Abstract Since the beginning of this new century, global steel industries have gone through dramatic change. From the researches we have observed, the following major changes have taken place. Number one, the¡¥death spiral¡¦in 2001 to the¡¥volcanic eruption¡¦in 2003; steel prices appeared as V shape fluctuations. Global steelmakers¡¦ raw materials, including iron ore, coking coal, hot-rolled band, pig iron and even steel scrap, prices are constantly on the rise; Survival Success Surprise was what many people in this business were saying. The second, reflecting this late-2001 pricing catastrophe, steel mills began to adopt new behavior patterns of rationalization¢wSmall is Beautiful ¡¥. In order to survive in some cases, and to win in others, the steelmakers: a) implemented more rapid production cutbacks once steel prices started to fall; b) closed marginal facilities and c) increased M&A activity.It suddenly became an international trend to merge and merge again;and the appearance of the Acelor Mittal giant steel company, people called this the Metal Mettle Mittal phenomenon. The third was that the Flying-geese Theory and steel industries began to spread across Asia, from Eastern Japan, Korea, and Taiwan, to Northern China, and to Southern India. Asia became the world¡¦s steel industry center. Just as the book,¡mChina Shakes the World: the Rise of a Hungry Nation¡ndescribes, China has became a ¡§magnetic field¡¨ in the global steel industry. China¡¦s steel production increased rapidly and caused supply to exceed demand. The fourth is that global steel industries are now ushered in the energetic resource constraints era, and not the capital constraints anymore. Upstream mine sources are monopolized, more than 70% of global mining sources are owned by three major companies. In the future, global crude steel manufacturing bases will leave the main steel consuming countries and settle down in countries that are rich in mine resources to produce steel. The fifth is identical with what¡mThe Age of Discontinuity¡npointed out. The beginning of a Sigmoid Curve includes Modern Imperatives, Market Smart, and Future Scenarios; the discontinuity of global steel industry and major changes are hard to predict. The demand, growth, and price change models are not the same anymore. However, perhaps there will be a stable New Continuum when discontinuity comes to an end. The local structure of steel industries is also going through dramatic change; it used to resemble a giraffe, now it looks like Steven Spielberg¡¦s ET! Local upstream cannot provide enough semi-product steel, imports of 7 to 8 million tons of semi-product steel manage to keep this in balance. Midstream steel industries, especially single rolling mills flourish. Yet the sizes of downstream processing industries are small with low added value. The demand is not enough to absorb the production of midstream mills, causing midstream steel rolling mills to rely on massive exports. A small head with a big body and skinny legs is like a giraffe, which is just the case in Taiwan¡¦s steel industry. Whenever local steel market is sluggish, the prices are subject to change. Taiwan¡¦s steel is mostly localized in the Asia area, while joining the WTO, internationalization, and globalization will only make competition worse than ever. The plans for a big steel mill in Yunlin and expansion of another large steel mill in Taichung will cause them to face local production surplus problems; the head has become larger than the body, just like ET. Asia¡¦s steel is mainly consumed by China, yet China is constantly increasing production capacity, causing the Taiwan steel material export and domestic market to shrink. If political factors are added into the mix, the market will become even harder to predict. The competition of steel mills in Taiwan faces with China, India, Japan, and Korea steel mills shall prove to be a very harsh test. They made NT $45.1 billion in 2003, NT $65 billion in 2004, NT $65.1 billion in 2005, NT $47.7 billion in 2006; estimates say they will make NT $60¡ã70 billion in 2007. At least one amount of capital can be made every two years in the Steel Mill C, causing them to have a global leading profitability. Their strategic management is something we should look upon and conduct research on; this also includes their learning and application of strategic planning, their sharing and exchanging of strategic execution experiences, and their innovation or revolution in visions or goals, etc. They are considered a capital and technology intensive industry, and with adequate management systems, they have become the role model of a sustainable competitive advantage and a perpetual operation and sustainable development. High-ranking finance personnel in the government point out that anybody can make money out of the Steel Mill C. Is that really so?! Our research reveals the sustainable competitive advantage of enterprises with high profit and low growth rates, we used the Steel Mill C as an example; the only integrated steel mill in Taiwan that makes everything on its own has a very high productivity that made it become one of the worlds most competitive steel mills. They constantly maintain high productivity with low costs. Thus, their core competence is actually their sustainable competitive advantage in long-term, and not their high market share. When an enterprise develops, it should focus on increasing its profit and growth at the same time; when the profit condition is better than growth, start focusing on growth (and vice versa). According to the World-Class Steelmakers¡¦ rankings by World Steel Dynamics, we find the mill is trying to be far away from a haze of low growth by expanding capacity. To come up with the following five internationalization strategy suggestions is that we give to our steel mill subject: 1. Construct competitive powers and strategies of growth with quantity and quality of production at the same time. 2. Maneuver to enter international markets.of low cost product and high growth boom 3. Focus on strategic products and valuable international product strategies. 4. Take control of multi-national vertical integral investment mineral related strategies. 5. Come up with the positioning strategies of a perpetual operation and sustainable development. within the global steel industry value chain. Have a vision, persist on fulfilling the core values, grasp hold of core abilities, construct a competitive edge, seize chances, actively plan beforehand, and take control of the future. Choose the right time, use the right tactics, and do the right things to survive and succeed as a going concern of world class steelmaker.

