Along the irreversible trend of globalization, the market competition is getting even more rigorous around the world. Meanwhile, the dynamic revolution of management concept has brought unprecedented challenges for small and medium enterprises. However, amid the era of pandemic internet and smart phone, when small and medium enterprises can utilize the strength of organizational team work, the potential of a greater leaping growth is nevertheless more substantial than the past. As a result, it is even more vital for the small and medium enterprises to consider how to success under the limited resources, pursuing a clear vision, establish a sound company culture, execute a comprehensive management system, to achieve the ultimate goal of maintaining the spring of stamina as countermeasure for ever changing environment. The objective of this study is to investigate the corporate development background of Y company; dissect key successful factors within Y company, while focused primarily on practical experience of incorporating visions and balanced score card as subjects for this research. This study has observed that most companies and institutions failed to successfully implement the establishment of vision and execution of strategies. Primary parameters for such futile endings are usually due to the inconsistency of strategies with regard to communication of strategy, performance assessment, and incentive remunerations. Using balanced score card, managers of small and medium enterprises can develop future direction, substantiate the vision and strategy, and achieve corporate and personal goals. Due to the scale of small and medium enterprises, usually they are relatively more conservative and practical while incorporate new policy, which is likely not to put vast amount of cash and time in vain. Small and medium enterprises can take advantage of strategic transformation via balanced score card to readjust the short term goal and long term development strategy; in order to elevate the competitiveness and commitment of a sustainable business. The approaches for such transformation are : 1. Identify and interpretation of vision and strategy; 2. Assessment, communication and integration of strategic goals and appraisals, set up key performance index; 3. Lay out policies and action plans; 4. Audit the performance, enhance strategic feedback, embrace remediation plans and continuous learning.

The Automobile parts and accessories manufacturing industry in Taiwan is facing that, the whole industry development moves to mature period, the competing and managing mold of the manufacturers differ much from the past, the competition from globalizing markets, and the world factory, China, rises, so the enterprises would face more variables and challenges. Therefore, it¡¦s important to deeply probe into how to improve managing effects by innovative transformative strategy. For the inner of enterprises, it must think about what the main surviving core competitiveness is to adjust to the active competitive ability. And the key for enterprises to sustainable development is continuous creativity. Creativeness has become the necessity for structure development. The structure of automobile parts and accessories industry in Taiwan is transforming. In the recent years, it¡¦s developed gradually toward the concentrated industry of technology, knowledge, and capital. Therefore, it¡¦s important day by day for Taiwan enterprises that not only investing in more budgets on R&D and personnel trainings, but also establishing the managing and technology strategy. This research probes into how to submit the strategy of enterprise transforming, and strengthen the self-competitiveness, to establish the competitive advantage under active competitive managing environment, and adjusting to the benefits and threats of ¡§the globalization of domestic markets; the localization of global markets.¡¨

More than 90% of enterprises in Taiwan are small and medium enterprises. These flexible and efficient forces are one of the important foundations for economic development in Taiwan. How large is the number? Based on the data of ¡§The White book of Small and Medium Enterprises in Year 2011¡¨ from Ministry of Economic Affairs, the number is over one million and two hundred thousand! However; taking on strong competition in emerging markets and enterprise globalization, the small and medium enterprises in Taiwan face many challenges. For large enterprises and electronic industry, implement ERP to manage enterprise resources efficiently to respond to immediate changes is the core of enterprise information technology. With limited budget on information systems and specialties from small and medium enterprises, how should they implement ERP? How could they successfully implement ERP? Should they have change management when implementing ERP? Do they have the same key factors as ERP implementation in the large enterprises? Whether there is any particular attention they should pay on? This study conducted multiple case interviews using semi-structures on the objects of ERP-implemented small and medium enterprises to explore the derivation of the processes of each case, what problems and difficulties have they encountered? How to overcome the problems? By the case corporate practical experiences to assess the key factors of successful implementation, coping with the processes and problems of the implementation derivation, we expected to propose the improvement of core enterprise competition and success rate to the traditional small and medium enterprises that will implement ERP in the future. Keywords: Enterprise Resource Planning, KSF, Traditional Industries, Small and Medium Enterprises, BPR

