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.¡¨

The trend of low-birth rate is a crisis for schools to run. Especially for the schools, the doomed disadvantaged ones, in off-shore islands in Penghu County, an archipelagic county in Taiwan, to be closed or merged could be a huge barrier for the education-development. Therefore, to think out the development model of characteristic schools, and make use of the advantages of the small-scale in schools and classes to combine the special natural environment and cultural historical resources, and then construct a special and innovation regional program in order to increase the value of education and operate marginal profits. The purpose of this study is to explore the strategies of characteristic schools¡¦ innovative management and the critical successful factors on the transforming of primary schools in Penghu County. Finally, conclusions and suggestions will be made to find other ways rather than ¡§keep¡¨ or ¡§abolish¡¨ the schools. The study uses the qualitative research with depth interviews as an applied method. We adopt the purposive sampling method, to sample from the principals, teachers (including the mainland and the off-shore islands of Penghu, and the representative areas of townships and cities), superintendents who deal with correlative affairs in educational administration organizations, the specialists and scholars. Our findings can be classified into two parts¡G 1. The critical factors of primary schools transforming into characteristic schools. i. The administration management should stress on the planning and improvement of software and hardware. The leaders must possess the right opinions, and use strategies to cohere common consensus, to make use of teachers¡¦ specialty elastically and give rewards and punishments properly. ii. Special programs and teaching design should be planned by a professional group in an innovative way. The network information platform must be constructed and integrated with teaching. The contents of program should focus on the local characters. iii. Knowledge sharing is important. They must build a learning organization and improve their mental models. The website is the way to be used as the knowledge management platform and the professional capability could be improved by knowledge sharing and invigoration. iv. The integration of strategic alliance¡GSchools are divided by townships to form a characteristic group. The educational circles and industrial circles could become fellowship in a mutual beneficial condition. 2. The strategies of developing characteristic schools and innovation management of primary schools in Penghu County. i. The short-term target¡GThe improvement of the professional skill of teachers, the integration of human resource. ii. The mid-term target¡GTo develop a strategic alliance and construct a learning platform by network. iii. The long-term target¡GTo combine the environmental education and local cultural education and invent a special travel study model. The study also advances that the educational administration organization should subsidize to establish a group to promote the characteristic schools. The schools should become a learning organization and strengthen the strategic alliance between schools. The principal should have a innovative management opinion and to teach by personal example.

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.

Background It is believed that the fourth industrial revolution (4IR) will bring about unprecedented change to the world, ultimately having such a deep impact that some argue it may change human life at its core. It is believed that many organisations will not survive the radical disruption that will ensue. On the contrary, some authors have argued that the 4IR will bring about many benefits and opportunities for organisations, as with previous revolutions, provided it is managed effectively by business leaders. Rationale for the research study There is a growing consensus that existing leadership styles and management practices may not be suitable for organisational performance for the 4IR. It has, therefore, been suggested that different theories, models or approaches to leadership will be required if organisations are to remain competitive and sustainably successful in a business context that will look very different to what leaders have been accustomed to. It is argued here that Leadership 4.0 and innovative management practices, may have merit in this context. Aim of the study This present study was an exploratory attempt to investigate the relationship between Leadership 4.0, innovative management practices and organisational performance capabilities for the 4IR. For the purposes of this study, 1) a range of leadership theories/models/approaches/styles, including Transactional Leadership, Transformational Leadership and Leadership 4.0; 2) innovative management practices, including human resource management, organising and information sharing, risk management and stakeholder management as they compare to the old and new economy; and 3) organisational performance capabilities, including human capital, digital risk management and business model value creation were investigated. Research Design, Sampling and realised sample An exploratory research design was followed, utilising a mixed method approach. A crosssectional approach was taken to data collection, with a composite questionnaire designed for the purpose of this study utilised to collect data. A realised sample of n=61 respondents, mainly 4 from local, privately owned, knowledge-intensive organisations was obtained using a convenience sampling approach. Statistical analyses Pearson correlation and hierarchical multiple regression were utilised to estimate the relationships among the abovementioned constructs. Mediation analyses utilising the PROCESS macro was employed to test whether the relationship between Leadership 4.0 and organisational performance capabilities was mediated through innovative management practices. Results Statistically significant positive relationships were found between Leadership 4.0, Innovative Management Practices and Organisational Performance Capabilities. A regression model indicated that Leadership styles statistically significantly predicted the most variance in Organisational Performance Capabilities. Results further determined that Transactional Leadership explained a unique variance in risk management and digital risk management. Lastly, the test for mediation indicated that innovative management practices partially mediated the relationship between Leadership 4.0 and organisational performance capabilities. Findings: Findings from the results supported various discussions and studies in the literature and in practice that leadership, specifically Leadership 4.0, is an important element to navigating the uncertainties and challenges presented by the 4IR. Further evidence was also found in support of contingent leadership theories. Managerial Implications The findings of the present research study holds a practical implication for organisations in that the findings support the literature suggesting that leadership is a key element in organisational performance capabilities, specifically for survival and sustainability for the 4IR. The findings further contributes to a growing body of knowledge surrounding the 4IR, leadership, innovative management practices and organisational performance fields of research.

