| dc.description.abstract | The traditional industries are the main forces to drive Taiwan’’s economic development. Recently, the industrial structure in Taiwan has tremendously changed. Many companies are relocated to the mainland China or south-east area Asia to accommodate the environment. To survive and thrive, the local enterprises are forced to implement the necessary reorganization to enhance within competitiveness and break through the dilemma for new business opportunities.
The paper provided a case study with an aim to explore how the joint venture company of traditional industries could successfully avoid downfall and even improve their competition ability by ways of fund raising and IT upgrade in front of such a difficult external environment, ie, flat profit, customer industrial ’’center of gravity’’ shift, and cut-throat price competition.
This case study is a local gas company, established in 1952, the company had always been a local enterprise and joint ventured with APCI since 1987. In 2002, it turned out to be a foreign-invested company after APCI bought most of its shares. This move brought a large of technologies and management knowledges from US to this company. The results are summarized as below:
（1）The shareholding structure and knowledge gained have correlation. There is a significant impact on JT’s programs once share holding varies.
（2）A health organization structure will facilitate org change while, a matrix organization demonstrates a positive influence on organizational learning.
（3）Organizational learning is affected from various factors, such as, environment background, knowledge resource and self assimilated. Organizational learning can bring in performance improvement.
（4）Staff communication is a must prior to any change management. No compulsory measures can be counted in. Otherwise, the negative side effects are expected.
（5）Consisting of the four perspectives (finance perspective, customer perspective, internal businesses process perspective and learning and Growth perspective), the Balanced Score Card (BSC) retains measures for strategic management, ie. change management and organizational learning. | en_US |