B2B Electronic Markets: A Conceptual Model for Analyzing the Sources of Business Value

This paper describes research supporting the development of a conceptual model for understanding the sources of business value of Business-to-Business (B2B) Electronic Markets. Based on six case studies and an analysis of current literature, Aggregation, Matching, and Integration emerged as the three key sources of business value. The framework provides a structured and systematic approach for understanding various B2B Electronic Market models, and helps develop strategies to leverage these sources of business value

Provision of professional training to meet global procurement challenges in Hong Kong

The technology today is so fast that quickly changes the traditional business process. Supply chain management is becoming the profession of the future – an extension of buyers’ job. New professional education in purchasing and supply management should be demanded by Hong Kong’s business world to maintain its status as a global procurement centre and a commercial window of Chin

Srovnání Šanghajské burzy cenných papírů s Hongkongskou burzou cenných papírů

Import 11/07/2012During last decade, global economy developed rapidly, especially China. Nearly every year, China has a stable GDP growth remained at eight to nine percentage points, which shows the steady increase of China‘s overall economic situation. So Chinese are richer than before. Many foreigners are optimistic about the huge market in China, which may has high profitability. More and more money flows into China financial market, both from foreign investors and from local residents. Stock markets are the core part of financial markets, and stock exchanges are the most important components of stock markets. Individual investors and institutional investors both invest their money in the stock exchanges. In China, the Shanghai Stock Exchange and the Hong Kong Stock Exchange are the most important exchanges, and they are functioning well. Both Shanghai and Hong Kong want to be the first-level international financial center in the world with the help of government. They have their own characteristics, similarities and differences, advantages and disadvantages. The objective of the thesis is the comparison of the stock exchanges in Shanghai and Hong Kong, including a conclusion how these two exchanges should work in the future. In the first part of thesis, there is the description of characteristics of the main principles of the stock exchange markets, including histories, definition and functions of the stock exchange, and an overview of worldwide stock exchanges. In the second part and third part of thesis, there are descriptions of the functioning of the Shanghai Exchange and the Hong Kong Stock Exchange. At last, characteristics of the two stock exchanges are compared, such as their histories, regulations, products, services, and there is a prediction about their future operations.During last decade, global economy developed rapidly, especially China. Nearly every year, China has a stable GDP growth remained at eight to nine percentage points, which shows the steady increase of China‘s overall economic situation. So Chinese are richer than before. Many foreigners are optimistic about the huge market in China, which may has high profitability. More and more money flows into China financial market, both from foreign investors and from local residents. Stock markets are the core part of financial markets, and stock exchanges are the most important components of stock markets. Individual investors and institutional investors both invest their money in the stock exchanges. In China, the Shanghai Stock Exchange and the Hong Kong Stock Exchange are the most important exchanges, and they are functioning well. Both Shanghai and Hong Kong want to be the first-level international financial center in the world with the help of government. They have their own characteristics, similarities and differences, advantages and disadvantages. The objective of the thesis is the comparison of the stock exchanges in Shanghai and Hong Kong, including a conclusion how these two exchanges should work in the future. In the first part of thesis, there is the description of characteristics of the main principles of the stock exchange markets, including histories, definition and functions of the stock exchange, and an overview of worldwide stock exchanges. In the second part and third part of thesis, there are descriptions of the functioning of the Shanghai Exchange and the Hong Kong Stock Exchange. At last, characteristics of the two stock exchanges are compared, such as their histories, regulations, products, services, and there is a prediction about their future operations.154 - Katedra financívýborn

Spatial order of a global city: transformation of urban structure in Hong Kong, 1971-1996.

