Foreign business bank for pursue growth their and survive, adopt outside grow up strategy - make transnational merger agitation sweep across the whole world from American-European countries; Local banks and financial institution are amalgamated successively since 2007 in Taiwan, make this research M&A the discussion of the strategy of human resources management about the transnational financial group, plan to probe into together to the component of relevant human resources strategy while M&A. M&A in different stages of the local bank through foreign business bank, the role and adopting the human resources strategy that human resource department acts, make a analysis and make a self-criticism, M&A abroad as financial circles of our country or financial circles of our country of merger and acquisition of other foreign business banks, the human resources strategy of getting on the transnational merger and acquisition of financial services industry are correlated with the normal reference that adjust, in order to offer my humble opinion of several improvement for transnational merger of the financial services industry. Sincere as described above, originally research and propose the main research purpose: 1. Foreign business bank consider what it will be factor while being managerial while being other to human resources management in transnational merger and acquisition¡F2.Before M&A, the human resources management strategy which both sides adopt in management¡F3.While M&A the human resources management strategy which both sides adopt in management¡F4.After M&A, the human resources management strategy which both sides adopt in management. In this research, go on by way of interview of case mainly, it is two foreign business banks altogether and accept interview, hope in can have more scholars go on to study field this while being in the future too. This result of study points out, should be participated in M&A trade activity in the whole journey soon in the previous administrative department of human resources of merger and acquisition, act strategy plan role, because human resources management strategy can reduce merger and acquisition problem of course take place effectively; Cooperate with the capital of human in advance to check information at the time of merger and acquisition, can find that hide the factor that destroys merger and acquisition and succeeds ahead of time, sketch the contours of company's development plan and wish the scene in the future, in order to consider the policy which organizes adjustment completely, can increase key personnel's commitment; Cooperate with the implementation of the score card of the equilibrium to grasp the execution effect planned in merger and acquisition and feedback chasing after merger and acquisition? Revitalize management strategy and direction of new organization, enable all efforts in human resource department to connect to the milestone, guarantee the procedure can focus on and accomplishes the task of M&A in right time continuously. So this research proposes, support human resource department to give play to the strategy partner role in initial stage for merger and acquisition, participate in M&A the course in the whole journey, can give play to the productivity of organizing effectively, reach and M&A the comprehensive result.

This thesis aims to understand how owner-managers of SMEs in a developing country manage their organizations in a turbulent environment, and how they seek to create resilience in their organizations in this context. Specifically, this thesis investigates the major factors influencing the management strategies of infrastructure construction sector SMEs in North Cyprus. The primary data for the research was collected from owner-managers of infrastructure construction SMEs in North Cyprus that held a Class-1 classification in the sector, allowing them to participate in infrastructure projects in North Cyprus. Twelve SMEs with Class-1 classification are identified in the Building Construction Association of North Cyprus (CT-BCA), of which nine out of twelve consented to participate in the research. A qualitative research approach was adopted, with primary data gathered through face-to-face semi-structured interviews with these owner-managers; the collected data was then subjected to thematic analysis. The research found that the most influential factors influencing the management strategies of SMEs in North Cyprus were the macro characteristics of the socio-political environment, the individual characteristics of the owner-managers, and the characteristics of the infrastructure construction sector itself. These factors, which are linked in deep and nuanced ways, were discovered to impact the perceptions of the owner-managers and to affect their approaches towards the management of their SMEs. By evaluating the interaction between these factors, this research identified that infrastructure construction SMEs in North Cyprus operate in a complex system, where the approach to their management is identified as dissipative. Overall, the findings indicate that SMEs in North Cyprus take a reactive approach to management within this complex system, an approach that is itself related to ever-changing relationships between the key individual and environmental factors mitigating owner-managers' personal, sectorial and wider country circumstances. In this complex context, these SMEs cannot follow a systematic approach to management. Therefore, the resilience of these SMEs is found to lie in the adaptation of management strategies of SME owner-managers in the presence of disturbances, by experimenting and adjusting themselves in the existence of disturbances throughout their history.

