Abstract Innovation is a successful key of enterprise in the new generation, and enterprise creates extraordinary value by keeping innovate. Thurow(1996)pointed that mental industry will be the mainstream, and enterprise capability to innovate and use the mental ability is the key to get the competitive advantage. It means enterprise¡¦s assets shifted from the visible resources to the invisible assets, for example, intellectual capital and human capital. This transformation appears the important of human resource and leads the enterprise to pay attention on human resource management. As the reason, the enterprise¡¦s important issue is how to construct the human resource system for enterprise innovation needs and build the innovative culture. This study is using the case study approach. The main propose is analyzing the human resource practice of the prize innovation enterprises, how strengthens the organization innovation capability, and assisting the enterprises achieve the goal. This research also want to find the human resource practice to fit the different innovation flied, and conclude the innovative culture for prize innovation enterprises. To this propose, this research conclude the following result by interview material and literary. 1. Organizational innovation capability with different innovation flied for successful enterprise to innovate. 1.1 Successful product innovation depends on organizational market cognition capability, R&D technology capability, and cross-functional integration capability. 1.2 Successful process innovation depends on organizational R&D technology capability. 1.3 Successful marketing innovation depends on organizational market cognition capability and cross-functional integration capability. 1.4 Successful manage innovation depends on organizational cross-functional integration capability and financial capability. 2. Organizational innovative culture for the successful enterprise to innovate. 2.1 The input of innovative culture depends on the enterprise value emphasized, the leader support, and the resources give. 2.2 The process of innovative culture depends on well communication, clear authorization, and the staff to participate in. 2.3 The output of innovative culture depends on organization learning, try and error, and different thinking. 3. Concluding the human resource practice with different innovative flied for enterprises to innovate. 4. Concluding the human resource practice for enterprises to enhance different organizational innovation capability. 5. Proposing ¡§the innovative strategy map¡¨ as a practice guide in human resource practice. These results provide innovation enterprise not only to enrich organizational innovative culture, but also to enhance the organizational innovation capability for different innovation flied by operating the fit human resource practice. With this fit human resource practice, enterprise can have the biggest innovation achievement in different innovation flied.

In the recent years, companies began emphasize the employees¡¦ cognition on happiness and well-being to recruit and retain the talents and human resources. This study is to explore the factors influencing the employee¡¦s well-being cognition and the impacts of attitudes and behaviors from the employees¡¦ well-being. This study adopted the high-performance human resource practice (HPHRP) in organization level as the independent variable and the organizational identification, job involvement and job searching behavior in individual level as dependent variables. The employee¡¦s well-being was a mediator between the independent and dependent variables to examine the mediating effects. This research employed the questionnaire suvey to collect the data. To avoid the common method variance, the questionnaire is divided into two parts, one for the HR professionals, and another on for the general employees. The data was collected from fifty companies. Valid questionnaires from fifty HR professionals and 461 employees are included. The Hierarchical Linear Modeling (HLM) was used in the main hypotheses tests to examine the relationships among the variables. The results showed that the HPHRP of company has significant positive influences on employee¡¦s well-being, organizational identification, and job involvement, and has significant negative influence on job search behavior. Employee¡¦s well-being has positive influences on organizational identification and job involvement. Employee¡¦s well-being is also a mediator between the relationships HPHRP and organizational identification and job involvement of employee. Based on the results, this study proposed some empirical and practical suggestions.