Abstract Facing the advent of the knowledge-based economy, enterprises realization that the continuous competitive advantages are no longer land, labor and capital, but have been replaced by knowledge capital such as intellectual and innovation. Knowledge has become the critical core capital in the age of a knowledge economy flowing from information technology. The sole source of competitive advantage today is an organization¡¦s capability to learn through value cognition to create innovation value. Knowledge management has become the primary focus for enterprises in the 21st century. Enterprises shall review the informative degrees of production and working process for the implementation of knowledge management. China Steel already has all production and working process data digitalized and acts as an e-business pioneer among domestic peers in the implementation of knowledge management. This study establishes knowledge management documentation as the basis for questionnaire design. The relationships among knowledge management, engineering professionals¡¦ core competence and job performance for engineers at China Steel were studied through quantitative analysis and case study with moderating variables such as personal initiative and contextual factor. After analyzing the data, the results of the study indicate that: 1.Variations from different educational levels: For the task performance, personal performance is higher when the educational level of the engineering professionals¡¦ is lower. For the operation consciousness, although all are willing to take action for the benefit of the organization, the engineering professionals¡¦ with a lower educational level is the more enthusiastic. 2.Variations from different seniority: For the control cognition, people of higher seniority are more capable of forecasting the relationship between effort and performance, are more confident in judging an event, and are under less stress to carry out a task. While people of lower seniority are the opposite. 3.Variations from different age: In the task performance, the personal performance of older staff is superior. In control cognition, older staff is more capable of forecasting the relationship between effort and performance, are more confident in judging an event, and are under less stress to carry out a task. 4.Variations from different positions: Staff holding managerial positions above superintendent typically shows the leadership ability to influence job performance and motivate the changing. 5.A significant positive correlation was identified among knowledge management, engineering professionals¡¦core competence and job performance. 6.Knowledge management and engineering professionals¡¦core competence was positively significant to job performance. 7.Engineering professionals¡¦core competence was found to have a significant mediating effect between knowledge transfer and job performance. 8.Personal initiative and contextual factor were found to have a significant moderating effect among relationships of knowledge management, engineering professionals¡¦core competence and job performance.