With up to four generations working together in today’s workforce, research suggests that managers may feel overwhelmed at the idea of strategically managing the diversity of work values amongst their teams. Many studies suggest practical implications for managing a generationally diverse work force, however strong opposition does exist questioning the impact that generation alone has on work values and management strategy. There exists a lack of research studying how managers themselves perceive these conclusions regarding generational differences in work values, and their effect on how they should manage their teams, an intriguing scenario, as it is them whom the conclusions have been derived for. As such the purpose of this study was to be one of the first to determine the degree to which practicing managers acknowledge common conclusions pertaining to the effect an employee’s generation has on their work values, and it’s relevance in management strategy.   The research followed a deductive approach as existing theories and conclusions were tested with the perceptions of practicing managers. A qualitative design allowed for the researchers to engage with respondents in a way that is not possible through a quantitative survey, avoiding the potential overgeneralizations already perceived by some to be abundant in the field. 11 experienced respondents from a single company within the engineering consultancy industry were interviewed addressing three research questions.   Results of the study revealed that practicing managers do recognize work value differences between generations, showing consistencies with existing research however with some deviations in certain work values.  Analysis of results revealed that generation was not the only contributing factor in these differences. Factors such as age, life stage and career stage, as well as industry trends were also revealed to be factors. Generation was not found to be an important influence on an employee’s individual work values compared to individual traits such as one’s personal upbringing, as well as other external, and dynamic factors. Generation was also not an important consideration when creating project teams. As such, understanding employees as individuals was regarded as more relevant than generation in the context of management strategy. Two preliminary models were developed to illustrate the theories and were updated reflecting the results of the analysis.   The study added to the existing body of knowledge by gaining insight on the idea of generational work value differences from a unique perspective by employing a different methodology than commonly seen in the area.

This research aims to investigate the development approaches, operational experiences, and market influences of foreign invested travel service (FITS) companies, including travel agencies and tour operators, in China in the opening decade (1998-2007) of Foreign Direct Investment (FDI) in the industry. It also examines the Chinese business environment for the development of the FITS sector in the country. The investigation was conducted through some focused aspects, including different roles of three major locations; the setup and licensing process in the FITS sector; the FITSs’ original countries and relative features; their ownership and management structures; their major target markets and profitability; the FITS’s HR strategies on the local employment; the relationships between the FITS sector and the indigenous services, and the overall environment, as well as the opportunities and challenges for the sector’s development in China. The research focuses on three locations, Beijing, Shanghai and Guangdong province which host almost all the FITS companies (27 registered in total) in China in the decade. The methodology combines the study of both primary and secondary data, with interviews being undertaken with the FITSs (29 formal interviews with 14 FITSs) and a questionnaire survey towards 150 Chinese travel services in the locations. Given the understanding of existing literature on the travel trade business, FDI, China’s economic and political foundations, and the opening of the Chinese tourism industry, the thesis argues that the development of the FITS sector in China was substantially constrained and shaped by the protectionist policies of the Chinese government in the first opening decade. The government’s strong power through policies and SOEs is also one of the most considerable challenges for FITSs in China. However, the FITS companies were not passive actors in this situation, but developed a range of strategies in response to the changing regulatory framework, which effectively shaped a rapidly emerging sector and its relations with endogenous companies. The research is important also because there are positive opportunities in the country for the future development of the FITS sector, in response to anticipated further opening of the market.

Thesis (M.Sc. (Plant Protection)) --University of Limpopo, 2012 / Attractiveness of insect pest for use as sources of food may be improved by providing information on preservation and relevant nutritional value. Nutritional composition in edible insects may depend on drying method and/or vegetation (location). Influence of drying method and location on nutritional composition of the African metallic wood boring beetle (Sternocera orissa), widely consumed in certain rural communities of Limpopo Province, South Africa, was investigated. Randomised complete block design in a 3 x 3 factorial arrangement was used with three drying methods (oven-drying, freeze drying, cooking method) and three locations (Khureng, Magatle, Ga-Masemola), with three replicates. Nutritional composition data were subjected to a two-way analysis of variance (ANOVA) and means were separated using Turkey Honestly Significant Differences (HSD) at 5 % level of significance. Relative to freeze-drying, oven-drying and cooking methods increased protein, carbohydrates, fat, energy, ash and dry matter content with the exception of cooking method, which decreased the moisture content. Compared to other locations, Ga-Masemola significantly increased fat and energy of the test beetle. Relative to the freeze-drying method, oven-drying and cooking increased (P ≤ 0.05) essential and non-essential amino acids. Location did not have significant effect on the essential and non-essential amino acids of S. orissa across all the villages. Similarly, oven-drying and cooking increased K, P, Fe, Zn and Mg. Compared to locations, Ga-Masemola increased (P ≤ 0.05) Fe of the test beetle. Results of the study suggested that oven-drying and cooking methods improved the nutritional composition of S. orissa, which has the potential of enhancing nutrition in marginal rural communities of Limpopo Province. Providing results of this study to rural communities through extension services has the potential of improving the attractiveness of this beetle to marginal communities, and thus, increasing harvesting and therefore, reduce insects population densities. / the Technology Innovation Agency (TIA) and the National Research Foundation

