Previous research showed teamwork with diversity experts¡¦ members can deal with changing rapidly and complicated external environment in which organizations face. Coach can help individual to build knowledge and skill for career development. Previous research foused on individual coach. Teamwork is quite different from individual work, so individual coach should be revised for teamwork application. This study targets at 167 R&D teams from high-tech industry in Taiwan using SEM and regression to test ¡§Team Coaching Theory¡¨ posited by Hackman & Wageman and the moderating effect of Team Reflexivity. The results show: 1. Team coaching positively influences team performance processes and then ehance team effectiveness. 2. Team reflexivity will positively moderate the relationship between team coaching and team performance processes, which means the relationship between team coaching and team performance processes will be higher in teams when team reflexivity is higher than lower. 3. Team performance processes will mediate team coaching and team effectiveness. Team coaching fosters team performance processes and then team effectiveness. Reflexivity of whole team members¡¦ also enhance the effect of team coaching on team performance processes. The results are consistent with shared leadership. Training team members manage themselves to foster R&D team effectiveness. The results of this study will discuss the implications for academy and practice application.

R&D Substitute Military Service is the transformation of the Defense Industry Reserve Duty System, and early in the system conversion, the employing enterprise and the community had great expectations. The competent authorities and the organizers have also invested a lot of resources, greater use of space in the system at the surface, the character of the employer and the draftee demand. In this study, a qualitative analysis, through in-depth interviews with the the Rebate employing unit, a draftee, analysis of this system the enterprise of the recruitment and staffing management, organizational effectiveness of the shadow impact as the proposed future sophisticated.

The 21st Century is a highly competitive era. More and more international business realize that only by developing new products unceasingly can they enjoy the extra profits in the international market, and maintain the constant competitive superiority. Hence, the formation and accumulation of organizational innovative capabilities (OIC) are especially meaningful for international business. The research is of the opinion that most of the innovative activities take place in the R&D department. The R&D people are the crucial roles of producing extra OIC. Therefore, they have great relationship with the R&D department's adopting the innovative human resource strategies, elevating the degree of organizational commitment, and creating OIC. In the process of the innovative activities, how to eliminate the obstacles of innovation is the key successful factor of assuring innovation, and it depends on the highly efficient innovative management. The research took the three dimensions of "Innovative Organizational Culture" "Innovative Organizational Reengineering" and "Innovative Organizational Learning" as the focal points of the R&D human resource strategies for international business in order to test and verify if it has the influence on OIC's producing and accumulating. Moreover, "Innovative Management" was manipulated as the conditional variables and conducted into the above-mentioned research model to prove if it has the obvious influence on the research model. The result of actual demonstration manifested that: (1) When a firm adopts "Innovative Organizational Culture" as the focal point of the R&D human resource strategies, it has the conspicuous influence on OIC's producing and accumulating. It shows that the R&D people attach importance to the organizational cultural contents that can mold the innovative atmosphere and environment, and inspire the innovative activities. Besides, it has the obvious influence on the research model after conducting the highly efficient conditional variables of "Innovative Management." (2) When a firm adopts "Innovative Organizational Learning" as the focal point of the R&D human resource strategies, it has the same favorable result on OIC just like the previous item (1). It also has the obvious influence on the research model after conducting in the highly efficient conditional variables of "Innovative Management." In short, it shows the good innovative management can efficiently eliminate the factors that obstruct the innovation in the firm, either is beneficial for the formation of the creative learning in the firm.

Fuzzy Analytical Hierarchy Process (fuzzy AHP) is a helpful MCDM approach for the selection of public financing of cooperative R&D projects developed by firms in collaboration with government. A technical committee for Industrial Technology Development Program (ITDP) in Taiwan regularly evaluates and decides proper public financing of cooperative R&D projects. In this study, we first discuss important criteria for R&D projects selection. We apply fuzzy AHP to integrating decisions of members in the technical committee. Especially we utilize crisp judgment matrix instead of interval judgment matrix to integrate subject judgments of these members. Our results indicate that scientific & technology merit criterion (0.389) is most important considered in overall technical committees. Besides that, the project execution (0.260) is more important criteria than potential benefits (0.204) and project risk (0.147) in ITDP selection. Moreover, we utilize the simulation to analyze relative important of criteria under risky environment. Our results also indicate that the relative important of criteria will reverse when technical committee faces different risk level. Generally speaking, the paper reveals below results: (1) the fuzzy AHP is an appropriate method in multi-criteria R&D projects selection; (2) the crisp judgment matrix is suitable to integrate subject judgments of technical committee; (3) the relative important of criteria will reverse under different risky environment.

The purpose of this study is to investigate the relationship between knowledge capital (including research & development (R&D), Automation capital stock (AICT), Electronic system (EICT)) diffusion and productivity. We used translog production function to estimate for all six Taiwan high-technology industries. And we also construct the diversification (DIV) and vertical indicator (VIC) to analysis the relationship with organization using the AICT and EICT.

