¡@¡@While an organization facing a dynamic environment, the only way to survive is to learn as soon as possible. Therefore, organizational learning becomes more and more important. Age of knowledge economy is coming, human resource becomes the key of the competitive advantages. Does learning-oriented human resource have positive influences in organizational performances? In this thesis, the study will discuss this topic from the aspect of learning-oriented human resource and try to find the relationship between learning-oriented human resource and organizational performances and as well as the relationship between the system of learning-oriented human resource and organizational performances. Moreover, the indirect impact of human resource practices intertwined with human resource and competitive strategy as a moderator is also under scrutiny. ¡@¡@This thesis is conduct through opinion survey, relied by the directors of human resource and core department in each company, the findings of the thesis can be summarized as follows: 1. ¡§ Control ¡¨ and ¡§ performance appraisal ¡¨ of the learning-oriented human resource practices impact the organizational performances positively. 2. There is no evidence to show that the system of learning-oriented human resource impacts organizational performances either positively or negatively. 3. The relationship between ¡§cooperation¡¨ ¡§cooperation within departments¡¨ and ¡§training¡¨ of learning-oriented human resource practices and organizational performance will be contingent on an organization¡¦s competitive strategy.

Machinery industry is the engine of the industrialization for a nation. During the last four decades of industrial development in Taiwan, machinery industry has played a key leading role. With an overall production value at NT$680 billion in 2009, the Taiwanese machinery industry ranks among the top 20 nations worldwide. Its tooling machines and carpentry machines etc. are ranked in the global top 5 exporting countries. Mainland China (including Hong Kong), with increasingly importance, is currently the number one export destination as well as the number three country of origin for imports for the Taiwanese machinery industry. With the cross-strait relations becoming progressively more close, Taiwan and the Mainland are about to sign the Economic Cooperation Framework Agreement (ECFA). ECFA will serve as Taiwan¡¦s breakthrough in the country¡¦s participation in regional cooperation, promote its signing of Free Trade Agreement with other countries, and stimulate its economic development further. The signing of ECFA will enable the machinery industry in Taiwan to benefit and prosper from a huge Mainland market. It will also likely to cause some in the industry to stumble because of massive cheap Mainland imports. This research has studied the key competitive factors for corporations, the competitive situation and operations issues of the machinery industry in Taiwan. By conducting a survey on the senior managers of the machinery industry we understand what their current status, problems and competitive strategies are. Through the insight gained we hope to provide a blueprint for the machinery industry and the subject company reviewed to better their competitive strategies after ECFA is signed across the straits. This research has confirmed that in an ever increasingly competitive industry such as the machinery industry, any company wants to continue to make money and grow sustainably, it is vital to always adapt to the environment and adjust its competitive strategies. After the signing of the ECFA across the straits, the machinery industry together with many other industries in Taiwan will benefit from the lowering of the tariffs and favorably gain access to the Mainland market. Hence a good opportunity for all companies concerned to make the best of the cross-straits cooperation this time around, further their investment in China and further their competitiveness globally.

According to the Yearbook of Chemical Industry Statistics of Japan's Ministry of Economy, Trade and Industry, the total sales of domestic cosmetics market in 2008 was approximately 1,507. 1 billion yen, slightly less than that of 2007. In Japan's mature cosmetics market, however, the sales of anti-aging skin care products has been growing every year. The reasons are the arrival of an aging society and females' increasing emphasis on their appearances. There are over 1,200 cosmetics manufacturers in Japan. The distribution of these companies according to their sizes appears to be M-shaped. The top five¡XSHISEIDO, KAO, Kanebo, Kose, and P&G Japan, have been in heated competition for years, but it does not stop new entrants from joining the battlefield. In the face of fierce competition among the cash-rich giants and the threats of aggressive new entrants, the smaller-scaled companies that lie in between are facing daunting challenges. This study intends to show how such medium-sized companies might come up with a competitive strategy to ensure their survival and profitability. Saishunkan Co. Ltd. is one of those medium-sized cosmetics manufacturers. Saishunkan has modest capital amount of 100 million yen, yet it is able achieve annual sales of over 20 billion yen. The company has unique ways of marketing and sales, clearly targeted customers, products with special ingredients, and a sound market segmentation strategy. This thesis intends to examine, through the case study of Saishunkan, how a smaller-scaled company might compete and survive in a theater filled with cash-rich big companies who enjoy the economy of scale.

