Lic.-avh. (sammanfattning) Stockholm : Kungliga Tekniska högskolan, 2007. / Härtill 3 uppsatser.

Diss. Växjö : Växjö uniersitet, 2007.

Medical examination is the use of modern physical and chemical methods, laboratory technology, medical equipment for clinical diagnosis and treatment, provide a reference. In vitro diagnostic medical devices (IVD) known as the medical testing equipment in addition to early and accurate diagnosis, as well as effective monitoring of patient treatment. "Medical Technology" is a very professional industry knowledge and application of the medical laboratory is through the manufacturers to develop transferred to the medical practitioners, industrial and information technology improved rapidly in recent years, resulting in the medical inspection of product innovation; as knowledge economy era, the diversification of customer needs, business risk increases, more intense market competition, companies want to stand out in a competitive environment, it is necessary to construct their own core competence in order to create competitive advantage. Operators to think about how to find, identify the core competitiveness of the way, helping the enterprise training, consolidation, application and conversion of the core competitiveness in order to obtain sustainable competitive advantage. In this study, on the one hand through literature, to understand the definition of the core competence, type and resolution; the other hand, the AHP method, defined in accordance with the core competence of literature, characteristics, and characteristics of the industry of medical testing equipment industry made the questionnaire,expert questionnaire, and a successful visit to the case of high-end decision-making management of mid-level management and senior grassroots cadres of 20 experts, to discuss the company's core competence of medical testing equipment. According to the results: the core competence of the medical testing equipment industry in order (1) after-sales service, (2) professional and executive power, (3) high-end quality of decision making, (4) Product Marketing, (5) Management capabilities, (6) network capacity, (7) human Resource Management, (8) product competence, (9) organizational culture, (10) logistics Management, (11) Brand / goodwill (12) market coverage.

This thesis is a case study about the transformation processes for a petrochemical corporation in Taiwan during the last thirty-nine years (1965~2003). We adopted the Grounded theory as the research method to probe the relationships between growth and change for the case company. We had several interviews with senior managers. In addition, the public reports about the company are also collected, such as news and financial analyses on newspapers or journals. There have been four phases of company development that are divided by three changes. According to the findings in this research, it is concluded that most of the transformation or change decisions were based on the core competence. Therefore, the R&D capabilities that have been much emphasized by the company provide the speed and flexibility for the company to adapt the industrial dynamics. Another important factor is the vision of the executive managers. They make good decisions because they foresee the company needs for the growth associated with the environmental changes. Finally, we have found that the core technical competence plays the essential role for the corporate transformation. Enterprises should well recognize their cores and then develop proper business strategies. They should plan for changes and incorporate them into organizational process to establish a company¡¦s culture

In recent years, the rapid change of business climate, has cause a dramatic increase in investment risk throughout the world. The days of exponential growth and high profit margins are gone. Industries are facing an overly competitive environment and down-cycling in many sectors. Companies are focusing more on cutting costs, outsourcing manpower, shifting manufacturing to China, organizational downsizing in order to maintain a competitive edge. In the other hand, industry is transforming in ways like never before. New hiring practices and modern horizontal management structuring have given both managements and applicants a better outlook of working value. The concept of employee dispatching is gradually prevailing. However, what¡¦s the meaning and benefit of using outsourcing strategies to the employers? Case study is adopted in this research, and this is an exploratory study. We try to sketch the outline of the local dispatch method and compare the dispatched work agency and user enterprise in Taiwan. Furthermore, according to the above findings to foresee that how workforce outsourcing works in the near future. From this research, we can conclude that¡G 1¡BThe main considerations of company using dispatching workers are more focus on organizational flexibility and reduce the risk of hiring. 2¡BThe values of using dispatch workers are arising different benefits along with the scale of each organization, industrial nature and core competence of different businesses. 3¡BEmployers will measure the cost of hiring by themselves with the transaction cost of outsourcing before their decision of using dispatching workforce. 4¡BThe so-called ¡§Core Value¡¨ of each business which has few related to the ¡§difficulty¡¨ of the jobs, but mostly defined by business owners¡¦ recognition to the job function / position. 5¡BIn Taiwan, the outsourcing service is expecting to integrate with HR full functions to be a total solution provider or to develop in depth service to become a specialist. Then the outsourcing shall become not only a value-added service to the companies but also the strategy partner between both parties. Keywords¡GTransaction Cost¡BOutsourcing Workforce¡BOutsourcing Benefit¡BCore Competence

