近年來有關企業策略及產業演進之研究，隨著組織內外環境互動之增加，而逐漸受到 相當的重視。有關企業策略之研究，一般偏向於公司個體作為之剖析；而有關產業演 進之研究，則多採整體覯察之方式進行；本研究試圖同時以個體微觀與整體巨觀之方 式，對兩者間互動關係進行探討。有關產業演進之理論根據，係以哈佛大學教授波特 （Porter. １９８０）有關產業分析與演進之論著為主，並參考吳思華教授之「產業 政策與企業策略」；有關企業策略之文獻則以司徒達賢教授之「企業政策」及策略形 態理論為骨架，旁及國內外學術期刊中有關競爭策略之論著。由於研究範圍相當廣泛 ，且重點在於建立自有之理論架構，故研究方法係自理論之研討與實務之觀察同時並 進，著重於資料之蒐集、分析、比對，並以專家請教、團體研討、腦力激盪等方式來 產生創造性思考，以獲致架構性結論。研究內容係以電視機及個人電腦產業為對象， 分別觀察其國內外產業演進之歷史軌跡，以生命週期循環之觀念劃分其演進階段，並 歸納呇階段之產業特色、關鍵性成功因素、以及變遷訊號；而另一方面亦透過專家請 教及次級資料之蒐集，來瞭解國內外主要廠商在產業演進各階段之策略性作為，以及 其策略成效。研究結果發現不同產業之演進型態有所差異，而不同階段中有著不同的 關鍵性成功因素；就企業而言，策略形態之決策係受外在環境、內在條件以及企業目 標組合之影響，當功能性政策及組織結構與策略形態配合良好時，可以產生策略效率 ，使企業之策略作為有所涵意，然而，此項策略涵意必須能配合業滿足產業階段性關 鍵成功因素，才能產生實質的策略效果，而達成企業績效。最成功的企業，能夠在環 境變化實際發生以前偵測到變化訊號，予以正確之解釋與推論，並且預先調整本身策 略形態以為因應；而未能敏感於內外變動，且無策略調整以為因應之企業，其生存成 長將受到嚴重威脅。

Confronter la pensée occidentale à la pensée chinoise est une démarche enrichissante à un moment où les cultures se croisent et peuvent même se sentir menacées. J'ai tenté, en partant de l'étude des écritures et de leurs origines de mieux cerner l'avènement de la pensée et son développement dans les deux cas. Il s'agissait de fixer un champ d'étude, j'ai donc songé à présenter le 'réel', le' monde', selon les deux approches et applications, d'un côté le 'logos\ la Raison et de l'autre les conceptions taoïstes, parfois mêlées de bouddhisme. Le 'procès' du monde dont la Chine était très tôt consciente ne lui permettait pas d'interpréter le réel tel que la Grèce et par voie de conséquence l'Occident le concevait, la seule chose qui ne change pas dans le monde étant précisément pour la Chine l'état 'd'impermanence'. Partant notamment du "yi jing" ou "Livre des Mutations", de la construction idéographique, la Chine a voulu représenter le monde tout entier, elle avait une vision différente de celle de I'Occident...Mais une question demeure posée: quelle est au fond l'origine de cette vision ? Est-ce celle de certains penseurs ? Est-ce la nature elle-même ? Est-ce l'écriture comme manifestation humaine? Ma recherche propose quelques jalons pour chaque civilisation, mais la question reste très ouverte / Comparing Western thought and Chinese thought can be quite enriching, at a time when cultures in general can gain contact, as weil as fee!thrcatencd somctimes. l have tried, starting from modes of writings, at their origins, to figure out the advcnt and development ofthought on both sides. The point was also to choose a field ofexpcriment... 1 have thought that 1 could present 'reality', the 'world', from Western and Chinese approaches, with the efiècts of 'logos' and 'Reason' on one side and Taoist and sometimes Buddhist influences on the other. The 'process' of the world that China was conscious of cou id not allow her to apprchend reality such as Greece, very carly, and later Western thought could conceive it. Indeed, the only thing that would not change in this world is the state of 'impermanence' for China. From the yi jing, the Book of Changes, and ideographie patterns and methods, China wanted to show the world, the whole world. That was a vision definitely different from that of the West... Still, one question remains : where does this vision come from ? From thinkers. from Nature itself ? From modes of writings as human responses ? The exposition that I developed offers a few landmarks on both sidcs, but the question is still an open one...

Indiana University-Purdue University Indianapolis (IUPUI) / In 2008, grassroots NGOs formed 13 alliances in response to the need for emergency relief and post-disaster recovery after the Sichuan Earthquake that occurred in West China and killed approximately 87,000 people. These alliances served to raise and deliver relief materials, train and supervise volunteers, promote information sharing, and assist victims with mental health and livelihood recovery. However, all alliances were terminated within less than four years. Although plenty of scholarship discusses how corporate alliances evolve or fail, few studies focus on interorganizational collaboration among nonprofits. To explore how NGOs developed collective actions in China’s adverse sociopolitical environment, the author performed three years of observation in four coalitions and interviewed 60 alliance leaders, employees, and volunteers. This paper identifies four types of termination these NGO alliances experienced: three of them failed at their very births, five self-disbanded shortly after the end of emergency aid, three dissolved due to failed institutionalization, and the remaining two evolved into independent organizations. Tracking their life cycles, this study finds four main factors accountable for their terminations: political pressure, funding shortage, short-term orientation, and leadership failure. In particular, the repressive NGO regulation regime and limited funding sources fundamentally restricted all alliances’ capacity and sustainability. Further, the transient nature of disaster relief efforts and the conflict between disaster management and planned work areas contributed to the short-term orientation among alliance members and, thus, led to the closure of some alliances shortly after they provided emergency relief. In addition, though generally exempt from internal rivalry that often undermines inter-firm partnerships, NGO alliances of all types were confronted with leadership challenges—partner misfits concerning resources, strategy, and mission; flawed governing structures, and undesired individual leadership. The four factors interplayed and led to alliance dissolution through different combinations. The paper points out that, in addition to environmental uncertainty, leadership failure has become a major challenge for nonprofit collaborations.