Abstract With regard to the Bayer transnational siting in Taichung during the 1990s, at least 20 theses and literatures are documented. However, due to the different research sects, ideologies, prejudices and/or lack of first hand information, these literatures are mostly with bias despite of the criticism or compliment to Bayer. In light of the biases, the writer as the person in charge of the project, would like to apply the ¡¨ learning history¡¨ case study by using the historical documents to review, explore and analyze the topics that impacted to the project, the analytical structure namely ¡§six structures¡¨- politics and lobbying, media ecology and communication, community ecology and communication, academic circle, decision making of MNC siting and crisis management. The purposes of this research are trying to provide a case study that may help Taiwan to shorten the learning curve under the globalization and the competition and corporation across the strait, at the same time to furnish MNC with an in depth siting project research to reduce the learning cost. Hoping that Taiwan could become the springboard for MNC to enter the biggest market in Asia- China. Conclusions: 1. The event started, dilated and ended because of misunderstanding. 2. Political dispute affected MNC siting project severely. 3. ¡§Anti-nuclear is to opposite autocracy¡¨- ¡§Anti-Bayer is to opposite government¡¨. 4. Bayer¡¦s final decision did not refer to the result of crisis management or local faction. 5. High flexibility of siting - MNCs¡¦ siting options are obviously higher then local enterprises. 6. It is not necessary a negative issue to Taiwan while Bayer abandoned its plan. The new ruling party has adjusted its policy to focus on economic issue is a positive impact. 7. The ¡§six structures¡¨ proved its value by helping researcher review; analyze the interactions among the six structures. 8. The project provides ways learning for both MNC and Taiwan.