Abstract By following changeful environment and global competition trends, business strategy has an enormous influence toward enterprises. The most significant resource in an enterprise is manpower. Therefore, this research attempts to fit the relationship through environment uncertainty, the enterprise business strategy and human resources flexibility strategy. Besides, the research will discuss the human resources strategy how to make human resources flexibility fit and adjust business strategy practically, then promote to create enterprise competitive superiority, to follow external environment to reach enduring competitive capabilities, and to have double win. This research method adopts depth interviews and discussions with four individual cases. These four companies in this research are high-tech multinational stock companies. Their main products are different¡G crystal, IC¡]Integrated Circuit¡^seal and test, electric capacity, electric photography and scanner, etc. Totally there are 19 companies (including branches and subsidiaries) in investment cases. To build this method construction in this research by literary studies has found out the management connection among these case studies which all get involved with environment uncertainty, business strategy and human resources flexibility strategy. Four key findings are: (1) When the enterprise is aware of the low general environment uncertainty, characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (2) When the enterprise is aware of the high general environment uncertainty, and low characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (3) When the enterprise is aware of the low general environment uncertainty and characteristic business environment, and high industrial environment uncertainty, business strategy should take it in terms of defender and human resources flexibility strategy should select functional and numerical flexibility (4) When the enterprise is aware of the low general environment uncertainty and characteristic business environment uncertainty, and middle industrial environment uncertainty, business strategy should take it in terms of analyzer and human resources flexibility strategy should select functional and temporal flexibility. The conclusion is an enterprise must have different business strategies to fit environment uncertainty. If the enterprise can execute the human resources flexibility strategy at all times, they can build up effective management systems, and promote competitive conditions

Abstract Since being developed in 1956, no matter it¡¦s category, function or quantity, Chinese ballistic missiles have kept renewing and increasing. For example, the development of its strategic missiles has undergone the 1st through the 3rd generation with models from Dongfeng-1 to currently developing Dongfeng-41 Ballistic Missile, and its warhead has been gradually developed from carrier of single nuclear head to combination of both traditional and nuclear warheads and to multiple warheads now. Under such multiple developments, Chinese nuclear strategy according to their official speech has still adopted ¡§minimum deterrence¡¨ claimed by the 1960¡¦s and 1970¡¦s until now, and which has already led to external speculations. They think that Chinese has devoted to modernization of ballistic missiles lately, actively developed more land-based strategic missiles and sea-based nuclear submarines, techniques of multiple warheads and space-based weapons, and reinforced the practicality of tactical nuclear missiles etc. that such development has already exceeded the ¡§minimum deterrence¡¨ strategy, which even develops towards the ¡§limited deterrence¡¨ strategy. Therefore, whether China¡¦s deterrence strategy is changing is one of the assumptions in this study. If China¡¦s deterrence strategy is no longer equipped with the minimum deterrence, then whether the most important features of the minimum deterrence by ¡§no use of nuclear weapons at first¡¨ and China¡¦s¡§three nos principle on nuclear weapons¡¨will be changed accordingly is the second assumption in this study. Chinese ballistic missiles apart from being used as deterrence can also be used to practice coercive and annihilative strategies. Especially in the issue of Taiwan, when Chinese deterrence strategy fails in terms of Taiwan, it may use coercive or annihilative strategies to achieve their political and military objectives. As the ability of Taiwan¡¦s anti-ballistic missile is obviously insufficient; so if Taiwan suffers the attack from Chinese missiles, the result will be unimaginable. Therefore, how to prevent the attack from its missiles is what I would like to discuss in this paper. For the probable battle by the two sides of the Taiwan Strait in the future, in order to quickly facilitate the victory, whether Chinese will use micro-kiloton nuclear warhead to destroy the important and stable military targets in Taiwan to help smooth the warfare and further crash the myth that Chinese will not use nuclear weapons against Taiwan is the 3rd assumption in this paper. Finally how to increase our defense against ballistic missiles and whether we should participate in the TMD (Theatre Missile Defense) provided by America, I will provide several suggestions for references of the related units, hoping to make certain contributions towards Taiwanese prevention against the threat from Chinese ballistic missile.

