performance Indicators for Ericsson ONE to use and to visualize that data to communicate it to the users. This has been a qualitative study with ten conducted semi-structured, in-depth interviews with representatives from different departments at Ericsson ONE. Additionally, interviews were also made with representatives from an external accelerator program. The study has been following a three-step method for assessing and developing a business performance measurement system in a structured way. It resulted in a mockup of a dashboard where data for the new business performance measurements both can be collected and visualized. To ensure all important areas and perspectives of the organization are covered, the strategy performance management tool Balanced Scorecard was applied. / Företagsacceleratorn Ericsson ONE i det multinationella nätverks- och telekommunikationsföretaget Ericsson med huvudkontor i Sverige är uppdragsgivaren för detta examensarbete. Inom organisationen fanns ett behov av ett mätsystem för att indikera hur Ericsson ONE utvecklas och för att se vilken framgång som sker. Syftet med denna uppsats var att hitta lämpliga ramar och metoder för att utveckla ett anpassat mätsystem till en företagsaccelerator. Målet var att för Ericsson ONE identifiera relevant mätbar data utifrån lämpliga ramverk samt att visualisera och kommunicera denna data för användarna. Denna kvalitativa studie har genomförts genom att representanter från olika delar av Ericsson ONE har intervjuats på ett semistrukturerat sätt. Även representanter från ytterligare ett acceleratorprogram har inkluderats. Projektet har följt en trestegsmetod för att utvärdera och utveckla ett mätsystem på ett strukturerat sätt. Detta resulterade i att en mockup för en dashboard har utvecklats där data och mätindikatorerna kan samlas ihop och visualiseras. För att säkerställa att alla viktiga områden och perspektiv i organisationen täcks, användes strategihanteringsverktyget Balanced Scorecard.

Entrepreneurial orientation (EO) contributes to performance with an outlook on business growth as well as business development and improvement. It is predicted that the failure rate of small, medium and micro enterprises in South Africa is between 70% and 80%. Millions of rands are being lost on new venture creations because of mistakes and problems that could have been avoided. The survival rate of SMME‟s in South Africa is relatively low indicating that less than half of newly established businesses survive beyond five years. There are a number of similar undesired events surrounding entrepreneurs. These events called for a study on entrepreneurial orientation with the aim to improve on the current situation. The South African government Gazette (2009) indicates that small and medium-sized enterprises contribute positively to the South African GDP and it is essential to help these businesses to grow and to develop. The primary objective of this study is to investigate entrepreneurial orientation in small and medium-sized businesses in South Africa and to assess the awareness and application of the five EO-dimensions, in order to ultimately promote entrepreneurial orientation in the entrepreneurial environment so that businesses can be successful and sustainable. The field of study is entrepreneurship with reference to the impact of entrepreneurial orientation on business managers and entrepreneurs, managing and creating South African SMME‟s. The private sector with specifically regard to micro, small and medium sized-enterprises in South Africa is under investigation. The study was carried out on selected product and service suppliers in the region of the North-West and the Gauteng provinces. Only businesses older than one year was considered during the research process due to the fact that most businesses that have not yet reached the first year is still under establishment. / MBA, North-West University, Potchefstroom Campus, 2014

Small business owners play a leading role in the United States economy by creating jobs and driving innovation. However, half of all new small business owners close their doors before their 5th anniversary. Following the entrepreneurship theory, the purpose of this multiple case study was to explore what strategies 5 small business owners in the food and beverage industry in the San Francisco Bay area used to survive beyond 5 years of operation. Data sources included semistructured interviews and company documents. Data analysis included descriptive and process coding of the data and use of NVivo to identify themes. Based on thematic analysis of the data, the emergent themes included: human capital, business goals, and growth through innovation. Participants relied on business knowledge to start and sustain their businesses; set incremental goals for growth and aligned business decisions to achieve those goals; and maintained a competitive advantage by implementing innovative and creative changes to their products and services. The implications for positive social change include the potential to provide small business owners and potential small business owners with strategies to sustain their businesses beyond the 5-year mark, thus contributing to economic growth of their businesses, their employees, and their local economy.

When managers face the choice of decision-making financing tool, how to assess the status of the selected company's corporate profit and shareholder equity of the financing tool for maximizing. This study focused on the Taiwan Listed electronic industry, ownership structure and the different financing tools on the issue of the impact of corporate performance The data are using Taiwan Stock Exchange Market Observation Station of the company's financial number, Taiwan Economic Journal database of financial information of listed companies and various listed electronics company Annual Reports. The use of statistical analysis methods, including: t test, one way analysis of variance, and correlation and regression analysis. The results as below: 1. Electronic industry financing tool for the proportion of ownership structure and financing impact; 2.Electronic industry financing tool have an impact on business performance; 3. Electronic industry financing ratio will be part of the performance indicators impact; 4. Electronic industry financing tool part of the index change over time; 5. Electronic industry and mostly the equity structure will change with time; 6. Electronic industry financing percentage change over time.