In organisation, diversity in term of human resource is a new phenomenon which evolves and takes everyday more place in the global strategy of the company. For different reasons, human resource diversity could make the organization competitive in the market where the competition is all the time stronger. But the difficulties for human resource management officers is to elaborate human resource policies based on reaching the organization’s objectives and in the same time managing the workforce diversity in order to satisfy the all protagonists and in order to manage the diversity to make it a competitive advantage. They have to use appropriate tools in order to establish the employees’ loyalty and efficiency.

From the historical point of view the development of micro-car is always short-lived, the size is smaller than the UK's Micro Car Mini is memorable, but in the subsequent market performance was weak, Fiat 500 and BMW Isetta is the best example. But as environmental awareness, social structure, economic and energy and other issues, making micro cars by the world's attention again.It can be seen in the future will be increasingly fierce market competition, the depot itself must find a core competitive advantage to succeed in such a competitive environment while maintaining a competitive edge. This study was to explore the competition of imports of micro cars, the use of narrative inquiry in qualitative research and depth interviews, by the German group Daimler smart micro-car brand distributor in Taiwan , from the north, central, and southern The three regional sales director to narrate its brand image, product quality, marketing, publicity, business model. Results through data analysis, economic and practical, unique shape is the industry and consumers that the mini cars must have two key factors, the most important thing is unique, micro-car brand and the product must emit a unique image and personality, and then select the product differentiation strategy marketing promotion, and in addition to brand image and product quality, the organizers of the service behavior of consumers is also very important, especially in Taiwan has been slow to enter the service industry-based economy, how to make consumers feel the caring services, thereby causing and increase consumer interest and willingness to buy, and ultimately look forward to the conclusions of this study for the industry in the development of micro-car market in Taiwan.

From the Mexican gulf oil spill of British Petroleum to Fukushima nuclear crisis of Japan. The awareness of impact on climate change, environmental pollution and natural resource depletion has led a wide range of stakeholders such as government, consumer and non-profit organization to put pressure on the companies to act in a more environmentally and socially responsible way. This study adopts both qualitative and quantitative approaches. Five Taiwanese green enterprises were interviewed along with thirty three questionnaires which were collected from other green enterprises for further analysis. This study attempts to explore how green entrepreneurial leader brings sustainable competitive advantage through building green human capital for the firm in the growing pressure of industrial environmental protection. The findings indicate that green entrepreneurial leaders articulate green vision, act as ethical role model, and identify environment related opportunity for exploitation. This leadership style influences the management practices on green human capital selection, development, and leverage which then lead to innovation, cost saving, and profitability.

The number of applications and the significance of ultrapure water are increasing over time in both traditional and high-tech industries. For ultrapure water treatment and production, two important types of equipments are the green technology with Electrodeionization modules (EDI), and the traditional ion exchange resins with Mixed Beds (MB). Unfortunately, it is a concern that the highly polluting MB technology produces a large volume of waste-water during the regeneration process, but still owns around 90% market share of all ultrapure water systems. By contrast, although EDI, a high-tech green product of the latest generation, has excellent market advantages and a promising future of totally replacing MB, it grabs only around 10% market share as of 2010. Perhaps, the technology and timing for EDI to be widely applied are still premature. It is also likely that most industrial consumers do not fully understand the real value and deep impact of EDI, and cling to MB under the conventional cost-price consideration. However, it is a global trend to be environmentally friendly. For example, in recent years the world¡¦s major automobile companies have invested in developing and manufacturing hybrid/electric vehicles that are equally functional yet more costly than traditional cars. Moreover, governments counteract general consumers¡¦ preference for low-price products by imposing more stringent standards for cars¡¦ emissions and energy consumptions with the aid of new laws and subsidies. If there is a lesson to be learned here, isn¡¦t EDI to the ultrapure water industry what hybrid/electric cars are to the automobile industry in terms of their developing trends and values? This thesis will examine a specific case, S company, which manufactures EDI. Through the analysis of the company, advantages of its products, and potential opportunities in its business environment, empirically it can be shown that EDI will inevitably become the mainstream in the future market by gradually replacing all traditional MB. Hopefully such an empirical conclusion would inspire and educate industrial manufacturers to make their future choices between EDI and traditional MB based not only on the operating efficiency, but also on which technology contributes more to environmental protection and earth sustainability during the development of an enterprise. It is also of hope that the perspective on system designs and usages could be more objective and unbiased. For instance, instead of always chasing low costs as the first priority in the pursuit of profits and development, enterprises could take into account social responsibilities, such as environment protection, energy conservation, and carbon reduction, and become pioneers in carbon footprint reduction.

