This study investigates how firms navigate technological changes over time. Specifically, we determine whether firms follow a consistent strategy in regards to when they time their entry into technological waves. Resulting performance implications of these actions are also measured. The theoretical underpinnings of this study lie at the intersection of the technology literature, the learning school, firm evolutionary theory, and the resource-based view of the firm. Past studies have added clarity as to how firms behave within a single technological wave; however, investigations regarding firm actions over successive waves are needed if we are to truly understand which firm actions lead to long-term success. This study fills the research gap by investigating firm timing patterns over multiple successive waves of technology and the resulting long-term performance implications of these actions. Further, this study examines timing efforts over both competence enhancing (incremental) and competence destroying (architectural) cycles. The findings indicate that while technological follower firms are able to consistently repeat their timing strategy, technological leaders have a much more difficult time in repeating early entry timing. Repeated leadership entry was found to be difficult in both incremental and architectural cycles. Characteristics of those leaders able to repeat leadership entry are provided. While consistent entry timing was not found to impact market share, it was found to benefit firms by reducing their hazard rate. This hazard rate reduction for timing entry consistency, whether it is as a leader or as a follower, was observed during both incremental and architectural technological changes. / Ph. D.

Since 1990s, rapidly changing business environments such as information technology advancements, international economic integration, and global market competitions have brought companies many challenges and crises. Under such circumstances, most companies make efforts to retain their competency and keep abreast of market status through so-called business process reengineering (BRP). Nowadays, the advent of Internet and emerging information technology as enterprise resources planning, supply chain management, and customer relationship management have once again shaped a whole new competitive environment that companies have never faced before. How business performs BRP to regain their competitive advantages in such situations becomes the main issue of this research study. Our research method is based on case study. The case is selected from semiconductor industry, which plays an important role in Taiwan¡¦s total production values. This focal company is leading in the industry and thus provides a benchmarking BPR practice. From case analysis, it is found that there exist two distinctive BPR waves in their BPR practice. BPR adoptions of the first wave and the second wave are further investigated with explanatory models being suggested. In addition, it is interesting to note that information technology strategy is also changing from reactively enhancing business effectiveness in the past to proactively achieving business competitiveness at present. It reflects the crucial impact of emerging information technology on current business operations. The contributions of this research are two-fold. First, we provide systematic analysis on BPR-related literature, which benefits following researchers on BPR studies. Second, we propose the company¡¦s BPR progression of the two waves by examining relevant BPR models in literature. This result can provide suggestions and directions to other semiconductor companies in preparing their BPR practice.

The small and medium enterprises have been recognized as the main factor for the economic miracle in Taiwan. With fading ¡§dot com¡¨ companies and global economic depression, Taiwan academia, industry and government authorities have worked hard to propose numerous suggestions as well as policies, hopefully to build the competitive strength on the international trade market. High-tech industry is expected as the most significant part in the twenty-first century where knowledge and technology play the essential roles. Such industry also pertains high risks because of the fast changing technology. Hence, the innovation spirits of enterprises that continuously dedicate to technological R&D enable them to react the dynamic market efficiently. This study proposed several influent factors for enterprise performance. Three independent variables are enterpreneurship, technology strategy, and external network: the enterpreneurship includes innovativeness, risk taking, and proactiveness; the technology strategy refers to pioneering, internal R&D, external sources, patenting, and forecasting; in addition, the external network means the external linkages of the enterprise, such as consultants, alliances, association, financial institution, research institution, and government. Performance was measured by subjective perception containin sale growth, market share, ROI, and profitability. This study adopts questionnaires to collect data. Eight hundred and forty-four questionnaires were mailed to CEOs of Computer manufacture companies and IC manufacture companies in Taiwan. After one month, eighty-two responses were received. After statistic analysis, the results are: (1) those firms that stood for more than ten years or have more than 200 employees showed better performance; (2) several factors showed significant positive correlation with performance, including product innovativeness & risk taking in the entrepreneurship, pioneering & external sources in technology strategy, and research institution & government, alliances, and association in external network; (3) entrepreneurship, technology strategy, and external network were mutually positive correlated. Finally, based on the research findings, this study proposes conclusions and suggestions for managers or entrepreneurs in the directions of strategy planning and decision-making. Keywords¡GEnterpreneurship, Technology Strategy, External Network, Performance, High-tech Firms

