2005 hade Sverige 600 000 ideellt arbetande idrottsledare. Trots detta stora antal idrottsledare upplever många idrottsföreningar att intresset för att vara ideell ledare har sjunkit de senaste åren. Tidigare forskning föreslår att nya ledare bäst rekryteras inom grupper av tidigare klubbmedlemmar eller genom föräldrarna till idrottsutövarna. Stöd till ledarna föreslås av flera forskare för att de ska fortsätta att trivas. Idrottsföreningarna är en pedagogisk arena och undersökningar visar att idrottande barndricker mindre alkohol samt att idrotten är en viktig mötesplats där barn fostras i demokrati och möten med andra människor. Syftet med denna uppsats har varit att beskriva framgångsfaktorer för ideellt ledarskap inom föreningsidrotten i Gästrikland. En kvantitativ undersökning i form av webbenkäter har genomförts för att finna struktur i det data som insamlas. Undersökningen innefattar 230 ideella idrottsledare. Resultatet visar att stöd och visad uppskattning från föreningen är två framgångsfaktorer. En annan framgångsfaktor är att föreningarna bedriver uppsökande verksamhet mot framtida ledare.

Since 1939, Taiwan industry has started from the components processing to research and development of all kind of equipment. From purely labor work stepped into design of sophisticated equipment. But, still, we were late from the beginning, it makes us far behind to European country, the United States and Japan. Besides that, the domestic market is too small to afford us some heavy industrial world-class brands. As to Taiwan's industrial development, our Government played a very crucial role. We can learn the fruitful results of government¡¦s efforts in Technology development and key industries supporting. Nevertheless, it pays few attentions to the specialized Electro-hydraulic system market, such as to defense industrial application and heavy industrial application, which is relatively small. The reality is, though it is small market, it contributes big to national power. This industry been forgotten, its segmentation differs greatly from the popular industry, its product is most differentiation. The industry itself, varies always , it supposes to be a ¡§Blue Sea¡¨, yet it competes horribly as bloody ¡§Red Sea¡¨. Being in this area for 15 years, S company has to re-check their position, fore-see the obstacles in front to be well-prepared for the future. This study follow the essence of Evidence-based Management, use the theory and practice of learning history and action research, to conduct interviews, summarized and analyzed. Interviews did not follow the planning at the design, and some amendment had been made to the research arrangement. But, contribute organization to discuss which did not want to discuss, dared not discuss and cannot subject for discussion. Have them try to face which factors supposed uncontrollable, cannot control the, and find executable solutions. Those stakeholders, potential competitors and customers, we expect this study can remind them to have Evidence-based Management attitude, find out the truths, wiped off the rooted myth. This study found the key successful factors of specialized Electro-hydraulic system classified to internal and external one. To organization, internal factors can be controlled, and treated by mid- and/or short-term means, external factors can¡¦t be controlled, can only treated by long-term means. This study submits three major proposition to the individual role for reference. Proposition 1, The more customized production enterprises, the more conflict between standardization and differentiation, or so-called flexibility, need to compromise. Proposition 2: Find out why make competition less, is the main reason for it, your limit or your advantage. Proposition 3: Set vendors an Eligibility standards subject to protect all stakeholders, only that it is not easy

