The Commercial Times reported on 9th December, 2010 that EU imposed a fine of 26 billion on five TFT-LCD firms. Also it was covered that during the enforcement of Antitrust, Samsung was indemnified against punishment since it acted as an informer, while Chimei Innolux incurred the heaviest fine of £á0.3 billion. Samsung is not only playing the role of a supplier to TFT-LCD firms in Taiwan, it is also a competitor and an important customer of them. At the time when 911 terrorist attacks happened in USA, global economy had entered a deep recession. Taiwan¡¦s TFT-LCD industry formed an alliance with Samsung after experiencing a deficit for three consecutive quarters. However, when investigation of Anti-dumping was undergoing, Samsung betrayed its promises. By studying this incident, the co-opetition relationship between Samsung and the TFT-LCD industry in Taiwan was being explored. Besides, how and what the industry should learn from this lesson is reviewed from the application of co-opetition strategies as well as the viewpoint of Game Theory.

Abstract Since the beginning of this new century, global steel industries have gone through dramatic change. From the researches we have observed, the following major changes have taken place. Number one, the¡¥death spiral¡¦in 2001 to the¡¥volcanic eruption¡¦in 2003; steel prices appeared as V shape fluctuations. Global steelmakers¡¦ raw materials, including iron ore, coking coal, hot-rolled band, pig iron and even steel scrap, prices are constantly on the rise; Survival Success Surprise was what many people in this business were saying. The second, reflecting this late-2001 pricing catastrophe, steel mills began to adopt new behavior patterns of rationalization¢wSmall is Beautiful ¡¥. In order to survive in some cases, and to win in others, the steelmakers: a) implemented more rapid production cutbacks once steel prices started to fall; b) closed marginal facilities and c) increased M&A activity.It suddenly became an international trend to merge and merge again;and the appearance of the Acelor Mittal giant steel company, people called this the Metal Mettle Mittal phenomenon. The third was that the Flying-geese Theory and steel industries began to spread across Asia, from Eastern Japan, Korea, and Taiwan, to Northern China, and to Southern India. Asia became the world¡¦s steel industry center. Just as the book,¡mChina Shakes the World: the Rise of a Hungry Nation¡ndescribes, China has became a ¡§magnetic field¡¨ in the global steel industry. China¡¦s steel production increased rapidly and caused supply to exceed demand. The fourth is that global steel industries are now ushered in the energetic resource constraints era, and not the capital constraints anymore. Upstream mine sources are monopolized, more than 70% of global mining sources are owned by three major companies. In the future, global crude steel manufacturing bases will leave the main steel consuming countries and settle down in countries that are rich in mine resources to produce steel. The fifth is identical with what¡mThe Age of Discontinuity¡npointed out. The beginning of a Sigmoid Curve includes Modern Imperatives, Market Smart, and Future Scenarios; the discontinuity of global steel industry and major changes are hard to predict. The demand, growth, and price change models are not the same anymore. However, perhaps there will be a stable New Continuum when discontinuity comes to an end. The local structure of steel industries is also going through dramatic change; it used to resemble a giraffe, now it looks like Steven Spielberg¡¦s ET! Local upstream cannot provide enough semi-product steel, imports of 7 to 8 million tons of semi-product steel manage to keep this in balance. Midstream steel industries, especially single rolling mills flourish. Yet the sizes of downstream processing industries are small with low added value. The demand is not enough to absorb the production of midstream mills, causing midstream steel rolling mills to rely on massive exports. A small head with a big body and skinny legs is like a giraffe, which is just the case in Taiwan¡¦s steel industry. Whenever local steel market is sluggish, the prices are subject to change. Taiwan¡¦s steel is mostly localized in the Asia area, while joining the WTO, internationalization, and globalization will only make competition worse than ever. The plans for a big steel mill in Yunlin and expansion of another large steel mill in Taichung will cause them to face local production surplus problems; the head has become larger than the body, just like ET. Asia¡¦s steel is mainly consumed by China, yet China is constantly increasing production capacity, causing the Taiwan steel material export and domestic market to shrink. If political factors are added into the mix, the market will become even harder to predict. The competition of steel mills in Taiwan faces with China, India, Japan, and Korea steel mills shall prove to be a very harsh test. They made NT $45.1 billion in 2003, NT $65 billion in 2004, NT $65.1 billion in 2005, NT $47.7 billion in 2006; estimates say they will make NT $60¡ã70 billion in 2007. At least one amount of capital can be made every two years in the Steel Mill C, causing them to have a global leading profitability. Their strategic management is something we should look upon and conduct research on; this also includes their learning and application of strategic planning, their sharing and exchanging of strategic execution experiences, and their innovation or revolution in visions or goals, etc. They are considered a capital and technology intensive industry, and with adequate management systems, they have become the role model of a sustainable competitive advantage and a perpetual operation and sustainable development. High-ranking finance personnel in the government point out that anybody can make money out of the Steel Mill C. Is that really so?! Our research reveals the sustainable competitive advantage of enterprises with high profit and low growth rates, we used the Steel Mill C as an example; the only integrated steel mill in Taiwan that makes everything on its own has a very high productivity that made it become one of the worlds most competitive steel mills. They constantly maintain high productivity with low costs. Thus, their core competence is actually their sustainable competitive advantage in long-term, and not their high market share. When an enterprise develops, it should focus on increasing its profit and growth at the same time; when the profit condition is better than growth, start focusing on growth (and vice versa). According to the World-Class Steelmakers¡¦ rankings by World Steel Dynamics, we find the mill is trying to be far away from a haze of low growth by expanding capacity. To come up with the following five internationalization strategy suggestions is that we give to our steel mill subject: 1. Construct competitive powers and strategies of growth with quantity and quality of production at the same time. 2. Maneuver to enter international markets.of low cost product and high growth boom 3. Focus on strategic products and valuable international product strategies. 4. Take control of multi-national vertical integral investment mineral related strategies. 5. Come up with the positioning strategies of a perpetual operation and sustainable development. within the global steel industry value chain. Have a vision, persist on fulfilling the core values, grasp hold of core abilities, construct a competitive edge, seize chances, actively plan beforehand, and take control of the future. Choose the right time, use the right tactics, and do the right things to survive and succeed as a going concern of world class steelmaker.