The purpose of the present study was to integrate findings from commitment (organizational and professional commitment), its antecedents (especially in terms of personal characteristics), and pay satisfaction literature into a more comprehensive model that would further enhance the understanding of the full concept of commitment, which has been regarded as an important variable in appreciating the work behaviour of employees in organizations. The present study contributed to the literature on commitment in five important ways: (1) Consideration of multiple commitments was included in this study; organizational and professional commitment were examined in a multidimensional way; (2) Since different organizational and professional commitment varied across occupations (Wallace, 1993), it was worthwhile to explore the commitment orientation of R&D engineers in the electronics industry of Taiwan; (3) Direct effects of personal characteristics on two forms of commitment were measured; (4) Moderating effects of pay satisfaction on the relationship between personal characteristics and commitment were observed; (5) Whether there was a complementary or incompatible association between organizational commitment and professional commitment was examined. Several significant and interesting findings of this study are presented as follows. (1)Given that a higher education level has been considered to predispose individuals to lower organizational commitment, but stronger professional commitment, this idea was tested, and as hypothesized, R&D engineers with higher levels of education did report lower commitment to stay in the same organization but stronger value commitment to their profession, as well as stronger commitment to stay in the same profession. However, higher education levels did not cause lower value commitment to the organization. Indeed, it was found in this study that pay satisfaction moderated respectively, the relationship among different education levels, the commitment to stay in the same organization, the value commitment to the profession, and the commitment to stay in the same profession. (2)It was supported that a higher position demonstrated stronger commitment to stay in the same organization. Pay satisfaction moderated the relationship between different position level and commitment to stay in the same organization, as well as commitment to stay in the same profession. (3)As hypothesized, increased age correlated with stronger organizational commitment. It was also confirmed that pay satisfaction moderated the relationship between age and organization commitment. However, there was no significant relationship between increased age and professional commitment. Nor did pay satisfaction influence the relationship between age and professional commitment. (4)The hypothesis that increased organization tenure led to increased organizational commitment but decreased professional commitment was rejected. However, the hypothesis that pay satisfaction moderated the relationship between organizational tenure and organizational commitment was supported. (5)The hypothesis that women tended to demonstrate lower organizational and professional commitment was partially supported. Women reported lower value commitment to the organization, lower value commitment to the profession and lower commitment stay in the same profession, than their male counterparts. However, the relationship between gender and commitment to stay in the same organization was not supported, but pay satisfaction was found to moderate the relationship between gender and commitment to stay in the same organization. (6)This study confirmed that married engineers had stronger commitment to stay in the same organization and that pay satisfaction moderated the relationship between marital status and organizational and professional commitment, except for the value commitment to the profession. (7)In spite of the value commitment to the organization, however, it was found that the more dependents, the higher organizational commitment and the less professional commitment was demonstrated. That pay satisfaction moderated the relationship between number of dependents and organizational commitment was approved in this study. (8)The hypothesis that the more income an individual received, the higher organizational and professional commitment s/he demonstrated, was supported. However, a negative relationship was found between income and commitment to stay in the same organization. As anticipated, pay satisfaction moderated the relationship between salary level and organizational commitment. (9)A positive relationship between organizational and professional commitment was found in this study.

With global competition on the rise, all enterprises must try to develop and keep their own core competitive advantage. To compete with other global business, the role of the research and development department is becoming more important. Innovative techniques or products have the ability to become an advantage. Therefore, improvement of the R&D department becomes a significant issue in the Global Business Management field. Enhancing the creative ability of R&D employees to increase the departments performance while confronting multi-national management issues raises some interesting problems. When a foreign-based company relocates to Taiwan, or foreign R&D employees are introduced to a local company, will they bring different cultures, and new approaches to the R&D department? In either case, does the R&D department try to adjust and blend different cultures to improve performance? When culture clashes occur, does the company try to apply some strategic control to match the new culture in the business? In order to solve the above questions, this research will focus on organizational culture, operational strategy and R&D performance. Including the classification of different organizational cultures and operational strategies,. Finally, analyzing the relationship among the organizational culture, operational strategy and the R&D performance and how they influence each other. After organizing the reference research and gathering the survey results from multi-national corporations of the top 500 businesses in Taiwan, we get the following results. 1. When a business leans toward a development culture, it helps to improve the global integration of the operational strategy and to further enhance the R&D performance. 2. When a business leans toward a rational culture, it is helpful to raise the local level of the operational strategy. 3. When a business leans toward a bureaucratic culture, the nature of bureaucracy lends itself to inefficiency. 4. When a business leans toward a development culture or a cohere culture, it is helpful to increase the number of patent rights, published essays from R&D, development of new products and the shift in technique 5. Global integration in multi-national corporations is directly proportional to R&D performance. Key words: multinational corporations, organizational culture, operational stratagem & R&D performance.