Abstract As we know, Taiwan¡¦s software and system application industries are facing severe challenge and great impact under current worldwide crisis and depression. However, the know-how IC design companies became main supporters of Taiwan IC industry already. In view of this, those high-tech IC design houses must surpass others in their organization and management. This research report tried to summarize those deeds to benefit others. The sponsors of this research are Etrend Electronics and Himax Technologies, which based on Tainan Science Park. Entrend Electronics is focus on DSP IC design, and Himax is producer of TFT-LCD component.This study will separate three sub-reports to describe following subjects: company¡¦s organization, company¡¦s goal and strategy, and core technology and product development. Besides,this study will also discuss the difference between those two companies from two points of view: why setup IC design house and the variance of technical strategy. This study reveals following new discoveries: 1. the sponsors are new tech followers, 2. The sponsors gain new tech via internal R/D, 3. Parent company or business group is userful for acquiring technology, 4. Patent is a way to protect core technology, but it is not best way, 5. HR will effect technical organization, 6. Quick market¡¦s occupation and product variance are company¡¦s product strategy, 7. No sponsors emphasize knowledge management. Finally, based on the research findings, this study proposes conclusions and suggestions for managers or entrepreneurs in the directions of strategy planning and decision-making.

技術策略(Technology Strategy)大約是從1970年代起才開始被考慮，並被當作公司整體策略的一部份。在此之前技術策略只是被當做R&D活動的一部份。 　　監視器產業是資訊硬體工業的一項。從1981年起監視器產業一直都是以高速成長的科技產業。本研究是以個案研究方式來探討台灣此一從零到世界第一產業的廠商在各技術策略構面上的作為，做一個橫斷面的研究。 　　本研究以產品技術能力、製程技術能力、研發／製造功能之耦合、競爭時機、技術來源等五個構面來描述技術策略，以領導者和追隨者劃分經營者技術策略意向的類型。然後從中導引出三個命題建構： 　　(1)在部門功能耦合上，採研發／製造並重者其新產品研發的績效較高；而採重研發輕製造者其新產品研發績效較低。(2)企業產品技術的來源，採多元化方式者，其新產品研發績效較高；而採單純化方式者，其新產品研發績效較低。(3)企業的製程技術能力採內部發展累積經驗為主者，其新產品研發績效較高。而不強調內部發展順其自然形成者其新產品研發績效較低。 　　本研究並以本產業為實例，對管理實務提出三項建議：(1)給予研發和製造同等的重視(2)注重內部製程技術能力的培養(3)尋求可能途徑以取得產品技術

This thesis employs qualitative research with focus on corporate information technology strategy which is perceived as a tool used to build and maintain reputation in Slovak companies. The newly generated knowledge is then used to develop a new information technology strategy and implement it to a company using the best organization development and change practices.

Museums play a vital role in society as institutions that bear the cultural and historical heritage of the public. In the last decade, visitors' digital habits have steadily been increasing as well as the digital technologies available for museums to use in their exhibitions. Some museums have the desire to accommodate the changes in the visitors' behaviours and embrace new technologies, but they often do not know how to do this sustainably. Previous research indicates that there is a need for guidelines and standards in building digital strategies for museums, this research investigates this issue within Swedish art museums. The purpose of this study is to give a background on digital technology strategies employed by art museums in Sweden. Exploring how the relationship between current strategies and previous research on visitor experience, could benefit the management of art museums and their visitors. A qualitative study with semi-structured interviews was carried out with seven art museums across Sweden about their use of digital technologies and their strategies. The data was then thematically analysed, resulting in five common themes: (1) Prolonged digital development, (2) Digital technology should be purposefully and logically used, (3) Adapting to digital habits as an institution for public access, (4) Museums have limited knowledge of the potential benefits of digital technologies and (5) Museums are trying to meet the visitors' needs and expectations. The research findings show that museums are struggling with the adoption of digital technologies, despite wanting to meet the expectations of visitors, having budget issues, lack of in-house expertise and having difficulties with the complexity of technology. The  data also suggests that Swedish museums need guidance for developing their digital strategies, though the extent of that differs from museum to museum. Museums need to be informed of the possibilities of digital technologies in enhancing visitor experience. Moreover, how digital technology can be used in their specific organisation. Further research can build upon the findings of this study to create guidelines for museums and explore how the research questions can be applied to other countries.

