Securities Investment Trust industry had matured which reached to an intensive competition market in recent years. In any case, the high turnover rate of fund manager suggests that how company establishes its organizational ability now facing a serious issue, and it eventually cuts the overall growth of company. Therefore, if company¡¦s human resources management system can be matched with its own organizational culture, it should help the company retain talents; to develop better organizational innovative capability which leads to more outstanding performance. In this research, we focused on four particular companies which known for its specialty in securities investment trust by processing case study method. From these cases, we found there are strong relationships between organizational culture, strategic human resource management and performance on organizational innovation. Organizational culture presents the core value of organization which is the central idea for corporation operation as well. It becomes the principles for recruitment and assessment of human resource. That is to say, culture affects human resource management activities. Human resources management activities play an important role on human capital accumulation which can direct link to performance of innovation, especially on service innovation. Our research suggested that technical innovation or product innovation will be affected by other factors, such as company¡¦s resources and industrial properties. As a result, the strategy of human resources management has partially influence on both product innovation and technological innovation.

In this highly competitive environment, innovation seems to be the inevitable challenge to every company. The employees within the companies have become the key point for the companies to be innovative. So how do these companies use human resource management practices to promote innovation capabilities? In this thesis, the study will explore the relationship between human resource management practices and innovation capabilities and as well as the relationship between innovation capabilities and organizational performance. In addition, the business strategy as the moderator is also discussed. This thesis is conducted through opinion survey. This study gathered 86 valid questionnaires replied by the directors of research and development department in each company and the findings of this thesis can be summarized as follows: 1.Training and teamwork impact the exploratory innovation positively. 2.Recruitment, career system and employee participation impact the exploratory innovation positively. 3.Performance reward impacts the exploitative innovation positively. Performance appraisal does not have evident impact on exploitative innovation. 4.Recruitment, career system and employee participation impact the exploitative innovation positively. 5.Exploratory and exploitative innovations impact the organizational performance positively. 6.Business strategy does not have evident moderating effect.

Under the global background, more and more companies realize that if want to acquire outstanding talent, must set up unique employer brand in the specific area of the human resources market to be able to effectively attract, motivate and retain talented and obtain sustainable competitive advantage. Therefore, raise ¡§employer brand concept¡¨ for the potential job applicant to attractiveness and employee stay. It is meaning the employer brand to attract, motivate and retain of competency of employee. To combine of human resource management system to explore of the establishment and implement of human resource management system for enterprises to retained sustainable competitive advantage of the impact.

In recent years, with the economic development in China and the direct flights between Taiwan and China; there are more and more Taiwanese enterprises invest in China industrial market. This business environment change results in the increasing Taiwanese employees travelling between China and Taiwan frequently, or even been dispatched to China for long-term. In the future, the opportunities of work exchange between Taiwan and China will increase rapidly. Taiwan and China has no language barrier, however, the thinking logic, attitude towards work, and corporate management style between two places are fairly divergent. All these differences impact both Taiwanese and Chinese enterprises development. Today, China¡¦s workers strive for their work and almost catch up with Taiwan. Do Taiwan¡¦s workers notice it? The author has been dispatched to China for more than five years, and returned to Taiwan for three years. We can see the way of business management and the working environment between Taiwan and China through the experience of author. This narrative will give an overview and suggestions to those Taiwanese who is willing to work in China, and to those Taiwanese who plan to return to Taiwan market. For the workers who are seeking for opportunities of work exchange, the author suggests they should have abilities such as authorization management, regulate the rhythm of the work, resource integration, and excellent communication skill with local workers. On the other hand, for the workers who return to Taiwan job market, face to the primary depression, adjust mindset, and balance work and family lives are the keys to a successful transfer.

