This thesis reports on an empirical investigation into manufacturing strategy (MS) formation in practice. The broad objective is to advance the understanding of MS processes through constructing consistent patterns in decision-making and action-taking relating to the manufacturing structure and infrastructure of the organisations studied. Using a combined "Grounded Theory - Case Study" approach, nine organisations within the metal products, machinery and equipment manufacturing sectors in Australia were studied, in order to address the following research questions: How are competitive priorities arrived at and translated into decisions and actions regarding the manufacturing structure and infrastructure? What are the consistent patterns of manufacturing strategy formation within specific organisational contexts and why those patterns exist that way? Qualitative data gathered through interviews conducted with the management staff - based on the sequences of events, actions and decisions, as well as other broader aspects of MS - were analysed by means of progressive coding. The themes, relationships and conceptual schemas emerged through the coding process are presented using narratives and graphical displays. The overall findings are presented in aggregate terms using a conceptual model, supplemented by several theoretical propositions. Deeper structures in MS processes represent linear and parallel, converging and diverging and sequential and iterative progression of strategic initiatives across four major phases identified as initiation, progression, commitment and realisation. The multiple modes of initiation, alternative paths of consolidation and differing forms of commitment and realisation are explained by the nature of strategic initiatives, the causal links between the modes themselves and the influence of certain organisational contextual factors. When enfolded in extant literature, these findings make two major contributions. First, apart from corroborating the complex and dynamic nature of MS formation in practice, they explicate the underlying patterns and alternative forms of MS formation. Second, they demonstrate some causal relationships between alternative forms of MS formation and certain contextual factors. These insights would inform future research, leading towards the development of a plausible mid-range theory of MS processes. They would also help practitioners to better understand the dynamics of MS formation and to nurture appropriate forms of MS formation within specific organisational settings.

Corporate strategy is a foundation for companies operations, processes and  the ways in which its various businesses  work together to achieve particular goals.  Scholars and managers  recognize different levels of strategy for organizations. One of  the  differentiations  is  based  on  governance structure of the organization, and divides  corporate strategy on two levels: corporate strategy  and business-unit strategy. In many cases, some might think that business and corporate dimensions are the same. However,  when divided into strategies, there is a difference. This especially relates to MNEs (multinational enterprises), with their massive and sometimes complicated structure  and business units all over the world.  This study intends to find out whether and how corporate strategy as whole is employed and engineered in terms of this differentiation at MNEs, as well as to explore the additional factors   to well-known ones, affecting strategy development on both levels. Even though, a decent amount of studies have been done on a field,  the views on which questions should be answered by corporate level  strategies or business unit strategies are significantly differ. Hence, in order to develop understanding and contribute to the further research, this study has been undertaken.

Views of strategy formulation can be mainly divided into two categories. One is I-O(Industrial Organization), the other one is RBV(Resource Based View)(Hitt, Ireland and Hoskisson, 1999¡G2003¡FSe-Hwa Wu, 2000¡FJoseph Shyu, 2000¡FCher-Min Fong, 2001¡FMing-Jer Tang, 2003).Both of vews have each suitable situation. If strategy is formulated from single view, it will cause defects (Robbins, 2003). Recent years, scholars provide solutions from integration¡Bcontingency and dynamic. However, thesis combines 3 features is still few. This paper attempts to find combined views to suit different situation in a dynamic framework. The research provides a static framework included¡G(1) If the contingency of inside and outside company are stable, companies ought to choose ¡uposition-based view¡v; (2)If the contingency of outside company are not stable but stable contingency of inside company, companies ought to choose ¡uvision-based view¡v; (3)If the contingency of outside company are not stable but stable contingency of inside company, companies ought to choose ¡uenvironment-based view¡v; (4)If the contingency of inside and outside company are both not stable, companies ought to choose ¡uresource-based view¡v; (5)If the contingency of inside and outside company are changing smoothly with controllable situation, companies ought to choose ¡uconstruction-based view¡v. The research provides a dynamic framework. From the long term view, a company needs to adjust itself to match the changing of situation in order to have sustainable competitive advantage.

