Abstract The number of Taiwanese businessmen who invest money in Chinese market has increased recently. There are two factors which lead to this condition. Firstly, Reform and Open Policy has carried out since 1978. This reformation has helped China to open up, in other words, the cheap labor market, land, and some preferential policies were tried to accomplish. Therefore, Magnetic Effect was emerged. Secondly, in 1978, the development of economy in Taiwan has been promoted extremely positively. Moreover, service industry, industry and commerce have become the main industries. In 1980, Taiwan has become one of the Four Asian Tigers. After that, due to the increase in expanse of land and labor, the awareness of environmental protection, and the growth of new Taiwan dollar, it was harder for export oriented Taiwanese enterprises to operate. In order to make great process, some Taiwanese enterprises have moved to China, and most of them are sole - source investment, small and medium enterprises, moreover, they are export oriented. The number of Taiwanese investors in China has raised in these years, in addition, economic development of Taiwan and China has been in a mutually beneficial relationship. Company P of Taiwan was established in 1987 and its factory in China was set up in 1992. The aim of this dissertation is to figure out the way in which this company has been managed under the changeable environment. Firstly, the background of company P will be explained. Secondly, the strategies of management, factory migration and business concepts will be discussed. Finally, some plans for this company to make it better will be investigated. Key words: Reform and Open Policy, open economy, entry strategy, Magnetic Effect

Resources limitation in corporation renders the need for open innovation to advance their competence. Open innovation suggests utilization of outside resources can improve internal innovation and the internal IP¡¦s shall extend their usage beyond the boundary of firm to reach maximum benefit. The most remarkable open innovation paradigm in the history was IBM¡¦s release of its PC core software to give impetus to information revolution. Recently, Proctor and Gamble adapts the open innovation model and seek for external ideas which account for more than 50% of innovation of the company. Despite its phenomenal success in several cases, open innovation is not rooted in many industries. This study would investigate on the feasibility of the application of open innovation model to the electrical steel (ES) industry chain. Electrical steel is one of the most dedicated products in the steel industry. It¡¦s the crucial material in motors and transformers. China Steel holds more than 7% of the market share of ES of the world and influences the local motor markets greatly. Taiwan was once recognized the most important manufacturing base of small motors in the world. Nevertheless, motor industries in Taiwan have suffered huge decline in the past 20 years due to migrating to China whose economy reform provides much more attractive investment environment by lower wages and other operation costs. Until recently, soaring energy prices and tighter environment protection measures recently create growing worldwide need of high efficiency motors and provide new opportunity for the motor industry in Taiwan. Being the sole supplier of high quality ES in Taiwan, how China Steel takes advantage of this opportunity and enhances its competiveness is the main interest of this study. This study focuses on the industry chain of ES in Taiwan by systematic survey on its market, technology, and man power to understand its strength, weakness, facing threat and opportunity. An open innovation model is proposed and implemented in the ES industry chain by establishing a new platform, introducing new management paradigm and creating new efficacy indices. The model potentially allows continuous technology support to the chain and creates a sustainable business environment. Its feasibility is further discussed as to forming a healthy industry chain. The fast growing trend of global production volume of ES indicates the ever-increasing demand in the motor industry. The consumption rate of ES in Taiwan however did not appear the same order of growing rate as the rest of the world. This may imply the motor industry in Taiwan still faces tough challenge from China. Advancing and upgrading in design and analytical capability along with the competitive manufacturing bandwidth is the only solution to regain the competiveness. The proposed open innovation model is anticipated to promote the value of the ES industry chain, which in turn will increase China Steel¡¦s domestic market share for high quality ES.

Thesis (M. Arch.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 55-56).

Thesis (M. Arch.)--University of Hong Kong, 1999. / Includes special study report entitled: Transitional spaces : a study of figure-ground relationship. Includes bibliographical references.

Thesis (M. Arch.)--University of Hong Kong, 2000. / Includes special study report entitled: From situationist to Hong Kong urbanism. Includes bibliographical references.

Thesis (M. Arch.)--University of Hong Kong, 2000. / Includes special report study entitled: Perception of space in motion. Includes bibliographical references.

This dissertation theoretically develops and empirically tests a model of interactive firm engagement with an open source software community. An inductive pilot study and subsequent interview analysis suggest that the nature of the relationship between a firm and an open source community varies in the degree by which a firm both "takes from" and "gives to" the community. I propose that a firm will experience direct effects from both giving to and taking from the community, and further propose that the interaction of these two behaviors, which I call interactive engagement, will lead to three firm-level consequences: an increase in the number of new products, higher levels of incremental (as opposed to radical) innovation, and shortened development and debug time. I test these hypotheses using regression analysis of questionnaire responses collected from 250 organizations that work with a popular open source software community. / text

published_or_final_version / Public Administration / Master / Master of Social Sciences

The Directory of Open Access Journals (DOAJ) is the world’s most authoritative list of scholarly, peer-reviewed, fully open access journals, and a “must” for libraries of all types. As of August 2007, DOAJ includes over 2,800 titles, over 10% of the world’s estimated 20-25,000 peer-reviewed scholarly journal titles. This is an impressive list; in terms of numbers of titles, DOAJ compares favorably with commercial journal packages. DOAJ is growing rapidly, at a rate of more than one title per calendar day. DOAJ’s highly functional and aesthetically pleasing interface features a number of search options, including a new search option for authors looking for open access or hybrid journals to publish in. DOAJ is freely available, and working towards economic sustainability through an optional membership / sponsorship program. This article examines the DOAJ membership program in some depth. Membership fees for libraries and library consortia are an incredible bargain. The membership fee for DOAJ’s 2,800 (and growing) title list is less than the average subscription cost for a single journal in any scientific discipline, and DOAJ represents significant staff time savings for libraries. The promotional benefits of DOAJ membership are important to position libraries for leadership in the internet age, and especially in the key emerging area of scholarly communications. DOAJ is a very popular service among libraries, with a strong reputation for quality; membership or sponsorship is likely to be highly beneficial to library service providers. As a free resource, DOAJ is strongly recommended for all libraries. DOAJ titles can be included in A-Z journal lists, library catalogues or websites, and subject-specific URLs can be added to subject guides or pathfinders.

In today competitive business environment MNCs need to extend their R&D and include external sources to explore and exploit knowledge; Open Innovation is used to meet this increased competitive environment. The aim of this thesis is to explore how MNCs act when they select their external collaboration channels; why MNCs select a specific channel of innovation and problems associated with the work. The conclusion of this thesis could help MNCs and their managers regarding the choice of Open Innovation channels. This thesis also studies different Open Innovation channels and when companies work with several channels together.   A qualitative multiple-case study was conducted to explore how seven MNCs act when they select which external channel to collaborate with to increase their innovation capacity. An MNCs´ Open Innovation channel selection process is formed by the innovation needed, the innovation needed tend to form which channel to collaborate with, for example the timeframe perspective; when MNCs are focusing on long-term development of products they collaborate with universities. Further, if an MNC wants to develop an already existing technique, they choose to collaborate with suppliers, as they are familiar with the product. All companies use their already existing network as a channel to gain external innovation and new ideas.