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Abstract Taiwan's financial sector was earlier divided clearly into three sections, namely, banking, securities and insurance, each of which has its own targeted customers without conflict among themselves. Nowadays, however, the financial market has reached certain maturity over years of constant development as dazzling variety of financial products are highly correlated and closely intertwined. Corporate structure based on product classification has long been unable to effectively enhance the operational efficiency of enterprises, out of which financial reform emerges. Financiers, whether their main business involves banking, securities or insurance, are looking to expanding their territory by integrating resources, which evolves into the current financial holding pattern. Hand in hand with financial holding system comes significant change in corporate culture, the impact of which is not inconsiderable for securities. For instance, what traditional securities traders sell is mostly stocks, and for investors great importance is attached to professional analyses and business development interactions. In addition to daily challenges from strong performance pressure, securities traders also have to deal with pressure from investors' potential investment losses. So besides luring bonus incentives they must have devotion and passion for their profession. But within the financial holding system, the focus is comprehensive wealth management, customer resource sharing and joint product marketing; what matters is the overall outcome of financial holding; the goal is not only to make customer satisfied, but more importantly is to improve customer loyalty, because after all it is loyal investors that are the source and guarantee of company's long-term profitability. Constant purchase of the company's products or services is the key to building long-term relationship between the company and investors. However, for securities salespersons, growing diversification of products means more time to learn about unfamiliar products (time-consuming). In the competitive environment, improved service quality does not necessarily equal income increase; on the contrary undercutting is anything but new (small profit margins). And in order to enhance the efficiency of financial holding the establishment of departments such as IT, human resources, performance analysis, is essential, which inevitably will increase operating costs with cut-down on performance-based bonus as well as welfare (low reward). It is thus suggested that the slogan of all-round salesperson is more boastful than practical for primary salespersons on the front line. But how should branch managers how to deal with decline in operation performance caused by salespersons' negative emotions and passive resistance? How can they strike a balance between company operation and requirements for salespersons? How do they find effective management methods to motivate their employees?

The enterprises running under Family Corporation are common business model all around the world. According to statistics of America, only 30% of family corporate can last its business to 2nd generation, but no more than 15% of companies do survive the transition from the founder to third generation. This indicates family corporation is facing one big dilemma which is business succession planning. Family business succession planning composed two key issues, which are culture and spirit. During succession planning, successfully transition is long-term process rather than one turning point. With family businesses, restructuring organization can be happened and management of leadership can also be changed even injection of ERP. Think of family business succession are broken into five main issues; succession planning, training, coaching, supporting or on his own. Between different capabilities of two generations, each step may be an obstacle for next development of succession planning. Examine the strengths of all possible successors as objectively as possible and think about what is best for the business. Early succession planning also gives successor adequate learning time to learn how to make right decision at right timing. Revolution is rethinking the meaning of self-existing. Family Corporation B starts from setting up specific goal. The transition of the business model from founder to next generation is owner¡¦s philosophy to management system. Opening a dialogue among family members is the best way to begin the process of a successful succession plan. By reorganizing corporation, some staffs may have side effects on new leadership. The new leader has to persuade each one of staff to accept new behavior by using different strategies and methods. Without fully supports of all employees for change, revolution won¡¦t be successful. In terms of the case study, this case shows the planning and design of behavior model how to minimize staff¡¦s resistance under execution of revolution. This is the most important issue to determine whether revolution is successful or not. Furthermore, succession planning in advance is good. The study tells that the longer you get to spend on family business succession planning the smoother the transition process is likely to be. A good succession plan can ensure that you have a good management system and maintain corporate value to keep the business alive and cohesiveness among family members.

Research in international business and strategy emphasizes the important role knowledge plays in foreign expansion, and multiple research perspectives have viewed a firm‘s knowledge as the key driver of competitive advantage. Thus, in today‘s business environment, the ability to learn and source knowledge across boundaries is important to both firm performance and strategic change. My dissertation examines the ―knowledge-seeking‖ motive for international expansion, which suggests that firms expand abroad to gain new technical capabilities and knowledge from diverse institutions, which allow firms to change in dynamic markets. I extend organizational learning, the resource-based view, and internationalization theory to examine empirically how internationalization influences strategic changes by affecting exploratory search. This research also challenges the standard assumptions about the positive benefits of exploration on change, suggesting that a curvilinear relationship exists. Further, I argue that innovation capabilities enhance the relationship between strategic change and firm performance. These questions are examined using longitudinal data on pharmaceutical firms. The findings from this analysis reveal that internationalization has a curvilinear relationship with exploratory search. In addition, speed of internationalization, rhythm of internationalization, and international experience moderate the relationship between internationalization and exploratory search. Exploratory search was found to have an inverted U-shaped relationship with strategic change, suggesting the high exploratory search may negatively affect the firm. The analysis also revealed innovation capabilities negatively moderated the relationship between strategic change and firm performance (ROA). This study provides important contributions to the fields of strategic management, international business, and organizational learning.

