The Euro has become the mutual monetary union in 2002 and there are 13 countries which is going to join the European Union one after another since 2003. The enormous and growing market attracts lots of foreign companies to invest. The research categorizes the resources by the resources-based view into four groups, physical assets, intangible assets, human capital and organization capability, and discuss how the Taiwan foreign subsidiaries use their controlled resources to be their strategic advantages and operate successful in local country. By the way of interviewing the case company in depth, this paper has the following conclusions: 1.The products which were sold in France have to fit in with the characteristics of local market and be competitive. 2.The investment in France should have sufficient funds and do well the risk management. 3.The international division of labor is an advantage basis for Taiwan companies in France. 4.The international brand advantage increases the possibility of entering French market. 5.The export experience and customer basis in Europe are contributive to the development of Taiwan foreign subsidiaries. 6.The combination of opinions between the local employees and parent company is the key factor while doing business in France. 7.The capability of local management team is the key factor of foreign subsidiaries in Europe.

Abstract With the rapid development of internet and information technology, the era of automation and computerization of business has dawned. Consequently, electronic-business has become the key factor of competitive strength of the global business in the 21st century. In order to easily acquire information on business, simplify the work procedure, and improve efficiency, e-commerce should be promoted by the integration of information technology and network infrastructure so that the competitive strength of business can be enhanced. Under the influence of the computerization of business and government, the trend of e-campus has been growing in colleges and universities, and has become the principal focus of administration, teaching, research, student life, and learning environment on campus. I interviewed several professors and officers who are in charge of computerization in their universities, to understand the meaning, purpose, process, problems, and key factors of e-campus. The results of the interviews are sorted as follows: 1. E-campus can be defined as the transformation of the school by which the efficiency of administration system, the e-learning environment for students, and the teaching and research environment for teachers will be improved to increase the competitive strength. 2. The purposes of e-campus are: (1) to provide services and information for faculty and students, (2) to simplify the document flow charts for high efficiency, productivity, downsizing, competitive strength, and low cost, (3) to equip students with the concepts and application of computerization for job creation, (4) to collect the campus information for management decision, and (5) to save energy and protect the environment. 3. E-campus should be proceeded in proper sequence¡Xfrom the simple to the complex and from the higher level to the lower level. The process has to be planned precisely, and the results be checked cautiously to assure the achievement of the goal. Therefore, it is necessary to establish an e-campus team for planning and administering. 4. The problems caused in the process are as follows--personal problems (such as age), changes of the organization, selection of software and hardware, equipments, net connection between campuses, and research and development for the new systems. 5. It is very difficult to measure the results of e-campus in quantity, but part of them are predictable, for example, the process time will be shortened, and the efficiency will be raised. 6. The key factors of e-campus can be classified into eight items, and six of them are in accordance with those of e-business. They are (1) professional team work for promotion, (2) participation and innovation of the members of organizations, (3) training of professionals, (4) establishment of a pilot unit, (5) reference to actually successful examples, and (6) methods and strategies to reach the goal and to satisfy the needs of the faculty and staff members. The other two differences between them are the support and insistence of managers and the continuous implementation. 7. The installation of objectives, planning and design, application of information technology are the essential points for attention. The safety of data deserves alertness because hackers and computer viruses will destroy the entire systems. Key words: e-campus, information technology, computerization, Internet, key success factor