The top trend prophet, Naisbitt (1990), mentioned that the increasing and expanding numbers of chain alliance stores will transform the future society, and thus service industry is going to be the mainstream in economic society. ¡§Convenience¡¨ and ¡§Quality¡¨ are two points for consumers¡¦ tendencies. The franchise brand (chain alliance) is the most successful marketing conception ever in the history, and it would even become the dominating business models in 21st century. To cope with the coming era of Self-Prevetion and Self-Medication, the local cosmeceutical access stimulates the OTC (OTC Over-the-counter) growth in the market, which leads the cosmeceutical stores gradually toward the professional position. Moreover, under the impact of the modernized marketing channel, traditional drugstores have headed for OTC, compounding, and big-scale tendencies. Analyzing the total drugstores numbers from 1995 to 2005, the figure has reduced from 13,000 to 7,000. The keen competition of the cosmeceutical stores can be seen by this. The cosmeceutical staff is mostly come from apothecary. How chain cosmeceutical industry clutch the ¡§right business direction¡¨ has always been the sensitive issue to break through. When considering several factors, like profit business, competitor challenges, and consumers¡¦ tendencies, how the chain cosmeceutical merchants seize their dominating core abilities (key successful factors) is the main purpose of this study. This study takes chain cosmeceutical as study target. At the first stage, 258 selected storekeepers are invited to fill out the expert questionnaires to make the analysis of the eight measurement structures and 63 business elements (evaluation standards), and then extract seven structures and 35 related the key successful factors of related chain cosmeceutical business management. At the second stage, 15 renowned managers of chain cosmeceutical are asked to finish the expert questionnaires to explore the importance and the priority of these key successful factors by using AHP. The AHP study structure validation result shown that, no matter what the business forms are, the co-recognized most significant business factor in measurement target is the ¡§business faith and scale economy¡¨ --- the credit values of head quarter (brand images), and the next is the ¡§relationship between business planning and supply merchants¡¨ --- the renovation of business contents. In the 35 evaluation index of the third level of AHP study structure, the most significant index is ¡§renovate the business faith, and design the service process fitting customers¡¦ requirement,¡¨ and the next are ¡§the head quarter¡¦s abilities of purchasing, bargaining, and supplying, the pharmacist councils and the products descriptions, the system of bringing new fashionable products, the head quarter¡¦s education training and supporting abilities, the head quarter¡¦s credit values (brand images), and the selection of store location and region.¡¨ In other words, the corporations would establish the dominating credit values (brand images) through customers¡¦ identification and set up the appearance position by continually renovating business faith. The next is head quarter¡¦s abilities of purchasing, bargaining, and supplying, designation of the service process fitting customers¡¦ requirement, and head quarter¡¦s education training and supporting abilities. And finally measure the service quarantine and reliability and the pharmacist councils and the products descriptions. The relatively low stresses are storekeeper¡¦s ability of communication, the head quarter¡¦s electronic degree, professional staff training system, unique corporation culture, and the issuance of VIP card and member card.

The telecommunication/IT industry were rapid growing in the recent years, and the telecommunication manufacturer promoted the foundation equipment application unceasingly. In such the developing nations like China and India, the network foundation equipment demand grows gradually, in which China was already the quickest growing nation in telecommunication markets of the whole world, the growth rate will continuously maintain about 14% every year in the future. The Switching Power Supply (hereafter refers to as SPS) is rapidly growing in the country, in which the SPS has high profit potential product. By successful developing experience, integrity, vertical & horizontal conformity industrial structure, high quality, short delivery, smaller size, higher output, lower cost, better radiation, which create the industry competitive advantages. The purpose of research is to understand the industry development tendency of SPS, and will discuss how the value chain of SPS to survive under the global finance pressure, and even face with the re-shuffle effect. In this research take D Corporation as the example, discusses under the marketing demand drop pressure , how to develop the competitive business model and key successful factors to cope with. Then, using tool like SWOT, five forces analyses, discovers the way for D corporation to go forward to right direction. Finally, the concrete suggestion will be proposed, and to provide with the conclusion to D Corporation and related Department or organization as compete strategy in the future.

This research is focus on discussion of Convenience Chain Stores¡¦ Key Successful Factors, in which using for lead into the LOHAS¡]Lifestyles of Health and Sustainability¡^. This case is based on the 7-11 of which used both of the ¡§Case Study¡¨ & ¡§Penetrate Interview¡¨. Except two high-level managers in charged of LOHAS, there are some other key men involved as following: two high-level managers in Uni-President(upstream company of 7-11) Enterprise and two high-level managers in Ton-Chuang¡]logistics¡^company. Among them I got four KSFs to be the result of this research, which van be the references in the future development of Convenience Chain Stores as following¡G 1.The factor of Social Environment. 2.The factor of Resource Input. 3.The factor of Product Strategy. 4.The factor of Strategy Popularization. 7-11 suppose to be the NO.1 beneficiary. Even though 7-11 had popularized the LOHAS foe three years, it never made any similar analysis and generalization. I expect to get the resonance of 7-11by the share of this research-to make a harmonious society by the three-wins of egoistic, altruistic and the earth.

