21st century has been the so-called the era of knowledge-based andinnovation-driven economy. As Taiwan has been stepping into the stage of slower growth, the major issue for Taiwan¡¦s future development is how we progress toward the innovation-based industrial growth. Facing the hypercompetitive future, staying efficient, keeping costs down, delivering products and services on time and to a sufficient standard of quality are goals that merely ensure the organization stays alive. Continuous innovation has been widely regarded as the major source of competitive advantage and the base on which an enterprise builds its core competence, uplifts its competitiveness and expands its global market share. With the recognition of the importance of organizational innovation, the purpose of the study is trying to examine the current status of organizational innovation in Taiwan's traditional industry, hoping to provide some guidelines for the industry to enhance its competitiveness via innovation. The research suggested two main steps to enhance the innovation system: (1) examine and evaluate a firm¡¦s existing organizational innovation and (2) reconstruct the innovation system. After the analysis of Taiwan¡¦s traditional industry, the guidelines to improve organizational innovation include: (1) improving administrative innovation, (2) improving information system, (3) collaborating with external organizations, (4) developing brand names, (5) developing disruptive innovation, and (6) reinforcing flexibility and adaptability.

Compared to China and southeast Asian countries, corporations of traditional industry in Taiwan are more and more uncompetitive in terms of cost of human and manufacture. The application of nanotechnology is an opportunity that can adds product value and upgrade industry in the traditional industry in Taiwan. Traditional industry corporations face stable environment and long technology life and manufacture mainly, so they have less need for new technology and are lacking in experience of commercializing technology. The appearance of nanotechnology will affect Taiwan traditional industry¡¦s competitive advantage and make it without other choice but to face the emerging technology. Corporations must combine nanotechnology with its domain technology. Because it is different from the general process of commercializing technology adapted to the used technology, traditional industry corporations¡¦ processing the technology commercialization will face different problems and need different help. The methodology of this research includes case study, secondary data collection approaches, and interviews of corporate managers and related experts. Then we integrate the three parts of the process of technology commercialization, the plan of National Science and Technology Program for Nanoscience and Nanotechnology for traditional industry, and Industrial Technology Research Institute¡¦s (ITRI) guidance and promotion project into the model of nanotechnology commercialization of traditional industry in Taiwan. In this research, we find that government must actively facilitate nano-industry cluster, process nano-fundamental research and train people of talent to build a complete nano-industry environment. In the early stage of technology commercialization, the key point is how to bring in nanotechnology. The traditional industry corporations must cooperate with the modifiers and connectors, process technology transfer and then combine nanotechnology and their domain technology together. Finally, they could introduce their new products to the market.

The electronics industry has become the main industry in Taiwan due to the progress in information technology and emergence of globalization. Generally the management in high technology industry represents¡¨Speedy¡¨,¡¨Systematic¡¨and¡¨Professional¡¨. However, does this management system really mean optimal? Does highly work specialization work better? This study adopts narrative inquiry as the methodology, sharing my working experiences of different management styles and different solutions in similar cases... Based on the reflection of my working experiences, this study finds that the management in traditional industry may work more efficiently than in hi-tech industry. In traditional industries, most employees do not follow standard operating procedure and they even do not build up a complete information platform, but its management is much more ¡§Speedy¡¨¡B¡¨Systematic¡¨ and ¡¨Professional¡¨ than the high technology industry. Furthermore, employees in the traditional industry display more organizational cohesion than employees in the high technology industry. Although the high technology industry builds up a perfect information platform, it also changes and alienates the relationship between employees.