<p>Bakgrund: Svenska banker och försäkringsbolag spenderar stora summor och resurser på sina IT-system, vilka oftast sköts internt. IT-kostnaderna utgör för banker den näst största kostnadsposten i resultaträkningen och därmed utgör över 20 procent av den totala kostnadsmassan. Marginalerna inom bank och försäkringsbolag minskar i Sverige samtidigt som ITs komplexitet ökar med krav på integrering medgamla bank- och försäkringssystem. IT-outsourcing och joint venture med ett IT-företag är vanliga organiserings former och inget nytt fenomen i Finland inom bank och försäkringsbolag. IT-outsourcing har både för- och nackdelar. </p><p>Syfte: Att beskriva och analysera begreppet outsourcing kopplat till hur aktörerna på den finansiella marknaden i Sverige hanterar och bör hantera sin IT-verksamhet. </p><p>Metod: Vi har använt oss av en tvärsnittstudie och intervjuat de högsta ansvariga för IT inom bank och försäkring i Sverige och Finland. Vi har även intervjuat divisionschefer och IT-leverantörer på den nordiska marknaden. </p><p>Resultat: IT är inte för banker och försäkringsbolag någon kärnkompetens och utgör heller ingen hög specifik tillgång och är därför lämplig för en viss sorts outsourcing. De flesta svenska banker har uppnått skalfördelar inom IT- drift, men försäkringsbolagen är inte lika kostnadseffektiva och har inte uppnått skalfördelar i samma utsträckning som bankerna. IT-driften är en standard tjänst som är lättare att specificera i kontrakt och därmed är en god kandidat för outsourcing. IT-förvaltning och utveckling ligger närmare bankernas och försäkringsbolagens kärnkompetens och bör inte outsourcas. Däremot utgör vissa delar inom IT-utveckling och förvaltning inget unikt värde och är i princip en standard för alla aktörer och kan därmed outsourcas. Detta förutsätter att företaget bygger en professionell inköpsorganisation som kan hantera problemet. Genom att IT-utvecklingen blir mer komplex är ett joint venture förhållande med ett IT-företag en bra lösning. Den finska IT- outsourcing marknaden skiljer sig från den svenska på grund av att svenska banker och försäkringsbolag är större än de finska motsvarigheterna och de svenska aktörerna tappade förtroendet för IT-outsourcing på grund av dåliga avtal under början av 90-talet.</p> / <p>Background: Swedish banks and insurance companies have spent considerable amounts of money and resourceson their IT-systems. IT-costs constitute the second largest cost after personal costs for banks, which mean over 20 percent of the total costs. The margins in banking and insurance industry are diminishing in Sweden, and at the same time they are facing more complex applications that have to be integrated into 30 years old IT-systems. IT- outsourcing and joint ventures are common in Finland, whereas Swedish banks and insurance companies have the IT-function in- house. IT-outsourcing is not a new phenomenon, and it has both advantages and disadvantages. </p><p>Purpose: The purpose of this study is to investigate if IT-outsourcing is suitable for banks and insurance companies with a focus on the Swedish and Finnish market. Furthermore, analyses on which part of the IT-function is core and strategically important for banks and insurance companies, and which part of the IT-function is a standard procedure that does not create value. </p><p>Method: The paper has been carried out as a survey and interviews with the IT- responsible and divisional heads from the biggest Swedish and Finnish banks and insurance companies. </p><p>Results: IT-production is not a core competence nor high asset specificity for banks and insurance companies. Swedish banks have reached economic of scale in their IT-production, but insurance companies do not possess the high cost effectiveness that banks have in their IT-production. IT-production is a standard service and easy to specify in contracts, which have an effect on outsourcing decisions. Application management and development is near the core business and should not be outsourced. However, some parts in development are standard and could be outsourced if the company can build a good and competitive purchase organisation. Application development is such a complex matter and that is why joint venture with an IT-supplier will be preferred in the future. The Finnish IT-outsourcing market differs from the Swedish, because the Swedish companies have bigger IT-organisations, furthermore the Swedish IT- outsourcing market was destroyed in the beginning in the 90s. The bad experience in Sweden has led to loss of faith in IT-suppliers on the market, this has a large influence on outsourcing decisions.</p>

This thesis deals with the strengthening of competitiveness of a company that specializes in the development and sale of the economic system. The work first deals with the strategic analysis of the external and internal environment of the company. Based on the results, nature of the current competitive strategy of the company is defined and measures aimed at increasing the competitiveness of the company in the economic system market are proposed.