The Automobile parts and accessories manufacturing industry in Taiwan is facing that, the whole industry development moves to mature period, the competing and managing mold of the manufacturers differ much from the past, the competition from globalizing markets, and the world factory, China, rises, so the enterprises would face more variables and challenges. Therefore, it¡¦s important to deeply probe into how to improve managing effects by innovative transformative strategy. For the inner of enterprises, it must think about what the main surviving core competitiveness is to adjust to the active competitive ability. And the key for enterprises to sustainable development is continuous creativity. Creativeness has become the necessity for structure development. The structure of automobile parts and accessories industry in Taiwan is transforming. In the recent years, it¡¦s developed gradually toward the concentrated industry of technology, knowledge, and capital. Therefore, it¡¦s important day by day for Taiwan enterprises that not only investing in more budgets on R&D and personnel trainings, but also establishing the managing and technology strategy. This research probes into how to submit the strategy of enterprise transforming, and strengthen the self-competitiveness, to establish the competitive advantage under active competitive managing environment, and adjusting to the benefits and threats of ¡§the globalization of domestic markets; the localization of global markets.¡¨

The importance of environmental protection rises with economic development; ironically, the fact is a result of environmental destruction. In old days, we thought that environmental destruction was unavoidable for developing economy, whereas nowadays we have perceived that the extended cost from destroying environment will eventually come back onto us from the viewpoint of ecological loop system. Human¡¦s social economic activities have been continuously changing with time and technology, which means that there will be relatively new emerging industries and business. New business strategies could lead existing economic activities to new types of economy, and new types of economy could lead to new business operational strategies. Therefore, in the wake of environmentalism is the pressure and new driving force for business operation, causing competitive environmental strategy is an undeniable trend for running business today. This research is based on literary reviews, in-depth interviews, and comparative quantitive analysis to study environmental strategic management under four dimensions, the pressures caused by externl factors, internal resource base, enterprise environmental strategies, and the value and performance of environmental strategy. This thesis expects to identify how Taiwan enterprises develop integrative competitiveness through environmental strategies within organizations. The research findings are as follows: 1.The objective of environmental strategy is sustainable business which is compatible with environment prosperously. 2.Environmental protection and economy cannot stand alone without social equity, and environmental strategy must take people into account. 3.The essence of environmental strategy is the cohesion of people (society), economy, and environment. 4.The triangle framework of environmental strategy, cause-effect diagram of competitive environmental strategy, and green implementation path tree illustrate strategies, methods, and paths for enterprise environmental strategies.

Under the situation of the internationalization and global trend, enterprises are facing ever more rigorous competition. Therefore the best way to keep sustainable competitive advantage is to upgrade continuously, and through economies of scale and economies of scope to keep the cost down. Furthermore, to ensure firm¡¦s global competitiveness, the fast growth strategies are through mergers and acquisitions. Based on that American enterprises had over nine thousand M&A cases, we found about three fourth of the result of M&A are not successful achievement; its failure rate is extremely high. The reasons included fault in selecting the target, over-paying, and failing to integrate after M&A. Although M&A can instantly gain the another firm, but still long way to achieving success, because the effects in M&A must go through integration stages. Even if the M&A strategy is correct and the price is reasonable, failing to integrate after M&A, the synergy of M&A is unable to reach. This individual research is deeply researching the process and result of USI group after M&A, then compare between the research results and related documents, and conduct to conclude the suggestion for the further integration.