Tony Man Yiu Chiu.Thesis (M.Phil.)--Chinese University of Hong Kong, 1998.Includes bibliographical references (leaves 217-227).Abstract also in Chinese.Acknowledgments --- p.iAbstracts --- p.iiContents --- p.ivList of Tables and Figures --- p.viiiChapter Chapter 1. --- INTRODUCTIONChapter 1.1 --- Research Topic --- p.1Chapter 1.2 --- Research Questions --- p.3Chapter 1.3 --- Data and Methodology --- p.7Chapter 1.4 --- Plan of the Thesis --- p.9Chapter Part I --- Theoretical and Empirical BackgroundChapter Chapter 2. --- URBAN STRUCTURE IN A GLOBAL CITY: TOWARDS A FRAMEWORK OF ANALYSIS --- p.10-43Chapter 2.1 --- The Global City Thesis --- p.11Chapter 2.2 --- Global City and Urban Industrial StructureChapter 2.2.1 --- Global-City Theories of Industrial Change --- p.16Chapter 2.2.2 --- Industrial Location Approach --- p.18Chapter 2.2.3 --- A Recapitulation --- p.21Chapter 2.3 --- Global City and Urban Business StructureChapter 2.3.1 --- Global-City Theories of Office Location --- p.25Chapter 2.3.2 --- A Recapitulation --- p.28Chapter 2.4 --- Global City and Urban Social StructureChapter 2.4.1 --- Global-City Theories of Urban Social Structure --- p.31Chapter 2.4.2 --- Problems Reinstated --- p.36Chapter 2.4.3 --- Mapping of Urban Structure in a Global City: A Reappraisal of Urban Ecology --- p.38Chapter 2.5 --- Concluding Remarks --- p.42Chapter Chapter 3 --- HONG KONG: FROM AN INDUSTRIAL CITY TO GLOBAL CITY --- p.44-69Chapter 3.1 --- Post-war Industrial Development (1950-1975) --- p.45Chapter 3.2 --- Industrial Restructuring (1975-91) --- p.51Chapter 3.3 --- Is Hong Kong a Global City? --- p.57Chapter 3.4 --- Concluding Remarks --- p.66Chapter Part II --- The Geography of Growth and DeclineChapter Chapter 4 --- URBAN INDUSTRIAL STRUCTURE: LOCATIONAL PATTERN OF MANUFACTURING INDUSTRIES1971-1989 --- p.70-118Chapter 4.1 --- Spatial Pattern of Manufacturing Industries --- p.72Chapter 4.2 --- Decentralization of Manufacturing IndustriesChapter 4.2.1 --- Decentralization in the Seventies --- p.78Chapter 4.2.2 --- New Town Development and Industrial Decentralization --- p.83Chapter 4.2.3 --- Decentralization in the Eighties --- p.85Chapter 4.3 --- Spatial Difference of Production Scales --- p.86Chapter 4.4 --- Locational Dynamics of Manufacturing Industries --- p.92Chapter 4.5 --- A Recapitulation --- p.102Chapter Chapter 5 --- URBAN BUSINESS STRUCTURE: LOCATIONAL PATTERN OF PRODUCER SERVICE ACTIVITIES --- p.119-169Chapter 5.1 --- Spatial Development of Office Centres in Hong KongChapter 5.1.1 --- General Distribution of Office Centre in Hong Kong --- p.122Chapter 5.1.2 --- Overall Distribution --- p.123Chapter 5.1.3 --- A Decentralized CBD? --- p.127Chapter 5.2 --- Locational Dynamics of Producer Service Activities --- p.132Chapter 5.2.1 --- Banking Sector --- p.133Chapter 5.2.2 --- Other Financial Institutions --- p.135Chapter 5.2.3 --- Insurance --- p.137Chapter 5.2.4 --- Real Estate and Business Service --- p.138Chapter 5.2.5 --- Import and Export Trading --- p.141Chapter 5.3 --- A Brief Note on the Factors of Decentralization --- p.143Chapter 5.4 --- Concluding Remarks --- p.147Chapter Chapter 6 --- URBAN SOCIAL STRUCTURE: RESIDENTIAL DIFFERENTIATION IN A GLOBAL CITY --- p.168-210Chapter 6.1 --- Methodological Issues in Factorial EcologyChapter 6.1.1 --- Factorial Ecology --- p.170Chapter 6.1.2 --- Some Unresolved Methodological Problems --- p.172Chapter 6.2 --- A Factor Analysis of the 1996 By-Census DataChapter 6.2.1 --- Method of Analysis --- p.174Chapter 6.2.2 --- An Analysis of Urban Structure in the whole Territories of Hong Kong --- p.175Chapter 6.2.3 --- An Analysis of Urban Structure of Hong Kong and Kowloon --- p.177Chapter 6.2.4 --- A Comparison of Urban Structure from 1981 to1996 --- p.181Chapter 6.3 --- "Mapping of Urban Structure in Hong Kong and Kowloon," --- p.183Chapter 6.3.1 --- An Overview of the Post-War Urban Structure 1950-1980 --- p.184Chapter 6.3.2 --- "Mapping of Spatial Structure of Hong Kong,1996" --- p.188Chapter 6.4 --- Concluding Remarks --- p.196Chapter Chapter 7 --- CONCLUSIONChapter 7.1 --- Spatial Dynamics in a Global City: A Summary View --- p.211Chapter 7.2 --- Limitation of this Thesis and Future Research Direction --- p.213REFERENCE --- p.217Appendix 1 Classification of TPUs into District/Areas for Chapter 4-5 --- p.22