The importance of environmental protection rises with economic development; ironically, the fact is a result of environmental destruction. In old days, we thought that environmental destruction was unavoidable for developing economy, whereas nowadays we have perceived that the extended cost from destroying environment will eventually come back onto us from the viewpoint of ecological loop system. Human¡¦s social economic activities have been continuously changing with time and technology, which means that there will be relatively new emerging industries and business. New business strategies could lead existing economic activities to new types of economy, and new types of economy could lead to new business operational strategies. Therefore, in the wake of environmentalism is the pressure and new driving force for business operation, causing competitive environmental strategy is an undeniable trend for running business today. This research is based on literary reviews, in-depth interviews, and comparative quantitive analysis to study environmental strategic management under four dimensions, the pressures caused by externl factors, internal resource base, enterprise environmental strategies, and the value and performance of environmental strategy. This thesis expects to identify how Taiwan enterprises develop integrative competitiveness through environmental strategies within organizations. The research findings are as follows: 1.The objective of environmental strategy is sustainable business which is compatible with environment prosperously. 2.Environmental protection and economy cannot stand alone without social equity, and environmental strategy must take people into account. 3.The essence of environmental strategy is the cohesion of people (society), economy, and environment. 4.The triangle framework of environmental strategy, cause-effect diagram of competitive environmental strategy, and green implementation path tree illustrate strategies, methods, and paths for enterprise environmental strategies.

Small to median enterprises have been played an important role in Taiwan¡¦s economic development. There are quite many studies about the characters of small to median enterprise in Taiwan these years. However, there is a common fact that has been ignored for a long time, which is the economic activity involving degree of boss¡¦s wives is fairly high. Not only the high participating rates, but also the influential roles they play in practical economic activities. There are still few studies talk about boss¡¦s wife from the managerial view. Therefore, to combine the related literatures, with the deep interviews with boss¡¦s wives, this thesis wants to draw a vivid picture of the managerial roles, managerial capacities and how do they really work of boss¡¦s wives in the small to median enterprise from the managerial angle. Besides, the studies about boss¡¦s wife are mostly general descriptions. There are no comparisons between different types of boss¡¦s wives. Hence, will boss¡¦s wives of different types play different roles in their own companies is also a topic that this thesis wants to discuss. Consequently, the following propositions are proposed in the terms of the inductive inference of interviewing with the fifteen boss¡¦s wives and reviewing the related literature extensively. Proposition 1¡GThe main tasks of the boss¡¦s wife in self-own company are financial management, key job management and internal affair management. To compare with business functions, those tasks are focused on partial produce management, human resource management and financial management. Proposition 2¡GThe division of labor of boss and boss¡¦s wife highlights the complementarity. Boss¡¦s wife helps boss with company affair. She always do the things that boss can not do or he doesn¡¦t want to do. Proposition 3:¡GThe content of tasks and roles of boss¡¦s wife in the small to median enterprise will change when the company is going to enlarge or become more stable. The tasks of boss¡¦s wife become simpler and more invisible. Boss¡¦s wives only focus on financial management and supervision then. Proposition 4¡GThe managerial roles of boss¡¦s wife in the small to median enterprise can be divided into two groups: apparent and invisible roles. The apparent roles are the authority possessor with no formal position, internal communication channel and parents who take care of employee. The invisible roles are substitute and adviser for boss. Proposition 5¡GDue to focusing on low professional skill activities, internal affair and employee management, the management capacities that boss¡¦s wife highlights are interpersonal skill, communication skill and conceptual skill. The weak point is technical skill. As to the managerial level, the high, middle and low level are all included in the managerial roles that boss¡¦s wife play in small to median enterprise. Proposition 6¡GThe boss¡¦s wife with related professional background has more participation in the core value related jobs. And the boss¡¦s wife with professional financial background has played the more influential role in the financial management. Proposition 7¡GAs to the decision making, boss¡¦s wife with related professional experiences has more right of participating and predominating. Boss¡¦s wife with financial professional has played the professional financial adviser for boss. And the boss¡¦s wife with no special background has no particular emphasis on tasks content and decision making. Proposition 8¡GAs to the usage of professional capacities, related background do help boss¡¦s wives with their jobs a lot. And the boss¡¦s wife with no related experiences needs to get more professional knowledge and skills through self-learning and groping.

There are a lot of complicated factors affecting the success of an Enterprise Resources Planning (ERP) project. These factors can be divided into controllable and uncontrollable ones. For instance, the schedule management, the allocating resources and the method of implementation are controllable. Once the ERP system and vendor are decided and unchangeable, the ERP itself will become the uncontrollable factor. Unless we abandon the ERP project and restart it again, otherwise the project must proceed and go on continuously. If ERP system is suitable for the enterprise, the degree of customization can be reduced. However the customization is the most significant factor that delays implementation schedule and increase more cost than budget. If the functions of ERP system do not fit the requirements of an enterprise it will cause the extreme large degree of customization. To select an adequate ERP system fit for company¡¦s functions is the first step towards the success of ERP project, and further improve the performances of enterprise with ERP system. The most important key is to choose an industry-specified ERP system and to implement it actively, but little research focuses on it. This study emphasizes the concept of an industry-specified ERP system, using flat steel industry as the research object and considering the process of implementation of ERP system. We take account of the major dimensions and critical modules of ERP system during the selection period. This paper expects to provide flat steel industry an objective method for selection of critical functions and needed modules. It can help flat steel industry choose the most applicable ERP system effectively, and increase the probability to implement ERP successfully. Finally, some suggestions were provided for ERP system vendors to consider the requirements of different types of industries, especially the flat steel industry.

