| Summary: | 碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 107 === Regarding any enterprise or business, including Taiwanese business in Mainland, which they should consider what environments they will meet are more complicated than before. Because the environments the Taiwanese business meet are different than before, they confront problems of transformation strategies are different than before. The thesis are inspired by the following at least three structural factors, the change of cross-Strait political & economy relations, the change of external environment enterprise management in China, as well as the change of internal structure for Taiwanese business, which will be also three motives of this thesis. Moreover, in order to achieve the purposes of this study, we try to address the following three questions: 1. hat differences did Taiwanese business manage to? 2.how did Taiwanese business manage to and why did change? and 3.what differences are transformation strategies of Taiwanese business?
The method of thesis is a case study approaches which Taiwanese enterprise L, a design company, will be chose. The analysis literature of this case study will come from secondary information of interview words. The analysis framework of this thesis is the SWOT framework. The choice of transformation strategies are comprehensive offensive strategy, external strain & internal loose strategy, comprehensive defensive strategy, and internal strain & external loose strategy. The variables of transformation strategies are player, structure, payoffs, and strategies.
The findings are 1.understanding the developing trend of Taiwanese enterprise in Mainland, 2.understanding the importance of transformation strategies for Taiwanese business in management, and 3.constructing the theory of transformation strategies and examining the case study. Furthermore, with regard to the analysis of transformation strategies for Taiwanese company L, we infer the choice of transformation strategies will be changed when the variables of player, structure, payoffs, and strategies will change. In other words, before 2008, Taiwanese company L will choose comprehensive offensive strategy for its transformation strategies. 2009 to 2013, Taiwanese company L will choose comprehensive defensive strategy and after 2013, the internal strain & external loose strategy will be chose by Taiwanese company L.
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