A study of an integrated approach for strategy formulation and performance measurement in manufacturing enterprises.

Performance measurement quantifies the efficiency and effectiveness of action that helps organisations translate their strategies into results and fixes accountability to improve performance. This research identifies two problem statements: First, can integrating strategy formulation with measurement initiatives safeguard the performance goals in manufacturing enterprises? And second, how can manufacturing enterprises derive an integrated approach that meet their requirements and needs for strategy formulation (SF) and performance measurement (PM) system implementation? This work proposes an integrated paradigm that aligns the strategy-related performance measures to attain performance improvement in manufacturing enterprises. A two-stage empirical study was conducted, with 232 Hong Kong firms and 85 Shanghai firms participating in the study. The first stage surveys identified the common success factors, problem areas and strategy choices, and examined the relationship amongst corporate, marketing, technology and operational strengths and the `reactive/proactive' strategy choices. The subsequent personal interviews in Hong Kong complemented the survey findings by examining the impact of SF/PM efforts in manufacturing enterprises. There were two series of interviews. The first series acquired the managerial views on the decision criteria on the integration of strategy formulation and performance measures, with the aid of Analytical Hierarchy Process (AHP) methodology. The second interview series derived several design elements and process considerations for aligning strategy formulation with performance measures. The empirical study used in this research provided important inputs and served as a foundation for development of a SF/PM Integration (SPI) model. In an attempt to integrate strategy formulation and performance measurement, the SPI model adopts the guiding principles embodied with the Business Excellence Models and stresses the results-oriented assessments on five categories of SF/PM criteria, namely leadership and constancy of purpose, management by process, people development, continuous improvement, and results orientation. Unlike that of the MBNQA and EQA, the point values for criteria and sub-elements of SPI model were generated collectively from the perspectives of industry practitioners in the manufacturing sectors. These were determined using the normalised weights obtained from the AHP analysis of empirical interview findings. They are taken together to calculate the overall performance index for an organisation. The process framework comprises five stages starting from strategy formulation to implementation and evaluation of an integrated performance measurement system. It encapsulates the requirements, critical processes and activities of strategy formulation and performance measures into the way they are being managed in organisations. The SPI model helps manufacturing enterprises to build a self-assessment platform for amalgamating strategies, plans and actions which can enable performance improvement. It can supplement any Business Excellence Models, and serves three important purposes. Firstly, it is a working tool for integrating SF and PM initiatives and guiding the implementation of performance measurement system in manufacturing enterprises. Secondly, using the model can help improve the effectiveness of management practices in relation to performance measures and self-assessment; and thirdly, using the model can facilitate information sharing of best practices within an organisation and benchmark performance against competitors and other organisations. Results of a post-evaluation survey affirmed that the model and processes could encourage organisational learning and provide a practical means for manufacturing enterprises to devise effective self-assessment and performance improvement. The novel contributions of the research are to identify the key SF/PM attributes, develop the self-assessment scoring method and the process framework accompanying the SPI model. Manufacturing enterprises must evolve a holistic performance measurement system matching their corporate mission, objectives and strategies. The SPI model provides them with a systems approach for building and integrating the capabilities of SF and PM to attain performance improvement goals, irrespective of their business nature and sizes

