Diss. Linköping : Univ., 2004.

The decision to enter a foreign market has long-term implications for the investing firm, as has its choice of entry mode. The hierarchical model of market entry modes proposes that entry modes can be categorised as equity-based or non-equity based, and further categorised by type as joint ventures and wholly owned subsidiaries, exports and contractual agreements. The hierarchical model of market entry modes proposes that there are factors that influence the entry mode at the level of equity versus non-equity but not within the type of equity or non-equity.

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No description available.

The decision to enter a foreign market has long-term implications for the investing firm, as has its choice of entry mode. The hierarchical model of market entry modes proposes that entry modes can be categorised as equity-based or non-equity based, and further categorised by type as joint ventures and wholly owned subsidiaries, exports and contractual agreements. The hierarchical model of market entry modes proposes that there are factors that influence the entry mode at the level of equity versus non-equity but not within the type of equity or non-equity.

Taiwan semiconductor manufacturing industry ranks top in the world for the production and has a great contribution to Taiwan economics. However, the industry produces a significant amount of volatile organic compounds (VOC) into the air. According to EPA of Taiwan, the annual VOC emission amounts from the industry were approximately five thousand tons, a major stationary source of VOC emission. The EPA has implemented the air pollution control regulation for semiconductor industry, in which the VOC emission amount should be below <0.6 kg/hr or the removal efficiency should be >90% for each factory . The conventional control technologies for the VOC emissions was concentration using zeolite followed by thermal oxidation. However, the high boiling points of VOC is difficult to desorbed from zeolite and it required the water to wash the zeolite. This would reduce the removal efficiency of zeolite. This control processes have high operation cost and may produce byproducts required for further treatment. Advanced chemical oxidation process (AOP) recently has gained tremendous attention as an emerging control technology of VOC due to low treatment cost and few oxidation byproducts. The major oxidant of the technology is believed to be hydroxyl radicals, which can react organic compounds at very reaction rates. A majority of VOC emissions from the semiconductor industry are highly soluble and can be easily dissolved into water by scrubbing process. However, the wet scrubbing process can produce a significant amount of wastewater. The objective of this study was to investigate the feasibility of using wet scrubber and O3/H2O2/catalyst process on controlling the VOC emissions from the semiconductor manufacturing industry. A full scale of process of 1000 CMM flowrate was designed and built along with a semiconductor packaging facility. Results showed that major compounds of the VOC exhaust were iso-propanol, PGMEA, PGME and methyl ethyl keton. The inlet concentrations of THC significantly varied from 50 to 600 ppmv as methane. The AOP process can removed 90-95% of VOCs and the scrubbing water can be recycled and reused at least 95%. The capital cost of the system was NT20,000,000 with the annual operation cost of NT120,000 which was only 36-40% of it for the concentration using zeolite followed by thermal oxidation.

Academic researchers and practitioners are always keen to know more about organizational practices. Some experts even claim that academic researchers are ignorant about organizational knowledge. Given that the study is an attempt to provide an exemplar from real life in order to increase the organizational awareness of the academic community and practitioners. The objective of the study is to understand and learn the experience of a radical change initiative that took place within the Military Aircraft division of British Aerospace over the period 1993-98. The emphasis is on the effectiveness of the change methodology applied in the process of change. Open-ended interviews and documents were the major sources of the data used in the case study. The interviews reflected the actual experiences of those who were involved, while the documents provided contextual data and information on the key themes of the change. Nine change projects were examined which were introduced during five-year period. Analysis showed that there was a huge gap between the organization's practices and those of the benchmark companies. This gap is what BAe sought to lessen/remove through radical change initiative. The study postulates that the qualitative paradigm can shape the analysis of such a change initiative by contextualizing the phenomenon. Pettigrew et al's (1989) framework has beena pplied to assessth e change,w hich consistso f the context, the content and the process. The change programme was a successful attempt to increase internal efficiency, developing business partnerships and strengthening customer satisfaction. The study concludes that there is a strong relationship between the extent of management sponsorship, employees involvement, a flatter organizational structure, efficient use of technology, an effective change methodology and the success of such radical change initiatives. The experience of this company can be used in other organizations provided that their drivers for change are similar to those of the company investigated.

Diss. (sammanfattning) Göteborg : Göteborgs universitet, 2006. / Härtill 3 uppsatser.