Bakgrund: För att företag ska överleva på lång sikt är det nödvändigt att de är lönsamma. Ett sätt för företag att utvecklas är genom att inkorporera kärnkompetens som strategi iföretaget och flertalet tidigare studier har bekräftat att kärnkompetens har en positiv påverkanpå lönsamhet. Inom revisionsbranschen är kompetens den viktigaste resursen och kan därmedvara en faktor som påverkar revisionsbyråernas lönsamhet. Denna studie fokuserar på densvenska arbetsmarknaden eftersom det existerar hög konkurrens om kompetens i Sverige ochav diverse skäl är olämpligt att undersöka flera länder samtidigt. Syfte: Syftet med denna studie var att kartlägga kompetensers vidare effekt pårevisionsbyråerna genom att ta reda på hur sambandet mellan lönsamhet och kärnkompetensser ut samt undersöka möjliga anledningar för sambandet. Teori: Inom den teoretiska referensramen definieras begreppen företagsprestation,kompetens och kärnkompetens samt de tillämpade teorierna, agentteorin och resursbaseradteori, presenteras. Begreppen och agentteorin leder fram till hypoteser. Metod: Undersökningen tillämpar två statistiska analyser, multipel linjär regression (MLR)och Spearmans rangkorrelation (SRK). MLR användes för att se hur sambandet ser ut ochSRK för att undersöka och förklara sambandet. Slutsats: Resultatet visar att 5 av 17 kompetenser har ett signifikant samband medlönsamhet, varav tre positiva och två negativa. Kompetensutveckling och hur viktiga de anseskunde förklara sambandet för vissa kompetenser och andra inte. Resultatet kan gerevisionsbyråerna en förståelse för hur de ska ta strategiska val kring byråns kärnkompetensoch vilka som behöver större fokus. / Background: It is necessary for a firm to be profitable if the firm wants to survive longterm. One way to grow is to incorporate core competence as a business strategy and previousstudies have confirmed that core competence has a positive effect on profitability. Within theauditing industry competence is the most important resource and can therefore be a factor thatinfluences the firm’s profits. This study examines the Swedish industry since competence ishighly sought after in the Swedish auditing job market, and for several reasons it is unsuitableto study more than one country at the same time. Purpose: The purpose of this study is to understand what effect competence has on auditingfirms by looking at the relationship between profitability and core competence and explainpossible reasons for the relationship. Theoretical perspective: In the theoretical perspective the terms firm performance,competence, core competence are defined and the applied theories, agency theory andresource based theory, are presented. The terms and agency theory lead to formulation ofhypotheses. Method: The research applied two statistical analyses, multiple regression and Spearman’srank correlation. The multiple regressions showed the relationship and Spearman’s rankcorrelation was used for possible explanations for the relationship. Conclusion: The result shows that 5 out of 17 competencies have a significant relationshipwith profitability, whereof three of them are positive and two are negative. Competencedevelopment and importance can explain some of the competences’ relationship to profitsand others not. The results can give firms the knowledge about competencies and enablethem to make strategic decisions about the firm’s core competence and which ones that needmore focus.