In the rapid development of mobile communication industry, mobile phone converted from general voice-guided to smart phones, tablet PC and other handheld, which through multi-functional integration of operating system and value-added services, is changing the whole market demand. The main purpose of this thesis is to provide the competitive strategies for the mobile communication industry, mainly from system operators, channel and mobile equipment manufacturer, analyzed by SWOT, industry profiles and trends to evaluate mutual relations of valued chain and digital convergence. With the literature review and the investigations of the mobile communication industry, practitioners and experts in Taiwan, we establish the following strategies: 1.Smart phones and tablet PC in the future development of the market with high growth opportunities, integration between system platform and hardware/software, and the user interface and application services will enable higher value added in the industry. 2.Mobile equipment manufacturer develops enhanced features to networking function peripheral products, coupled with the popularity of mobile networks, to make mobile devices more functionality expanded. 3.The role of channel needs to create differentiated service, integrated telecommunications services and market information, as well as professional and dedicated service to the channel to exert influence on the market. 4.The system operator, channel and mobile equipment manufacturer in close cooperation between the three is bound to become the mainstream business model. Integrated strategy of digital convergence and application service is mainly required to long-term growth and development.

This thesis is based on the theory of Transaction cost to analyze the problems of transaction cost in the internal market of computer product channels.Computer product distributors are as the selected our main research target to analyze the effect of their transaction cost and their strategies when facing the cooperation relationship between the up- stream suppliers and down- stream retailer. This thesis uses multiple case study as research methodology, selecting five representative distributors, such as Acer Inc, Synnex technology international corp. , Gemuine C&C Inc., Xander international corp. and Taiwan aries corp. LTD., etc. To proceeding analysis and interview. The research results obtained show that computer product distributors have to assist up- stream manufacturers to solve the problems of transaction cost not only between retailers and customers but also between themselves and down- stream retailer and even between customers at end-point. In the other hand, as their competition strategies, it¡¦s necessary and important to pay attention on problems of transaction cost between up- stream manufacturers, management of possible conflicting channels and the fierce competition at this area. Therefore, computer product distributors must use relative channels carefully to solve the problems of transaction cost between manufacturers, retailers and customers.

The purpose of this research is to understand Marketing and Social Responsibility of Credit Card through the literature discussion and the secondary material analytic method. This research firstly exploreing a series of discussions to the trend of Credit Card through the data on periodical, paper, and newspaper and advertisement material. With the help of the research material of Credit Card studied by the card organization and in-depth interviews with their clerks, this research find out the key success point of the case bank¡¦s marketing, and how the target bank adopt their suitable marketing strategy in the competitive market. The fields of risk management, brand image, marketing mix and social responsibility of the target bank -The International Commercial Bank of China (ICBC) also discussed. Secondly, the research find out that Credit Card market expand speedy in Taiwan caused of dual influence both in the furious competition and the fact that consumer finance sector aim at "quantity" not ¡§quality¡¨. Due to Credit Card customer screening is not all that rigorous like the enterprise finance sector do, there are many social responsibility problems occured, like Credit Card overflowing, question of student card, false Credit Card and inappropriate collect the receiveable on demand. Financial Supervisory Commission, Bankers Association and Credit Card Organization should play an important role in public policy and corporate social responsibility, avoiding the credit card crisis like that occurred in South Korea. In conclusion, the study synthesizes these findings to propose the comprehensive view, and provides marketing strategy in the credit card marketing; avoid the credit card fasle use and suggestion in the public policy.

Abstract Among these years, the economy of Taiwan has grown rapidly. It indirectly caused the quality and quantity of the crime to keep rising. For the safety reason, more and more people seek protection from private security company, and it caused the industry to grow rapidly. Under the condition of No Barrier of Entrance, more and more potential movers joined the industry. Facing such a significant changes, plus the units of the industry are mostly retired high rank officers and no scholars participated, it caused the price competition continue to be the most common strategy used between competitors. Some company even offended against the law, just to have the lowest primary cost. Some law-abiding companies, because of some factors, are not able to lower the primary cost. Instead, to operate normally, they started to make use of their own Competitive Advantage and planned a Competitive Strategy for a Fit Industrial Environment. However, in the present days, there are no studies about Security Industry. Therefore, my thesis is trying to analyze the reason that caused the industry press and to research the affects of Industrial Environment, Business Resources, and Competitive Strategy. Lastly, is to further understood how did the industry constructed their resources in such environment. This thesis used a qualitative way, using the results of interviews and information from other researches and the conclusion are as follow: 1. Threat of Potential Mover, Threat of Existence Competitor, and Negotiated Power of the Buyer are the main reasons that caused industry press in today¡¦s industry. 2. Private Security Guards, lacking quality and quantity, are the main reason for the Gap in the quality of the industry¡¦s service. 3. As regards of security industry, the investment of Technology Strategy, Distribution Strategy, and Value Activities are not obvious. 4. The services within the security industry are similar, and with a lot of competitors, using Differentiation Strategy has a remarkable connection. 5. If Upper Management, Consultant Team, Human Resource Management, Organization Culture, Organization Structure, Safety Service Program, and Service are the Strategic Resources of a security company, others have more possibilities using Differentiation Strategy. 6. When a security company had a Gap on the Strategic Resources, such as, Upper Management, Consultant Team, Human Resource Management, Organization Culture, Organization Structure, Safety Service Program, and Service, the company may build resources by using Resource Initiation and Accumulation. 7. When a security company has a good Organization Structure, they can create price elasticity and service combination using Product Line Strategy. 8. If the security company had a good Backup Support and emphasized Operational Strategies, for sure the company will do a better job.

