Besides the three traditional ICs(Intellectual Capital) including Human Capital, Structural Capital and Customer Capital, Social Capital(SC) has been recognized as a forth critical IC of an organization in the network economy. In the 21st century, various kinds of collaborations among organizations such as strategic alliance or virtual organization play a major role in the global competition marketplace; no one can do their business alone. Therefore, only an inter-organizational collaborative team with strong relationships and network ties among the members can more efficiently and effectively discover, evaluate and exploit the emerging entrepreneurial opportunities. The purpose of this study is to investigate the impact of a firm¡¦s social capital on its capabilities to discover, evaluate and exploit the entrepreneurial opportunities. Three dimensions of a firm¡¦s social capital are canalized. (Nahapiet & Ghoshal, 1998) (1)structural dimension: includes network ties and network configurations (2)cognitive dimension: includes shared codes, languages and narratives (3)relational dimension: includes trust, norm, obligations, and identifications. Moreover, since a firm¡¦s absorptive capability of new knowledge and its past related knowledge base also influence the effectiveness of its exploitation of entrepreneurial opportunity, Absorptive Capability Theory (Cohen & Levinthal, 1990) and current knowledge base of a firm are also used as two variables in the research model to increase the integrity of the model. An empirical survey methodology is applied to test the research model and hypotheses proposed in this study. Five out of nine hypotheses are validated in our research model with Path Analysis. The research result reveals that the structural dimension of a firm¡¦s social capital has the most impact on its abilities of entrepreneurial opportunities; on the other hand, a firm¡¦s absorptive capability of knowledge is affected by the structural and relational dimensions of social capital. Furthermore, the result validates that both absorptive capability and the abilities of entrepreneurial opportunities of a firm exhibit significant path dependency. This result will be useful to both the academic and business particularly in its advocacy of the cultivation of the structural dimension of a firm¡¦s social capital.

The unbalance of Taiwan employment environment and the economic recession have caused the unemployment rate to rise steadily. In order to resolve this situation, Council of Labor Affairs proposes several schemes and plans. One of the plans is the ¡§Plan of Expanding Employment¡¨. This plan encourages the third system to create more regional working opportunities with creative experimental methods, will of cooperation and combine government and public resources to re-involve the unemployed back to the labor structure. Due to the high unemployment rate in the southern region of Taiwan, the research in this book will study the participation of non-profit organizations in this ¡§Plan of Expanding Employment¡¨. The interviews and surveys will be undertaken in this study to analyze the role and operation in this plan through the view of ¡§social capital¡¨. The followings are the brief findings of this study. First of all, the non-profit organizations should upgrade professional management and service regularly. Meanwhile, they need to cooperate with similar organizations in terms of strategy alliance and information sharing. Secondly, in theory, it is necessary to keep the ¡§Social Plan¡¨ because to protect and secure the minority in the society. However, it needs to be improved technically which means that the non-profit organizations should conduct the plan to provide voluntary working opportunities in the society to extend ¡§Plan of Expanding Employment¡¨. Thirdly, the planning of the policy should have tangible progress and amendment to reflect the demand and supply in the employment environment. Finally, this research is studied in the view of ¡§social capital¡¨ to analyze the interaction between the plan and the employment environment and the direction of the plan. As the result, this research will provide another direction and thought to the observation of employment policy and become a reference to other associated researches.

