Ever since the early 90¡¦s the global software market has been growing at a rapid speed. Along with the development of Internet and electronic commerce, the demands for software have been increased dramatically and Taiwanese software firms are encountered serious global competition too. To stay competitive, the Taiwan software industry has to improve the quality of its software products in order to compete in the international IT arena. The present best option is for the Taiwanese software firms to achieve the Software Engineering Institute¡¦s Capability Maturity Model certification. This study compares the major differences on the requirement management process between CMMI level II and level III. The differences include key process¡¦s purpose, activity, and artifact. Two real-word cases were used to illustrate the example and concept. These results provide a practical bases and better understanding for the Taiwanese software firms when they implement CMMI level II or III.

Most corporations today have an organizational framework that includes a separation between ownership and management of the company. Along with the Board of Directors, the chief executive officer (CEO) usually has the power to make significant decisions on corporate policy and also takes personal responsibility for the performance of the company. Thus the selection of an optimal CEO is a crucial business decision, and is the focus of this management study. When undertaking the procedures for CEO succession, the members of the Board must select appropriate candidates for the position, as well as deciding upon the CEO¡¦s job responsibilities. The Board evaluates the extent to which the various candidates¡¦ capabilities and experiences match the needs of the corporation. After discussing the pros and cons of each candidate, the Board selects the most appropriate individual for the position. However, certain circumstances often exist that serve to affect this decision process. Specifically, the quality and timing of Board meetings may have a serious detrimental affect on selecting the optimal candidate. By analyzing the literature reviews and annual reports of 682 public companies in Taiwan in 2003, three succession logics of selecting a CEO can be observed: 1) social relationship, 2) political power, and 3) rational capability. From these three logics, the following conclusions can be drawn: 1) The social relationship has the most influence on the selection outcome, with political power acting as the second most influential aspect, and management capability as the third; 2) The influence of the Chairman¡¦s abstract power, as well as his ownership of stock, do not have an obvious influence on the selection outcome, though the Chairman¡¦s control over Board seats has a statistically significant impact on CEO selection; 3) A CEO¡¦s social relationship can not be replaced by his management capability; 4) CEO¡¦s social relationship and stock ownership both have high positive correlation with his involvement of the Board, while the Chairman¡¦s power and the CEO¡¦s management capability don¡¦t.

¡@¡@In the dynamic knowledge-oriented age, organizations need continuously develop existing capabilities and new capabilities to adapt changeable environment and maintain their competitive competence. Not trying to make all staff learn all things, organizations need knowledge integration to coordinate knowledge held in different individuals. Specified knowledge in separate individuals could be integrated into organizational capabilities, the basis of competitive competence, through designing of appropriate organizational structure, authority, communication, decisions making and mechanism. ¡@¡@Because of the business environment full of Internet and Web, IT capability has become a critical factor in building potential competitive competence. ¡@¡@In the view of Knowledge-Based Theory of Firm and Hyper-Text Organization, this research emphasizes the coordination of organizational structure and knowledge management. Applying organizational structure and different integration mechanisms collected from related literature, exam the relation between the factors of knowledge integration and core capability of MIS department. Try to achieve efficient knowledge creation, utility and transfer through the discussion. ¡@¡@An empirical survey methodology is applied to test the research model and hypotheses proposed in this study. Six out of seven hypotheses are validated in our research model with Path Analysis. The research result reveals that knowledge integration has significant impact on MIS department capability. Organizational structure design, including business structure design, project structure design and knowledge codification, has critical contribution to knowledge integration.