В выпускной квалификационной работе рассматриваются теоретические аспекты повышения стратегической гибкости производственных предприятий, проанализирован и оценен уровень стратегической гибкостина российских предприятиях, по результатам исследования разрабатывается методический подход для повышения стратегической гибкости производственных предприятий. В рамках исследования предлагается проект по внедрениюавторской интеграционной модели, включающую в себя основные аспекты, имеющие значение для увеличения стратегической гибкости. / In the final qualifying work, the theoretical aspects of increasing the strategic flexibility of manufacturing enterprises are considered, the level of strategic flexibility at Russian enterprises is analyzed and evaluated, according to the results of the study, a methodological approach is developed to increase the strategic flexibility of manufacturing enterprises. Within the framework of the study, a project is proposed to introduce the author's integration model, which includes the main aspects that are important for increasing strategic flexibility.

在歷經開發報禁、有線電視市場興起和網路時代來臨這種種的內外環境的衝擊與變革之後，在21世紀迎接台灣報業的，是看來一場比一場嚴苛的考驗，對外，要不斷提升自身的市場價值，對內，則必須持續的降低成本，更重要的，當經營者意識到市場的基盤有了結構性的變革時，以報業本身的核心資源來發展新營收模式也就成了中外報業經營者共同的重要策略方向。 創辦超過半世紀，佈局全球的聯合報系自2000年前後開始進入另一段全新的戰鬥時期，除了報業的原有競爭對手，更有電波媒體前力分食讀者與廣告各項資源，於是「定位」、「開源」、「節流」就成了這個全球最大民營報業集團的三大轉型手段。 在「定位」工作上，聯合報系開始把競爭對手的範疇擴大到報業之外，甚至把有線電視媒體都設定成競爭對手，同時利用內外整合的方式，把自己從原先的「報業」定位上移到到「知識加值服務業」。 在「開源」工作上，聯合報系加強早年已經開始著手的積極爭取業外營收，進一步的爭取各共重大公共活動的標案與主辦，同時更利用既有的種種核心資源，鼓勵員工多想點子以帶進更多營收。 在「節流」的工作上，除了持續檢討人力，更引進e化工程提高各單位的工作效率。 回顧這幾年聯合報系的發展過程中，許多運作其實都印證了策略管理理論中關於「核心資源」與「動態能耐」的討論內涵，其中又以「2004年台灣花卉博覽會」為最具代表性的創新行動。 本研究發現，聯合報系在花博會中的創新行動中歷經了「事業機會發現」、「資源開採」、「打破組織常規」、「資源整合創新」等策略議題內容，可視為台灣報業為尋求新發展方向一次代表性的創新嚐試，其中的機會與挑戰將不會是單一且暫時性的，本研究的相關結論，或可期為未來台灣媒體產業思考未來發展的參考。 / After pass through the big wave of the “Deregulation of newspaper” 、”Cable TV shocking” and “Internet booming” which all make the newspaper industry dramatically transformation, for newspaper company in Taiwan ,the road ahead is the uncountable tough challenge. So no matter what local and worldwide, all the newspaper company make the effort for both side work so call “cost down” and “value up”, most strategy are focus on the two way necessary , root on the core competence and expands business scope, for this, the company needs to make inner innovative activity , both to relocate resource and structuralize new ability , just like to provide the news service on the web , or the database searching even to start up some new business。 The UDNgroup is the largest private news group in the Chinese world , from about ten years ago in Tawian (UDNgroup headquarter) the company has doing many changing in business operation which is all lock in “ repositioning” 、”expand income resource” 、”cost cut” these three dimension. Especially , in the 2004, UDNgroup as a main business partner of the government of Chiang Hwa county(彰化縣政府) to initial the「2004TFE(Taiwan Flower Expo)」，in this cooperation , UDNgroup has showing many capability of strategy management to decompose the some inner resource and then reassemble some new resource and capability for the TFE. This research is the case study between strategy management of UDNgroup and TFE, to find and understand how can UDNgroup to make a good job in the TFE? And the focus is to know about the factor of “Dynamic Capability” .

知識經濟可以定義為以知識資源之配置，以技術擁有為目的，以科學的生產為支柱而從事生產、行銷、消費的經濟模式。首先，這樣的一種經濟模式，主要的特點是它擁有及運用知識的資源。第二個，它生產的基礎是高科技的基礎。第三個，它創造出來的是在高科技與知識結合之後的一個經濟永續生產的模式。 「沒有成功的組織，面臨的問題無法解決；缺乏有力的領導，組織則無法成功」若沒有稱職的領導人，實在難以想像這個國家或世界如何能塑造一個更令人嚮往的未來。惟當代的管理學者逐漸認識到，作為一位領導者，不僅應具有某種專業知識技能，也應具有「認知的複雜」(Cognitive complexity)，能從多面向詮釋問題的意義，協調多重的努力和發展組織的願景(vision)等，因此，領導者的價值、態度、思維傾向要比他本身所具備的專業知識更為重要。 核心能力是指組織擁有競爭者所沒有的專業能力，這種能力多以知識為基礎，並非以產品或有形資產為主。筆者定義高階領導人核心能力為領導組織面對多變的外在環境，可分為如下： 一 、策略管理能力 二 、變革管理能力 三、創新管理能力 四、危機管理能力等四種核心能力。 研究策略管理的內容有策略核心組織、策略地圖、平衡計分卡等三項。 策略管理內容＝（策略地圖+平衡計分卡+策略核心組織） Content of Strategy Management =（Strategy Map）+ （Balanced Scorecard）（Strategy Focused Organization） 基本上一套完整的策略管理程序，可以歸納如下五項：1.界定組織使命與目標、2. 策略的規劃、3.形成策略、4.