Since the early 1980, the economic development of Taiwan has mainly relied on the small and medium-sized businesses that steadily play the important roles in leading the development of globalization of Taiwan industries. However, under the trend of mergers and acquisitions between businesses and grandization of the enterprises, the operation of the small and medium-sized businesses has faced a tough challenge and competition from foreign businesses, especially the traditional metal processing industry, which forces the small and medium-sized businesses have to upgrade and transform themselves. Currently China has already become the global manufacturing plant and the international investment center in Asia. In 2002, Taiwan and China joined WTO at the same time; Taiwan metal processing manufacturing industry faces the serious cost competition from China and pincer attack of American-European brand advantage in global markets. Under this difficult situation, it is very important for Taiwan traditional manufacturing industries to find out the better way to survive in the competitive environment. For example, the metal processing manufacturers in Taiwan are facing tough competitions from foreign businesses in a bidding war for opportunity to do business in China. Is it important for Taiwan's economy that the small and medium-sized businesses can compete against those foreign competitors? The Taiwanese small and medium-sized companies must join force and work together to compete and stay competitive in global industries. Under the new structure of WTO and the agitation for industry globalization, it is important for Taiwan's metal processing industry to do research and come up with a solution to be more competitive in the international market so as to grasp its own transnational competition advantage. The relevant research institutes in Taiwan should make this issue a top priority since Taiwan resources are very limited compared to other countries like Europe, the United States and Japan. They must work together in all aspects of business and share with each other their resources and knowledge to stay competitive in the current situation. This research adopts the theoretical foundation approach and real cases study. Aiming to Taiwan's metal processing industry, I invited two top managers for the metal processing companies in south Taiwan to have deep discussion on the problems they have been facing. Through the interviews with the two managers, I learn their business plans on transnational investments, experiences in tactics planning and transnational management¡Ketc., by which this research will focus on the study of the advantage of transnational investment that would become the core target for the small and medium-sized businesses to create synergy. The points of the main theme include institutional framework, financing, industry development, technological innovation, and competition between China and foreign countries on the study and judgment upon advantage tactics, such as shutting and strategic alliance. Under the changeable situation that several new developing markets are open, and that the newly-developed countries join the global competition, this research consults the transnational enterprises about their overall arrangement of investment and experiences of management to make Taiwan numerous traditional industries and the small and medium-sized business have macroscopically global vision of management tactics. The forming of the market regional economy and trade competition directly influences the future fortune of numerous small and medium-sized enterprises in Taiwan. Taiwan small and medium-sized businesses must gradually adjust themselves to globalization trend and make corresponding strategies for it while Mainland China is positively expanding international trade and improving technology and quality through national economy projects.

Digital platforms are becoming more and more established in the current digital age and with it come many new business ideas, models and more. This has lead to several disciplines and industries taking an interest in them and sought to build one themselves. However, little is known about how the context of a digital platform can affect its launch. Existing research todays focuses on general strategies for launching a platform but we argue that context matters and that it changes the challenges and opportunities for the platform. This thesis aims to fill this gap for traditional industries that faces different kinds of challenges compared to more IT established areas. To achieve this, we took part of a case study and conducted a qualitative data collection process consisting of interviews with project members of The Omega project. We were able to identify a set of challenges and opportunities presented to the project: diversity, organizational, and culture to name a few. Based on our findings we could conclude that digital platforms for traditional industries comes with its own set of challenges and opportunities but that these can be used to find similarities to other industries to help tackle them. Therefore, we suggest further research to be done on how the context affects the challenges and opportunities in other industries.

本研究欲探討兩岸傳統產業公司治理與經營績效之關聯性，運用資料包絡分析法及Cummins, Weiss和Zi (1999)之交叉效率前緣評估比較2005至2009年兩岸公司之經營績效差異。並進一步採用縱橫資料迴歸模型分析兩岸傳統產業之公司治理機制與經營績效之關聯。 根據本研究實證結果顯示：首先，兩岸傳統產業分屬不同效率前緣，且大陸傳統產業之技術效率優於台灣傳統產業之技術效率。說明台灣傳統產業雖較中國傳統產業發展的時間點為早，不過由於台灣之傳統產業屬於早期赴中國投資的先驅，當時已將核心技術帶入中國，近年來中國傳統產業因內需龐大加上國家支持而發展迅速，無論在規模或產值上都遠遠超過台灣。而在公司治理機制中，大陸傳統產業公司國內機構法人持股率及國有股比例與其經營績效呈顯著顯著負向關係，和其他研究結果一致，而經理人持股率、國外機構法人持股率與獨立董事比例則與經營績效無顯著關聯；台灣傳統產業公司經理人持股率、國內機構法人持股率、國外機構法人持股率、董事淨持股率及獨立董事比例與公司之經營皆無顯著關聯。敏感性分析顯示與上述結果類似。 / The purpose of this paper is to examine and compare the relationship between corporate governance and efficiency performance of traditional industry(TI) in Taiwan and China. We apply data envelopment analysis and cross frointer analysis to measure and compare the performance difference between Taiwan and China. The research constructs a panel data regression model to examine the association between cooperate governance and efficiency performance for Taiwan and China, respectively. The empirical results are summarized as follow. First, the efficiency frontier of Taiwan and China are indeed different, and the cross frontier analysis reveals that the efficiency performance of Mainland China is better than that of Taiwan. The TI of Taiwan developed earlier than China and the early core competence development of Chians’s TI was transferred from Taiwan. However, due to the huge domestic demand and government’s strong support of China’s TI, today not only the size but also the value-added of TI, China is much larger than Taiwan. Second, the domestic institutional investor’s and the state-owned shareholdings are significantly correlated with the performance of companies in China. The management, foreign institutional investor’s shareholdings and the percentage of independent directors do not associate with the performance of China’s TI. Finally, the cooprate government variable are not associate with the performance of Taiwan’s TI.