本研究旨在探討高級中學校長分布式領導與學校創新經營之現況，不同背景變項教師知覺分布式領導與學校創新經營之差異，高級中學校長分布式領導與學校創新經營之關係，及分布式領導對學校創新經營的預測力。 本研究對象為臺中市公立高級中學學教之教師，以「高中校長分布式領導與學校創新經營調查問卷」為研究工具，正式施測有效樣本共531位。所得資料分別以描述性統計、獨立樣本t考驗、單因子變異數分析、皮爾遜積差相關和逐步多元迴歸等統計方法進行考驗。研究結論如下： 一、公立高級中學教師所知覺的校長分布式領導為中上程度。 二、公立高級中學教師所知覺的學校創新經營屬中上程度。 三、不同背景變項之公立高級中學之教師所知覺的分布式領導有顯著差異。 四、不同背景變項之公立高級中學之教師所知覺的學校創新經營有顯著差異。 五、公立高級中學之校長分布式領導與學校創新經營之間有顯著的正相關。 六、不同程度分布式領導在學校創新經營整體與各構面的表現有差異。 七、校長分布式領導能有效預測學校創新經營。 最後，根據上述結論提出建議，供高級中學教育人員、教育行政機關、及後續研究者進行相關研究之參考，期有裨於學校教育之進步與發展。

This Master´s thesis entitled Implementation of management 2.0 principles in Czech businesses focuses on innovative ways of managing companies and their employees. The aim of the work is to evaluate based on qualitative research to what extent and in what form are management 2.0 principles pursued in the Czech business environment. The theoretical part contains definitions of basic management concepts, reasons of management model innovation and description of management practices used in both traditional and alternative management. Based on academic literature, the theoretical part prepares the ground for practical work. The practical part is in addition to the analysis of available information based primarily on interviews with managers and employees of Czech companies that are outwardly practicing various approaches to management 2.0. The work is beneficial especially to business executives and management students, who can deepen their knowledge about management trends in the 21st century. The thesis can serve to future job applicants as a source of valuable information on innovative employers on the Czech market.