Abstract The management and development of corporation is typically of its own periodical stage. Growth is quite the primary strategy goal for most corporation groups. In addition, the ¡§internationalization¡¨ and ¡§globalization¡¨ are also the aim for each corporation aspiring for growth to serve as the required strategy options necessarily. When this world has entered the new millennium, the management will also step into the new era with the huge tidal wheel rotating inexorably. Besides, the technology also keeps on innovating. With the rise of information technology and Internet, such conditions will make what was impossible dream before come true. As for the knowledge management, it plays the most important part among the currently existent corporation entities. Also, the knowledge workers will be generally the major sources from knowledge and people are the main originality of knowledge creation with the increasingly significant role within the operation of knowledge management. Furthermore, the so-called international competence means, under the global trend, the corporation will meet with the opportunities and the response against the upcoming challenge. If the corporation wants to successfully survive, it cannot merely restrict its management and development realm on the specific region. The corporation must be equipped with the global vision with the available profit basement to create the success among the international communities. This research is experimented to practically investigate the characteristics of international corporation and globalization arrangement for resource allocation and the correlation with international competence. Furthermore, this article is also aimed to discuss the impact for the role playing of human resource during the implementation of knowledge management, together with the resource allocation for global arrangement and role playing of human resource management with the influence against the international competence. After the experimental investigation, the major finds of this research are¡G 1.Difference Analysis¡G (1)The difference for the various corporation characteristics among the global arrangement. a. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in remarkable difference among the global resource arrangement strategically. b. The internationalization process of the multinational corporation, under the global resource arrangement, it will exist no remarkable difference among the global resource arrangement strategically. (2)The difference of the international competence caused by various corporation characteristics a. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in no remarkable difference among the international competence strategically. b. The internationalization process of the multinational corporation, under the international competence, it will exist no remarkable difference strategically. (3)The difference of the various corporation characteristics caused by knowledge transfer. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in remarkable difference among the knowledge transfer strategically. 2. Impact Analysis¡G (1)The different implementation stages of the knowledge management process within corporation will remarkably impact the role playing of human resource management. (2)The different roles of human resource management within multinational corporation will exist in no remarkable influence onto the international competence. (3)The different strategic resource allocation for global arrangement within multinational corporation will exist in no remarkable influence onto the international competence.

This study employs competitive dynamics theory, upper echelon perspective, power perspective, and strategic human resource management perspective to examine how executives matter with organizational outcomes. It argues that CEO dominance and executive human resource management system will affect top management team social integration, and the latter will promote aggressive competitive behavior. It also explores the performance implications of aggressive competitive behavior. Finally, it endeavors in opening the black box between executive human resource management system and firm performance. Anonymous questionnaires were distributed to firm executives, and the unit of analysis is firm level. Analyses with structural equation modeling confirmed most of our hypothesized relationships. CEO dominance is found to be negatively associated, but teamwork-oriented executive human resource management system is found to be positively related, with top management social integration. Top management team social integration will facilitate aggressive competitive behavior, and action speed matters with firm performance significantly. Finally, top management social integration and aggressive competitive behavior partially mediate the relationship of executive human resource management system and firm performance. Although strategic leadership research is prevalent, only few studies investigated the psychometric characteristics of top management team, even fewer paid attention to the impact of CEO power dominance on top management team¡¦s interaction. At the same time, strategic human resource management studies also put very few efforts on the topics of competitive behavior and top managers, although these issues should be critical sources of an organization¡¦s competitive advantage. This study is initiated to fill in these research gaps. Implications and limitations are discussed.

Peter Drucker said that ¡§knowledge is the most valuable property in the enterprise¡¨. While global economy model shifting to knowledge-based economy, it turns knowledge into the most important resource and strategy in an organization. Enterprises nowadays can not only transfer the invisible knowledge from employees to visible with the implementation of knowledge management, but also create higher values for the enterprises through the transferring, sharing, expanding, and value-adding of knowledge. This research is based on knowledge management, and its impacts and effects to enterprises. With reforming and remodeling process of a management consulting firm in the knowledge intensive industry, we explore its knowledge management strategies and its advances in the flows and architectures of knowledge management. Upon following the steps of knowledge definition, collection and filtering, the case-base is built with consulting and case practices. Based on the case-base, case-base reasoning (CBR) method is used to improve the diagnostic effects of the management consulting company. This knowledge management model could be expended to the other flows of consulting operations, in order to progress the overall consulting operation effects.

