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|Keywords: ||Electrical engineering industry;integrated development;advantages and strategy;機電工程產業;整合發展;優勢與策略|
|Issue Date: ||2013-07-10 12:03:57 (UTC+8)|
An investigation on the overall advantages and strategic development of electrical engineering industries with Taiwanese companies as a case study.
Electrical engineering industries in Taiwan can be traced back to the late Qing dynasty era during the stewardship of Taiwan’s first provincial governor Ming-chuan Liu. Remnants of old electrical infrastructure built during the Japanese Occupation Era such as hydroelectric dams and generators can still be seen in many places in Taiwan. After the restoration of Taiwan to the Republic of China (ROC) government and the subsequent relocation of the ROC to the island, the ROC administration extensively pursued large scale construction projects (formally named the Ten Major Construction Projects) that triggered the Taiwanese Economic Miracle. The establishment of an electrical infrastructure was one of the leading priorities, and it had initiated the development of electrical engineering industry in Taiwan as well as subsequent advancements in electrical policies and laws in Taiwan.
However, civilian owned electrical industries had basically adopted skills and techniques acquired during the Japanese Occupation Era and built their businesses up from nothing. The conventional model of business model would be numerous small-scale businesses operating alone with isolated technological development and a lack in corporate or large scale organizational frameworks. As a result, integrative teamwork is often neglected as companies occupying different stages in the development flow of the same product seek only to better themselves. This is further compounded by local law and policies that encourage such behavior.
This thesis shall focus primarily on electrical engineering industries in Taiwan as well as electrical engineering design firms that carry out design and planning and end-line engineering consultant companies that help consolidate long-term maintenance of customer products. Together, these three sectors would provide an overall customer service scheme. The advantages of business integration are well-known, but few companies have experimented with this development scheme. Our cases had met with many bottlenecks during integration and must overcome numerous managerial issues that emerged after corporate restructuring. Therefore, the focuses of this thesis are to investigate and validate the means by which corporate management formulate guidelines to improve their competitiveness, and to identify reproducible critical elements for success from these guidelines. These elements would provide useful references for other industrial sectors seeking integrative transformation, and reduce failure risks for such undertakings.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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