<p>Denna studie tar sin ansats i hur system och strategier för hantering av kunskap mynnar ut i olika hinder vid kunskapsöverföring inom managementkonsultföretag. Fallstudien bygger på fyra managementkonsultföretag varav två tillämpar en codification strategi och de andra två tillämpar en personalization strategi.</p><p>Alla företagen har mer eller mindre inslag av båda strategierna men tyngdpunkten ligger i en av dem medan den andra har ett understödjande roll i respektive företag. Av studien framgår att kunskapssystem och strategier hänger tätt ihop, och är beroende av vilken vikt företaget lägger vid att dokumentera och lagra kunskap.</p><p>Beroende av vilken kunskapsstrategi företagen i fallstudien tillämpade ställdes de inför olika hinder. Codification strategin renderade i hinder i form av rapportering, informationens kvalitet, användarvänlighet i databasen samt medarbetarnas motivation att dela kunskap internt genom att dokumentera projekt. Tillämpade företagen en personalization strategi ställdes företagen inför hinder i form av outtalad kunskap och medarbetarnas motivation att dela kunskap internt genom social interaktion som exempelvis sammanträden, telefonsamtal och e-post.</p>

In recent years, the ecosystem of performing arts in Taiwan showed a prosperous condition. Not only the quantity of performing art organizations increased rapidly¡Abut also the quality of performing arts raised which shown by the diversified works made public and the high degree evaluations from overseas come along with the performance of their works. It indicates the prosperous creative dint of Taiwan performing artists and the international level of their arts. And it also emerged the active attempt of the oversea market. To promote the ability in international competition by going with the tide of the application of culture creativity industry, Taiwanese authority also list the industry of culture creativity as one of the administrative issues. And also, treat performing arts as one of the core industries of culture and art. The performing arts considered as sustaining by the dependence on resources of government become the focus of public attentions by a new image which differs from the past. The subjects about the industrialization of performing arts, positions of the performing art industry and the management of performing arts industries mentioned and discussed over and over again. Cloud Gate Dance Theatre is the research corpus in the thesis. This research exam the ¡§Cloud Gate Dance Theatre¡¨ through the " Value chain " theory raised by master Porter to find out the topology of its existing organization which formed as their own need .Then, also I analyze the ¡§Valuable activities¡¨ and the connections between in order to adjust each single value activity to optimize the ability of accomplishing the management strategy . This can raise the competition ability in its industry and create the advantages for lasting management. I expect the result of my research can provide a reference example of the best strategy suiting the performing art organizations which are still looking for or fixing the management strategy.

Denna studie tar sin ansats i hur system och strategier för hantering av kunskap mynnar ut i olika hinder vid kunskapsöverföring inom managementkonsultföretag. Fallstudien bygger på fyra managementkonsultföretag varav två tillämpar en codification strategi och de andra två tillämpar en personalization strategi. Alla företagen har mer eller mindre inslag av båda strategierna men tyngdpunkten ligger i en av dem medan den andra har ett understödjande roll i respektive företag. Av studien framgår att kunskapssystem och strategier hänger tätt ihop, och är beroende av vilken vikt företaget lägger vid att dokumentera och lagra kunskap. Beroende av vilken kunskapsstrategi företagen i fallstudien tillämpade ställdes de inför olika hinder. Codification strategin renderade i hinder i form av rapportering, informationens kvalitet, användarvänlighet i databasen samt medarbetarnas motivation att dela kunskap internt genom att dokumentera projekt. Tillämpade företagen en personalization strategi ställdes företagen inför hinder i form av outtalad kunskap och medarbetarnas motivation att dela kunskap internt genom social interaktion som exempelvis sammanträden, telefonsamtal och e-post.