In this paper I start from the exploration of the change of industrial structure during the economic development in Taiwan after World War II. Through the document analysis, I find out the reasons why the manufacture and service industries move outside to mainland China and other areas around the world are because of the extension of market and the cut down of cost. Since China is the most important trade partner of Taiwan, I focus the study on the economic zones in China, especially the economic zone of West Coast of Taiwan Strait (West Coast economic zone). The argument of this paper is that Taiwan should take advantage of the favor policy of economic zones in China and build the supply chain in the certain economic zones with local comparative advantage industries. And the evaluation of Taiwan¡¦s economic strategy depends on which economic zone in China can offer the supply chain advantage industries with the need of Taiwan¡¦s industries. After the comparison of the current trends of the investment of Taiwanese businessmen in West Coast economic zone and other economic zones in mainland China, I find out West Coast economic zone is not Taiwanese businessmen¡¦s best choice to invest. To attract more investments from Taiwan, the authority of West Coast economic zone should alter its favor policy according to co-opettion strategy and to meet the need of Taiwan industries. In conclusion, I suggest the authorities on both side of Taiwan strait should offer the need of local comparative advantage industries according to the supply chain theory, by this way, we can get a win-win result for the both side of Taiwan Strait.

金融科技(Fintech)，結合了 Financial 和 Technology 二個單字所組合，泛指一群企業運用科技手段使得金融服務變得更有效率，進而形成一個產業。這些科技公司運用了通路（硬體或平台）或是技術（大數據、區塊鏈、物聯網等等）和金融服務做結合，進而改善或提供新的金融服務，而這些創新的商業模式，也讓科技公司進入了金融科技這個領域。 本研究採用個案研究法藉由個案公司來找出他們的商業模式加以分析，探討個案公司之商業模式，找出關鍵成功因素及探討個案公司與金融科技業者及金融業者之競合策略。 本研究主要目的在融合學術架構、產業實務，找出金融科技業關鍵成功因素，如何有效運用產業、商業模式與競合策略這三層面向，來協助達成金融科技業成長的目的。

Cette thèse s’inscrit au croisement de l’entrepreneuriat et du management stratégique. Elle contribue à l’émergence d’un nouveau courant qui s’inspire de l’approche écosystémique et qui vise à mieux comprendre le rôle du contexte sur les dynamiques entrepreneuriales. Son objectif est plus précisément une meilleure compréhension des stratégies des incubateurs dans l'écosystème entrepreneurial. Cette recherche s'intéresse également à la relation entre ces stratégies et la performance des incubateurs. La thèse sur travaux s’articule autour de quatre articles et s’appuie sur une méthodologie mixte séquentielle combinant des méthodes qualitatives et quantitatives. Une étude qualitative a été menée auprès de 48 acteurs de l’écosystème de l’accompagnement entrepreneurial du Sud de la France. Cette recherche a été prolongée par une enquête quantitative conduite au niveau national en récoltant 156 questionnaires auprès de directeurs d’incubateurs. La contribution conceptuelle majeure repose sur une théorisation de l’écosystème entrepreneurial à partir de l’approche multi-niveaux et de la théorie du capital social. De plus, elle offre une vision holistique des stratégies des incubateurs en privilégiant une approche en termes de co-opétition. Enfin, elle permet de tester le lien entre l’écosystème, la stratégie et la performance. Nos résultats montrent des effets positifs de la stratégie de co-opétition sur la performance. La mise en œuvre de cette stratégie apparaît comme l’une des conditions pour construire un écosystème entrepreneurial durable. Des implications et recommandations sont formulées et aboutissent notamment à l’élaboration d’un plan d’action stratégique pour les acteurs de l’écosystème entrepreneurial. / This thesis is at the intersection of entrepreneurship and strategic management. It contributes to the emergence of a new theoretical steam inspired by the ecosystem approach and which aims to better understand the role of the context on the entrepreneurial dynamics. Its objective is more precisely a better understanding of incubator strategies in the entrepreneurial ecosystem. This research also addresses the relationship between these strategies and the incubators performance. The thesis by publication is structured around four articles and is based on a mixed sequential methodology combining qualitative and quantitative methods. A qualitative study was carried out among 48 actors in the entrepreneurial support ecosystem in the South of France. This research was extended by a quantitative survey conducted at the national level, collecting 156 questionnaires from incubator managers. The major conceptual contribution carries on a theorization of the entrepreneurial ecosystem based on multilevel approach and social capital theory. In addition, it provides a holistic view of incubator strategies by focusing on a co-opetition approach. Finally, it allows to test the link between the ecosystem, the strategy and the performance. Our results show positive effects of the co-opetition strategy on performance. Implementation of this strategy appears to be one of the conditions for building a sustainable entrepreneurial ecosystem. Implications and recommendations are formulated, leading in particular to the elaboration of a strategic action plan for the actors of the entrepreneurial ecosystem.