The rapid economic development in China has led to increasing freight transport, as well as fierce competition among the hubs in the region, such as Hong Kong, Busan, Kaohsiung Harbor, and new harbors in Shenzhen and Shanghai. The transport not only support the rapid development of harbors in the region but also result in intense port competition. The competitive advantages, such as location, facility, efficiency, and highly concentrated ship routes, possessed by the harbors are not everlasting. In the face of changing environment and competition, the competitive advantages may be lost. When competing in a different niche market, the location advantage may turn into disadvantage, even damaging its leading position in worse cases. In response to changes, harbor administrators should probe into the future trend in changes of the freight transport market, discuss all possible scenarios, sense the potential risks and opportunities, seize the opportunities and utilize the existing advantages to build up the competitive advantages for the future. Compared to Kaohsiung Harbor, harbors in China, such as Shanghai and Shenzhen, as the entry gates to the main economic and trade zone in China and the central region in terms of sources of goods, have developed into regional pivot harbors. Due to the barrier of Cross-Strait direct shipping, some scholars in Taiwan believe that Kaohsiung Harbor is facing the problem of becoming periphery. However, even after the direct route comes into practice, the competition from harbors in China may be a threat to Kaohsiung Harbor, even occur haidding effects to take over its existing transit goods. The position of Kaohsiung Harbor may be challenged. This study investigates the potential influence of Cross-Strait direct shipping and the competition from China on the quantity of containers, route planning, and shipping business investment with questionnaire survey on sea transportation businesses, and constructs possible scenarios in short-term (2004-206), medium term (2007-2010), long-term (2011-2020). Before the Cross-Strait direct shipping into practice, Kaohsiung Harbor will continue to grow due to continuous economic development in the region. If the Cross-Strait direct shipping comes into practice or the Chinese government permits more direct shipping harbor, Southern China, Fukien, and Zhujiang Delta will become the main regions in terms of sources of goods. However, the rate of growth may not meet the expectation. In the long-term (2011-2020), due to the rapid of the quantity of containers in China and the transit ability of harbors in China, the route structure and the shipping business investment in Kaohsiung Harbor will suffer more obvious disadvantageous impact.

This paper examines the mediating effects of dynamic capabilities on the relationship between global knowledge management competences and competitive advantage. The predictions of dynamic capabilities were tested using a sample of international enterprises in Taiwan. The results indicate that dynamic capabilities are the key to competitive advantage. The performance of an organization can be considered as the outcome of a complex isomorphism and reciprocal influences between its internal and external competences and dynamic capabilities related to environmental uncertainty and turbulence. Structural equation analysis is applied to empirically testify the relationships and the path model suggests that dynamic capabilities of an organization play an important role on transforming global knowledge management competences toward competitive advantage. These results provide evidence of the dynamic capabilities view that the dynamic capabilities refer to the capacity of the firm to shift its boundaries in order not to be overwhelmed when the environment pressure becomes excessive.

Continuous research and innovation had played the most important role for an enterprise to maintain his competitive advantage and ensure his sustainability. However, new product life time is getting shorter as known, it¡¦s getting more and more customize-designed products, and the needed technology also upgrade quickly. In order to face the global competition as we are forced to, an enterprise have to develop a new product instantly according to customer need, and take a leading position in the market by well aligning with technology trend, integrating internal & external resources, and best utilizing own core competence. This study designs a framework for a research & development strategy planning and its process management by referring to a new business model. By case study methodology, it had been investigated how a global company practice with the 7 key success factors which had been designed in the framework. These key success factors are : 1.Globalization 2.Customer and partner relationship 3.New product concept and technology 4.Build a effective and more innovative organization 5,Project portfolio management 6.Excellent Business Balanced Scored Card 7.Apply continuous improvement methodology on research management. This study had also investigated the company¡¦s performance on his technology leadership, intellectual property & patent and new product development performance. It can be primary conclusion that a completely integral research & development strategy planning and intensive/systematic research & development process management will do help a enterprise to have competitive advantages. It¡¦s also observed this research & development framework is quite in line with new business model, and all concerned factors and its process are very similar, which means an new business model is also valid for innovation activities of a company, who should consider long term strategy, new product and market scope, differential basis, own core competence and strategic resources, value network of suppliers and partners, global sourcing by joint-development, merge and technology transfer in order to have the needed new technology so that can create the maximum benefit for company.