Twenty-one century is a knowledge-economy age. Knowledge that replaces the machine, capital, material, or labor becomes the most important element of management of organization. Knowledge is also an important condition of competition and survival. Knowledge plays an important role in economic system in the future. A government of huge organization should make efforts in the management of transferring knowledge to competition as enterprise. According to government will play an important role as a planner and advancer, so the research of government knowledge management will be took into account. The research collects and classifies literature and finds seven original factors of government knowledge management, and verifies the relationship among three variables of knowledge management behavior intention. The research uses principal factor analysis to find the key success factors of knowledge management. Six key success factors has been extracted in this research by factor analysis (principal component analysis), they are (1)the basis of knowledge management of organization ; (2)important conception of knowledge management to organization ; (3) need for a clear standard system to evaluate ; (4) available resource of information technology¡F(5)policy support¡F(6)the responsible group for knowledge management. The analysis of this research showed that 28 KM variables are considered significantly important. The first important variable is ¡§leadership and ability to promote change of the management¡¨ and previous five factors are especially the factor of the attitude to knowledge management. The research also classify three factors about the difficulties of the implement of knowledge management, they are (1)the difficulties about employees¡¦ abilities of technology¡F(2)the difficulties about the organization structure and culture¡F(3)the difficulties about the abilities of planning. The conclusion of this research is to provide feasible suggestions to government administration so that they could construct KM in an effective and efficient way. Some supportive policies from the government organizations are suggested as well and I hope this research can provide the government with the experience.

Abstract Mergers and acquisitions (M&A) are important management tools of chief executive officers (CEOs.) The benefits of M&A include fast expanding production capacity, acquiring technical patents, overcoming the entry of obstacles, grasping markets, taking over talents, generating the synergy of operation and finance, adjusting product mix or reducing production capacity any time during the recession of markets. Steel industry itself has the character of benefits in economical scale. Therefore, Mittal Steel Company led to hand over its successful experience unceasingly in the recent year, causing an international tide of M&A. In the recent emerging China¡¦s economic system, China¡¦s steel industry was integrated under the guide of national policy. Lots of small steel plants became international leading steel producers. This is contributed to the M&A rendering the company¡¦s scale large, increasing international visibility and bringing people¡¦s notice to its talks and behaviors. Owing to quite high risks of M&A itself, steel industry must grasp the key success factor so as to reduce the risks of operation. Due to the difference of every industry, every company and outside environment, each of their positions in the industrial value chain is also different. Therefore, the successful factors of each company¡¦s M&A are somewhat different, too. This study aims at hoping to probe the successful factors of steel industry¡¦s M&A by case study, as well as to understand the follows: the status of Taiwan¡¦s steel industry, the difficulty of M&A in Taiwan¡¦s industry, the successful factors of steel industry and the generated effect of steel industry¡¦s M&A. The result of this study shows that the relationship between China and Taiwan has been closer and closer. Taiwan¡¦s steel producers have to grasp the trend of changes of China¡¦s steel plants so as to prevent error decision making. As for the successful factors of steel industry¡¦s M&A, the first priority of conditions is to obtain the top management support and to be executed by an experienced teamwork of M&A so that the M&A experience can be handed over by cumulative knowledge. Since the statistics shows that the percentage of M&A success is small, it has better to evaluate the worst situation prior to the job¡¦s execution as well as to set a bottom line of loss in order to flexibly dispose the changes of situation at any time and to make the M&A easier to success.

In recent years the Vietnamese economy emerges, the demand of steel grow fast ad fast, many foreign cooperation invests the steel and iron related industry to Vietnam. To avoid the steel and iron industry fall into the oversea company, the Vietnamese government take strictly controls the foreign capital to enter makes supply chain of steel industry. However, the chain of Taiwanese iron & steel industry move into Vietnam, not only may approach to customer closer, the raw materials also straight enter mainland China under the East cooperates Conformity. The Taiwanese iron & steel industry takes place of the fallen all goes to Vietnam to carry on the investment. The investment motivation is: get the economies of scale and output to the third country; Next is politics is stable and the inexpensive laborer; Again next anticipates the workshop cost for the original to be inexpensive; Finally is low for the staff rate of flow, this research induces the steel and iron industry to invest Vietnam the possible key success factor as follows to show. 1. Invests the Vietnamese government to encourage the investment the industry. 2. Cautious elects to invest the region. 3. The consideration joint capital & joint management pattern to obtain the best profit. 4. Under political condition unstable consideration, therefore, maintains the less funds quantity to be better. 5. Talented person localization. 6. Pay attention and stops the culture difference as far as possible.