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This study is base on the concept of social capital to discuss the dispersion and integration of social capital in different community actions. And try to understand the elements of social capital by the survey of the residents in community action. Further more, to indicate the background, status, participation and role to community organization and activities of all residents. Also, what all can be used in community action, include human, finance and other resources. This study tries to looking for the model of dispersion and integration of social capital through the mobilization of resources in different community action. The purposes of this study are,(1) to research the model and origin of social capital in community, (2) discussing the way to get social capital by the different kind of residents, and how it make the dispersion and integration to social capital, (3) to research why the dispersed social capital integrated to community elites. For these purposes, Chi-San Town is choice to be the area for empirical survey. In the discussion of relative theory, the concepts of social capital, community action theory and social network theory will help to analysis the mobilization of social capital. Through the demand and need to public affair, the assistant network is established in the survey of 214 residents in Chi-San Town. This network is the base structure and relation of the mobilization of social capital. Furthermore, it will be used to examine the effect and degree of resources mobilization in different community actions. The assistant network of public affair can be used to observe the dispersion and integration of social capital. When community action is processing, social capital will be integrated to the elite of residents. Residents will give the resources what the community action can use to the persons who used to assist in the demand for public affair. Through this network, community action will be more efficiency. Different community action will result in different mobilization model and degree for social capital. By this way, social capital can be observed. The social capital embedded personal relationship can be used when community act and integrate to the elite of residents.

Community development places emphasis on community members¡¦ cooperation, to which the role of a leader is a key factor. In other word, leadership has great impact on community development. Researchers look to gain a deeper understanding on leadership in community development. Through assessing their background, character, role-awareness and performance, as well as their social experience in the community setting, researchers examine and compare the social capital that each community leader accumulates. To interpret quantified research result, this researcher engaged in literature review and in-depth interviews. In the three general surveys conducted, ninety community leaders were selected to answer the questionnaire survey. After analysis, they are categorized as natural leaders, hereditary leaders, situational leader, and behind-the-curtain leaders. The research findings include: 1. different leader type results in different amount of social capital accumulated. 2. Social capital generated by leaders is different based upon their character. 3. Leader¡¦s role-awareness also influences the amount of social capital generated. 4. Leader¡¦s performance impacts the amount of social capital generated. 5. Leader¡¦s social experiences also influence the amount of social capital generated. 6. Gender difference impacts the amount of social capital generated. 7. Female are often behind-the-curtain leaders, thus they are often not as productive in social capital accumulation as compared to their male counterparts. 8. A regression model of social capital can be built based on the variables of community leader¡¦s role-awareness, performance and social experience. This research has weakness in theoretical construct and methodological method. The author would like to propose some suggestions as follows. When doing research on this field, researchers are always limited by inevitable obstacles. A comparison among the districts in Kaohsiung is suggested to be conducted and later, a comparative analysis of community leaders between Taipei and Kaohsiung is to be followed. Moreover, there is little research regarding community leaders, let alone the character analysis of community leaders in terms of social capital. It is suggested that the occupation of the leader¡¦s spouse and the leader¡¦s devotion to community service be included in independent variables for the further research. The author provides suggestions for further studies as follow: 1. Further researchers who have further interest in this field can adopt the questionnaires in this study to design their survey questionnaire. 2. The model of accumulating social capital can be used by the further researchers.

This research purpose is a theoretical foundation shared with social capital and knowledge share. How to utilize the social capital and knowledge share to leverage inside knowledge with the relation between the project teams to research IC design industry in Taiwan, apply it to new product development and technological uniqueness. This case will xplore how the social capitial, knowledge share and innovation performance of three research parameters interact among themselves. This research shows that three dimensions of social capital are in the different results of knowledge share, social capitial can produce the result of promoting with the innovation performance and knowledge share, also the social capital of the metaphor is that one kind regards other resources as long-term investment that invest the key element and can expect to produce the flow of benefit in the future just like other capital, is worth to pay attenation and reappraises the research in IC design industry. Based on the IC design industry and the project team as the research object, it is the parent to grind the 300 companies of ITIS institute on the Taiwan IC design industry, this research, in accordance with the classification of the products (logic design and memory design), in accordance with dividing one floor of random samplings, 18 logic design companies and 12 memory design companies, each one company grants 10 questionnaires, 30 companies grant 300 questionnaires altogether. The research examines for the executive of project team of IC design, adopt the network questionnaire to construct examining, 103 effective questionnaires are collected altogether, effective questionnaire is 34.3% of rate of recovery. The result of study of this research is as follows: 1. There are significantly positive correlations among social capital, knowledge share, and innovation performance. 2. Different control variables has partially significant positive effect on social capital, knowledge share, and innovation performance. 3. There are significantly positive effects among the structural dimension and cognitive dimension. 4. Each structural and congnitive dimensions has a significantly positive effect on relational dimension. 5. Each structural,relation, and congnitive dimensions has a significantly positive effect on knowledge share. 6. Knowledge share has a significantly positive effect on innovation performance. Key Words: project teams, social capital, knowledge share, innovation performance