The rapid convergence of collaborative technologies, democratisation of digital communication and consumerisation of Smart Grid infrastructure (i.e.: smart metering and distribution substation automation) have faltered the efficacy of centralised command-and-control and its insular sub-culture. For complex firms in today's creative economy, this infers that management innovation (MI)—“an induced managerial capacity to search for novel ways to create value”, is rapidly becoming liabilities unless it is innovatively managed for overcoming the inertia of discontinuity opportunities. The raison d'être of this thesis is to investigate the generative managerial processes through which MI can be fostered for experimentation and innovatively managed for acceleration. It comprises four qualitative case studies that involved in-depth interviews, surveys, public records and archival documentaries of four Canadian energy and utilities organisations. The conclusions are fascinating both expected and unanticipated. I found that many, if not most, of the contemporaneous routines of pyramidal target-setting and benchmark-driven cultures are ubiquitously evident. Business planning and risk management still function, albeit the objects of those tenets are different. These quasi-objects include, but are not limited to, organic structures, web-enabled paradigm, pragmatic mindset of middle-down-up crowdsourcing and fragmented evaluation of efforts to evoke the innovative management of management innovation (IMMI). Further adjacent to the quest for driving renewed growth, a new governing dynamic is hinging upon the IMMI that forges a pattern for resiliency and sustainability. Managers capitalise on the epistemic IMMI to regain competitive advantage while enduring endogenous fiefdoms and exogenous disruptions. They catalyse information semantically, harness collective capability effectively, stage prolifically faster MI experimentations and accelerate the cycle of MI more pervasively. I henceforth propose a unified managerial process, dubbed the "Cloverleaf 4S Model" (Strategise—Synchronise—Steward—Sustain). Implicit in this approach, managers believe that their finely-tailored practices epitomise an evolutionary process of deliberate selection in the pursuit for distinctive MI capabilities and expanding authority dynamics in the managership. This allows for self-adaptive mechanisms shifting from silos to swarming as well as the indigenous aspects of IMMI practices—exaptation, cognitive flexibility, speed to adaptation and executional excellence. The implication of this study presents heuristical insights to managers in galvanising perennial innovation and unlocking their IMMI to build an agile, intelligent enterprise.