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3C industries have been developing for 30 years in Taiwan. Taiwan corporations are putting hugh resources within these industries. Moreover, Taiwan Government is also putting hugh resources to support. Due to concentration to support the value chain of European, American and Japanese International brands and corporations, made the big success of Taiwan economy. Recent years, Taiwanese corporations are losing competitions, therefore, Taiwanese plants are moving to China, even South East Asia. These movements are enforcing Chinese and South East Asian industries, so letting Taiwan to face hugh challenges. Recent years, European, American and Japanese brands are very successful. Most of them are having the help from the OEM business model with Taiwanese corporations. In the meantime, some Taiwanese corporations are building their own brand and on the other hand dealing OEM business with these international brands. As already have big influence to the international brands¡¦ business, so Taiwanese corporations are requesting to select building brands or OEM business. This is a very difficult choice. What kinds of product are making by Taiwanese OEM corporation? Taiwanese OEM products are a lot of kinds, from screws, screw drivers, shoes, umbrarella, cloths, computer, laptop, TV sets, TV shows¡K even Satellite business. Why Taiwanese corporations are so successful in OEM business? What kind of strategy is/are using? I am working in professional OEM TV cooperation for international famous brands. So, I want to study brand and OEM strategy, and use LCD TV as example.

The transportation infrastructure systems in the United States were built between the 50's and 80's, with 20 years design life. As most of them already exceeded their original life expectancy, State Transportation Agencies (STAs) are now under increased pressure to rebuild deteriorated transportation networks. Over the recent years, state transportation agencies (STAs) have taken into consideration various project delivery approaches apart from conventional project delivery approach to expedite project delivery. Since the introduction of these new alternative delivery approaches, not many substantial studies were conducted that evaluated the performance of these new alternatives. The absence of systematic studies about the effectiveness of these strategies and lack of appropriate analytical tools to evaluate them inhibits the STAs from budgeting precisely and accurately these strategies when they are deliberated for being put into practice. This study tries to address these limitations by evaluating the effectiveness of these strategies. The major objectives of this research were: 1) to evaluate the impact of contracting strategies on dealing with change orders 2) to evaluate the performance of different contracting strategies under varied work type for the state of Florida . For this research the study was conducted to quantify the changes to project duration and cost caused by change orders in the project under different contracting strategies and type of work. This was done through evaluating 2844 completed transportation infrastructure projects, completed between 2002 and 2011 in the state of Florida. These projects comprised of both the conventional projects and innovative alternative projects. The data was then statistically analyzed for evaluating the performance of these contracting strategies. The research concluded that alternative contracting strategies perform much better than conventional contracting in controlling project schedule but are found not to be as effective in controlling the project cost growth. The study also established that project size and work type affect the effectiveness of the contracting strategies. The study indicates that A+B is the worst performing contracting strategy among all the strategies evaluated. The results of this study will help the STAs to make better informed decision regarding selection of contracting strategy for project delivery.

Charge / Credit card market is very competitive in Taiwan which grew from nothing in 1989 to 44 Million cards by the end of 2004. With the brutal competition in this industry, issuers tend to lower their profit margin to trade for the higher market share. What is their ultimate objective? How they prioritize their business strategy and finance strategy in different competition stage? Understand the credit card market and prospect segmentation definitely play a big role for issuers to scope their target prospects then design the right product to fit their selected cardmembers’ needs. Compare the world leading card issuer Citibank with the largest issuer in Taiwan Chinatrust Commercial Bank, what make the world’s largest issuer can not be the number one in Taiwan? What is the impact on different business strategy and financial strategy? How regulator should react to proper discipline the over-heated credit card market? From financial analytical method perspective, what should be the right measurement to be used in the credit card market? ROI, NPV or RORC? In this thesis, I also cover the discussion between “Niche Market but High Margin Approach” and the “Mass Market but Low Margin Approach” together with the importance of the organizational impact. To provide a insight on the different strategy to be used in the different business developed stage. With all the above, I put together the conclusion and suggestion of my own to the Charge / Credit Card business.