Throughout extant literature, there is a great deal of research on organizational change and organizational conflict; however, the two have rarely been studied together. Even less frequently studied is the existence and impact of hidden conflict during an organizational change. This study seeks to explore the meeting of these bodies of literature through the use of qualitative methods. Fifteen interviews were triangulated with artifact data and participant observation to examine hidden conflict during an organizational change in a student organization of a large, southern university. The organization studied had a long history of grassroots student leadership. However, per a directive of university administration, this pattern shifted. In order to comply with the new directive, the student leadership Council of the organization begrudgingly changed their structure. Many organizational members challenged the process taken to implement this change, not only because of the structural alteration it represented, but also for the lack of student input in developing the change plans. This study revealed that throughout the change process, organizational members used hidden conflict strategies extensively. These individuals aimed their hidden conflict behaviors at other organizational members in protest of others’ opinions of the change initiative. The use of hidden conflict behaviors had a significant impact on the change process and the efficacy of the organization as a whole. Most of the hidden conflict behaviors displayed are already identified in extant literature; however, this study also revealed new expressions of hidden conflict. In addition, this research explored the implications of emotion during an organizational change and the link between hidden conflict and resistance.

The purpose of this research is to use a conceptual model to analyze the capacity for strategic change and then apply the model to assess the change capacity in Electrolux¡¦s three major strategic changes. Through applying the model of capacity for change to analyze the change process of Electrolux, the author will research into the following problems: • Why was the change initiated? By whom? • Why was the specific strategy (the content of change) chosen? Who formulated it? • What was the strategy for implementing the change (the process)? How was the implementation process conducted? • Characterizing and evaluating the capacity for change in the case company. After analyzing the strategic change and development of the Electrolux Group, the author found out the answers of the research problems and developed three major management implications, which are stated as follows: (1) High path dependence between stages After reviewing the development of Electrolux from longitudinal perspective, the author found that Electrolux development processes from stage to stage are characterized by high path dependence. The Group strives to build competitive advantages and realize the intended strategy in each stage in order to respond to the impacts resulted from the changes of external environment. Only competitive advantages and intended strategy of the current stage are built and realized will the company initiate a new strategy and proceed to next stage. Therefore, the shift into the next stage is influenced by two factors, namely, the realization of the stage-oriented intended strategy and the building of competitive advantages. Highly Path dependence from stage to stage characterizes the Electrolux¡¦s development stage model (see Figure 4.2). (2) Operating/industry environment factors serve as the main driving forces behind change After analyzing the development of Electrolux Group (see chapter 5), the author found environment factors serves as the main driving forces behind each change. In order to effectively respond to the impacts resulted from the environment changes and find a niche to grow, the organization has to closely monitor the environment changes. Only by recognizing the impacts resulted from environmental changes can organization decide the direction of corporate strategy and then evaluate whether the resources and capabilities the organization possesses can generate competitive advantage so as to realize intended strategy. (3) Leadership strongly impact the formation of change process As suggested in chapter 2.4, four internal factors i.e. leadership, structure, resources and capabilities, and culture would affect the change process (see Figure 2.2). After analyzing these internal factors affecting the change process of Electrolux, the author found that leadership serves as the main internal driving force in each change period. Though Electrolux¡¦s three major changes were mainly initiated by the external environment, the change process could not be implemented and the realized strategy could not be attained without the strategic leader who can clearly recognize and effectively react to the environment changes and adopt new strategic actions to realize the intended strategy in the end.

In the past decade, the banking industry in Taiwan has faced growing competitions. Since the government announced ¡§the Commercial Bank Establishment Promotion Decree¡¨ with the object of opening up the bank market further in 1991, the deregulation of Taiwan's banking sector and the introduction of new private banks make the bank market more competitive. Moreover, with the approval of ¡§The Financial Institutions Merger Law¡¨ and ¡§The Financial Holding Company Act¡¨ in 2000 and 2001, the Ministry of Finance (MOF) has endeavored to make critical financial reforms to consolidate the financial market, to encourage financial innovation, and to establish a financial management system in accordance with international norms and standards. In addition, some of the state-owned banks are privatized to improve operational efficiency as well as competitive strength in recent years; the banking industry has faced a dramatic change of structure. However, the Land Bank of Taiwan is recommended to privatize at the end of 2006, it remains as a problem how the bank should keep its competitiveness advantages and take reform measures tie in the privatizing process. Firstly, the thesis is going to analyze the changes in both domestic and foreign financial environment, examining the operational condition of The Land Bank of Taiwan, as well as doing literature reviews about privatization, strategy, and organizational change. Then, distribute questionnaires is distributed to managers in the Land Bank of Taiwan; a conference is held with experts in banking and managers in the bank. Finally, the previous information will be integrated to scheme out the ideal suggestions about competitive strategies, business strategies, and organizational change after privatization for the Land Bank of Taiwan as a reference.