博士(商学) / Doctor of Commerce / 同志社大学 / Doshisha University

衡量現今之國內外市場之未來發展，技術上的創新、提昇競爭力與新產品的研發，已成了企業求生存與持續成長發展的唯一途徑。目前汽車市場有高級化的趨勢，即增加汽車電子性產品的趨勢如電子控制系統等。在期望加入國際汽車分工體系的實力之情況下，本研究以台灣汽車電子零組件產業為研究對象，深度訪談六家廠商，探討其近一兩年來跨入電子零組件之生產的經營績效，在不同的技術環境不確定性下，與所採用的技術策略之關係。茲將實證所得之相關命題與結論摘述如后： 　　本研究依個案實證研究結果，發現技術策略可因內涵不同而有不同的類型，因而將技術策略分為三個類型，有助於後續相關研究主題之用。另一方面，本研究針對台灣汽車電子零組件業之樣本廠商，分析其所面臨之技術環境與技術策略之內涵，並探討其與技術發展績效之關係，從而得出台灣汽車電子零組件業的技術環境、技術策略內涵之配合與技術發展績效間是存在著相互影響的關係。本研究發現，技術環境不同，對企業技術策略的型態會有顯著的影響；技術策略內涵改變時，對技術發展績效會有顯著的影響。 　　本研究之結論，可以指引台灣汽車電子零組件廠商瞭解所面臨技術環境與技術策略訂定與配合之重要性，在擬定技術策略時，需考慮技術環境變動相互配合之關係，如此將有助於廠商提升其競爭力與績效。茲將本研究對於台灣汽車電子零組件廠商未來的策略作為建議如後。 　　（一）提昇本身的技術開發能力 　　建議國內電子零組件廠未來的策略方向為由目前的組裝，漸漸朝技術原廠一些關鍵零組件的OEM代工；在術、品質受原廠核可認定後，接著掛上自己的品牌成為技術原廠的ODM，最後逐步進行零件真正的國產化。 　　（二）積極主動的行銷策略 　　台灣汽車電子零組件廠商應採積極主動的行銷策略，可分兩方面來談： 　　1. 向國內各汽車廠推銷並至各車廠簡介目前所掌握零組件之技術水準。 　　2. 以品質肯定、無關稅且生產成本低於日本兩個理由說服車廠與其日本合作母廠爭取採買國產電子零組件。 　　（三）儘可能開發標準品以達到規模經濟量 　　儘可能挑選「標準品」的電子零組件，或配合各車型僅需做很小部份的修改者，如此較容易達規模經濟，使成本下降，甚至低於日本，則日本就沒有理由不讓汽車廠向國內零組件廠購買電子零組件。 　　（四）與政府密切相互聯繫配合 　　建議國內的汽車電子零組件廠家若能與政府有關單位密切的聯繫與配合，一方面廠商可以透過政府力量的運作，克服技術引進的困難；另一方面則可藉由政府所提之獎勵方案或出面整合各廠商之力量，得以降低研發投資的風險與成本。

The research problem addressed in this study was to establish how small- to medium-sized furniture manufacturing businesses could develop a technology strategy that would improve their competitiveness. Therefore, the primary objective of this research study was to develop a technology-strategy framework for small- to medium-sized furniture manufacturers to assist them to improve their competitiveness. Research has indicated that small- to medium-sized furniture manufacturers have the potential to contribute to South Africa‟s economic growth, job creation and gross domestic product. However, research has also indicated that small- to medium-sized furniture manufacturing industries have not kept up with technology developments and, as a result, competiveness is on the decline. Low-technology businesses, such as those found within the furniture manufacturing industry, often have no framework or methodology to guide the successful acquisition and integration of technology to enable a more competitive business. The main problem was addressed in three phases. Firstly, a literature review of strategy and technology-related factors was conducted which provided valuable insight into the development of a strategic framework. This included identification of the business strategy, external and internal factors influencing technology requirements, technology integration, -selection and criterion for competitiveness. Secondly, an empirical study consisting of both a quantitative and qualitative investigation was performed. The quantitative measuring instrument used was a questionnaire designed from the literature study information and was administered to a stratified sample of small- to medium-sized furniture manufacturers. The quantitative results were triangulated by qualitative interviews with selected respondents. The empirical results revealed a strong relationship between technology and competitiveness (as measured by business performance and technology- iv competitive advantage), thereby confirming the importance of technology utilisation for small- to medium-sized furniture manufacturers and the significance of developing a technology-strategy framework. Thirdly, by combining the literature study information and findings from the empirical investigation, the technology-strategy framework was developed. The technology-strategy framework provides a roadmap to integrate technology with the business strategy. The technology-strategy framework is used in three phases, firstly, the business strategy is identified, secondly, the technology-strategy framework provides a guide to identify and forecast technology, conduct an internal audit and identify technology that can execute the business strategy. The final phase is the application of criteria by means of which competitiveness improvement is assessed. Ultimately, the technology-strategy framework can facilitate improved competitiveness of the furniture industry.