Abstract This study is based on social capital theory and we made used of the concept of community action as the output of the proposition of social capital theory. The purposes of the study are to discuss rural community elites¡¦ social capital and the application of social capital theory in the participation of community action. In the strategies of analysis, we used community role as an indicator to measure the level of social capital and the participation of community action, and then present the differentiation of rural community elites. In practice operation, social capital could be measuring with two dimensions, including social tie, social network and the social capital of the bridge role (cognitions, trust, and support). The measurement of the participation of community action is based on the concept of community development. And we made use of the indicator¡Xcommunity role to measure the differentiation of rural community elites participation in community action. This study was conducted in three rural communities in the edge of Kaohsiung Metropolitan¡XTashe town, Jenwu town, and Yenchao town.76 valid samples were surveyed .We also made use of the community role as an indicator to separate the rural community elites into five categories, as a comparison and analysis. And this includes: the township office administrators, the local representative, primary school principles, the leaders of social groups, and the directors of community development association. There are four main findings in this study: First, the results to experiment shows that there are some differentiations between the community role of rural community elites in the concepts of social network and the social capital, especially it expressed significantly on the local representative. Second, there are some differentiations when the rural community elites take part in different extent of their community action. But there is no differentiation between the participation of the whole community action. Third, social network is a form of social capital. However, in order to become a form of social capital must work with actions. It causes resources mobility in social network. Also, there will be some differentiations between the community roles if it makes use of social network as social capital by affecting community action. The final one, as the cognitions, trust, and support to the bridge roles of the community by rural community elites, causes their participation of community action. In other words, the social capital owned by the bridge roles affects the degree of rural community elites¡¦ participation of community action. Keyword: social capital, community elite, social network, community action

The research based on the dynamic case study of the eight Taiwan¡¦s commercial banks. Although Taiwan was shared many characteristics with other emerging economics, the generalization of data might display certain idiosyncrasies. The research aimed in the banking industry instead of the high technology industry or even the manufacturing industry. It was believed that the findings would be beneficial to developing countries, such as Latin American countries or Asian Pacific countries. This study revealed the relationships among human capital, social capital, innovative capability and organization performance. This study also has suggested that the bigger the commercial banks¡¦ human capital, the stronger the innovative capability. It has been proven that social capital played a moderator between human capital and innovative capability when the innovative capability was big; vice versa the organization performance was expected to be good. The implication was: enterprises should cultivate high human capital rather than treating employees as their costs. For different levels of employees, the needed capabilities were surely different. Therefore, the leaders¡¦ characteristics, open-mindedness/vision and execution for core employees were more significant than the low level employees.

Recently, organization downsizing has become the major means used by corporations to seek survival or better growth. Organization downsizing has some purposes: to reduce the cost of personal, to get better efficiency, to rearrange the deployment of human resource after M&A. Besides those economic purposes, some scholar think corporations do organization downsizing to get legitimacy. Generally speaking, the purpose of organization downsizing is to get better efficiency or the legitimacy. But lots of researches indicate lots of organization downsizing can not achieve expected goals. Although some corporations can achieve the goal of organization downsizing, many corporations can¡¦t achieve expected goals, and there are also some corporations do a lot of organization downsizing but their situations go from bed to worse. Among the researches of why organization downsizing can¡¦t achieve expected goals, many researches indicate that the application of organization downsizing will make huge negative impact to survivors. Some scholars call that impact survivor syndrome. Besides, some scholars investigate the reason of the failure of organization downsizing from the point of informal social network. Because the theory of social capital includes trust, organization involvement, social network and so on, we can more understand the reason of the failure of organization downsizing from the point of social capital. So the purpose of this research is to use the theory of social capital to investigate the impact of organization downsizing and provide some advices to corporations, so that they can do better about organization downsizing. This research uses case study to understand the reason and the process of organization downsizing, and investigates the negative impact of organization downsizing. Survivor syndrome and social capital play important roles in the analysis of the failure of organization downsizing. This research finds that organization downsizing will do huge damage to social capital. If corporation don¡¦t understand the importance and benefit of social network, then the application of organization downsizing will hurt social network and corporations can¡¦t achieve expected goals. Besides, in the analysis of case study this research finds that organization downsizing also hurt trust, involvement, incentives to cooperation and so on, these issues are part of survivor syndrome, but we also can use social capital to explain.

