KENT創立於1966年，成立至今已滿52年，為磨床機械業的龍頭，自有品牌KENT精密磨床位居全球銷量第一。總公司位於新北市三重區、工廠位於雲林縣鬥六市，大陸工廠設於浙江省杭州市，於中國大陸主要城市設有營銷服務中心，亦於日本、美國、越南設立分公司負責當地營銷。並於歐洲、美洲、東北亞及東南亞等地區之主要國家，皆有合作多年之經銷商及代理商負責當地之銷售與市場開發。
本研究採取個案研究方式，闡述個案公司如何經由企業的文化建設來提升市場競爭力、產品獲利、經營效率和效能；取得持續生存的核心競爭力，並且與內外在經營環境協調共生。於此同時，持續保有企業創設的初衷(核心價值)－「技術、創新、可靠」，全員朝共同的企業願景「讓KENT成為精密工具機械的代名詞」邁進。

KENT Group (hereinafter referred to as "KENT") established in 1966 in Taiwan. It has been engaged in Machinery business for 52 years and has been the leader in the grinding machinery industry. Its own brand KENT precision grinding machines ranks at the top in global sales. The head office is located in Sanchong District, New Taipei City, and its factory is located in Douliu City, Yunlin County. Kent China main manufacturing plant is located in Hangzhou, Zhejiang Province, and has set their marketing service centers in several big cities in Mainland China. It also establishes branch companies in Japan, USA, and Vietnam for maintaining their overseas sales and marketing activities. Kent also long worked with some sales dealers and agents in major countries in Europe, USA, Northeast Asia and Southeast Asia for many years to help explore local markets and responsible for local market campaigns.
This study adopts the case study approach to illustrate how a company can enhance its competitiveness, product profitability, operating efficiency and effectiveness through the company's cultural construction. That is to say, to achieve its sustainable core competency, while co-exist with the internal and external operating environments robustly. People work in KENT always keep its core value - "Technology, Innovation, Reliability" in mind, and keep moving toward the company’s vision - "Make KENT the synonym of the best precise machinery."

VERIFICATION LLETTER i
ACKNOWLEDGMENTS ii
CHINESE ABSTRACT iii
ENGLISH ABSTRACT iv
CHAPTER 1 INTRODUCTION 1
CHAPTER 2 LITERATURE REVIEW AND RESEARCH BACKGROUND 8
2.1 LITERATURE REVIEW 8
2.2 RESEARCH BACKGROUND 15
2.2.1 Definition of Machinery Industry 15
2.2.2 Characteristics of Taiwan’s Machinery Industry 16
2.3 THE IMPORTANCE OF TAIWAN’S MACHINERY INDUSTRY 20
2.4 THE DEVELOPMENT STAGES OF THE MACHINERY INDUSTRY 20
2.5 THE DEVELOPMENT TREND OF THE MACHINERY INDUSTRY 28
2.5.1 The competitiveness of the machinery industry 29
2.5.2 The impact of the Internet 30
2.5.3 The influence of participation in regional economic integration 31
CHAPTER 3 RESEARCH METHOD 32
3.1 EMPLOYEE QUESTIONNAIRE 32
3.1.1 Department function / job description review and rotation willingness questionnaire 32
3.1.2 Denison Organizational Culture Model Internal Questionnaire 32
3.2 QUESTIONNAIRE SAMPLES COLLECTION 37
3.2.1 Results 38
CHAPTER 4 CASE STUDY 42
4.1 ESTABLISHMEENT – OEM MOLD MANUFACTURER 45
4.2　GROWTH AND INTERNATIONALIZATION – OWN BRAND AND FOREIGN DIRECT INVESTMENT 47
4.3 EXPANSION AND DIVERSIFICATION: FOREIGN EXPANSION, MERGER AND MULTICULTURAL INCLUSION AND INTEGRATION 50
4.4　CORPORATE CULTURE TRANSFORMATION PERIOD - "INTRODUCE NEW CULTURAL CONCEPTS IN OLD ENTERPRISE" 53
4.4.1 Implementation example – Based on the results derived from the survey results of the "Study on Corporate Culture Implementation in Management" questionnaire 55
4.4.2 Improve head office employees’ recognition of corporate culture concepts and management systems 56
4.4.3 The degree of recognition of non-management is lower than that of management, and it is generally believed that the company is not sensitive enough to the external market changes and react to the changes 58
4.4.4 the number of employees with 6-10 years tenure are much less, who also have the lowest identity to company’s cultural concepts. 60
4.5　CONCLUSION 61
4.6　RESEARCH LIMITATION 62
REFERENCE 62
APPENDIX 65

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