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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 陳忠仁(Chung-jen Chen) | |
| dc.contributor.author | Ekaterina Potekhina | en |
| dc.contributor.author | 凱蒂 | zh_TW |
| dc.date.accessioned | 2021-06-15T07:12:45Z | - |
| dc.date.available | 2010-09-21 | |
| dc.date.copyright | 2010-09-21 | |
| dc.date.issued | 2010 | |
| dc.date.submitted | 2010-09-14 | |
| dc.identifier.citation | 1. Barney, Jay Firm resources and sustained competitive advantage. Journal of Management. 1991, Vol. 17, No. 1, 99- 120.
2. Besanko, David, Dranove, David, Shanley, Mark, Schaefer, Scott Economics of Strategy, Fourth Edition. John Wiley & Sons, 2007 3. Chen, Ming-Jer, Grayson, Leslie E. Competitive dynamics: Competition as action Response. Technical note. University of Virginia, Darden School Foundation. 2005 4. Collins, David J., Montgomery, Cynthia Competing on Resources. Harvard Business Review, July – August 2008. 5) Collins, James C., Porras Jerry I. Building your Company’s Vision. Harvard Business Review, September-October 1996 6. Corner, Kathleen R. A Historical comparison of Resourse-Based Theory and Five schools of Though within Industrial Organization Economics: Do we have a new theory of a firm? Journal Of Management, Vol. 17, No. 1, 121-154. 7. Corts, Kenneth S., Rivkin, Jan W. A Note on the Microeconomics for Strategist. Harvard Business School, January 4, 2000 8. De Geus, Anrie The Living Company. HBS Press, Longview Publishing Limited 9. Eisenhardt, Kathleen M., Brown, Shona L. Time pacing: competing in the markets that won’t stay still. Harvard Business Review, March-April 1998. 10. Ghemawat, Pankaj, Rivkin Jan W. Creating Competitive Advantage. Harvard Business Review, February 25, 2006. 11. Ghemawat, Pankaj Managing Differences: The central challenge of global strategy. Harvard Business Review, March 2007 12. Hamel, Gary, Prahalad C.K Competing for the Future. Harvard Business Press, 1996 13. Hamel, Gary, Prahalad C.K The core competence of the corporation. Harvard Business Review , May-June 1990 14. Hamel, Gary, Prahalad C.K Strategic Intent. Harvard Business Review, July-August 2005 15. Hill, Charles W.L., Jones, Gareth R. Theory of Strategic Management, Eights Edition. South-West, Cengage Learning, 2006, 2009 16. Londroos, Pekka K. Government role in economic policy. Socialiniai mokslai, No 5(26) 2006 17. Mantgomery, Cynthia Putting Leadership back into the strategy. Harvard Business Review, January 2008 18. Porter, Michael E., Takeushi, Hirotaka, Sakikibara, Mariko Can Japan compete ? 19. Porter, Michael E. Competitive advantage of Nations. The Free Press, 1990 20. Porter, Michael E. Competitive advantage: Creating and Sustaining Superior Performance. The Free Press, 1998 21. Porter, Michael E., Rivkin, Jan W. Industry Transformation. Harvard Business Review, July 10, 2000 22. Porter, Michael E. The contribution of Industrial Organization To Strategic Management. Academy of Management Review 1981, Vol. 6, No. 4, 609-620 23. Porter, Michael E. What is Strategy? Harvard Business Review, November-December 1996 24. Porter, Michael E. The five competitive forces that shape strategy. Harvard Business Review, January 2008 25. Porter, Michael E., Kramer Mark R. Strategy & Society: The link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, December 2006 26. Rugman, Alan M., Verbeke, Alain Regional and Global strategies of Multinational enterprises. Kelley School of Business, Indiana University. Draft 4/14/03 27. Teece, David J., Pisano, Gary, Shuen, Amy Dynamic Capabilities and Strategic Management. Strategic Management Journal, Vol. 18, No. 7, 509-533. August, 2007 28. Thompson Arthur A., Strickland A.J., Gamble John E. Crafting and executing strategy17-th Edition, McGraw-Hill/ Irvin , 2008 29. Yunogami, Takashi Mistake of Japanese semiconductor industry. AZojomo, Vol.2 May, 2006 30. Zook, Chris Finding your next core-business. Harvard Business Review, April 2007 Industry reports and financial data: 31. Shen, Jessie Press release. Digitimes, December, 21 2009 32. Teng, Willie Press release. Digitimes, June 11, 2010 33. The Global Semiconductor Monthly Report. Future Horizons, September 2009 34. The Global Semiconductor Monthly Report. Future Horizons, October 2009 35. The Global Semiconductor Monthly Report. Future Horizons, November 2009 36. The Global Semiconductor Monthly Report. Future Horizons, January 2010 37. TEL Corporate profile. Updated on October, 31 2009 38.TEL Corporate profile. Updated on April 1, 2010 39. TEL Corporate profile. Updated on June, 1 2010 40. TEL Environmental Report, 2000 41. Environmental Sustainability Report, 2004 42. TEL Environmental and Social Report, 2005 43. TEL Environmental and Social Report, 2008 44.TEL Environmental and Social Report, 2009 45. Notice of Fiscal Year 2010 (the 47-th FY) Annual General Meeting of Shareholders 46. Financial Review for the Year Ended March, 31 2010 47. Consolidated Financial Review for the Year Ended March, 31 2010 (May, 12 2010) 48.Tokyo Electron Fact Book, 2009 49. AEOLUS, Tokyo Electron Community News No.66, Feb.2010 Other financial documents: 50. Aixtron Annual Report 2009, http://www.aixtron.com/fileadmin/user_upload/IR/2009/Q4-2009/100324_AIX_GB2009_EN_gesch.pdf 51. Aixtron Annual Report 2008, http://www.aixtron.com/fileadmin/user_upload/IR/2008/Q4-2008/AIX_AR_2008_e.pd | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/48764 | - |
| dc.description.abstract | In the regimes of turbulent business environment sustainability of the competitive advantage highly depends on the ability of a company to respond to macro-environmental changes, thus it very vivid reminds of the quest with the main prize called the global leadership.