Abstract Innovation is a successful key of enterprise in the new generation, and enterprise creates extraordinary value by keeping innovate. Thurow(1996)pointed that mental industry will be the mainstream, and enterprise capability to innovate and use the mental ability is the key to get the competitive advantage. It means enterprise¡¦s assets shifted from the visible resources to the invisible assets, for example, intellectual capital and human capital. This transformation appears the important of human resource and leads the enterprise to pay attention on human resource management. As the reason, the enterprise¡¦s important issue is how to construct the human resource system for enterprise innovation needs and build the innovative culture. This study is using the case study approach. The main propose is analyzing the human resource practice of the prize innovation enterprises, how strengthens the organization innovation capability, and assisting the enterprises achieve the goal. This research also want to find the human resource practice to fit the different innovation flied, and conclude the innovative culture for prize innovation enterprises. To this propose, this research conclude the following result by interview material and literary. 1. Organizational innovation capability with different innovation flied for successful enterprise to innovate. 1.1 Successful product innovation depends on organizational market cognition capability, R&D technology capability, and cross-functional integration capability. 1.2 Successful process innovation depends on organizational R&D technology capability. 1.3 Successful marketing innovation depends on organizational market cognition capability and cross-functional integration capability. 1.4 Successful manage innovation depends on organizational cross-functional integration capability and financial capability. 2. Organizational innovative culture for the successful enterprise to innovate. 2.1 The input of innovative culture depends on the enterprise value emphasized, the leader support, and the resources give. 2.2 The process of innovative culture depends on well communication, clear authorization, and the staff to participate in. 2.3 The output of innovative culture depends on organization learning, try and error, and different thinking. 3. Concluding the human resource practice with different innovative flied for enterprises to innovate. 4. Concluding the human resource practice for enterprises to enhance different organizational innovation capability. 5. Proposing ¡§the innovative strategy map¡¨ as a practice guide in human resource practice. These results provide innovation enterprise not only to enrich organizational innovative culture, but also to enhance the organizational innovation capability for different innovation flied by operating the fit human resource practice. With this fit human resource practice, enterprise can have the biggest innovation achievement in different innovation flied.

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.

Globalization is viewed as a centuries-long process, its various aspects which affect the world in several different ways such as industrial emergence of worldwide production markets and broader access to a range of foreign products for consumers and companies (Craig, C.S, 2003). Under globalization, companies meet the increasing challenge to fulfill the demands of markets. In order to response to market effectively and make best use of resources globally, IBM brought up a concept of ¡¥Global Integrated Enterprise (GIE)¡¦ in 2007. GIE affects companies and industries in the practices of organization transformation greatly. Advantech experienced the decline of growth from the middle of 2006. In order to obtain the competitive advantage, the company seeks for organization transformation. GIE is introduced to Advantech in the middle of 2007. Advantech began to arrange GIE transformation strategies and implemented GIE transformation in 2008 officially. While Advantech implements GIE transformation, it requires support functions to provide correspondent systems in organization transformation processes. Talent management is one of the most important issues for Advantech to deal with. Therefore, Advantech implements the talent management model which includes the functions of talent identification, talent development, talent deployment, and talent connection simultaneously. This research presumes that there are positive effects out of the implementation of talent management model. The expected effects include: 1) organization capabilities which are evoked by the implementation of talent development practices, 2) alignment which is affected by the implementation of talent deployment practices, and 3) employee commitment which is inspired by the implementation of talent connection practices. To continue, this research assumes that the implementation of talent management model is effective in terms of positive performance. Hence, this research aims at interpreting the relationship between capabilities, alignment, commitment, and organizational performance.