Under the trend of internationalization and changes of the competition sorts, the focus that the mankind regards to business management, shift from tangible assets management to human's intelligence and invisible managerial ability of the system gradually (Quinn et al., 1996). And most of the present administrators admit the human resources have already become the most important assets of firms. But that the human resources management practice is be influenced by the complicated situation factor of unique historical incident and other feelings, so that manifest the characteristic with indistinct cause and effect. Therefore, Wright & McMahan (1992) thought it was difficult for the human resources management practice to be imitated, moved or duplicated by other firms. So, it appears that whether the business management could be combined effectively with human resources management practices is difficult. This research shows that the complicated situation factor impact on firm's administrators have already turned into the invisible human resources values, and then influence the development of the human resource management practice. So, the composition of the values of human resources, the influence of human resource values on to organization, and situation factor that influencing the human resource values, become the subject hoped to explore in this research. This research investigates and analyses through the real examples, and gets the results as below: 1. Build up the frameworks (factors) of human resource values. (1) Human resource acquisition management: ¡§Talents attract¡¨, ¡§recruit honesty¡¨, and ¡§power consolidation¡¨. (2) Human resource development management: ¡§Talents development¡¨ and ¡§teamwork¡¨ (3) Human resource compensation management: ¡§Gain sharing¡¨, ¡§concern staff¡¨, and ¡§treating equally without discrimination¡¨. (4) Human resource maintenance management: ¡§Democratic and open¡¨, ¡§centralization¡¨, and ¡§self-restraint and acting on one's¡¨. (5) The entire human resource values: ¡§The staff acceptation¡¨. 2. Attitude that firms can be divided into three kinds of different types according to the difference of human resource values: (1) Firms with values of decentralization and achievement-induced; (2) Firms with values of centralization and respect to staff development; (3) Firms with values of conservatism, closed, and bureaucrat. 3. Firm's characteristics apparently influence on human resource values. ¡§Industry type¡¨ and ¡§staff's education¡¨ are the firm characteristics with main effect. Except the industry types and staff's education, firm characteristics apparently influence on the HR values through the reciprocal effect are ¡§staff number¡¨ and ¡§firm establish time¡¨. 4. Human resource values apparently influence on management performance ¡§Recruit honesty¡¨, ¡§treating equally¡¨, ¡§treats equally¡¨, ¡§self-restraint¡¨, and ¡§staff acceptation¡¨ are 4 values with apparent influence on managing performance. ¡§Gain sharing¡¨ show negative influence on staff productivity of the similar industry or more business in addition. 5. HR values types(clusters) apparently influence on comparative management performance of similar industry. Values clusters also apparently influence through the reciprocal effect on objective and subjective (or comparative) management performance in addition.

Organizational downsizing has been a popular business strategy widely used by enterprises all over the world since the 80¡¦s. Unfortunately, according to the findings of many investigations and researches, the results of downsizing are both positive and negative. Not only the improvements of firms¡¦ performance can¡¦t be ensured, it also brings the devastated consequences to employees. They eventually create chaos to the employees¡¦ families and to the entire society. In order to solve this important issue of the societies, this research reviewed the relative literatures across different research fields, such as organization change, strategy and strategic human resource management field. It found that firm¡¦s dynamic strategy capability and strategic human resource management practices, asserted by strategy and strategic human resource management field as the essential mechanisms for ensuring firm¡¦s competitive advantage, are the two key interventional variables between downsizing strategies and post-downsizing firm performance. Therefore, 110 MNCs and local Taiwanese companies were chosen as the samples to empirically prove the relationships among these variables. The insights and findings in this research may contribute to the theory development in organization change, strategy and strategic human resource management field and to the managerial practice as well.

Although the organizational life cycle is inevitable, each stage could be extended by some means or other. Besides, continuous innovation and revival could enable the organization not to move toward the decline stage easily or even to die. The Taiwanese industries are facing common new challenges--the internal market is not large enough and the global competition is becoming more rigid. While local industries, under a ceaseless change environment of innovation, are unable to compete with those from other major nations in terms of capital, cost, marketing channels and other resources, the specialized talents are becoming un-replaceable great assets to the local industries and the application of human resource management practices appears more and more vital. Therefore, this study attempts to explore the characteristics of organizational life cycle as well as the impact to and the human resources management practices by the linkage of the organizational life cycle and the human resources management practices. The purpose of this study is to investigate the inter-relationship between organizational life cycle and human resource management practices. In this study, organizational life cycle is defined as independent variable, and the organization life cycle various stages are defined by the eight constructs of the organization situation and the organization structure. On the other hand the human resource management practices are defined as dependent variable, including HRM planning, employment management, performance appraisal, training and development, and compensation. This study adopts a questionnaire survey and targets on various industries. As far as the data analysis is concerned this study adopts factor analysis, cluster analysis, and one-way ANOVA to define the various of organizational life cycle. Furthermore, using factor analysis and one-way ANOVA to examine the effect of organizational life cycle on human resources management practices. The findings of the study indicate as follows. (1) The organizational life cycle may be differentiated into five stages: start-up, growth, maturity, decline, and diversification. (2) The different stages of organizational life cycle show different characteristic, and the differences are very significant. (3) The organizational life cycle reveals the differences to a certain extent to the human resources management practices in terms of four factors, i.e. highly human resources planning, and emphasized talents selection, performance appraisal management, as well as training.