創新是進入二十一世紀以後，全球共同關注的焦點議題，不論對企業或對國家而言，均可謂扮演著成長引擎的角色；而本研究進一步認為，產業創新是企業在思考更上一層樓時應該著眼的大方向，更是政府在創造國家競爭力上不可忽視的重要課題，有必要了解其本質與內涵。由於過去文獻大部份僅探討以企業為主體的創新議題，即使論及產業創新，亦多屬定義上的著墨，缺乏具體且完整的架構論述，因此本研究透過實際案例來探討產業創新的實際內涵與具體模式，研究本身即屬一創新產物的聯盟組織──A-Team，以產業創新的觀點探究其如何造成台灣自行車產業今日的創新升級，藉由架構出其已證明可行的模式與實務操作重點，提供產業界應用之參考。 此外，不同於一般對A-Team強調其內部互動結果的相關研究，本研究同時亦重視A-Team發展過程所遭遇的實務問題與解決過程，並發掘其尚有待突破的問題與原因，最後也提出相應的建議。本研究同時亦回顧台灣自行車產業一路發展至今的歷史，發現其階段性成果之體現恰可說明台灣中小企業的一種「軟實力」，故本研究亦建議政府有關單位應重新思考固有對「傳統產業」的區分是否適當，本研究認為政府未來在制定產業政策時，尚可納入產業的競爭力、獲利力等思考面向進行規劃。 本研究針對產業創新與實務案例進行關聯性與理論化之探索研究，嘗試由實務案例歸納出一完整可供實務界參考之產業創新模型，而研究結果摘要如下： 1.A-Team的出現乃欲解決台灣產業外移與自行車產業走入價格競爭困境之問題，是故其產業創新背景來自產業遭遇困境，產業創新動機乃出自於欲解決產業所面臨之問題。 2.A-Team重新定位台灣自行車產業在全球扮演的角色為──「台灣為全球自行車市場創新樞紐及創新產品與服務的來源」，以此作為努力的大方向。由此可見就全球化競爭的產業而言，產業創新第一步在於建立其差異化的市場定位，產業創新過程的任何戰術均為達此戰略目標而來。 3.A-Team由巨大與美利達兩大世界級成車廠聯手發起，首先由其供應商與協力廠中篩選、募集初始會員，會員組成涵蓋產業上、中、下游廠商。由此可知，產業創新涉及整個產業鏈，非產業任一端所能獨立達成，而台灣自行車業以其獨特的產業聯盟方式成立A-Team，作為產業創新的樞紐。 4.A-Team定調其發展主軸在「協同管理」、「協同開發」、「協同行銷」，實際執行方式乃由協助會員導入豐田生產管理(TPS)與E化做起，改善會員廠商的生產製造管理效能，此亦目前實踐得最為成功的一個軸心。由此可知，台灣自行車產業原來有著生產製造、研發設計、經營行銷能力上的「不夠好」問題，為了開創「夠好」產品的新市場，乃在A-Team架構下結合產業鏈各端，以「集體學習、個別改善」的方式進行整體產業能力的提升，因此提升產業成員能力是傳統製造業創新升級的首要課題。 5.承上，在A-Team的發展主軸中「協同管理」在生產製造能力的提升上，因導入TPS、引進資訊科技，及施行會員彼此定期觀摩與檢驗成果的作法，而有顯著的精進，然在「協同開發」、「協同行銷」方面則尚未達到令A-Team滿意的成績。本研究認為A-Team在「協同開發」、「協同行銷」目標上至今仍難以突破的原因，除了研發設計與行銷實力本來就不易由內部短期培養而成之外，另一大關鍵因素在於A-Team會員中其實存在競爭關係，巨大與美利達即是一例，因此產業創新就A-Team模式來看，不可忽視「利益衝突」的問題，本研究建議從「智慧財產規劃管理」的面向去解決；而行銷議題則建議應思考以發展「產地品牌」為共同行銷所努力的目標，讓「台灣自行車」在全球建立像「紐西蘭奇異果」一樣的國家品牌印象，此亦產業創新可作為其後維持競爭力的參考策略。 6.A-Team創造自行車產業在台灣與大陸的兩岸分工生產模式──A-Team許多會員原來其實已將公司、廠房移至大陸，在A-Team的要求下才又將部份基地遷回台灣，而形成台灣研發生產高級自行車、大陸生產中低階自行車的分工模式，其中巨大與美利達乃以創造副品牌或第二品牌的方式行銷不同等級的自行車，並堅守高級自行車由台灣生產組裝的原則，以落實兩岸自行車產業的差異化。由此可見，處於全球競爭環境之中，產業與企業在世界工廠的磁吸效應下，外移成本低廉國家並非維持競爭力的唯一途徑，A-Team即是為了解決此種產業兩難問題的創新產物，因此產業創新可參考台灣自行車A-Team模式而發展產業在本地的新價值，此亦可視為一種破壞式創新，而欲解決的是傳統產業「既有市場」(因價格競爭造成產品不夠好)與「新市場」(研發生產夠好的產品以創造新的市場需求)之間的兩難困境，上述亦為本研究一獨特之發現，即傳統產業所面臨的「兩難」與哈佛大學教授克里斯汀生研究科技產業所提出的「創新的兩難」中之「兩難」恰相反，然事實上卻有異曲同工之妙，最後仍可經由實踐「破壞性的創新」而改變市場現況，因此本研究結果不僅印證、更充實了克里斯汀生教授的創新理論內涵。 / Innovation is crucial for any corporation or country to stimulate their economic growth. Innovation should be indispensible in industrial strategy and government competiveness. However, most studies on innovation have focused their subjects on an enterprise rather than an industry; this study would instead try to explore the essence and nature about the innovation of a mature / traditional industry through a successful case, aiming to serve as a reference for industrial innovation practice. This research will study how Taiwan’s bicycle industry upgraded itself through the organization / alliance innovation, as is known for A-Team. A-Team comprises major companies in the bicycle industry. Its members are not only partners but also competitors. The study will gather some key successful factors of the innovation as well as the transformation on Taiwan’s bicycle industry and propose some suggestions for both A-Team and the industry from a perspective of industrial innovation. The findings of this study basically include: 1. The background and the motivation of Taiwan’s bicycle industrial innovation. 2. How the hub of the innovation in Taiwan’s bicycle industry, A-Team, practices its plans/strategies to achieve its objective of upgrading and renewing Taiwan’s bicycle industry. 3. The potential solutions for certain problems in A-Team’s present practice. 4. The steps for a possible model of an industrial innovation based on the case-study of Taiwan’s bicycle industry. 5. This study further found that it also works for Professor Christensen’s theory—“Disruptive Innovation” to apply in the innovation of a traditional industry, but the innovation dilemma in the traditional industry is a reverse of that in the high-tech industry. 6. This study also demonstrates the “soft power” of Taiwan's small and medium enterprises by the active evolution in Taiwan’s bicycle industry.