Abstract This feasibility study is about setting up an assessment center in Chunghwa Telecom. The program is at the preliminary stage and thirty one assessors have been trained. The researcher asked those assessors to rank the importance of the forty core competencies identified for the target positions (section chiefs and center directors). Each assessor made the ranking twice: in theory (i.e., the ideal situation) and in practice. The template-matching technique was used to study the core competence fit between these two. The major empirical findings of the study are as follows: 1. There exists a general fit between the competencies for the ideal state and the practical state. 2. There are a few significant differences between the rankings for the two states. In nowadays, lower requirements for planning ability, judgment, training subordinates, and financial analysis, but higher requirements for persuasion, written ability, and body language. 3. There are age differences for the degree of fitness. 4. Those who have been certified as assessors have a stronger confidence in the assessment center.

ABSTRACT After join the World Trade Organization (W.T.O.) this year, the domestic enterprises shall be situated in a free-trade environment to face more stronger international competitors, severer environments protection regulations and the more requirements of new technologies. Under this condition, most of the enterprises usually scale up themselves and shift their management mode to group development to face the new competitive environments. China steel corporation group endeavored to run multilaterally. Since the privatization of 1984. This research try to analyze how the CSC group decide the direction for investments according to their core resource and competence on new business scope, and how try transfer or build up the core resource and competence to their daughter companies, and during the multilateral managements process, how they reutilize it to produce new resource and management efficiency to feed back in time to the resource suppliers for their development and make the CSC group to be competitive for ever.

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Abstract As we know, Taiwan¡¦s software and system application industries are facing severe challenge and great impact under current worldwide crisis and depression. However, the know-how IC design companies became main supporters of Taiwan IC industry already. In view of this, those high-tech IC design houses must surpass others in their organization and management. This research report tried to summarize those deeds to benefit others. The sponsors of this research are Etrend Electronics and Himax Technologies, which based on Tainan Science Park. Entrend Electronics is focus on DSP IC design, and Himax is producer of TFT-LCD component.This study will separate three sub-reports to describe following subjects: company¡¦s organization, company¡¦s goal and strategy, and core technology and product development. Besides,this study will also discuss the difference between those two companies from two points of view: why setup IC design house and the variance of technical strategy. This study reveals following new discoveries: 1. the sponsors are new tech followers, 2. The sponsors gain new tech via internal R/D, 3. Parent company or business group is userful for acquiring technology, 4. Patent is a way to protect core technology, but it is not best way, 5. HR will effect technical organization, 6. Quick market¡¦s occupation and product variance are company¡¦s product strategy, 7. No sponsors emphasize knowledge management. Finally, based on the research findings, this study proposes conclusions and suggestions for managers or entrepreneurs in the directions of strategy planning and decision-making.

ABSTRACT Along with the progress of science and technology and the development of information, the competitions between enterprises are becoming more and more intense which leads one to wonder how an enterprise can stand out among its numerous competitors. Therefore, one of the important challenges which determine how an enterprise could succeed is how to distribute its resources to create a core-competence for future business opportunities. It should also be able to find new application for its existing core competence. Not only that, for building its core competence an enterprise needs outstanding people and as such, how to manage its human resource to create core competence should also be an important theme. Most of the HR employment method only focuses on one particular group of people, hence overlooking the fact that different groups within an enterprise could be employed for different task. In view of this, this research is based on the constructive viewpoint mentioned by Prahalad & Hamel (1994) on core competence, together with Lepak & Snell¡¦s(1999) architecture of human resource. This research circles around four different stages ¡V maintenance of core competence, innovation of core competence, extension of core competence and development of new capabilities. It studies the types of method, relation and structure an enterprise should adopt in order to acquire the necessary HR and develop a HR strategic structure which could stand the test of time. Adopting an in-depth interview method, this research targeted a certain large scale English tutorial centre in Kaohsiung as the subject of study. It studied the human resource employment mode, relation and HR configuration adopted by this tutorial centre to build up its core competence. The result of this research showed: 1. Company A adopted internal development method, a business transaction or partnership type of relationship and market-base and commitment HR configuration to build its human resource on maintaining core competence. 2. In creating new core competence, Company A adopted internal development method as well as recruitment of talents method. Relationship adopted was that of business transaction and partnership type and HR configuration was that of market-base and commitment. 3. Method adopted for expansion of core competence was pretty much the same.