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dc.contributor.authorYang, Phil Y.en_US
dc.contributor.authorChang, Yuan-Chiehen_US
dc.contributor.authorYang, Yi-Changen_US
dc.contributor.authorWang, Jian-Hanen_US
dc.date.accessioned2017-04-21T06:50:03Z-
dc.date.available2017-04-21T06:50:03Z-
dc.date.issued2011en_US
dc.identifier.isbn978-1-890843-23-6en_US
dc.identifier.urihttp://hdl.handle.net/11536/134828-
dc.description.abstractMany manufacturers are transforming into manufacturing service industry to enhance their value creation. By adopted the value-added chain model, this study conducted four case studies, including Acer, Giant, TSMC and Eternal to verify the high-valued strategies and the common characteristics of service provisions. Specifically, these companies are selected from different industry and value chain position to enhance the robustness of the research findings. This study concluded that the manufacturing firms strengthen their position as system integrator. The provision of high-valued services is orientated toward the integration of the value chain stages according to the industry and business model. The companies are going to upstream or downstream, outsource non-core manufacturing activities, and sell some manufacturing assets. The high-valued service strategies provided the manufacturing firms with new approaches to compete in a rapidly changing economy. The findings also provided the direction for the emerging economies in confronting with industrial structure transformation.en_US
dc.language.isoen_USen_US
dc.titleThe Strategies of the Manufacturing Service Industry: The Perspective of Value-added Chain Modelen_US
dc.typeProceedings Paperen_US
dc.identifier.journal2011 PROCEEDINGS OF PICMET 11: TECHNOLOGY MANAGEMENT IN THE ENERGY-SMART WORLD (PICMET)en_US
dc.contributor.department科技管理研究所zh_TW
dc.contributor.departmentInstitute of Management of Technologyen_US
dc.identifier.wosnumberWOS:000298384400223en_US
dc.citation.woscount0en_US
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