The study is focus on intangible assets of medical biotech industry, which is to analyze the factors of value drivers. It is utilizing the value chain, complementary assets, type of industries evolve and momentum formula of physics to build up the model of intangible assets value drivers. The power of intangible assets value drivers can be described as a formula as: (mass ¢® velocity)•direction of industries evolve. Not only we can understand the meaning of factors of intangible assets value drivers through the model, but also we are able to analyze the power of intangible assets value drivers about Taiwan medical biotech industries. Following, is the result of this study: 1. Taiwan biotech pharmacy/chemical pharmacy and gene detector chip industry don¡¦t have ability of intangible assets value drivers. 2. Taiwan medical device industry has the lower ability of intangible assets value drivers. 3. The direction of Taiwan medical biotech industry evolvement is the creative type. 4. All factors of intangible assets must be taken care. If any factor is neglect, the overall power of intangible assets value drivers will have a lower affection. Following, is the meaning of the result of this study: 1. Both of internal resource and external industry structure will influence the power of intangible assets value drivers in medical biotech industry. 2. The companies strive hard by placing more resources and trying to produce the intangible assets, which might not be able to create the value positively. 3. The three key factors of intangible assets all must be taken care in order to create the value. It is impossible to be success, if only depends on single factor that even has the good performance.

High oil price causing high cost of chemical industry, therefore the companies must pay attention to recycle of petrochemical sources, especially the reusing of wasted plastics which speeded global innovation of related techniques and formulas. The cost competition impact forced the plastic companies to raise effective strategy to avoid being expelled from the market. The research aims at three points: firstly, discussion of the facts of plastic recycles between Taiwan and China; secondly, discussion of the strategies of plastic recycles between Taiwan and China and the third, setting up the disruptive innovation strategy module of plastic recycles. The discussion of the theme focuses on organizational strategy, key success factors analysis, the third generation R&D and disruptive innovation. Through the analysis and discussion of some companies as well as the testing of plastic recycles disruptive innovation strategy module, it turns out to be the conclusion and suggestion for plastic recycles disruptive innovation strategy module.

Viewing peer relations as markers of children’s adjustment, the present thesis examined the associations between disruptive behavior problems (i.e., symptoms of Attention Deficit Hyperactivity Disorder [ADHD] and aggression) and peer relations. A second aim was to examine how children’s cognitive functioning and view of self and of their social standing are associated with their peer relations and interactions. Gender differences in the above relations were also examined. The findings indicate that although disruptive behaviors are related to poor peer relations, low levels of prosociality (Study I) and poor cognitive functioning (i.e., poor executive functioning; Study II) exacerbate children’s peer problems. Further, overly positive perceptions of one’s social acceptance and low global self-evaluations were both related to aggression within the peer group (Study III). As regards gender differences, high levels of symptoms of ADHD and poor executive functioning, had graver consequences for the peer acceptance of girls’ than of boys’ (Study I and Study II) indicating that these characteristics may not fit the cultural stereotype for girls. Results are discussed in terms of viewing poor peer relations as indicators of problematic adjustment, and also, in terms of assessing the particular significance that peer relations have for children’s self-view and behavior within the peer group. Implications of the findings as regards the interactions between behavior, cognitions, and gender on children’s peer relations are also discussed.

The creative destruction of existing industries as a consequence of discontinuous technological change is a central theme in the literature on industrial innovation and technological development. Established competence-based and market-based explanations of this phenomenon argue that incumbents are seriously challenged only by ‘competence-destroying’ or ‘disruptive’ innovations, which make their existing knowledge base or business models obsolete and leave them vulnerable to attacks from new entrants. This paper challenges these arguments. With detailed empirical analyses of the automotive and gas turbine industries, we demonstrate that these explanations overestimate the ability of new entrants to destroy and disrupt established industries and underestimate the capacity of incumbents to perceive the potential of new technologies and integrate them with existing capabilities. Moreover, we show how intense competition in the wake of technological discontinuities, driven entirely by incumbents, may instead result in late industry shakeouts. We develop and extend the notion of ‘creative accumulation’ as a way of conceptualizing the innovating capacity of the incumbents that appear to master such turbulence. Specifically, we argue that creative accumulation requires firms to handle a triple challenge of simultaneously (a) fine-tuning and evolving existing technologies at a rapid pace, (b) acquiring and developing new technologies and resources and (c) integrating novel and existing knowledge into superior products and solutions. / Knowledge Integration and Innovation in Transnational Enterprise

