| Summary: | 碩士 === 國立臺灣大學 === 國際企業管理組 === 95 === THESIS ABSTRACT
GRADUATE INSTITUTE OF INTERNATIONAL BUSINESS
NATIONAL TAIWAN UNIVERSITY
Name : Lin, Jiung-Hwa Month / Year : July, 2007
Advisor: Dr. Lee, Ji-Ren
A Case Study on the International Growth Strategy of a Taiwanese Engineering and Construction Company
Along with the world’s mounting investment in the oil refinery and petrochemical industries, the rising oil and raw material prices, salary increase due to project management and engineering manpower shortage, the investors are almost clueless as to what to expect for the overall project cost and schedule. Under such circumstances, the global leading engineering and construction firms have already determined to strengthen their international competitiveness with maximum vertical integration. On the other hand, this presents a great opportunity for less experienced Taiwanese engineering and construction company to grow and to challenge its competence.
Through the industry’s structure analysis, competence and strategic infrastructure, value-based strategy, the study focuses on an individual engineering and construction company from the emerging economies. It discusses how, through the above study, for a company to develop its competitiveness and sustainable growth motivation in both regional and global markets.
Lump Sum Turn Key service is the core product of an engineering and construction company. In order to provide such service, it requires a number of core competences such as project management, project control, engineering, procurement, construction, commissioning, information technology application, supply chain management, sales management, finance management, human resource management, risk management, and exquisite work.
Essentially, the Taiwanese engineering and construction companies should focus on enhancement of its core competences after studying the strategic positioning and competitive advantages analysis. As for the short-term strategy, the company should improve its skills and modify its working flows to align with the global leading companies. As for the long-term strategy, the company should innovate on its fundamental concepts, skills and working flows to develop its unique competitive advantages.
This research emphasizes the potentiality of the Middle East market for Taiwanese companies’ international growth. The present case study may provide a typical reference for implementing competence-based growth strategy with implications on the usefulness of both core competence concept and strategic architecture framework.
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