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A nation¡¦s military strategy is changes with the integrated environment¡¦s transformation in different time which including international environment, national power and types of war. Two things had happen in the phase from later of 1980¡¦s to early of 1990¡¦s: 1. The collapse of Soviet Union and East European Communist Group that caused the international system became multi-pole system (or one super power and several great power system ); 2. The Gulf War in 1991 that means the type of war started to transform from mechanical war to informational war. In the such conditions. China decided to change it¡¦s military strategy in the new era from ¡§prepare to handle the local war in the normal conditions¡¨ to ¡§prepare to win the local war in the high technical conditions¡¨ in 1993. Then, China declared it¡¦s military strategy transformed from ¡§prepare to win the local war in the high technical conditions¡¨ to ¡§prepare to win the local war in the informational conditions¡¨ in China¡¦s National Defense White Paper 2004 and 2006. The paper focus on China¡¦s military strategy changing in the post cold war era that including four main parts: 1. An Analysis of the environment¡¦s changing of military strategy, such as international environment, types of war, military affairs changes, developments of economics, technology and informational; 2. An Analysis of the transformations of China¡¦s strategy culture and national security strategy; 3. An Analysis of the developments of military strategy source that including military institutions and organizations, national defense technology and weapon system, military education and training, military logistics and expense; 4. A forecast of the trend and limitations of China¡¦s military strategy in the future.

¡¨Corporate strategy¡¨ is not only argued and discussed by experts, but has even been adapted for practical applications by companies for a long time. Corporate Strategy deals with the what, when, and why; which when answered lead to policies and decisions. ¡§Blueocean strategy in business¡¨ has become the ¡§in¡¨ word these years. Yet ¡§Innovation¡¨ still is important, especially in a competitive market because entrepreneurs aim at leadership, if not at dominance of a new market or a new industry. Innovation is the specific tool entrepreneurs use to exploit change as an opportunity for a different business or a different service. Every practice rests on theory. This paper uses the case of GJ restaurant as the research subject because it is applying changes while it attempts to create something new and different for a new market. As GJ company grows and develops, it tries to satisfy every one and excel at consumer relationship management at the same time. GJ is always market-focused and market-driven .The company has made a new market for itself. The company will continue growing at a fast rate thanks to continuous innovation. The innovations employed by GJ have proven to be successful. Now the work will really begin .Industry and society in China is growing and changing at an incredible rate and management models are also changing with each passing day. So, it will be a challenge for the entrepreneur to continue innovating in this fluid environment.