An assessment of web-based EDI for SMEs in Hong Kong\u27s clothing industry

Recent development of Electronic Data Interchange (EDI) on the Internet, namely Web-based EDI, has enabled small and medium enterprises (SMEs) to have effective document transactions with their trading partners. Many have claimed that the Web-based EDI is the most promising and fast growing IT application for SMEs to improve their business processes. This research study investigates how the Web- based EDI can meet the requirements of SMEs in Hong Kong’s clothing industry. Since the clothing industry is one of the most important exporting industries for Hong Kong, the research results have important implications to Hong Kong’s economy. The major reasons, benefits and barriers of EDI use and the requirements of Web-based EDI for SMEs are examined in the research with the help of questionnaires, in-depth interviews, and secondary data. The survey findings show that nearly 60% of SMEs have already utilized EDI with a government agency, Tradelink, to transfer documents such as import and export declarations and quota licenses. Main reasons for SMEs using EDI with Tradelink include government policy and support, the secure electronic signature in EDI system, and the closure of hands-on declaration stations enacted by the Trade and Industry Department, Hong Kong Government. However, a small percentage of SMEs are using EDI with their buyers or suppliers and other trading partners respectively. Barriers to EDI use include high setup and operating costs, low transaction volume and insufficient IT knowledge. Since some SMEs have already had access to the Internet for information gathering and email, it is expected that the transition to Web-based EDI for them would be relatively easy. To facilitate this transition, the main requirements of Web-based EDI for SMEs are investigated. In addition, the features of Web-based EDI from EDI service providers in Hong Kong are examined

Assessing the success and evaluating the benefits of government-sponsored regional internet-trading platforms for small and medium enterprises: A Western Australian perspective

The Internet has been viewed as an opportunity for small and medium enterprises (SMEs) to efficiently compete in the global arena with their larger counterparts by overcoming distance and size. However, research has shown that actual uptake of Internet e-commerce by SMEs has been lagging behind that of larger companies. Fearing a growing digital divide between large companies and SMEs, some governments have taken specific measures to encourage SME participation in ecommerce. One of the more direct government initiatives to hasten the progression of SMEs on the e-commerce adoption curve is the creation, sponsorship and management of regional Internet trading platforms for these enterprises. Such a move is predicated on the belief that these platforms will offer SMEs a low-cost introduction to participation in Internet trading platforms without the need for significant technology investments, allowing them to reap benefits like lower costs, improved customer service and new levels of innovation through knowledge-sharing

A Principles-Based Response to the Proposed Reform of the Governance Structure for Listing Regulation in Hong Kong

The June 2016 joint consultation on listing regulation arises out of a renewed concern to ensure the Hong Kong market remains fit for purpose in meeting current and emergent challenges and demands. This paper undertakes an analysis of the consultation applying a law and principles based approach. This approach requires the listing regime to be suitable not only in view of market conditions but also in view of internationally accepted practices and standards concerning regulatory oversight. While it is recognized that regulatory evolution requires progressive innovation, the two new SEHK sub-committees envisaged by the joint consultation give rise to several areas of concern. The reasons for implementing the changes proposed are not well explained in the consultation and no clear case is presented as to why the sub-committee structure would provide improvements. Putting the SFC into a frontline decision-making role is problematic under the current statutory framework, and is not necessarily a forward moving step toward a system of statutory listing regulation. It implements changes that bypass legislative intent and renders certain statutory laws meaningless, it may subject the SFC to corporate laws that would impact on its ability to act as an independent regulator, and it would diminish regulatory accountability and clarity. The risk that the changes could be regarded as legislation by regulation would weaken, not strengthen, the SFC’s regulatory mandate over public listings. These problems run counter to the intent of the Proposal to improve listing regulation and carry the risk that Hong Kong’s governance of listings, particularly the role of the statutory regulator in it, would be at odds with international best practices. The conclusion of this paper is that progressing with the sub-committee proposal would not be a positive development unless and until the issues identified in this paper are properly addressed and resolved. It is suggested that a more holistic view of market development needs to be adopted that extends beyond the decision making mechanisms of the dual filing regime and identifies more precisely the specific issues that are problematic. Doing so would permit more targeted and sustainable oversight mechanisms to be developed.postprin