Background: There is an increasing amount of arguments made that new business models are the solution when companies and industries face radical changes in the environment. To be able to prosper in the long run, organizations must reinvent themselves over and over again. Many authors (e.g. Abernathy & Utterback, 1978; Christensen, 1997; Kim & Mauborgne, 2005; Ries, 2011) claim that big, radical, reconfigurations are needed in order to prosper in the long-term. Theories, concepts and framework have been developed to answer how this reconfiguration should happen within organizations. However, the concepts derived are just parts of the solution, and none take a holistic approach, trying to cover them in a practical framework that could be used by organizations. Aim: The aim of the thesis is to propose a framework that enables organizations to systemize their innovation processes, making them flexible enough to repetitively seize opportunities through business model innovation where new value can be created and captured. The proposed framework aims to enable organizations to start discussing how they should create and capture new value and give them a more pragmatic view on the innovation process. It also aims to act as a starting point for future research. Methodology: The thesis follows March & Smith’s (1995) design science methodology in order to build and evaluate the framework. This is done in three steps; first by building a model from theory. Second, the emergence of business models in three different case companies are compared and investigated qualitatively. Lastly the model and the factors derived from the data are contrasted and a framework is built and evaluated. Findings & Conclusion: The basis of the derived framework proposes for big steps to change, and create and capture new value; analyze the basis of competition in the macro and micro environment, analyze and experiment with different non-customer tiers, experiment with the creation of value and experiment and analyze the capture of the value created. More tangible tools are proposed for each of these steps. Actually testing the framework and further evaluating and theorizing of the framework is proposed as future research directions.

Denna studie behandlar teorin om disruption samt hur högskolan kan med hjälp av denna teori skapa nya utbildningar som är mera meningsfulla för studenterna. Fokus ligger på hur världen runt omkring högskolan förändras vilket gör att högskolan behöver förändras för att kunna erbjuda utbildningar som är relevanta för studenter i framtiden. För att klara av detta behövs en ny affärsmodell utvecklas som kan skräddarsy utbildningar till studenter efter deras unika behov. Orsaken till varför inte den traditionella högskolan kan erbjuda skräddarsydda utbildningar är för att affärsmodellen är standardiserad och ömsesidigt beroende. Även sättet att leverera kunskap på behöver förändras från traditionell undervisning till en datorbaserad undervisning. En av slutsatserna i denna studie är att en disruptive affärsmodell sannolikt inte kan implementeras inom högskolan, eftersom den då skulle bli omformad så att den liknar den gamla. Istället måste en separat affärsmodell bildas som kan verka oberoende från den traditionella högskolan.

AbstractTitle: Incumbent firms and Response to Disruptive Innovation through Value Network Management - Lessons from Eastman Kodak‟s failure in the digital eraAuthors: Helen Gebremeskel Tesfaye & Thi Hong Nhung NguyenSupervisor: Marie BengtssonBackgroundThe question of why incumbent or established firms get into difficulties when they are faced with disruptive innovations has been extensively researched and discussed by many authors. Many explanations given for such failure seem to take “inside-out” approach by focusing on problems of organizational inertia, complacency, lack of insight and incompetence. On the other hand, Christensen‟s (1997; 2003) explanation takes an “outside-in” approach by focusing on the role of established firms‟ value network, particularly mainstream customers, as a determining factor to what incumbent firms can and cannot do.Purpose(i) Examine comprehensively the impacts of the value network on the incumbent firms when they are challenged by the arrival of disruptive innovations; (ii) Developing a model for the incumbent firms to recognize and manage effectively changes occurring in the value network in the face of disruptive innovations; and (iii) Gain a new insight into Kodak‟s failure in the reign of digital technology from the value network management perspective.DefinitionsDisruptive Innovation: Disruptive innovations in this study are considered as new products based on new technologies and which provide different attributes or product characteristics than what the company‟s mainstream or established customer segments historically value, while at the same time bringing new performance attributes to the market.iiValue Network: Value network is the context or environment within which a firm identifies and responds to customers‟ needs, solves problems, procures input, reacts to competitors and strives for profit.ResultsA Value Network Management model is developed for the incumbent firms to recognize and manage effectively changes occurring in the value network caused by the arrival of disruptive innovations. More specifically, the model aims at helping firms to overcome insight and action inertia and to choose the right partners among various new actors entering the value network. This model is iterative in essence and incorporates steps of searching/scanning, value network analysis and partner selection on the basis of appropriate role selection in the value network.