本研究旨在探討不同方式的複誦教學對台灣國中生聽力理解、 聽的字彙、了解自己說的英語和英語之間的差異及自發性的練習聽和說四方面之影響。本研究結果希望對英文老師在複誦教學上有所啟示和幫助。 台北市某國中二年級兩班共64位學生參與這項研究,他們被分為實驗組和控制組。學期初,受試者接受全民英檢初級聽力前測,依據該成績, 分成實驗組和控制組兩組群,該兩組群又細分為高中低三組群。受試者在接受全民英檢初級聽力前測後,施以不同之複誦教學。實驗組之教學方式為讓學生先聽一段文章或一段對話,第二次則聽完句子再跟著複誦所聽到的句子,第三次則看著聽力稿再複誦一次並從中了解自己所複誦的句子或片語和所聽到的有何不同。控制組之教學方式為傳統的複誦教學;方式為讓學生先看著聽力稿聽一段文章或一段對話,第二次則聽完再跟著聽力稿複誦,第三次則亦看著聽力稿再複誦一次, 並從中了解自己所複誦的句子或片語和所聽到的有何不同。16週之後,他們接受聽力後測。除接受後測外,實驗組還接受問卷調查和訪談。 實驗結果顯示實驗組的聽力方面之進步大於控制組。其中實驗組平均數差異檢定以達到顯著水準(t=2.666, p=.010);實驗組三組中,以中組群及低組群進步最多,平均數差異檢定以達到顯著水準(中組群t=3.318, p=.003; 低組群t=.283, p=.016)。此外從問卷調查和訪談得知:實驗組大部份的學生對此教學法皆持肯定的態度。且中組群及高組群對聽的字彙、了解自己說的英語和英語之間的差異及皆持正面的看法。低分組則較希望老師能適時的說明及指導。但在自發性的練習聽和說的能力只有高組群持正面的看法。本文根據研究結果,提出英語教學上之運用以及未來研究之建議。 / The purpose of the study is to examine the effect of different approaches to “listen and repeat” strategy teaching on listening comprehension of junior high school students in Taiwan. “Listen and repeat” activity is often practiced in English class; however, its skill and training are often neglected by most English teachers and thus less studied. In this study, an experiment is conducted to examine the effect that different procedures of repetition strategy instruction have on listening comprehension, on the awareness of the gap between students’ output and the aural input, on “sound-to-script” vocabulary, and on students’ automaticity in listening and speaking. Sixty-four students, taught by the researcher, from two classes of 8th grade at a junior high school in Taipei City, participate in this study. They are divided into the experimental group and the control group. At the beginning of the semester, the researcher gives the two classes an English listening comprehension test at the GEPT elementary level. According to their scores in the test, the subjects are further divided into high, middle, and low proficiency levels. Then, the experimental and the control groups are taught in different methods. The control group is taught to "listen and repeat" with the listening scripts; the experimental group is taught to “listen and repeat” after the aural stimuli only and later to check the listening scripts to see if there is any gap between the listening input and their oral output and if there is any gap between their listening vocabulary and the written vocabulary.After 16 weeks, all of the subjects take a listening comprehension posttest. In addition to the listening comprehension test, the experimental group is also asked to fill in a questionnaire. Later, some interviews are conducted. The results show that “listen and repeat” after the aural stimuli indeed enhances the subjects’ listening comprehension ability. The experimental group significantly outperforms the control group (t=2.666, p=.010). Besides, in terms of proficiency levels, the experimental middle and low subgroups significantly outperform those of the control group (experimental middle subgroup: t=3.318, p=.003; experimental low subgroup: t=.283, p=.016). Moreover, the questionnaire and interview results show that most of the students like this way of “listen and repeat” practice though it is cognitively demanding and challenging. Furthermore, experimental middle and high subgroups benefit more from the strategy. They can better notice the gap between their output and the aural input and have better correspondence between their listening vocabulary and the written vocabulary. But the strategy facilitates only high proficiency students’ automaticity in listening and speaking. The low subgroup, on the other hand, needs teachers’ instructions and feedback more. Based on the above results, some pedagogical implications for English teachers and suggestions for learning strategy instructions are provided at the end of the study

This thesis reports on an empirical investigation into manufacturing strategy (MS) formation in practice. The broad objective is to advance the understanding of MS processes through constructing consistent patterns in decision-making and action-taking relating to the manufacturing structure and infrastructure of the organisations studied. Using a combined "Grounded Theory - Case Study" approach, nine organisations within the metal products, machinery and equipment manufacturing sectors in Australia were studied, in order to address the following research questions: How are competitive priorities arrived at and translated into decisions and actions regarding the manufacturing structure and infrastructure? What are the consistent patterns of manufacturing strategy formation within specific organisational contexts and why those patterns exist that way? Qualitative data gathered through interviews conducted with the management staff - based on the sequences of events, actions and decisions, as well as other broader aspects of MS - were analysed by means of progressive coding. The themes, relationships and conceptual schemas emerged through the coding process are presented using narratives and graphical displays. The overall findings are presented in aggregate terms using a conceptual model, supplemented by several theoretical propositions. Deeper structures in MS processes represent linear and parallel, converging and diverging and sequential and iterative progression of strategic initiatives across four major phases identified as initiation, progression, commitment and realisation. The multiple modes of initiation, alternative paths of consolidation and differing forms of commitment and realisation are explained by the nature of strategic initiatives, the causal links between the modes themselves and the influence of certain organisational contextual factors. When enfolded in extant literature, these findings make two major contributions. First, apart from corroborating the complex and dynamic nature of MS formation in practice, they explicate the underlying patterns and alternative forms of MS formation. Second, they demonstrate some causal relationships between alternative forms of MS formation and certain contextual factors. These insights would inform future research, leading towards the development of a plausible mid-range theory of MS processes. They would also help practitioners to better understand the dynamics of MS formation and to nurture appropriate forms of MS formation within specific organisational settings.

The aim of this thesis is to develop a possible strategy for the steel company ArcelorMittal Ostrava a.s. First part of thesis is about the strategy analysis creation. Its divided into external and internal analysis parts and final SWOT analysis. Final part of thesis concludes evaluation and selection of optimal strategy and outline its implementation and monitoring.

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