This study aimed to explore the business strategies of large financial groups and risk management, analysis of its implementation in practice strategy and decision-making process, and the development of this policy consideration. Understanding of how large financial holding group do its own resources and risk management controls in the financial turmoil of can be maintained after the high-performance business performance and strategy differences before and after the financial crisis This study using case study research made exploratory study foundings that with framework of the theory, according to the theory of the systematic collection, induction and data analysis. Research framework is divided into six items: 1.Analysis of the financial industry environment: 2.Before the financial crisis management strategy of the case company's direction. 3. after the financial crisis management strategy of the case company's direction. 4. Response strategy in the future. On selection of Fubon Financial and Cathay Financial Holding and Citigroup Bank of Taiwan.The research findings before and after the strategy differences between the financial financial crisis are listed as below: 1. The strategy differences for Cathay Financial Holding (1)Reorientation recruitment of manpower; (2).More attention to personnel training function; (3).More and more extensive range of professional services; (4). Information technology continue to improve; (5). Risk management control situations contractor for the previous high-risk business 2. The strategy differences for Fubon Financial Holding (1).To attracts more international and the recognition concept of talents; (2). From quantity to quality education and training aspects of the improvement; (3). Actively seeking to expand overseas business base; (4). Emphasis on providing clients with timely and consistent with the needs of the product; (5). Information processing and improve the marketing and organizational effectiveness; (6). On the action more attention to risk management and implementation. 3. The strategy differences for Citigroup Bank of Taiwan (1). More attention to human quality of staff; (2). Employees to obtain relevant training and professional certifications pay more attention to; (3). After the branch has continued to expand product reach economies of scale advantages; (4). Development of the past, Taiwan has not been exposed to products and services; (5). Information technology upgrading hardware and software facilities; (6). into Citigroup's risk control mechanisms.

Tea is used to be Taiwan¡¦s primary exchange-earning product. And the way Taiwan tea develops further establishes the steadfast position for Taiwan tea leave in Oolong-tea market. From the aspect of section specialization, Taiwan tea is good in quality, equipped with potential competence, thus, worth cultivating. However, as long as open market is concerned, tea leave also suffers from high producing cost as other agrarian products; even harvested by machine and given up the outlook to reduce the cost, it still can¡¦t compete with import tea leave in price matter. Compared with former similar research, the breakthrough of this research is that it mainly focuses on tea runner¡¦s operational strategy analysis as well as the choice from scenario analysis. With economic globalization makes consumers¡¦ choice tend to be diverse as well as the importance of the manager facing the consumer in the first hand in the supply chain also increases with time, the effective strategy not only benefits the company runner, but also secures the profits of producers, further indirectly brings industrial stabilization. The environmental change by economic globalization, such as world trade organization, ECFA, which is the change in trade condition, will bring acute variation in the short run. The function which analyses the past data to evaluate change in the future is limited; therefore, the research is conducted through qualitative scenario analysis to analyze the tea market from the external condition. The research intends to cut in from the tea-runner¡¦s perspective. Through the process of scenario analysis, selecting the three external key factors based on strategic dimension that affects tea-runners: customer demand, supply management, policy and environment inclination, as well as the fifteen driving factors that influence dimension, it integrates and induces the two possible scenario of the uncertain axial structure: the situation of imported tea leave, and the difference in tea leave between Taiwan and China, which has impact on operational change in the future. Through deep interview, it¡¦s discovered that most of the managers believe that the development of Taiwan tea in the future lies in China¡¦s demand, but lack of effective method on grasping the business from Chinese¡¦s free travel. The research holds that the corporate runners should promote their reputation through Taiwanese businessmen and military dependents as an access to enter China market. In the scenario of continuing the recent status, the three strategies are suggested: expand the export affair in domestic retail, diversify in management, and specialize in management. As for the scenario of open challenge, it¡¦s advised that manager should rectify the name of Taiwan tea in China. And in the scenario of failure in export, diversify in management is recommended to tackle with this situation.