執行策略、5.評估成效。 現在企業創造價值的方式，已由過去「管理有形資產(Tangible assets)」轉變為「管理無形資產(Intangible assets)」。所謂無形資產，例如顧客關係、創新的產品和服務、高效率高品質的作業流程、前瞻的資訊技術，以及高素質的員工等。有形資產可用財務報表、資產負債表和損益表來描述其成效，然而無形資產則要以策略核心組織來整體評估。 變革管理理論可分為兩種來研究，經濟理論（E理論）與組織理論（O理論） E理論：經濟策略，「E理論」變革的目標，在於迅速、大幅增加以現金流量、股價來衡量的股東價值。O理論：組織能力策略，最成功、永續的組織，便是那些擁有幹勁、有學習導向文化，以及傑出員工的組織。這類變革所需要的是員工的高度參與、較扁平的組織架構，以及組織和員工間密切的關係。 知識經濟時代，□動企業革命的重要因素己由「E」的思維移轉至「I」的思維。□動未來革命的策略因子，將移轉至以「創新」（Innovative）為主軸的時代，知識經濟時代的領導風格必須培養下列五個「I」的思維：1.誠正思維（Integrity）、2.承諾思維（Involvement）、3.智價思維(Intelligence)、4.遠見思維（Insight）、5.整合思維（Integration）。 所謂有效的危機管理，是一項非常重要且非常複雜的動態管理過程，組織若欲對危機作有效管理，首先要建立「凡事豫則立，不豫則廢」的正確態度來面對危機，再以長期規劃的觀點來對組織可能發生的危機作準備，並建構一套周詳的危機管理策略，從不斷學習的過程中來達到危機管理的成效。 在知識經濟時代下，領導人於混亂的資訊中容易迷失方向，而流於主觀與偏見，筆者對領導者核心能力之建構，歸結出下列數點結論，以期掌握工作本質與全貌。 一、 知識經濟的體認 二、創造競爭優勢 三、核心能力的發展與落實 四、企業家精神的培育 五、領導能力的提昇 六、策略整合與協同工作

本研究主要探討汽車零組件廠商之國際化發展歷程、國際化進入模式選擇以及廠商核心資源能力對其國際化策略之影響。首先藉由文獻探討瞭解企業國際化、核心能力、成長策略及策略九說等相關議題，接著透過實地訪談及次級資料蒐集對研究個案的國際化發展歷程作一回顧，最後分別由國際化理論、資源基礎說及策略九說的觀點對個案的國際化發展歷程及經營策略作歸納整理與分析，並提出本研究之結論。 台灣產業發展以製造業為主體，特別是資通訊產品、機械、自行車等產業在世界上均取得良好的成績。然而面對新興發展國家的急起直追，台灣製造業如何繼續維持本身的競爭優勢，從過去強調製造技術的專精，力求跨入設計、行銷等領域，走向微笑曲線的兩端，成為未來台灣廠商的新挑戰。以資訊產業為例，台灣廠商多專精於通用規格產品製造，藉由大量生產降低成本，常採取的成長策略為極力擴張產能，設法切入產業全球供應鏈成為其中一環。然而相對於資通訊、自行車產品，AM汽車零組件講究少量多樣，在產品生產與企業經營上亦有一定的困難度，台灣廠商如何能在AM車體碰撞零組件市場居世界領導地位，其經營歷程與成長策略究竟為何？立足於現今的基礎上，台灣汽車零組件產業下一階段的成長又應往那個方向進行？這是本研究想探討的議題。 目前台灣約供應全球85％-90％之汽車AM碰撞零組件，本研究選擇台灣AM碰撞件業者中規模最大，亦是全球領導廠商之東陽集團為研究個案，該公司在天下雜誌2007年國內製造業行業別（汽車及其零件）排名中名列第6，營收規模領先帝寶、堤維西等同業，年營收淨額新台幣165.8億元。研究結論簡述如下： 一、強大的模具開發能力、完善的集貨網路、少量多樣彈性生產的管理能力，是台灣AM碰撞件廠商國際化發展成功的重要因素。 二、AM汽車碰撞件廠商國際化發展過程中，應視本身資源能力及國際市場條件，彈性選擇最適的國際化發展模式。 三、AM碰撞件廠商可透過整併競爭對手、增加顧客價值、累積資源能力等方式提昇產業競爭地位，逐步取得市場主導權。 四、AM碰撞件業者可透過降低內部生產成本與外部資源取得成本，提高經營效率，增強市場競爭力。 五、台灣AM碰撞件廠商未來發展應掌握發展潛力雄厚的新興市場，並積極切入國際大車廠OEM零件供應鏈。 / Taiwanese companies produce 85%-90% of the After Market (AM) auto crash parts in the world. While most other countries’ auto parts export is substantially composed of OEM parts, Taiwan is one of the few countries which mainly exports AM auto parts in the world. With the limited market size in Taiwan, Taiwanese auto parts industry has to seek out the global market for potential markets. As a result, more than 80% of Taiwan-produced auto parts are exported each year, of which more than 80% are for AM use. The purpose of this research is to understand the internationalization of AM auto parts industry in Taiwan. The research consists of four aspects: (I) the characters of auto parts industry; (II) the internationalization of business; (III) the core competency of business; (IV) the business growth strategy. The research chose the leading AM auto parts manufacturer in Taiwan, the Tong Yang Group (TYG) as the study case. Through primary data collection such as in-depth interview and secondary data collection from other researches and publications, the research concludes as followed: 1.Mold development ability, broad sourcing network, and flexible production management are the key success factors of the internationalization of Taiwanese AM auto crash parts manufacturer. 2.During the process of internationalization, the most suitable entry model should be chosen based on the AM auto parts manufacturer’s own resources, capabilities and the market conditions. 3.AM crash parts manufacturer can raise their competitive advantage and gain market dominance by: Merger & Acquisition (M&A), increasing customer perceived value, and accumulating resources and capabilities. 4.AM crash parts manufacturer can strengthen competitiveness and increase efficiency by reduce both internal production costs and external sourcing costs. 5.Taiwanese AM auto parts manufacturers should grasp the emerging markets with great potential, and manage to penetrate the OEM parts supply chain of leading global auto manufacturers.