According to the research of the Taiwan Semiconductor Industry Association in 2004 , IC design in Taiwan is becoming the second major clustering centre after America. IC design house seems to be the upcoming star in Taiwan semiconductor industry, by its highly brainstorming to create higher additional value, it is also the next leading role in hi-tech industry in Taiwan.To IC design house, the quality of employees is the key of competitiveness, therefore, only dependent on the staff's constant research and innovation, could occupy a space on the competitive market, so the reserch of management of professional human resources in IC design house seems even more important. This study adopts the in-deep interview of qualitative reserch, including six RD engineers, four product engineers and five human resources personnel as the research objects.The main purpose is to understand what the employees truely demand in IC design house? How is the operation of human resource management practice and the expectation to Human Resource Department? How the professional personnel of human resources understand the idea and demand of employees, make a right management system and offer the best welfare measure. Through the interview materials, along with domestic, international documents, the results come out as following: 1. The demand of RD engineers and product engineers learning development opportunity / excellent manager / good working environment / understand the employees demand / limitless creation and innovation / the balance of work and life 2. The expectation of RD engineers and product engineers to Human Resource Department to be intercommunication channel / complete training program / attract and retain outstanding talents / strengthen professional ability more actively 3. The contribution of Human Resource Department of IC design house to Human Resource Managemant Recruit high-quality talent / administration efficiency / salary and welfare policy / incentive system to keep talent / promote innovation ability of employees / complete training program / build a common vision /build a high-quality working environment / intercommunication channel / understand the employees truly need 4. IC Design House Human Resource Management Model (1)recruit and employ: recruit channel: manpower bank/ employee recommendation/ campus recruit / national defence labor recruit procedure: recruit by HR or department director employ characteristic: good team player/ dedicated/ learning spirit employ term: response ability/ professional ability/ communication coordinate ability/ innovation ability (2)salary and benefit: attractive payment/ cash allowance/ meal allowance/ entertainment/ group insurance/ society safety/ retirement plan (3)training and development: e-learning/ invite outside instructor/ lessons by senior employees/ seminar/ training plan evaluation/ training result check and accept (4)performance evaluation: fair/ justice/ team performance/ individual performance (5)labor relations: interaction frequently/ diversified encourage program/ resignation management

Everyone has to make different choices when they are in different career stages. Individual choices for study subject and occupation lead to individual career directions and future developments. So this research aims to listen to individual life stories and influence factors through narrative analysis to understand why R&D people choose R&D engineer as their occupation. This research applies narrative analysis of Qualitative research by using intensive interviews to collect life experience of each participant. Individual story style showed individual decision experience and related analysis factors. This research aims to focus on seven participants concerning the issue of career decision making of R&D people in the high technology industries. In order to select a model containing participants¡¦ decision making processes to each of their selecting factors are adequately analyzed with respect to abstracted issues and messages based on their experiences sharing.

The approach of the age of knowledge economy and prosperous growth of IT makes knowledge become one of the most important core resources. The knowledge is also organizations' key point of seeking for survival and development. Knowledge economy emphasizes on transferring ¡§knowledge¡¨ into ¡§profit¡¨ instead of knowledge itself. Therefore, knowledge application is more essential than knowledge possession. At rapid digital age, knowledge management becomes key point of core competence. Hence, this study, knowledge management as variables, will discuss if knowledge management will upgrade the achievement of R&D performance of human capital and organizational culture. This study used questionnaire. This study used convenience sampling to select 1,517 high-tech industries as subjects from Taiwan Industrial Park Directory (published by Taipei County Exhibition Hall, 2005) and the appendix of high-tech industry yearbook (published from 2002 to 2005) as population. Valid questionnaires were 140 copies. This study used LISREL for data analysis and the result are listed as following: 1. Investment in human capital management helps efficiently improve R&D performance. The functional activities of human resources, such as recruit, maintenance and encouragement, connect organizations with employees effectively. Enhancement of employees' contribution, promise and encouragement strengthen value and uniqueness of human resources and also produce remarkable progress of R&D performance. 2. Execution of organizational culture, including participation, strategic vision which aids to organization's evolution, team work and organizational structure, helps to improve significantly for R&D performance. 3. Promotion and execution of knowledge management play as important mediators in organizations. The efficiency of R&D performance in human capital and organizational culture will be enhanced through the mediation caused by execution of knowledge management. 4. The amount of enterprises' employees makes diversity of performance of human capital and knowledge management. The enterprises that own 2,000 employees and above have more remarkable performance in human capital and knowledge management than the enterprises that own fewer employees. It means, large-scale enterprises have more competence because of more cost reduction, which improves quality of products and customer services. Regarding knowledge management, different amount of enterprises' employees also makes diversity of employees' knowledge creation and collection. The result of this study indicates that large-scale enterprises are more capable of invention and acquiring latest knowledge.