The key to understanding the development of competitive advantage is to understand knowledge and how it is managed and shared. Organisations not only need to understand comprehensively the concept of knowledge in order to manage it effectively, but also to create and maintain competitive advantages, especially as the business environment has become increasingly competitive in recent years. The aim of this study is to understand how the knowledge management (KM) concept can be harnessed as a vital factor in the enhancement of productivity, performance and the competitiveness of organisations. Therefore, grounded theory strategy has been used, providing in-depth information relevant to KM implementation. Data were collected from face-to-face semi-structured interviews with 24 top managers from 19 different top-ranking companies operating in Saudi Arabia. As a result of constant comparative analysis of the collected data, five major categories emerged: barriers to KM; organisational learning (OL); means of communication; critical successful factors (CSFs); and impacts of KM on organisational performance (OP). The most common barrier to knowledge sharing is the unwillingness of employees to participate and share their knowledge. Moreover, OL is very important. It is considered to be the main goal of KM and it helps organisations to sustain a competitive advantage and improve employees’ performance and efficiency by encouraging them to learn and share knowledge through the creation of a good learning environment. A well-structured communication system is also a crucial factor for KM success because its role is to ensure and facilitate the passing of knowledge to the appropriate people. Furthermore, there are 14 factors that are very important to the successful implementation of KM and these positively influence employees’ willingness to share knowledge. The study found that the most important factor influencing the success of KM implementation is the employees’ willingness to participate in KM activities and share their knowledge. This implies that organisations that want to be knowledge-based by implementing KM activities need to improve the willingness of employees to participate in the project, otherwise it will fail. Therefore, the researcher has labelled this category ‘employees’ willingness’ and has selected it as a core category. The comparative analysis between knowledge-based and non-knowledge-based organisational performance is presented in this study in order to determine how KM enhances productivity, performance and competitiveness. Therefore, the theoretical and practical contribution was discussed, as well as the findings. The theoretical model illustrates how employees’ willingness can be influenced by the other categories. A theoretical contribution of the model is the determination of the reasons for employees in knowledge-based organisations being more interactive and participating in KM activities by analysing the barriers that impede the adoption of KM activities and, especially, knowledge-sharing activities between employees, as well as the factors that aid the adoption of knowledge-sharing activities. This aided the researcher to determine the conditions that influence employees to share more, or less. The researcher concludes that highlighting the human side of the KM perspective is another of the research’s contribution to knowledge, achieved by covering the current lack of existing empirical studies in the field. Furthermore, the main practical contribution of this study is the presentation of a framework model that demonstrates the process for effective KM implementation. This model is considered to be a summary of the experiences of the organisations participating in this research.

網際網路與電視匯流之關鍵成功因素探討 《中文摘要》 數位狂潮衝刷媒介生態沃土，網路、電視與電信三大領域，在技術、服務與通路上匯流出競爭與互補的大媒體潮。網電合一扮演不同而又多重的角色，面對科技、法規、市場與管理上的競合，形成網路、電視、電信產業「三網合一」（Triple Play）的「網電匯流」閱聽趨勢。數位內容產業具有「一次生產、多元加工、多頻傳輸、多工服務」特性，網路的數位互動、超文本、虛擬化，成就了寬頻影音典範。一個簡單的問題是：網路電視（WebsTV）能否搬到數位電視（Digital TV）上？ 本論文探究「網電匯流」與「關鍵成功因素」二大主題，以文獻探討與深度訪談設計，訪問中華電信M.O.D.（Multimedia On Demand, M.O.D.）、數位聯合電信公司SeedNet D.F.C.（Digital Family Center, D.F.C.）、東森有線電視機上盒S.T.B.（Set-top box）與網路電視等多系統經營業者（Multiple System Operators, MSO）共八家公司九位專家，針對網路與電視匯流的關鍵成功因素發表意見。研究者並以自己在網路公司參與電視台數位化的親身觀察，探討如何融合具寬頻網站與數位電視製播特色的關鍵成功因素。 研究發現網路與電視匯流的「新媒介」（New Media）必須在：匯流目標策略、企業價值鍊、殺手級內容、數位匯流科技、市場績效等五個要素上，豐富顧客實體和虛擬經驗的平台，以使用者為中心、客制化互動的社群思維，去拓展數位電視市場，才能在傳播新世代，為大眾開拓新閱聽時空。 / The Key Successful Factors of Converging the Internet and Television The digital mega-trend has caused enormous impact in the world of mass media.In three major fields: Internet, television and telecommunications, the combination of internet and television have created a new wave of competition and co-operation in areas such as technology, regulation, marketing and management. This will lead to the triple play of internet, television and telecommunications that will set the new trend. Digital industry has the unique feature of 「Once producing、MultiProcessing、Multichannel Transmission、Multiworkers service」, and other characteristics such as internet interaction and Hypertext、Virtual will become the M.O.D.el for broadband entertainment. But, here raises one simple question:“Can WebsTV being duplicated onto the Digital TV”? This thesis will discuss into depth the two major topics of “Convergence”and “Key Successful Factors”using literature review and interviews with 9 experts from: M.O.D of ChungHwa Telecom, Seednet D.F.C., ETTV S.T.B., and Multiple System Operators of Cable TV etc. Empirical experiences gained from working in relevant industry will also be used to discuss the success factors in converging broadband website and digital television. Research discovered that the“New Media”which converging the internet and television will need to fulfill five major aspects in: converging target strategy, enterprise value chain, killer level content, digital converging technology and market performance. In order to create a user-friendly environment and platform, that will provide effective interaction between the user and supplier. By doing so, it will give all users a whole new experience in the world of digital entertainment.