Most of Shopping malls in Taiwan locate in downtown. In city Taipei, city Taichung, and city Kaohsiung, homogeneous competitiveness between rapidly growing department stores blooms. The majority of survivalists are with great enterprise groups as capital back-up. Chain shopping mall becomes a trend. The growth of shopping mall steps into a high density and intense competitiveness age. When facing such highly homogeneous competitive shopping malls, how to find the way out from the price competition of the red ocean, and to create the successful market share, is the main point of this paper. In this study, we adopted the Satty¡¦s Analytic Hierarchy Process (AHP) to establish individual multi-estimate criteria models of the key decision-making factors, and then by AHP qualitative and quantitative questionnaires, undertook research and analysis of various key decision-making factors. Finally, the Analytic Hierarchy Process was applied to calculate the ¡§weighting¡¨ and to sequence the priority of these factors so that the weighting of key success factors can be discussed and proved. Through SWOT analysis and five forces as well as a comparison with Treasure Island, the key success factors for the Dream Mall were identified. The result of the research is to help to offer a develop-oriented location of shopping malls and to invent the management strategies which differ from competitors. According to the result of survey that we can define the sequence are transportation, parking, multifunction and customer stratify. Meanwhile, in the factor of transportation which the public transportation system is first priority; in the factor of parking which the parking space is the first priority; in the factor of multifunction which the department store and movie town is the first priority; in the Customer stratify which the safety is most concern by customer. It is helpful and meaningful which provide to President Shopping mall owner define the strategy according to the key success factor.

Abstract The situation of the world varies from minute to minute, and the market of the traditional industry changes fast also. Many parameters occur which challenge and strike against the highly polluted, low profit textile and dyeing-finishing industry. For instance, the issue of the global warming keeps spreading influence the whole world such as American and Europe to place more attention on the ecological environment. Second, the lack of the energy and natural resources raise the prime cost. Next, the opportunity the World Trade Organization (WTO) gives to the trade market forms a more competitive international relationship around the world. The difficulties and the threat the textile and dyeing-finishing industry meets urge the industry to find their way out. They should analyze the industrial structure and the international benefits, and find an alternative proposal and key success factor to create the competitive edge of their own. Furthermore, the best choice among all the solutions is that the industry should catch the world wave, producing environmentally friendly green product and devoting to lower the emission of the carbon dioxide (CO2¡^ during the producing process. This decision can not only lower the prime cost and earn more profits for the enterprise but also promote the corporate image. Moreover, when talking to establish the goal of reforming strategy, the enterprise should strengthen the integration of the inner and outer resource. Through the cluster model of the industrial structure they can support each other, forming the best green supply chain. Only through the above procedures can the enterprise maintain their long-lasting competitive advantage. Therefore, the paper is going to focus on the textile and dyeing-finishing industry in terms of : (1) the difficulties of the industry. (2) the turning point for the industry- the green supply chain. (3) the key success factor of the reforming strategy. (4) the perspective and opinion from experts and scholars. (5) the implication and conclusion.

No description available.