Under the tendency of globalization and internationalization, enterprises adopt flexible employment strategy to pursue the best economical benefits and cope with quick changing business environment to maintain market competition ability, which also facilitate the change of structure in labor market. Facing the keen competition and quick changes in the internal and external environment, the introduction and usage of labor dispatching has gradually become an important HR strategy to improve competition ability in Taiwan enterprises. Under the interactions of various internal and external environmental factors, what is the influence among dispatched agency, user enterprise and dispatched worker? What is the future trend of labor dispatching? Therefore, this research made in-depth interviews with 4 dispatched agencies to realize the profile of the labor dispatching mode, and then issued 51 questionnaires to dispatched agencies that really engaged in the business; in which 35 were returned with a return rate of 68.63%. Then the relationship between each variable was discussed through descriptive statistic, cross-tables, one-way ANOVA, correlation analysis and regression analysis. Finally was to conclude results of interview and questionnaire to get present profile of labor dispatching in Taiwan, then analyzed and compared the changing mode of labor dispatching in these 5 years. Findings of this research are as follows: 1. Providing user enterprises with repeat dispatched workers, dispatched workers turn into full-time employees of the user enterprise, providing user enterprise on site service, and establishing dispatched agency in the business group have gradually become the new tendency of HR dispatching mode in Taiwan. 2. The turnover rate of dispatched worker is related to the classification of ¡§registered temp¡¨ or ¡§constant hire¡¨. 3. Providing user enterprises with repeat dispatched workers has positive correlation with the business performance variation of the dispatched agency, i.e., the more repeating workers were provided, dispatched agency got the better business amount. 4. Foreign-ownership company has significant influence on the change of business amount of the dispatched agency in the past year. 5. There are significant differences of dispatched agency¡¦s business variation between financial industry and insurance industry, and non-financial industry and insurance industry. 6. Whether the dispatched agency is established by the business group has significant influence on the dispatched agency¡¦s business amount variation in the past year. 7. The execution of new labor retirement law and the pass of labor dispatching law in the future have positive influence on the labor dispatching business amount variation. 8. The labor dispatching mode of these five years in Taiwan has significant difference no matter in HR management practices, such as dispatched worker¡¦s background, recruit channel, salary, welfare, performance assessment, or the reason for user enterprise to use dispatched worker, compliant from user enterprise, and difficulty encountered while executing dispatched business by the dispatched agency.

The Study on staging strategy of global operational center- a L company Case Abstract Taiwan has his own competitive advantages geographical features among countries. With changes of competitive factors and differences development patterns, it becomes a critical issue what roles the global operational center should play and his strategic deployments in the internationalization process are getting an important subject. Hence, the thesis is going to analyze how the small & middle enterprise in Taiwan plays internationally with global perspective instead of focusing on interaction between China and Taiwan. The case study method was employed in this thesis with the theory models Barlett & Goshal¡]1989¡^proposed in 1989 to study how the electronic company has been developing internationally. Observation is the sources of first-hand data with notes being kept as references. Meanwhile, secondary data is also majority of data sources. Based on analyzed data, I conclude as the followings, 1. As for SMD packaging materials, the global operational center is becoming as a transnational company from current international ones. However, SMT equipments, the head quarter will become as a global company from currently trading mode. 2. There is a different repurchase cycle between both of SMD packaging materials & SMT equipments. Therefore, the requirements on abilities of local response and flexibility are different as well. The repurchase cycle determined how they interact and resources allocation between head quarter and subsidiaries. 3. In the process of diversification, different product lines have different management terms. For example, the products with characteristics of highly customerizd and shorter repurchase cycle have to be met the demands of local market, and the subsidiaries need to be empowered and given responsibilities more by head quarter. Key Word¡Gglobal operational center small and middle enterprise transnational company

This paper desires to research how leader¡¦s beliefs of excellence enterprise influence organizational performance through soft variables¡Ðtaking Herman Miller Company (the thirdest furniture company in the United State) as Example. According to collecting researches of excellence enterprise and information of Herman Miller company, we builded the model of Herman Miller Company. Therefore we can simulate the situation and policies, and find out the relationship between leader¡¦s belief and organizational performance.

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.