本研究旨在探討國民小學的公共關係、組織創新經營與學校效能之關係，以瞭解目前國內國民小學推動公共關係的情形，以及確認組織創新經營與學校效能之高低情形，以作為國民小學行政實務運作的參考，以達成學校校務革新與發展的目的。 本研究採用調查研究法，並根據研究目的，研究問題及文獻探討結果，編製「國民小學公共關係、創新經營與學校效能現況調查問卷」進行預試，並依據因素分析結果編製正式問卷進行調查研究。本研究以台灣地區公立國民小學的教師為母群體，依北、中、南、東四區以分層隨機抽樣方法進行抽取樣本，總計抽取1375 位國小教師，回收有效樣本1023人。問卷調查結果採用描述性統計、Pearson積差相關、t 檢定、單因子變異數、多元迴歸分析、結構方程模式等統計方法進行分析。 本研究之主要發現如下： 一、國民小學公共關係實際情況良好，並以「成果回饋」為最佳。 二、國民小學創新經營表現良好，並以「行政運作創新」為最佳。 三、國民小學學校效能實際情況良好，並以「溝通協調」最佳。 四、國民小學公共關係、創新經營與學校效能三者間具有正向的關聯。 五、國民小學公共關係及創新經營的分層面對學校效能有正向預測作用。 六、國民小學公共關係可透過組織創新經營，增強對學校效能的正向影響力。 依據以上之研究發現，本研究對教育行政機關、學校與未來研究分別提出以下建議： 一、對教育行政機關之建議： （一）應給予教職員工更多進修機會，鼓勵終身學習。 （二）提供具體策略，有效降低小型與大型學校辦學壓力。 （三）將公共關係與創新經營之課程納入培育課程中。 （四）訂定獎勵辦法推動學校行銷與創新。 二、對學校之建議： （一）加強教師參與，使所有成員共同參與校務推動。 （二）尊重資深教師之經驗及意見，善用人力資源。 （三）積極鼓勵教職員工進修以落實終身學習理念。 （四）提供與建置相關資源，鼓勵教師發揮創造力。 （五）都會區大型學校，應強化溝通機制，追求團隊合作。 三、對未來研究之建議： （一）研究對象方面，建議擴大研究群體。 （二）研究方法方面，建議兼採質性研究。 （三）研究變項方面，建議納入其他變項進行分析。 / The main purposes of this study are: (1) to understand the present condition of public relations, organization innovative management, and school effectiveness in the elementary schools; (2) to analyze the diversity of different background variables in public relations, organization innovative management, and school effectiveness in the elementary schools; (3) to discuss the relationships among the public relations, organization innovative management, and school effectiveness in the elementary schools; (4) to investigate the preditive analysis of public relations, organization innovative management, and school effectiveness in the elementary schools; (5) to conclude the path relationships among public relations, organization innovative management, and school effectiveness in the elementary schools. The present study applied literature analysis and questionnaire survey method. According to related literature, the theoretical foundation was constructed and “Elementary School Public Relations, Organization Innovative Management, and School Effectiveness Survey Questionnaire” was organized. 117 elementary schools were chosen randomly from north, central, south, and east regions in Taiwan. Totally there were 1023 elementary school teachers. Subjects’ viewpoints about elementary school public relations, organization innovative management, and school effectiveness were collected. The data were analyzed by descriptive statistics, one-way ANOVA, Pearson product-moment correlation, stepwise regression, and structural equation modeling. The findings of this research were as follows: 1. The perceptions from the elementary school teachers about public relations are positive. And “outcome feedback” is the highest. 2. The perceptions from the elementary school teachers about organization innovative management are positive. And “administration operation” is the highest. 3. The perceptions from the elementary school teachers about school effectiveness are positive. And “communication and coordination” is the highest. 4. There are significant relationships between school effectiveness and public relations as well as between school effectiveness and organization innovative management. 5. Public relations and organization innovative management can effectively predict school effectiveness. 6. The results from the structural equation model indicated that there is a positive indirect effect between public relations and school effectiveness when organization innovative management served as a mediator variable. Based upon the findings, some suggestions are addressed for educational administrators, elementary schools, and future researchers. 1. For educational administrators (1)Provide more opportunities of further education and encourage lifelong learning. (2)Administer effective and concrete strategies about lower stress in large and small school management. (3)Include public relations and innovative management among the curriculum of administrator preparation. (4)Prompt school marketing and innovation by reward. 2. For elementary schools (1)Amplify the scope of teacher participation in school management. (2)Respect senior teachers’ experiences and opinions by human resource management. (3)Encourage school members to participate in further education and achieve the vision of lifelong learning. (4)Provide correlative resources and encourage teachers to amplify creativity. (5)Reinforce communicative mechanism and pursuit team cooperation in large and urban schools. 3. For future researchers (1)The samples should be expanded. (2)Qualitative studies should be adopted to make more in-depth data. (3)More demographic variables and environmental variables should be added.