This paper is a case study of Japanese Company Tokyo Electron, which has being at the market of semiconductor production equipment for nearly half of a century and made its way from a trading company to one of the world leading manufacturers. In a response to the global change worldwide, TEL’s top-management developed a new strategy Global Position One, with the main objective to achieve position number one globally. By addressing today’s business environment issues, paying a fair attention to corporate social responsibility and reducing the negative environment of its operations, TEL has created new business opportunities, enlarged its product line and successfully entered new areas. Being an industry innovator and possessing an outstanding R&D abilities, Tokyo Electron keeps the right pace of new technologies delivery. This paper evaluates how the macro-environmental changes has shaped Tokyo Electron’s strategy, examines it’s dynamic capabilities, estimates strengths and weaknesses of TEL and opportunities and threats which might be harmful to achieve its major objectives. Based on the results of the research we make a forecast whether a quest for global leadership is successful for TEL and identify the issues to be addressed. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-15T07:12:45Z (GMT). No. of bitstreams: 1 ntu-99-R98749053-1.pdf: 1690011 bytes, checksum: 767f2fa5774ee276917414c6a10e75bc (MD5) Previous issue date: 2010 | en |
| dc.description.tableofcontents | Table of Contents
Abstract iii Table of Contents vi List of Figures and Tables vii Chapter 1: Introduction 1 1.1. Research background 1 Research objectives 4 Chapter 2: Literature Review 7 2.1. Strategic management concepts development: overview 7 2.2. Approaches to Corporate Social Responsibility 23 2.3. Approaches to industry and environmental analyses 27 Chapter 3: Methodology 30 3.1. Research framework 30 3.2. Measures 32 3.3. Data collection 34 Chapter 4: Semiconductor equipment industry and a case study of Tokyo Electron 35 4.1.Semiconductor equipment industry 35 4.2. Case Study of Tokyo Electron 43 Chapter 5: Case study analyses 56 5.1. External Analyses 5.1.1. PESTLE 56 5.1.2. Industry Driving Forces 64 5.2. Internal analyses 5.2.1. Dynamic Capabilities Approach 66 5.2.2. Corporate Social Responsibility: Strategic approach 77 5.2.3. Industry Key Success Factors 79 5.2.4.SWOT 80 Chapter 6: Conclusion 86 6.1. Suggested Strategy implementation 89 6.2. Research Limitations 93 6.3. Further Research 93 References 95 Appendices 99 TEL’s Consolidated Balance Sheet &Income statement 99 | |
| dc.language.iso | en | |
| dc.title | 追尋全球化領導地位:以 Tokyo Electron Group 為例 | zh_TW |
| dc.title | A Quest for Global Leadership: A Case Study of Tokyo Electron Group | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 99-1 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳俊忠(Osim Chen),許煙明(Yanming Shu) | |
| dc.subject.keyword | 宏觀環境分析,Tokyo Electron Limited公司,競爭力戰略,產業分析, | zh_TW |
| dc.subject.keyword | Tokyo Electron Ltd.,strategic management,corporate strategy,industrial analysis,PESTLE analyses,business strategy,semiconductor equipment industry,macro-environment,corporate social responsibility,dynamic capabilities,core competences,competitive advantage sustainability,turbulent business environment,Teece,Porter,technological innovation,global leadership, | en |
| dc.relation.page | 102 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2010-09-14 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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| ntu-99-1.pdf 目前未授權公開取用 | 1.65 MB | Adobe PDF |
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