In recent years, the rise of the BRIC economies (China, India, Brazil and Russia) has caused industries in the developed and even in the developing countries, to shift toward the rising economies. The Chinese market has in the recent years become the fastest growing market with tremendous potential. Business enterprises have not only laid their eyes on the cheap labor costs, but are also deeply attracted by its market opportunities. Taiwan holds the advantage of being close in geographic proximity, and similar language and culture with China. Many Taiwanese business enterprises have made China the first choice when considering extending business to foreign markets. However, the enormous market incentives have accelerated competition within the industry. In addition to survival, it is more important for business enterprises to continually grow and profit. Therefore it is the aim of this study to investigate how business enterprises could find ways of ensuring its survival, which allows it to grow and profit, in the fierce Chinese battlefield. It is hoped from the study of Chinese business environment and analysis of current status, that key success factors of Taiwanese business enterprises in the industry can be identified. It is expected that the results of the study can be valuable recommendations to the industry. The traditional industries have always been the foundation of Taiwan¡¦s economic growth. The contributions made by the manufacturing industry to the economic growth of Taiwan cannot be overlooked. However, as the high-tech industries prosper and change of the domestic industry structure, traditional industries had been in an inferior position with respect to acquisition of resource, such as human and financial resources. Faced with a fierce competitive environment, how the traditional manufacturing industries break out of the growth-stagnant bottleneck requires the identification of key success factors of the industry. Business strategies should be developed according to such factors, putting effort in strengthening and building on the success factors, so that greatest leverage of limited resources can bring profit and continued competitive advantage. Although the copper alloy industry is considered a traditional industry, its products serve downstream users in ironmongery, electric appliance and electronics. The industry has its critical value of existence in the market¡¦s supply chain. Hence, the copper alloy plants have been chosen as he subject for this study. Through research and analysis of the industry, the study seeks to identify the critical success factors of copper alloy strip manufacturers in managing the Chinese market. The results will enable business enterprises to develop strategies for managing the Chinese market. This is a qualitative case study. Three largest copper alloy strip manufacturers were selected for the case study. Further to collection of secondary data on the copper alloy strip industry and supply-demand status of the China market, interviews were conducted with middle to senior managers of the manufacturers in the industry. Through the arrangement, analysis and study of secondary data and interviews, key success factors of the copper alloy industry were identified. The buying decisions and end user perspectives were referenced to validate the success factors identified from research. The study hopes to include the end user¡¦s purchasing perspectives into the key success factors identified from industry analysis. It is hoped that the key factors identified could be more objective, so that the success factors would be of value to business enterprises. Lastly, the key success factors of Taiwanese copper alloy strip manufacturers in conducting business in China are: (1) acquisition of core technology for high level products, (2) acquiring personnel with international capabilities and specialized knowledge in copper industry, (3) promote the bargaining power with raw material suppliers, (4) sound financial structure and financial management capabilities, and (5) establishment of network relationships. These five key success factors revolve around three critical resources, namely technology, human resource and financial resource. Through external networks, the strength of these three internal resources can bring about positive effects.

Context of this research: The construction industry has a history of client dissatisfaction in the UK. In response, framework agreements have been developed to create relationships between suppliers and clients in order to improve project performance. This research aims to assess whether use of framework agreements can result in significant improvement for performance outcomes without a significant increase in costs when compared with traditional discrete methods, and if so, develop a procurement performance model for realisation and continuous improvement in performance. Research methodology: A literal review of UK Government reports with economic and performance management theories precede a case study set within Hampshire County Council, a major public sector authority, allowing analysis of data from 164 highway maintenance projects by independent samples t-tests. Projects are divided into discrete and framework groups using critical success factors to measure performance differences. In addition to project outcomes, a review of economic performance was undertaken to advance a current ‘gap in professional knowledge’ concerning cost effectiveness of framework agreements. A performance management model is proposed representing impact of operational measures and sociological behaviour factors on suppliers’ performance, tested by qualitative views of experienced practitioners collected through a questionnaire survey and in-depth interviews. Key findings: Independent-samples t-tests proved that there were significant improvements in performance with use of framework agreements, but that no significant additional costs were incurred. Factor analysis and central tendency statistics from questionnaires and node values from interview transcripts confirmed long-term relationships, financial and non–financial incentives and stronger communication were sociological behaviour factors driving performance for framework agreements. Conclusions from the evidence and findings: As framework agreements can achieve significant performance improvements without a significant increase in costs, this study supports use of framework agreements for Hampshire County Council and professional practice. Value of this research is recognised by both central government and case study organisation alike. In respect of the latter context, case study findings have been included within a regional framework for use by South East authorities until 2016. It is recommended further studies should be conducted on civil and building projects in wider public and private sectors so that construction clients can make informed decisions based upon generalised findings.