Abstract The more and more IC makers take the Research job in Silicon Valley, development in Taiwan and China, Design for Manufacturing in Taiwan and Marketing in China. There are plenty of complete Supplier Chains with organizing the companys of IC Resign, Foundry, Si-IP, Subcontracted Assembly & Test Service. The capacity offered is almost over 60% worldwide with very high technique and quality level. This is getting more dominantly important to provide turn-key service durin IDM shrinking trend. Meanwhile the great gap in the supply chain is expanding in IC testing design and manufacturing, which is the bottle neck of IC industry in either cost, technical or turn-around time. The research is subjected to get a workable business model of IC testing Design Service working with a right product Segmentation, Targeting, Positioning to compensate the gap. The research takes kinds of reference of Competitive Advantages, Competition Strategies, Co-petition Strategy, Competition, Strategy, and Disruptive Innovation to construct the research model. IC Testing Design is an innovative business model in Taiwan Industry. Conseguently the research collects opinions from high level managers of IC industry. It also does a case study by using the case of BEST-itech, which is the first supplier of IC Testing Service in Taiwan market. We could learn the SWOP to see how to provide the Testing Design Service in right positioning and strategy. The targeting customers are all in the Supply Chain of Virtual IDM, including IDM, Foundry, Design House, Design Service, Test & Assembly, ATE Vendor, FA House etc. During the resession of 2008, much more demand toward Virtual-IDM is firmed. The outsourcing demand of IC testing design is getting clear. ATE vendor¡¦s market scale growth is getting slow as well as the ASP. So the requirement and opportunity of IC Testing Design Service is happening. The research concludes the IC Testing Design is a workable and necessary sub-chain in IC-subcon supply. The Value Network is a good model to tell how to transfer the comptition to be the compensator or customers for all players in the supply chain. The research also concludes 4 segments necessary in the IC Testing Design business model. Those are 1. Tester Opt ionization of Utilization. 2. Device Interface Integrated with Testing Design. 3. Add-on Solution Implement in Testing Tech-Gap. 4. Test Floor Automation and SPC Testing. Hopefully this research could provide a good picture to start the innovative business model to help the IC industry.

S. David Young and F. O¡¦Byren (2000) divided the economic value added (EVA) into two parts, current operating value (COV) and future growth value (FGV). From financial markets, it was found out that the fluctuations of stock prices of businesses were mainly based on the expectation of the investors to the operation performance and future growth of the businesses. Hence, the businesses can create higher market value only their substantial growth rate exceeds expected growth rate from the market. This study adopts O¡¦Byren¡¦s theory (2000) to do the empirical case study of IC design industry in Taiwan. Firstly, the relationship between future growth value of business and their long term equity input rate (LTEI/IC), net operating profit after tax (NOPAT(G)%), Gross Profit/OE were examined. Secondly, by paradigm empirical case study, this study tries to find out the relationship between the factors that affect future growth value of business and the innovation strategy. Thirdly, this study tries to figure out recommendations for the business to enhance its future growth value. This study finds out the factors that affect the future growth value (FGV), in stock market, of business of IC design industry in Taiwan. The investors focus on NOPAT(G)% for on-growing businesses; they focus on continuous growth of Gross Profit/OE for expanding businesses; and they focus on higher expectation of investment performance from LTEI/IC for mature business sectors. In addition, the results of this empirical study of investors¡¦ expectation on the growth of MediaTek Inc. are as follows: 1. Its Gross Profit/OE and NOPAT(G)% are obviously superior to the other sample business sectors. 2. There is positive correlation between Gross Profit/OE and NOPAT(G)% for killer applications (high market-share products) resulted from applying disruptive innovation strategy. In conclusion, this study provides some recommendations for the businesses pursuing incremental growth or constant growth, as below: 1. Competition strategy decision: To take the innovation strategy in accordance with the performance and specification of the products, target customers and business models. 2. Effective cost control: Continuous improvements by innovative concepts and managements to reduce the costs in marketing, R&D, management, risk from material acquiring, yield rate and operation costs, etc. 3. Profit maximization: It is the key for business success and profit to apply correct innovation strategy as well as effective cost management.

The impact on the UK recorded music industry of digital music files distributed via the Internet has been studied using Clayton M. Christensen's Disruptive Innovation Theory. The study has identified that the recent innovation of Internet retail and distribution of digital music files was indeed disruptive (rather than sustaining) in nature in its impact on the established UK record manufacturers and retailers. Furthermore, Christensen's theories have been used to investigate the factors (assets, culture and capabilities) that impeded the established UK recorded music manufacturers from adopting and promoting the new technology to create a digital consumer proposition. The reluctance of the established record manufacturers to embrace and therefore control the new technology of digital music files distributed via the Internet allowed new retailers like Apple's iTunes to become the dominant providers to the new digital consumers. The study therefore considers and identifies the organisational assets, culture and capabilities that created the most successful Internet retailing operation for digital music and in so doing reveals how to incorporate and harness disruptive technology for commercial gain within the established recorded music industry. Finally, the study proposes a strategic framework for UK recorded music companies so that they can respond successfully to disruptive technologies that will in future alter their market sector, including consumer attitudes and music usage. This framework will give the record companies the opportunity to manage the impact of disruptive technologies, enabling them to adapt their business strategies and tactics to provide a service that meets consumer needs the next time an innovative technology impacts the established manufacturing and retailing paradigm.