En ökad tillväxt inom tjänstesektorn och företagens strävan efter att bli mer konkurrenskraftiga har bidragit till högre användning av ett betydelsefullt verktyg i affärsvärlden: outsourcing. Outsourcing gör det möjligt för företag att köpa in tjänster som saknas internt. Genom att ingå i ett samarbete tillsammans med externa leverantörer kan företaget, genom att köpa externa aktiviteter, stärka delar av sin verksamhet som tidigare varit bristfälliga. Dagens samhälle präglas av företag som ständigt strävar efter att höja sin effektivisering och minska sina kostnader. Det har i sin tur medfört att outsourcingen fått en stor inverkan på tjänster, till exempel marknadsföring. Trenden har lett till att många företag därför outsourcar sin marknadsföringsfunktion, som i sin tur kan ge många fördelar. Det ger företaget tid till att fokusera på sin kärnkompetens och få experthjälp i utsatta situationer. Outsourcing kan också medföra risker exempelvis kan en extern leverantör få för stor kontroll över verksamheten, vilket kan leda till att företaget förlora sin unika kärnkompetens. Det kan även uppkomma andra dolda kostnader under projektet som företag inte är medvetna om.Studien har genomförts för att skapa en förståelse kring varför företag outsourcar sin marknadsföringsfunktion. Varför en verksamhet väljer att outsourca sin marknadsföringsfunktion, hur verksamheten påverkas samt vilka för- och nackdelar det finns med den här typen av outsourcing, är därför frågeställningar som lyfts upp i denna uppsats. Vår teoretiska referensram ligger till grund för den empiriska undersökning där fokus legat på teorierna om The Resource Based View och Transaktionskostnadsteorin. Genom att se till The Resource Based View granskar vi vilka aktiviteter som möjliggörs för det köpande företaget genom outsourcing. Fokus ligger i att se till vikten av att inneha resurser och att kunna utnyttja dessa på rätt sätt. Det leder i sin tur till företags vilja att bibehålla sin unika kärnkompetens och möjligheterna som kan uppnås genom att arbeta i ett nätverk med externa leverantörer. Transaktionskostnadsteorin används för att titta närmare på faktorer som motverkar outsourcing. Det berör alla dolda kostnader som kan uppkomma med outsourcing, och att det finns en viss osäkerhet att förlita sig till externa leverantörer.Den här studien har gjorts med hjälp av semistrukturerade intervjuer, där deltagarna bestått av sex informanter från sex olika företag, som arbetar med marknadsföring på olika sätt. I studien har vi kommit fram till att företag outsourcar sin marknadsföringsfunktion för att tidsbespara och för att kunna lägga internt fokus på kärnkompetensen inom verksamheten. Tillsammans med den tidsmässiga aspekten outsourcar företag för att uppnå en högre kompetens. Det handlar inte främst om att företag inte är kapabla till att utföra en viss aktivitet internt, utan på grund av att företagen strävar efter ett utförande på en professionell nivå. Outsourcingen kan även ses som ett verktyg för att kunna producera en enhetlig marknadsföringskampanj med nya infallsvinklar. Att outsourca sin marknadsföringsfunktion har haft påverkan på företagen. Den empiriska undersökningen skildrar en mängd effekter, till exempel ökad intern kompetens, möjligheten att nå nya potentiella marknader, resultat som inte följt förväntningarna och interna konflikter. / Program: Civilekonomprogrammet