Taiwan¡¦s PCB industry has established a complete industry cluster in Taoyuan, we are famous for the flexible delivery, outstanding quality and competitive price, it leads Taiwan to become the third largest PCB production country in the world. Nevertheless, even PCB industry has essential position in worldwide IT industry, high market concentration ratio, high product homogeneity and powerful bargaining power of buyers have weaken the profitability and forced many leading companies exited the market, such as Shea May, Unicap, Printed Wire 2003 and Unic in 2004, however, under such competitive environment, there are few companies steadily grow up and holding high performance in this battlefield. The purpose of this study is to present the competitive strategies of three high performance PCB companies ¡VGlobal Brands Manufacturer Ltd(CMK-GBM), Dynamic Electronics Co. Ltd.(Dynamic) and Taiwan PCB Techvest Co. Ltd.(TPT) along with associated literature documentations, also, through the case study and on-site interviews, we may have better understanding of the core competencies and competitive edge inside these high performance companies. The result of this study presents that different competitive strategies have been selected by CMK-GBM, Dynamic and TPT but all of them emphasize on marketing ability and production efficiency these two core competencies. Furthermore, their competitive advantages are driven from their competitive strategies and core competencies. Based on the study, isolated one-man business managing style is outdated. Instead, for the purpose of achieving the maximum synergy, enterprises must plan and choose punctiliously with their cooperating vendors or integrate with other companies of similar business conduction. For instance, CMK-GBM chooses to cooperate with the world¡¦s biggest PCB company Japan CMK in order to shorten the time and effort in the fields of technology and customer development. Dynamic applies the tactics of vertical integration to crisscross the investment to the raw materials vendor so they are able to acquire the raw materials steadily and competitively. TPT selects the strategy of horizontal integration and cooperation with single production process PCB vendors so they are able to provide a prompt delivery data and a competitive pricing. Furthermore, helping them to position as the 2nd biggest PCB supplier of TFT-LCD PCB market. In viewing of this comprehensive study, besides the excellent choices of the suitable strategically alliances, all these three PCB companies also have outstanding and loyal manpower resource, high quality product, and superior production capability. Therefore, they are able to break through difficult dilemmas and to grow continuously in such an intensively competitive industry.

Following the growth of IC and opto-elctronic industry in Taiwan in recent years, vacuum coaters used in the both industries has drawn a lot attention and initiated a growing investment in this sector. Conventional wisdom toward this industry had been much related to consumer products such watch cases and low-price optical lenses and decorative plastic parts. Companies facing unique industrial market characteristics and tougher competition, Competitive strategies for Taiwanese players in this sector are explored. Resources based theory and related secondary industrial data were used to form a base on which a managerial strategy and marketing perspevtives are built. As limited source of industrial information available from existing vacuum coating companies in Taiwan either inform of interview or indigenous literature, the thesis were prepared mostly based on author's industrial experiences, data provided by author's company and related academy literature related to strategy. A further field study for a generalization of competition strategy shall be required and refined for this special industry in Taiwan.

The management competency of a manager differs from his career position. Low-level managers demonstrate professional skill of job. The middle-level managers focus on interpersonal ability and the high-level managers concentrate on conceptual talent. Besides, the competency may vary in the degree of job difficulty, in the degree to which people at different ages and stages and in the degree of industrial environment, organization life cycle and so on. Hence, this research was designed to examine the relationship among management competency, industrial environment, competitive strategy, characteristics of organization, characteristics of individual and department performance. The results of the research indicate that: 1.The interaction effect between the complexity of environment and the learning ability of management competency on department¡¦s subjective performance is significant. 2.The interaction effect between the business differentiation strategy and the self-management ability of management competency on department¡¦s subjective performance is significant. 3.The interaction effect between the position and group leading ability of management competency on department¡¦s objective performance is significant. 4.The interaction effect between the position and administration ability of management competency on department¡¦s objective performance is significant. 5.The interaction effect between the organization life cycle and the self-management ability of management competency on department¡¦s subjective performance is significant. 6.The interaction effect between the difference of business and the empowerment-evaluation ability of management competency on department¡¦s objective performance is significant. 7.The interaction effect between business capital and the profession ability of management competency on department¡¦s subjective performance is significant. 8.The self-management and learning abilities are the main concerns of evaluating a manager candidate.