TFT-LCD industries in Taiwan nowadays have confronted the condition of market¡¦s fast change. The trade shall have to substantially shorten the research and development span of products and also have to inseparably integrate the production system among upper, middle and lower reaches industries so as to advance the enterprise¡¦s competitiveness in the global markets. Therefore, the enterprises have implemented PLM and PDM system in droves to assist in effectively integrating the control and working of all the related information of products and the related operation of the products information during the life cycle of the products. The activity of engineering change is regarded as an essential part to the enterprise¡¦s improving the quality of products and reducing production cost and satisfying the customers¡¦ requirements. There are always possible engineering changes while carried out in each stage of the whole life cycle of products development. Consequently, a rationalized and standardized engineering change management system has then become obviously important to the existence competitiveness of the industries. By ways of case discussion, the study is to research a practical case through PLM system methodology and to confer the design methods of information access subsystem mode applied to the engineering change management module when TFT-LCD industries have implemented PLM system so as to test and verify if the effectiveness of implement is able to satisfy the operation management requirement of the engineering change. Through the analysis of implement process, the study also expects to obtain some rules of experiences as references when the future industry implements the Product life cycle management system.

The study in turnaround situations to small and medium enterprises (SME) in Taiwan Abstract The Taiwan economic in the past thirty years gains a very positive reputation in the world. They said it¡¦s a miracle for such a small territory country shows its powerful activities. There are more than 97% small to medium enterprises in Taiwan. The flexibility and efficiency of the SME impresses us. Recently the world business circumstances changed. A new theory of ¡§Transferable Social Resource¡¨ indicates why many Taiwan manufactory makers move their production line to China. Those local SME has to find a new way to face the challenge of the business circumstance. Each turnaround becomes the important choice of SME. This study is to show the organizational crisis before change, the forces to make changing decision, the process of turnaround, and how the changing influences the special relationship among business net. And we found: 1. Organizational crisis ¢¹ Poor inner management: for example, none participating type organization; the weakness in financial management ¢º External reasons for decline ¢» The poor communications inside the organization, A timing solution of it is important to solve problems, The Prejudice of the CEO in favor of either side will hurt the relationship to worse situation. ¢¼ The confidence between the associates becomes the basic factor to develop the organizational capability. 2. The process of turnaround ¢¹ How to finish the old business ¢º Some CEO may not face the financial problems as an important factor before the changing ¢» The confidence of those financial supporters may become the key point whether it is a successful turnaround. ¢¼ The destructive costs include (1)The request of exchanging by cash. (2) The payments of orders were transferred late. (3) The shortage of cash under certain cases. ¢½ The way SME solve financial problem is to lend money from their relatives or friends. ¢¾ A CEO gave his company¡¦s stock to the key staffs of the company under organization crisis.

In the recent years¡Athere are many innovations diffused¡CSome of the innovations were accepted by the clients¡Athe others were rejected¡CThere were many factors involved in the process of diffusion of innovation¡CThe significant one is the role of Change Agent¡CThe case selected in the research is a famous educational web site -¡uLOXA¡v¡CThe web site supplies many free internet services¡Asuch as Web Server¡BDNS¡BProxy Server¡BMail Server for elementary school and junior high school in Taiwan¡CThe numbers of member of¡uLOXA¡vgrows rapidly in the past two half years¡Athat is the reason why it was chosen¡CThe purpose of the research is to understand the role of Change Agent in the diffusion of¡uLOXA¡v¡C AT the end of the research¡Athe following conclusions are made¡G(1)The sequence of diffusion is contributive to the diffusion of¡uLOXA¡v¡C(2)The most significant characteristic of innovations is¡uRelative advantage¡v¡C(3)The change agent of¡uLOXA¡vplays his role appropriately in the process of introducing innovation in a client system¡C(4)The behavior of change agent of¡uLOXA¡vis identified with the successful generalizations almost¡C