This research studies Taiwan biggest three vehicle lamp makers and Advanced Lighting System (ALS) R&D Alliance. Firstly, the competition ralations of ALS three lamp makers are examined by Five Forces Model. Secondly, through the viewpoints of ¡§Co-opetition¡¨ and ¡§Co-opetition Value Net¡¨, the factors and processes of from competiton to cooperation between those three lamp makers are analyzed. By the way, the possible problems of sharing maket profits after cooperation are brought up. The main conclusions of this research are¡G 1. It¡¦s difficult to change competitors to be the complementors collaboratively researching and developing together. The process take time and efforts. Strategic alliances are suggested to adapt so-called ¡§Exclusion Clause¡¨, allowing partial members work together by individual projects under confidential agreements. 2. R&D platforms offer the environment of mutual learning and resources sharing. It helps switching competitors to complementors in long term. Alliance members can take advantages from each others through co-working process. 3. The contributions from the joints of future customers and more suppliers will help the commercialization of R&D achievements, while establishing R&D alliances. 4. The multilateral relations of strategic alliance members become complicated as competition occurs inside. ¡§Co-opetition Value Net¡¨ can be applied to explain the condition which competition and cooperation exit together in strategic alliance.

Through Value Net Analysis and Co-opetition, we study the reasons why Apple iPhone becomes so successful nowadays. Apple Inc. has changed the ecosystem and the rules of the game, Apple iPhone sells like hot cakes when appearing on the market. Furthermore, the App Store becomes the most popular software shop in recent years. Apple Inc.,a closed ecological system, threatens the telecom companies such as AT&T, and Apple Inc. versus AT&T are complementary with each other. In this case, Apple Inc. wants to use AT&T¡¦s market share to expand its territories; On the other hand, AT&T hopes that the iPhone makes profits to AT&T as well. Therefore, AT&T signs a tie with the Apple iPhone with a 2-year contract, and sells an iPhone to pay for each additional subsidies of USD$ 250-$300 to Apple Inc.. Apple Inc. used the integration of iPod + iTunes software, bringing consumers customized services. Apple Inc. launched an iPhone in 2007 with the concept of iPod + cell phone + Internet, to subvert the traditional cellphone using habits. Apple Inc. would like to fill its product lines, such as, using memory segments (8G, 16G, 32G ...) to distinguish iPhone 4S for high-end markets, iPhone 4 for the middle markets, iPhone 3GS for low-end customers and so forth. Apple Inc. also adopts different pricing, marketing strategies, to bring high added value to its loyal customers. Apple Inc. took a small risk of judo strategy, to turn the incumbent's advantage into obstacles.Apple Inc. was a late mover, only got 10% market share, it still stands on its niche market. Apple Inc. targets on the high-end markets, and differentiates with itself with other players (including NOKIA, MOTOROLA, HTC, SAMSUNG and so on). Apple Inc. changes the scope of game, and redefines the industrial boundaries, so Nintendo and SONY have to face intense competition in few years. Apple Inc. launched App Store, letting different groups of people to join the software application development, in this way Apple Inc. lowers the software price to attract more consumers. Theoritically,that is so-called bilateral market effects (It¡¦s a positive loop between software programmers and consumers). As long as the bilateral market effects get stronger, Apple Inc. will have stronger bargaining power for its suppliers. In order to control the suppliers, Apple Inc. always signs a contract with them or takes part in their shares. Apple Inc. would not only give its suppliers a great amount of single order, but also give same orders in turn between two manufacturers. Under this situation, its suppliers can easily be replaced and Apple Inc. will benefit from this condition. According to reports, Apple Inc. would limit all raw materials of an iPhone and try so hard to cost down in advance, and even follow-up iPhone logistics and maintenance as well. As a result, Apple Inc.¡¦s suppliers do nothing but the OEM jobs for Apple Inc. after all.

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.

none

The purpose of this paper is to investigate and analyze the importance of networking and relationships in the music industry. We also want to see whether these factors have any impact on the Swedish music exports. These musings have led to the formulation of the following question;   -          How can the musiclabels in the music industry make use of networks and relationships to strengthen the Swedish music exports to the U.S. and make it more efficient?   The essay is written with a qualitative method with an abductive perspective. That’s because our research question has demanded that we get a deeper view of the subject to be able to answer it. The empirical data is collected through telephone or email interviews. Our interviews have been implemented with people who have the knowledge about and are well versed in the industry.   From the theoretical and empirical analysis, some patterns have emerged. The results show that relationships are very important for the various actors in the music industry and most relationships are based on friendships that go back way in time. The networks that exist are informal, but we would like to point out that there are formal networks, in the form of interest- and membership-organizations. Musiksverige that will be presented in the text further on and has a prominent role in this paper is an example of one of those organizations. Trust and commitment is important in the music industry and that is why we belive the actors usually choose to form businessrelationships with old friends or family. Throughout the research we have found that the industry would benefit from a more transparent and structured collaboration, but they are required to communicate with each other and not just to different organizations. A more developed co-opetition would also make the industry more efficient.