A study of an integrated approach for strategy formulation and performance measurement in manufacturing enterprises

Performance measurement quantifies the efficiency and effectiveness of action that helps organisations translate their strategies into results and fixes accountability to improve performance. This research identifies two problem statements: First, can integrating strategy formulation with measurement initiatives safeguard the performance goals in manufacturing enterprises? And second, how can manufacturing enterprises derive an integrated approach that meet their requirements and needs for strategy formulation (SF) and performance measurement (PM) system implementation? This work proposes an integrated paradigm that aligns the strategy-related performance measures to attain performance improvement in manufacturing enterprises. A two-stage empirical study was conducted, with 232 Hong Kong firms and 85 Shanghai firms participating in the study. The first stage surveys identified the common success factors, problem areas and strategy choices, and examined the relationship amongst corporate, marketing, technology and operational strengths and the 'reactive/proactive' strategy choices. The subsequent personal interviews in Hong Kong complemented the survey findings by examining the impact of SF/PM efforts in manufacturing enterprises. There were two series of interviews. The first series acquired the managerial views on the decision criteria on the integration of strategy formulation and performance measures, with the aid of Analytical Hierarchy Process (AHP) methodology. The second interview series derived several design elements and process considerations for aligning strategy formulation with performance measures. The empirical study used in this research provided important inputs and served as a foundation for development of a SF/PM Integration (SPI) model. In an attempt to integrate strategy formulation and performance measurement, the SPI model adopts the guiding principles embodied with the Business Excellence Models and stresses the results-oriented assessments on five categories of SF/PM criteria, namely leadership and constancy of purpose, management by process, people development, continuous improvement, and results orientation. Unlike that of the MBNQA and EQA, the point values for criteria and sub-elements of SPI model were generated collectively from the perspectives of industry practitioners in the manufacturing sectors. These were determined using the normalised weights obtained from the AHP analysis of empirical interview findings. They are taken together to calculate the overall performance index for an organisation. The process framework comprises five stages starting from strategy formulation to implementation and evaluation of an integrated performance measurement system. It encapsulates the requirements, critical processes and activities of strategy formulation and performance measures into the way they are being managed in organisations. The SPI model helps manufacturing enterprises to build a self-assessment platform for amalgamating strategies, plans and actions which can enable performance improvement. It can supplement any Business Excellence Models, and serves three important purposes. Firstly, it is a working tool for integrating SF and PM initiatives and guiding the implementation of performance measurement system in manufacturing enterprises. Secondly, using the model can help improve the effectiveness of management practices in relation to performance measures and self-assessment; and thirdly, using the model can facilitate information sharing of best practices within an organisation and benchmark performance against competitors and other organisations. Results of a post-evaluation survey affirmed that the model and processes could encourage organisational learning and provide a practical means for manufacturing enterprises to devise effective self-assessment and performance improvement. The novel contributions of the research are to identify the key SF/PM attributes, develop the self-assessment scoring method and the process framework accompanying the SPI model. Manufacturing enterprises must evolve a holistic performance measurement system matching their corporate mission, objectives and strategies. The SPI model provides them with a systems approach for building and integrating the capabilities of SF and PM to attain performance improvement goals, irrespective of their business nature and sizes.EThOS - Electronic Theses Online ServiceGBUnited Kingdo