Abstract Since the launch and hot market of innovative products such as iPod, iPhone and iPad, it has created a PND operational interface revolutionary wave. The beloved keyboard, mouse or Passive Touch Panel are gradually replaced by Capacitive Touch Panel(CTP) which became one of the hottest trends in consumer electronic products. No matter in transmittance, hardness, response time, operating temperature resistance, UV resistance or beauty of outlook, CTP products surpass traditional Passive Touch Panel. The market of CTP products is so huge but there is big difference of respective company¡¦s performance. Some companies earn 2 or 3 times of company capital per year but some companies still are at a net loss stage. It¡¦s worth to study why there is a significant difference of their business performance. Further, it is beneficial to study the topic of what are the key successful factors of these outstanding companies. By selecting six representitive samples of CTP companies to research, we will study the development of this industry, the evolution of product technology and the difference of business performance, especially focusing on their sales scale, future growth rate, customer potential growth, ROE, ROA, EPS, EVA and MVA to analyze and compare. We confirm TPK Holding Co., Ltd. and Young Fast Optoelectronics Co., Ltd. are leaders among Taiwan CTP industry. We will study the key successful factors of this industry through interviews with senior management and researchers of this industry. The conclusion of this study is as follows, 1. Glass-type CTP will be the mainstream of CTP product structure, especially in the consumer electronic products such as smartphone and tablet computers. 2. On Glass Solution, Flexible Subtrate and In Cell technology will be the future development of CTP products. 3. If compared with other financial indicators, Economic Value Added (EVA) will fully evaluate and predict the corporate value. 4. There are 7 key successful factors of CTP panels: I. Innovative ability of advanced products and production process technology. II. Emphasize the patent layout to lead the advanced technology. III. Capacity and yield rate. IV. Main customers¡¦ ability to create market. V. Rapid and complete technology supported ability. VI. Provide value added service and products which surpassed other competitors. VII. Establish huge human resource and sound financial structure. Key words¡GCapacitive Touch Panel(CTP)¡BBusiness Performance¡BEconomic Value Added (EVA)¡BMarket Value Added (EVA)¡BKey Successful Factors(KSF)

從設計、材料、製造到管理的品質是追求卓越品質的關鍵成功因素，而卓越的品質產品是能夠留住顧客的重要因素之一。 本研究借由對個案公司的深入訪談與分析，整理近5年來品質績效資料及訪談的結果，依重要性與急迫性四象限分類，確認問題的所在，再作深入的設計、材料、製造及管理品質的要因分析。在面對未來更為競爭及多變的環境下，經由波特的五力分析模式，探討零組件產業的競爭環境，同時運用優勢、劣勢、機會與威脅的相互交叉，分析個案公司所在的產業環境，找出面對的問題與挑戰，以調整品質保證策略的方向。因本研究採個案研究方式，主要結論如下： 一、電子零組件專業製造廠商的品質保證關鍵成功因素為： 穩健性產品設計的品質工程能力、專業的製程工程能力及快速的改善效能、良好的供應商、變異小(5~6 sigma range)的材料、專業的一流管理及工程人才、及健全的品質系統。 二、從個案公司的經營使命「環保、節能、愛地球」，因應國際品質保證標準及環保要求的分析來看，個案公司已經主動提昇系統品質的策略，將品質系統提昇到「對社會負責的企業」，並積極投入「綠色設計」的產品研發。 三、品質保證策略是整體性的，要達到品質產品的目的，個案公司運用同步工程同時從設計、製造、材料及管理去努力。 個案公司的品質保證策略，是以六標準差（6-Sigma）為主要改善工具，精進設計及製程的DFx並相互檢討，並導入在品質系統中，以達到零ppm 的境界。 四、良好的供應商、及品質穩定且變異性在合理的一定範圍裡的原材料，對個案公司的品質及供應商管理的成本有非常密切的影響，選擇具有良好競爭力的供應商、再有完善的供應商管理制度及真正落實執行供應商的獎懲，是確保供應商材料品質及個案公司的品質產品的最佳手法。 五、好的經營使命、好的政策理念、好的策略、及完善的管理制度及流程，一定要有一流的人才及有效能的組織去落實，因此，個案公司必須積極的規劃執行「人才培育」、外聘管理及工程的國際化「專業經理人」，同時對於品管組織應予以獨立，以便能徹底執行品質保證的要求。 卓越的設計、材料、製造及管理品質，可透過平衡計分卡的顧客滿意度來確認，而內部的績效，經由財務面的品質成本，作業流程面的直通率，以及學習面的六標準差及DFx成果來驗證品質保證策略的方向是否正確。 關鍵詞：品質保證、關鍵成功因素、綠色設計、平衡計分卡、六標準差

