With the improvement of information technology, the environment of electronic commerce is shifting gradually from M-Commerce to U-Commerce. However, U-Commerce is still in its infancy for most enterprises although it extended from M-Commerce. The knowledge about how the business model and the enabling technology together create the business for inter and intra customers is till vague, while it is important for the success of U-Commerce. Therefore, in this study, we conduct the secondary data analysis and use a value shop model to analyze what determinates the value creation for the customers and what the enabling core components are. The findings of this study provide a great insight for better understanding the value configuration of U-commerce and a leading index for the enterprise to constructing business model and developing IT core components when implementing the U-commerce.

No / According to annual reports of European and North American ski resort corporations, winter sports destinations are facing stagnating markets and at the same time challenges in the management of environmentally sensitive mountainous areas and villages. The survival and development of winter sports destinations are to a large extent centred around strategies for creating competitive advantage and at the same time meeting the criteria of sustainable tourism laid down by the WTO. In this paper, performance on these two dimensions is combined into the concept of strategic performance. Sustained value creation is suggested as a goal of strategic performance in winter sports destinations.Two new models related to the strategic analysis of winter sports destinations are developed. The first is a suggested configuration of value creation in winter sports destinations¿the ¿value fan¿¿and the second is a conceptual organisational model providing a framework for analysis at strategic level of such destinations. The models have emerged from examining the central body of literature in the field of strategic management. Development of the models is part of ongoing research into what kind of organisational structure of winter sports destinations will lead to superior performance in terms of strategic success. Here the concepts of the ¿community model¿ and the ¿corporate model¿ of destination management are introduced.

組織面對整體科技水準快速進步以及產業環境競爭日益激烈之衝擊，不僅必須持續突破既有技術侷限性，同時也要因應顧客多樣化產品服務需求而積極朝向差異化與創新化途徑發展，然而組織缺乏創新知識與能力勢必需要透過導入創新技術方式，將外部技術價值整合至內部創價流程系統，並且擬定整合結構以及管理機制組合設計來落實與擴散創新技術之創價利益，進而帶動本身產品服務創價能力升級以及提升組織競爭力。專業服務型組織面對外部顧客服務需求高度多樣化與異質性，同時內部多重產品線創價流程彼此銜接與連結模式錯綜複雜，使得組織必須需要因應外在環境變化以及內部創價策略目標，積極調整創新策略導向以及產品流程與資源組合之創價模式，進而運用各種整合結構與管理模型設計來發揮專業分工與彈性互補之創新整合能力，方能創造出更符合顧客需求以及更具市場競爭力之高品質專業服務。 本研究主要探討中型醫療機構導入創新技術之情境脈絡因素、創價模式以及整合模型設計特性之複雜關係。本研究採取個案研究法先針對一家先導個案機構進行探索性研究，同時參酌重要理論觀點來引導說明觀念性架構中的重要關係命題，後續再選取兩家合適個案機構來進行驗證性研究；綜觀三家個案醫院導入創新技術來實踐擴散性創價利益歷程所進行探索性與驗證性研究結果，主要結論如下：首先，醫療機構主要基於符合該醫院高層經營者追求創價轉型目標而導入創新技術，該醫院亦提供醫療團隊成員追求自我實現之創新發展空間，同時因應外部醫療技術發展趨勢以及內部不同創新技術創價整合能力條件因素，進而採取不同差異化策略取向來攫取導入醫療技術之創新價值。其次，醫療機構所擬定創新導入創價模式採取不同創價策略取向，將會引導產品流程設計特色展現出不同設計特徵，同時創價策略取向所具備之價值創造動因組合乃塑造出不同價值構形特性，進而促使管理者必須在不同價值構形中，因應不同整合內涵來設計適當之整合結構與管理機制組合，方能實踐出導入創新技術之創價利益。再者，不同價值構形之整合模型設計特性亦有所差異，亦即三種價值構形主要整合標的內容不同，因而該醫院所擬定整合結構特性以及採取整合機制組合亦展現出不一樣設計形貌。 本研究探究觀念性架構所展現之重要概念意涵如下：一、不同創新導入創價動機發起方式受到商業機會因素之影響程度也有所差異；二、創新導入面臨價值目標、外部技術趨勢以及內部能力條件三者交互作用愈強，則創新導入速度愈快；三、創價模式主張不同差異化策略搭配產品流程設計將展現出不一樣之產品服務特性；四、組織調整創價導向組合方式將促使本身價值構形特性隨之改變；五、各種價值構形所著重知識整合類型有所不同，使其管理機制組合特性也有所差異。

This research project endeavors to frame a methodology that can be used to categorize firm value strategies (production logics) and choices of factor inputs (tangible and intangible assets), which are used to fuel production cycles for goods and services outputs. A secondary goal of the research is to attempt to determine what asset group combinations (resources) are combined by various classes of firms to produce sustainable outcomes for the A/E/C firms in the survey. The National Bureau of Economic Research recently issued a system of national accounts (acknowledging both tangible and intangible assets) that reflects the macro-economy but at the same juncture, lamented the fact that a firm-level micro-economic schema did not exist to mirror the national system. This study makes an effort to redress that void by investigating how such a system of accounts - measured on the input side of the ledger -- could begin to fill in a gap in information and understanding as pointed out by participants in the National Academy of Sciences symposium of 2009 entitled "Intangible Assets: Measuring and Enhancing Their Contribution to Corporate Value and Growth." In brief, the research represents an effort to make a contribution to a growing body of knowledge about intangible assets by solidifying a framework within which both tangible and intangible assets may be more appropriately conceptualized and more adequately measured for purposes of current and future investigations. The research also provides a methodology for beginning to understand how some design and construction industry firms rely on specific asset categories for operating success, corporate stock value and business continuity. It is conceivable that managers would use a variation of the methodology to better balance ongoing investments in their firm's portfolio of tangible and intangible resources. The mixed methods used in this research support the following conclusions: 1) In terms of rank order of asset deployment categories by firms, intangible assets appear to have a modest edge over tangible assets for deployment by value shop firms (architecctural and engineering design firms), but these emphases are not consistent among value chain-oriented (construction) firms. 2) Although pronounced differences were expected, there was little evidence of differences in rank order of asset category accumulation and deployment by firms (according to the Delphi panel) regardless of whether the firm was focused on continuity and longevity or (alternatively) short-term profit maximization. 3) Because of their ambidexterity in production logic, the expert panel had difficulty placing EPC (Engineer - Procure - Construct), design-build and integrated services firms in a single Stabell - Fjeldstad value logic category, and a new composite category was posited based on Delphi panel feedback.