| 摘要(英) |
Water and electricity projects are an important part of construction engineering. Good construction contractors should be selected in a prudent manner so as to ensure the construction quality, safety and durability. However, the market competition of water and electricity projects is fierce. To strike a balance between cost control, project quality, and reducing disputes in the construction, as well as to survive in the industry, and achieve sustainable business operations, have become key matters.
This study analyzes the water and electricity construction industry, it chooses a domestic water and electricity construction firm, Firm A, as the research object. This firm is the contractor of the water and electricity construction for a large supermarket in southern Taiwan. In this study, we discuss its management, planning and design of water and electricity, sub-contractor management, schedule management, the strategies and actions related to inspection, acceptance, maintenance and reinforcement. This study also explores its strengths, weaknesses, opportunities, and threats, in efforts to identify the key factors of the firm’s success.
In this study, the qualitative case study method is utilized, and Firm A, a water and electricity construction firm in Chung-li region is selected as the research object. The data sources include secondary data collection and in-depth interviews with senior executives of the case firm. Through collection, collation, and analysis of data, the following conclusions are reached: 1. Paying attention to both construction quality and cost control is the most important issue of the water and electricity construction firm. 2. The interfaces between construction engineering and water and electricity construction must be arranged in an integrated manner. 3. The firm must pay attention to self-check to ensure construction quality and understand deficiencies so as to promptly improve. There are three research recommendations: 1. Pay attention to the education and training of water and electricity technicians and improve their workmanship. 2. It is suggested that the government should recognize its role in the technical improvement and inheritance of water and electricity firms. 3. The basic-level technicians have been replaced by foreign migrant workers, leading to a large gap of talents, and a long-term perspective is recommended in this regard. There are there suggestions for future research directions: 1. Carry out quantitative analysis; 2. Expand the scope of research; 3. Study the dynamics of industrial development. |
| 參考文獻 |
中文部份
1. 大前研一，「策略家的智慧」，黃宏義譯，長河出版社，1984。
2. 司徒達賢，台灣中小企業發展之經營策略，第一屆中小企業發展學術研討會，頁 1， 1994。
3. 吳思華，民 76，產業政策與企業策略。台北：中華經濟研究所。
4. 吳思華，策略九說（三版），台北：臉譜文化出版社，2000。
5. 許士軍，現代行銷管理，台北：環球經濟社，1980。
6. 陳向明，社會科學質的研究，台北：五南，2002。
7. 葉重新（2001）。教育研究法。台北市：心理。
二 英文部份
1. Aaker, D. A. (1984). Strategic Market Management. N.Y.: John Wiley & Sons Co.
2. Ansoff, H. I. ,Corporate Strategy: An Analytic Approach to Business policy for Growthand Expansion, Hightstown: McGraw-Hill, 1965.
3. Barney, D. F. (1991). Time Paths in the Diffusion of Product Innovation. London: Macmillan.
4. Chandler, A.D. (1962) Strategy and Structure: Chapters in the History of American Enterprise. MIT Press, Boston.
5. Glueck, W. F., Business Policy：Strategy Formation and Management Action, 104 New York: McGraw Hill, 1976.
6. Grant RM. (1991). The resource-base theory of competitive advantage: Implications for strategy formulation. California Management Review 33(3):114-135.
7. Hambrick, D. C., Some Tests of the Effectiveness and Functional Attributes ofMiles and Snow’s Strategic Types. Academy of Management Journal Journal,26(1), 5-26, 1983.
8. Hofer and Schendel, Strategy Formulation: Analytical Concepts, Minnesota: West Publishing,1978.
9. Hofer, Charles W. and Den Schendle. (1985). Strategy Formulation : Analytical Concepts , St. Paul : West Publishing..
10. Leidecker, J. K. and Bruno, A.V., (1984). Identifying and Using Critical Success Factors. Long Range Planning, Vol. 17, No. 1, pp. 26-52.
11. Mintzberg, H., “Crafting Strategy＂,Harvard Business Review,1987.
12. Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. N.Y.: Fress Press.
13. Ralph Stacey (1993). Strategy as order emerging from chaos. Long Range Planning. Volume 26, Issue 1, February 1993, Pages 10-17
14. Rockart, J., “Chief Executives Define their own Data Needs”, Harvard Business Review, 52(2): 81-93, 1979.
15. Daniel, D. Ronald, "Management Information Crisis," Harvard Business Review, Sept.-Oct., 1961.
16. Turner, M.F.,(2001), “How does your company measure up?” , M.F. Black enterprise, 104 32(4), pp.52-53
17. Weihrich, H., Heinz Weihrich (1982). The Tows Matrix: A Tool for Situational Analysis. N. Y.: McGraw-Hill.
18. Williams, J. (1996). On Becoming a Strategic Partner with Management. Communication World, 13(3), 31-32.
三 網路資料
1. 自由時報，2020，2020年7月24日，營建業景氣連漲2月 創今年新高紀錄，取自：https://estate.ltn.com.tw/article/10073 |
[Endnote RIS 格式]
[相關文章]
[文章引用]
[完整記錄]
[館藏目錄]
至系統瀏覽論文 ( 永不開放)
plurk
funp
live
udn
HD
myshare
netvibes
friend
youpush
delicious
baidu
Google bookmarks
del.icio.us
hemidemi
facebook
twitter
google
reddit