從1990年代個人電腦普及以來，電子垃圾產生了嚴重的環境問題，其中尤以廢電腦的影響為鉅。2001年美國發動The Computer Take Back Campaign (CTBC)來推動製造商處理其生產的有毒性電腦廢棄物。其後歐洲提出「生產者責任延伸(extended producer responsibility, EPR)」法規，並在2003年歐盟宣布施行「廢電子電器回收指(Directive on Waste Electric and Electronics Equipment, WEEE)」。再加上我國國內亦繼此世界趨勢陸續頒布廢容器、廢汽機車、廢家電產品及廢電腦強制回收再生的法規，也因此舊廢產品的回收逆物流處理能力對我國電子電器及資訊產品廠商就顯得益發重要。 但現行電子產業中絕大部分的廠商都是採「出售商品」的事業模式，製造商難以掌握產品售後流向、進而回收其舊廢產品。且關於此類電子資訊產業如何佈建一個具獲利基礎的封閉式供應鏈、以及實施的狀況與程序之相關研究甚少。於此，本論文欲探討：對電子產業來說，在哪些條件之下才能達成封閉式供應鏈？其中的關鍵因素又為何？盼能透過個案研究的方式，從實務上的運作狀況探討其中的原因。 本研究選擇重視全球環保及永續發展的華碩電腦，以及在逆物流回收實施領域施行多年且成效顯著的Dell電腦做為個案研究的對象。本研究架構乃依據文獻分析結果，從驅動個案公司進行產品回收的力量開始分析，進一步檢視個案公司的回收再生策略，並從訪談及其他文獻資料內容中分析有哪些重要因素會影響個案公司達成封閉式供應鏈，這些要因會根據第二章歸納出的四大面向為基礎進行比較。最後，根據分析結果評估個案公司在封閉式供應鏈的完成度與績效表現。 / Since 1990s, the electronic wastes (e-wastes), especially PCs and laptops, have caused serious environmental problems. In 2001, the Computer Take Back Campaign (CTBC) initiated and asked the PC manufacturers to be in charge of toxic e-wastes that they produced in the U.S; in 2003, the European Union declared the Directive on Waste Electric and Electronics Equipment (WEEE); besides, Taiwanese government also put the recycling laws into practice, requiring that the wasted containers, cars and motorcycles, electronic products and PCs should be recycled. Therefore, the capability of managing e-wastes has become more and more crucial for Taiwanese PC manufacturers. For those manufacturers who sell out electronic products, it’s difficult to track and recycle their wasted products. Furthermore, there are few researches discussing about how to build up a profitable closed-loop supply chain. Therefore, this study will focus on exploring the key success factors for building up a profitable closed-loop supply chain in the electronic industry. In the case study, ASUS Tek Inc. and Dell Inc., both are dedicating great efforts on recycling issues, were chosen to be the case companies. The framework of this study will start from analyzing the drivers of recycling, the recycling strategies, and then generalizing the key successful factors, which are discussed in Chapter 2, for building up a profitable closed-loop supply chains for the case companies. Finally, the study will evaluate the completeness and performance of the case companies.