<p>This thesis revolves around co-opetition and boundary spanning activities with IETF (Internet Engineering Task Force) as research case. The main objective is to through qualitative interviews and a passive observation of email conversations explore how the participants of IETF experience and is affected by a double membership where they sometimes are cooperating with their competitors. Theories states that boundary spanning activities can create role conflicts for these participants when different role-senders, IETF and the employer, send incompatible expectations. We also believe that this can have a negative impact on discussions and the standard development process, which is why we are conducting the passive observations mentioned above.</p><p>The result shows that the environment of co-opetition is a contributing factor to role-conflicts. These conflicts appear when participants are forced to choose between the role as an employee and the role as an IETF participant. Further the result indicates that a conflict only occurs when the employer tries to push an agenda that contradicts to IETF’s. We also interpret that participants in IETF who are representing organizations with formal structure and clear guidelines are at greater risk to experience role conflicts. This formal structure creates a greater distinction between two roles unlike participants who are working for employers with less formal structures and guidelines, where the role as the employee and participant in IETF are linked together.</p>

This thesis revolves around co-opetition and boundary spanning activities with IETF (Internet Engineering Task Force) as research case. The main objective is to through qualitative interviews and a passive observation of email conversations explore how the participants of IETF experience and is affected by a double membership where they sometimes are cooperating with their competitors. Theories states that boundary spanning activities can create role conflicts for these participants when different role-senders, IETF and the employer, send incompatible expectations. We also believe that this can have a negative impact on discussions and the standard development process, which is why we are conducting the passive observations mentioned above. The result shows that the environment of co-opetition is a contributing factor to role-conflicts. These conflicts appear when participants are forced to choose between the role as an employee and the role as an IETF participant. Further the result indicates that a conflict only occurs when the employer tries to push an agenda that contradicts to IETF’s. We also interpret that participants in IETF who are representing organizations with formal structure and clear guidelines are at greater risk to experience role conflicts. This formal structure creates a greater distinction between two roles unlike participants who are working for employers with less formal structures and guidelines, where the role as the employee and participant in IETF are linked together.

Abstract Electrodeposited Copper Foil (ED Foil) is the most essential conductive material to PCB. With the recession of electronic industry and the appearance of Internet Economy Bubble for printed circuit board (PCB) industry, PCB industry slowed down its productivity around 2000 and the ED Foil industry in Taiwan had to face the vicious circle as the supply exceeds the demand. As for America, because of the declination of the industry, it is now almost out of the ED Foil industry which means that the global chief city of the field has changed from the States to Japan. However, with the high production costs and labor expenses, Japan is now suspending the enlargement of productivity, Therefore, the productivity of Taiwan till 2005 already ranked the top one in the world. Unfortunately, we are now facing the biggest competitor, China, who has tried enthusiastically to attract our ED Foil and PCB companies to move to his land, especially it has aimed the ED Foil industry as his top target to enkindle. This research has consulted several diverse documents from inside and outside Taiwan through the analyses of industrial structures, ¡§Diamond System¡¨ and ¡§SWOT Analysis¡¨ to have a clear understanding towards the construction of Taiwan¡¦s ED Foil industry and its ¡§competitive advantages¡¨. Owning these accomplished advantages as the base, we can come out the cooperative strategies for ED Foil industry¡¦s future and its ¡§Anti Competition Policy¡¨ according to the ¡§scenarios¡¨. We deeply hope that with these devices, we can strengthen the industrial¡¦s efficiency in our ED Foil¡¦s industry and at the same time, our status in this field can remain competitive around the world. The research found out that in ED Foil industry¡¦s area, the early players monopolized the market and twisted the market¡¦s efficiency at the same time. Therefore, those early players got the chance to earn a huge sum of money and as a result, some potential competitors joined the market to share the benefits. Besides, because of the rising concept of globalization among the mega electronic companies, more and more module and component companies are willing to be localized to correspond to the change. Simultaneously, the demand of both PCB and ED Foil has started to increase in Asia; therefore, the ED Foil industry in Taiwan is getting more and more prosperous because of the favorable geographical position. Moreover, high performing and large-sized facilities are adapted to produce high quality and low cost merchandizes efficiently to enhance the competitiveness in the industry. Therefore, the chain that connected with the downstream industry has become more completed and moreover, the bunching effect can be elaborate thoroughly. According to the research, we have discovered that there are many uncertainties within the operation of Taiwan¡¦s ED Foil industry such as the slight increase of the demand in Taiwan and the exports are overly centered on Hong Kong and China. Other concern like the percentage of the fixed prime cost is excessively high matters the efficiency of the productivity and as a result, a price war comes out easily because of the supply exceeds the demand. In the meantime, we have come out with the conclusion that the government should actively help the integration of the industry¡¦s future development. And we suggest that the ED Foil industry in Taiwan should take the co-opetition policy as follows: 1. The buying-associations that share the supplementary values of the recycling copper wires and R&D-associations can share the R&D cost in the area of the newly applying development will be erected to largely reduce the prime costs. Furthermore, an information exchange center will be provided for those associations to utilize others¡¦ useful experiences. 2. The business cooperative operations either with the same upstream or downstream companies all necessarily needed to be constructed. Those united cooperation such as Mergers & Acquisitions should be promoted within industries, including investments. These strategies will accelerate the development of the business. 3. New and prosperous markets such as Thailand and Vietnam need to be explored to disperse our export markets to decrease our dependency on China. 4. Complementary relationship and proper division of labors should be built up within cross-Strait without making other vicious competitions.