In this thesis I focus on the Japanese labour market in agriculture, traditional, semi-traditional and modern light industry between the 1730s and 1950s. In the first chapter I introduce institutional theory and path dependance theory which serve as my conceptual frame. In the second chapter I present a broad definition of the modern period based on Kito's demographical periodization of Japanese history. In the third and fourth chapter I analyze the institutional structure of agriculture and by-employments that dominated the modern labour market. In conclusion I discuss the connection of this structure to heavy industry and its implications for the current dual labour market.

Questo studio vuole illustrare le possibilità di sviluppo dell’industria del venture capital nei mercati emergenti. Il venture capital rappresenta un’alternativa importante per le imprese emergenti dei paesi in via di sviluppo, contribuendo a rafforzare uno sviluppo integrato di tutto il sistema finanziario e dei suoi attori principali quali le istituzioni bancarie tradizionali, i fondi d’investimento ed il mercato dei capitali. L’obiettivo principale del progetto consiste nell’identificare gli attori principali, e gli investimenti target, così come le esperienze più significative, analizzando i fattori critici e mettendo a fuco azioni e programmi utili per attirare investitori di venture capital, accrescere la conoscenza di questi strumenti e superare i maggiori ostacoli al fine di massimizzare l’impatto che l’industria del venture capital può avere nel rafforzare la crescita industriale a livello paese. Il lavoro comprende alcune analisi empiriche nell’ambito dell’area arabo-mediterranea, svolte con l’obiettivo di facilitare partnership ed accrescere investimenti tra i paesi scelti ed i paesi europei. Commenti, spunti e proposte presentate nella parte finale del lavoro sono il frutto di un attento studio degli attori e fattori chiave che contraddistinguono le operazioni di venture capital. Le proposte ed i programmi suggeriti cercano di rispondere alle esigenze e necessità individuate nel corso delle analisi empiriche che sono state svolte trascorrendo lunghi periodi a contatto con gli imprenditori, investitori e funzionari locali. Le analisi empiriche sullo sviluppo dell’industria del venture capital a livello paese sono state svolte in: Giordania, Palestina, Egitto, Israele e Tunisia. / This research aims to verify development of venture capital in emerging markets. Venture capital represents an important alternative to emerging businesses in developing countries by increasing the strength of the entire financial system and its key players, from traditional banking institutions and investment funds, to stock market capital. The project’s main goal is to identify key actors, investment targets, and experiences as well as aiming at analyzing critical factors and conceptualizing related actions pertinent to becoming more competitive in attracting venture capital investors, developing know-how, overcoming barriers, and maximizing the impact venture capital industry may have on industrial growth. The project is focused on the Arab-Mediterranean region seeking to foster partnership and facilitate investment among European and Arab-Mediterranean countries. The comments, ideas, and proposals presented in the final part of the work come from a careful study of the key issues and players exemplified by the operation of venture capital. The findings are also the result of observations made at the end of country-level empirical analyses where much time has been spent in contact with entrepreneurs, investors, and local officials. Country Empirical Analyses on Venture Capital industry development are being carried out in Egypt, Jordan, Palestine, Tunis and Israel.

本研究探討生產力4.0計畫推進ERP (Enterprise Resource Planning, Gartner Group Inc. 1990)軟體在產業管理系統的關鍵地位。從ERP軟體系統一直未能在企業百分之百順利建置的角度，分析企業在系統軟體導入過程中，內外關係人影響力造成的失效率，探討以羊群行為減低失效率，提升ERP成功比率，期以降低經營管理的沉沒成本。 通常企業要成功導入ERP系統，是取決於有效的專案管理(Loh and Koh, 2004)。而BPR (business process reengineering)是導入ERP系統的關鍵作業標準，例如Oracle的AIM(application, implementation, methodology)、SAP的ASAP(accelerated SAP)、鼎新的TIM(top implementation methodology)和江氏的FIT(fine implementation tool)。在過去24年來卻已緩緩偏離了企業實作科技(operational technology, OT)的基礎，包括經驗與務實(empirical and practice)的運作程序，依靠以資訊科技(information technology, IT)的標準節點為入口導向。 設若BPR標準操作流程，於導入期間重視經驗與務實的影響力，能夠妥適引導轉移(proper piloting migration, PPM)作最佳化適配(adaptation)。則建置和使用ERP系統(system)的策略，是整合網際網路(cyber)的市場價值和實體(physical)的執行績效，達成企業生產力4.0計畫的CPS虛實整合，為運營上帶來一項資產(asset)，而非遺產(legacy)。 / The study investigates possibly raising successful installation rate by Herd Behivor for the software of Enterprise Resource Planning, ERP (Gartner Group Inc. 1990) under Industry 4.0 Project. According to the historical data that reducing available rate of stakeholder influence would drop the sunk cost of information technology management. Usually enterprises in order to get an effectiveness of ERP installation, it depends on whether using proper project management (Loh and Koh, 2004). However, BPR (business process reengineering) was acting a key factor of standard operation procedure under project management in past 24 years, such as the Oracle’s AIM (application, implementation, methodology)、SAP’s ASAP (accelerated SAP)、Digiwin’s TIM (top implementation methodology) and Chiang’s FIT (fine implementation tool) . What failed rate of ERP installation is still high around industry, due to information technology (IT) instead of operational technology (OT). Meanwhile, the BRP could switch over to emphasize the empirical experience of piloting migration (PPM) of ERP on individual business. It would guide an optimal adaptation between operational site and information platform, the strategy of using ERP system is in order to combine both benefits as the marketing value of cyber and the manufacturing productivity of physical. There is the synergy coming from Industry 4.0 Project as well as an asset for the enterprise under a systematic integration of virtual cyber and physical reality.