Abstract Enhancing national and corporate competitiveness in the trend of globalization has been the commonly sought strategic vision for both the public and private sectors of the 21st century. Management of human resource is one of the many important factors that may result in a successful realization of the strategic vision. Providing a more complex social function, which includes dealing with public affairs and providing public property, public sector plays a whole different role than the economic exchange of market performed by the private sectors (Baldwin,1987; Rainey,1983). The multiple roles taken on by various government institutions necessitate them to be simultaneously concerned with the practices of social fairness, responsibilities, and justice while performing their routine functions of promoting employment rate, economic development, social welfare and security policies etc. This results in a working context different from that of private employees with its characteristic diversified or even mutual-conflicting job goals which give rise to occasional confronting situations. Characterized with its diversified differences of demography, job nature and specialized expertise, government sectors have long been challenged in the area of personnel management by the social capital impact suffered from the conflicts and negative emotions exhibited by their team members. Organization which based its development on the heroic single-handled or self-content way of management will soon find itself struggling to survive in a fast-changing and intensive competitive environment which emphasizes on teamwork and strategic alliance. ¡§Social capital¡¨ is commonly known as a relative new concept proposed in the wake of conventional manpower capital, organizational capital and customer capital. It is regarded as an extremely important new alternative as an intellectual capital to the organization in the net-economics. Simple defined as ¡§the potential power of social connections,¡¨ the basic premise of ¡§social capital¡¨ is founded on the consequential supposition that an individual or a team with better interpersonal relationship network will better its chance to attain organizational goal by mobilizing resources available in the organization. If, when mobilizing its team members, governmental sectors adopt the concept of social capital, they can dissolve obstacles of integrating cross-departmental human resources originated from sectionalism. In short, governmental sector with good and established personal network will succeed more easily in forming its team-based organization. The long-held negative pubic impressions of perfunctory observance of routine job, corruption and dysfunction, arrogance and carelessness presented by the administrative system have recently worsened by a series of major events of public engineering, such as the incident-ridden THSR. This indicates a bureaucracy that seriously lacks of crisis consciousness and maneuverability as well as a deficiency of courage to actively take on responsibility and flexible adoptability. Asides from those practices stipulated specifically in law, there are some vague areas existing in the legal margins. Confronted with this ambiguity, public servants are subjected to the stress of having to make unnecessary personal choices (Zhan Jing-fen, 2001) that keep mounting on in an unceasing sequence. To make things worse, their existing stress is added by the pressure from the tedious work of governmental reengineering program. As such, emotion management aiming at releasing stress and pressure is currently gaining increasing attention from the public. Intending to explain the correlation between the diversification of and conflicts in the team-based organization of government institutions and the social capital, this study will further explore how and what organization network, norms, trust, recognition, and promise that team-based governmental organization can construct in their application of personnel management strategy when faced with goal discrepancy, negative emotions and trans-departmental conflicts. Hopefully, we may provide a useful reference for various public sectors that set their minds on creating an organization based on the culture of mutual trust, cooperation, co-existence and shared-prosperity. Finally, a new culture of job recognition and value-directed attitude of public servant will then transform into the core value of active public service.