After the global trend of telecommunication liberalization in the 90s, mobile service market in West Europe, North America, Japan and Korea are moving from a rapid-growing stage to a mature stage. With the fierce market competition, the ARPU¡]Average Revenue Per User¡^coming from the voice service of mobile communication is gradually declining, and the whole market is facing a dilemma of price wars. Meanwhile, with the development of communication technology, Mobile Data Services have been launched progressively around the world. To prevent from becoming the victims like those in the internet bubbles again, every mobile communication service operator uses the differential market strategies as counterplots. This research is based on the viewpoint of changing business game taken from the co-opetition theory that was proposed by Braudenburge and Nalebuff in 1996. This research intended to explore the current status and the trend of global mobile communication services, and the market co-opetition strategies of leading companies. Furthermore, this research compares the global status with the related domestic environment and proposes a model of market strategy in this industry for our country and some suggestions for future development to change the business game of the industry. The result of this research suggests that the pure competition between mobile service providers and Value-Net players shall no longer exist, and shall be replaced by another relationship of mutually compensate cooperation and simultaneously both competition and cooperation. If those domestic operators could follow the co-opetition model to change the element of business game properly and to shape correct market strategies, it will very possibly be positively beneficial to the development of our mobile communication industry in this country.

The acquisition and creation of technological knowledge could be treated as a means to strengthen the innovative capabilities of SMEs. Knowledge management, therefore, plays an important role in company¡¦s performance and innovation. But knowledge transfer and sharing are the most difficult issues when implementing knowledge management. Many companies often encounter setbacks due to neglecting human nature and knowledge trading mechanism within organizations while implementing knowledge sharing. This paper is aimed to propose an integrated knowledge sharing and transfer model by applying network embeddedness, game theory, co-opetition and agent contest to solve the employee¡¦s dilemma and free-rider behavioral problems. This paper exploits the knowledge network to transfer knowledge across organizations, and discusses game theory in depth for knowledge sharing within organization. Based on knowledge sharing mechanism, we categorize high-tech firms into four types of knowledge sharing such as job guarantee, individual performance, team performance, and team learning. Empirical results showed that the type of team learning firm with agent contest and reward systems designed for both team and individual could build a co-opetitive knowledge-sharing environment. Based on knowledge transfer mechanism, the results show that IT, organizational culture, reward system and governmental policies have positive effects on enhancing knowledge network linkages. Steady and robust network linkages can benefit knowledge transfer and learning. The major sources of obtaining external knowledge are frorm academic research and international knowledge network for Taiwanese SMES. This paper suggest that overemphasize on domestic network and ignore the academic research and international networks may impede SMEs to acquire heterogeneous knowledge and innovation. The reward system and governmental policies have positive effects on corporate innovation. High levels of knowledge sharing and knowledge transfer capabilities are the major factors of improving innovation and organizational performance.