Many management studies report poor implementation of organisational strategy into practice (Yukl and Lepsinger, 2007; Li et al., 2008) and the absence within the literature of the question of how to translate strategy into effective practice provides the encouragement for this study. There are suggestions that by adopting a project management approach, organisations can better implement their overall strategies, meaning that what they do is properly and totally aligned with their goals (Pellegrinelli and Bowman, 1994). However, recent studies have concluded that project management makes little contribution to the achievement of organisational objectives, and possibly causes failure in this respect (Young and Grant, 2014). That said, Young and Grant (2014) have not provided any detailed information on the reason for such failure. At the same time, some management studies have revealed a number of challenges that confront organisations when approaching strategy implementation. Given these observations, this study aims to explore how organisations in Saudi Arabia are practising project management. It does so by adopting a qualitative method, involving thirty (30) face-to-face semi-structured and unstructured interviews undertaken in two phases with five organisations from the banking, property development, and higher education sectors. Two exploratory case studies (IT and Construction) were used to investigate the translation challenges in respect of strategy and project management implementation. From these, the study has identified a number of challenges confronting the participating organisations, and shows these challenges to be inter-related. Furthermore, it arrives at an understanding of why these challenges arise by investigating how the practice has been translated in these organisations. The tools and materials which resulted as objects from the translation are used to establish common knowledge, but are insufficient to create a clear view of the strategy within the participating organisations. Three main challengers related directly to the translation of project management practice emerged, namely: change, individual influences, and the role of the objects. The study makes several recommendations to improve the translation concept so that strategy implementation and overall project management practice can be enhanced. Additionally, it makes recommendations for further research to continue the efforts in this field of enquiry.

A large number of studies suggest that the content of strategy becomes more multifaceted and elaborate and characterised by progressive development over time. Recently, a growing number of researchers argue that strategy can become simple, stable and inert over time. This study investigates how changes of sociocognitive processes at individual, group and organisational levels influence organisational processes and strategic decisions. It adopts configurational approach to strategy development and its concepts (configurations, transformations, archetypes) as a framework. Thus, the purpose is to provide a characterisation of strategy development by analysing the integration of four key research dimensions (social, cognitive, organisational performance and contextual) into one coherent theoretical structure - the model of organisational archetypes. This four-dimensional model is developed from the analysis of fifty one Ukrainian organisations using quantitative and qualitative research methods (questionnaire, interview and group interview) according to the logical structure of configurational research (modelling the sociocognitive basis, modelling the "fit between research dimensions and modelling configurations and archetypes). Following on from this, the model of organisational archetypes is validated in four other organisations through the development of a test of organisational internal creative environment in order to identify their configurations (current conditions) and archetypes (strategic perspectives). The procedure of this test includes the following sequence of actions: identifying sociocognitive characteristics of organisational members and the organisational internal creative environment, identifying periods of transformation and configuration in the process of organisational development, researching characteristics of the business-environment, and identifying appropriate organisational archetypes. The model of organisational archetypes developed in this thesis allows the identification of current and prospective organisational conditions and making relevant strategic decisions that reflect and anticipate changes in organisational internal and external environments. Thus, changes in the organisational internal creative environment (sociocognitive characteristics of organisational members) reflect changes in the business-environment and organisational performance and transform the characteristics of strategic decisions from multifaceted and elaborate to simple and inert and vice versa.

Energy is a critical component of a state’s national security and economic considerations, and beginning in the 20th century, this focus has been acutely centered on oil. Having evolved globally, consisting of well-developed financial markets and maritime and pipeline routes traversing the world, the oil market provides massive amounts of crude to countries on a daily basis. However, not all states simply rely on the market for oil security, and instead take additional steps to secure their respective supplies. Oil supply security is a critical driver for large, consuming states, and merits further study. And, in terms of demand on the global supply, and sheer size, there are two giants that stand out, and deserve a closer look: the United States and China. This research project approaches the task by understanding the grand strategies of both states. Using a grand strategic approach offers key advantages for analysis as both states pursue oil security in a strategic environment, and are forced to account for the various threats to supply, their own capabilities, and their ultimate security objectives. The methodology used is a comparative, focused case study, in order to draw out differences and similarities between these two large consumers, and as a way of further illuminating the oil security approaches of both states, this research generates an oil security rating system using weightings derived from a principal components analysis on multiple countries, among several indicators, over a 22-year period. Ultimately, the aim of this study is to demonstrate in as clear terms as possible, how these states pursue their respective strategies and whether each state may pose a threat to the oil security of the other, now or in the future.

This thesis that deals with the issue of "Application of the Balanced Scorecard method" focuses on establishing a strategy of the K company that makes its business in the field of transport and logistics. For the purposes of this study a method of Balanced Scorecard is used to express the strategic goals. Linking of these is shown in a strategy map. Theoretical part evaluates importance and reasons for chosing the Balanced Scorecard technique. Analysis of current situation finished with the SWOT analysis follows in the next section. Strategic goals are to be stated in four perspectives in the very last section of this thesis. These goals are connected into a strategy map. Finally, the importance of the feedback is being evaluated.