ABSTRACT The Capability Maturity Model Integration, (CMMI) has been officially announced in 2002 by the Carnegie Mellon® Software Engineering Institute (SEI). The SEI¡¦s core purpose is to help organizations continuously carry on to improve their flow of software engineering capabilities and to appraise the maturity rank of contractor's organization. CMMI has provided an elastic framework to practice for the software project and to ensure the software quality. Due to CMMI does not limit the method of practice, but only defines the goal which must be achieved. Therefore, the different technique, organization, and work domain all may according to their characteristics to adjust their flow to comply with the CMMI requirement. Meanwhile it has already been generally valued and adopted by both of domestic and foreign companies. At present, there are 24 domestic companies have obtained the CMMI authentication. At the same time, the Government wants to promote the competitiveness of domestic software industry to the global information service market. During CMMI¡¦s promotion, she has aggressively offered all kind of policies and estimates to invest about seventy millions new Taiwan Dollars every year with the expectation to impel 50 third level of authentication in 2007; to achieve 100 third level in 2010 as well as 5 fifth level to encourage the domestic software organization to obtain the CMMI authentication. Obviously the software quality is now one of the key impetus of Taiwan industry and more over the most important development tendency and the critical technology to increase international competitive strength of Taiwan software industry in the future. The software flow improvement is the enterprise to guarantee the quality of their provided service/product. It is an important investment of competitiveness promotion which will involve the interference of the transformation of organization, the resistance of inside and outside staff etc., hence the organization must to have the commitment of policy, the intense attempt and the motive to invest the essential resources to determine the execution of software flow improvement, thus to guarantee the success of the software flow improvement. By analyzing the implemented benefits and the various difficulties of initial stages and common bitter experience in each domain flow of the 24 domestic CMMI certificated companies to make the case study of CMMI implementation to offer the reference templates of domestic enterprises which are now complying with CMMI or those plan to induct CMMI in the future. This research analyzed the substantive benefits of the domestic 24 CMMI certified companies from the six performances, such as customer, finance, the quality, the flow, the organization and the staff after carry out CMMI. We found the mostly positive confirmation after CMMI implemented. Yet comparing the performance of finance and the staff, with approximately 50% thought it revealed less distinguished deviation in either enhancing "the capability of commercial negotiation of project taken¡¨ or decreasing the bustle of team member after CMMI carry out. This article referred to the lesson learn of domestic enterprises which got the CMMI authentication inducting A + technology which was inducting CMMI and the local consultancy companies to collect the 35 usual problems of the 4 aspects of in the staff, the force team, the inside and outside resources, and the environment of organization. Also to procure 18 bitter experiences of domain flow of both maturity second level (ML2) and third level (ML 3) in specific tasks with the common troubles in general practices of A+ technology, as well as the difficulties in particular tasks under execution, then to analyze the change tendency of the various stages of CMMI to accumulate the valuable experience assets of the domestic enterprises to implement CMMI. In this research integrated the motives; the purpose; the flow and invested resources; the key successful factors; the frequent troubles and the solution, including the concrete effectiveness and the future plan of the 3 examples to be the important reference model for those enterprises are to conduct CMMI authentication and to effectively create the systemized software development / maintain flow to promote the project productivity, the competitiveness of organization and software quality. Keywords : CMMI (Capability Maturity Model Integration); The Improvement of Software Flow; Benefit appraisal

While facing a dynamic environment, a company needs innovation to enhance their competitiveness and to continue to grow in terms of profits. For the company, the question becomes not ¡§whether¡¨ but ¡§how¡¨ to innovate. This thesis, with a perspective of human resources, explores how organizational innovation capabilities, innovative culture, and human resource practices directly affect the effectiveness of innovation. In addition, the indirect impact of human resource practices intertwined with innovation capabilities and innovative culture as a mediator is also under scrutiny. This thesis is conducted through opinion survey, with 201 samples out of 250 manufacturers introduced by Tianxia Magazine. With the valid 111 questionnaires replied by the chairs or directors of human resources department in each company, the findings of this thesis can be summarized as follows: 1. Innovation capability impacts the innovation performance positively. 2. Innovative culture impacts the innovation performance positively. 3. Human resource practices impacts the innovation performance positively. 4. Human resource practices impacts the innovation capability positively. 5. Innovation capability has mediating effect between human resource practices and innovation performance. 6. Human resource practices impacts the innovative culture positively. 7. Innovative culture has mediating effect between human resource practices and innovation performance.

This study presents a conceptual model to investigate the electronic health (E-Health) capability required by healthcare professionals. First, a scale to measure E-Health capability was developed and validated, then it was used to collect the survey data. Second, the partial least squares (PLS) method was used to empirically test the conceptual model and hypotheses through the survey data collected. The empirical results support the proposed structure for E-Health capability encompassing the three skills/knowledge domains: IT governance capability, practice management capability, and business model innovativeness. The findings improve our understanding of the concept of E-Health capability. The conceptual model of E-Health capability is of particular value to those concerned with skills/knowledge training and competency development for healthcare professionals in healthcare organizations. Healthcare organizations can develop E-Health capability profiles for individual healthcare professionals in accordance with their own organization contexts.

Thesis (M.S.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains x, 66 p. : ill. (some col.). Vita. Includes abstract. Includes bibliographical references (p. 43-44).