本研究旨在瞭解國民小學校長運用品牌領導與學校創新經營關係之指標、內涵與現況，並 且探討與預測其關係，進而建構及驗證其互動模式，並依研究結果提出建議。 首先，進行初步文獻探討，作為本研究之研究架構的理論基礎；其次，實地訪談五位在現 場服務之國民小學校長，並依據教育部編製之九十七年度國民小學名錄中抽樣二十三縣市之公 私立國民小學，回收情形為預試問卷調查80 位國民小學校長，正式問卷269 位國民小學校長， 驗證問卷121 位國民小學校長，共抽樣700 位國民小學校長，總共回收470 份調查問卷，有效 問卷470 份，以分析現況、驗證理論；最後，依據研究結果進行討論與結論建議。研究主要發 現如下： 一、 國民小學校長運用品牌領導與學校創新經營關係的指標、內涵及其現況 （一） 國民小學校長運用品牌領導包括「學校品牌領導架構與流程」、「學校品牌識別與定位」 與「校長實施品牌領導的計畫」三個向度；除分向度「校長實施品牌領導的計畫」向 度得分為高程度外，整體與其他二個分向度得分均為中高，其中以「校長實施品牌領 導的計畫」得分最高。 （二） 國民小學校長之學校創新經營包括「行政管理創新」、「教學專業創新」、「知識管理創 新」、「公共關係創新」、「資訊科技創新」，以及「學校建築創新」六個向度；除「學校 建築創新」向度得分為中高程度，整體與其他向度得分皆為高程度，其中以「公共關 係創新」得分最高。 二、 不同背景變項在國民小學校長運用品牌領導與學校創新經營之差異情形 （一） 不同背景變項在國民小學校長運用品牌領導的得分方面：研究發現在性別、總服務年 資、學校所在區域有顯著差異。 （二） 不同背景變項在國民小學校長之學校創新經營的得分方面：研究發現在性別、總服務 年資有顯著差異。 三、 國民小學校長運用品牌領導與學校創新經營之相關情形 整體國民小學校長運用品牌領導與國民小學校長之學校創新經營間呈顯著中度正相關，國 民小學校長之學校創新經營各分向度中，以行政管理創新與國民小學校長運用品牌領導總量表 之相關程度最高。 四、 國民小學校長運用品牌領導各向度對國民小學校長之學校創新經營的預測情形 國民小學校長運用品牌領導之學校品牌領導架構與流程、學校品牌識別與定位與校長實施 品牌領導的計畫變項對整體國民小學校長之學校創新經營有顯著的預測力。 五、 國民小學校長運用品牌領導各向度對國民小學校長之學校創新經營的互動模式各項適 配度指標良好 上游潛在變項「國民小學校長運用品牌領導」對下游潛在變項「國民小學校長之學校創新 經營」具有顯著的影響力。 最後，本研究根據研究發現，提出相關建議，俾提供教育行政機關、國民小學校長們以及 後續研究參考。 / The main purpose of this study is to investigate the relationship of the elementary school principals utilizing the brand leadership and the school innovative management. This study included literature analysis, interview, and questionnaire survey to be the survey methods. The purpose of literature analysis was aimed to explore the brand leadership and school innovative management. The purpose of interviewing 5 experts was aimed to get more opinion and information about school brand leadership and school innovative management. Based on arranging related theory, document, and opinion, researcher made the questionnaires of this study. The subjects of the questionnaire included the principals of elementary school in 23 cities and counties of Taiwan. The data of this study was analyzed 470 sampling subjects by description statistics, t-test, correlation and ANOVA, Multiple Regression and LISREL model. According to the statistics analysis of the questionnaire, we can get the following results. A. In the aspect of the principals of elementary school utilizing the brand leadership a. The school brand leadership includes three parts, which are (1) the structure and process of school brand leadership, (2) recognizing and stating school brand, (3) principals utilize the plans of brand leadership. Except for the perception of “principals utilize the plans of brand leadership” was high degree of these three parts, other aspects were above average. For all, the best dimension is “principals utilize the plans of brand leadership”. b. Principals’ sexual, total years of servicing, and school site have significant influences on school brand leadership. B. In the aspect of the principals of elementary school operating the school innovative management a. The school innovative management includes six parts, which are (1) the innovation of administration and management, (2) the innovation of professional teaching, (3) the innovation of knowledge management, (4) the innovation of public relationship, (5) the innovation of information technology, (6) the innovation of school building and facilities. Except for the perception of “the innovation of school building and facilities” was above average, other aspects were high degree. For all, the best dimension is “the innovation of public relationship”. b. Principals’ sexual, total years of servicing have significant influences on school innovative management. C. In the aspect of the relationship between the principals of elementary school utilizing the brand leadership and school innovative management a. There was positive correlation and regression existed among the principals of elementary school utilizing brand leadership and school innovative management. b. The principals of elementary school utilizing brand leadership did promote school innovative management. In the last part, according to the findings and results, the researcher proposed some suggestion for the educational officers and the principals of elementary school, hoping to benefit the improvement and development of education of elementary school in the future.

本研究針對幼稚園園長為對象，旨在瞭解創意人格特質與創新經營之內涵與現況，探討其關係，進而建構及驗證其互動模式，並依據研究結果提出建議。 首先進行文獻探討，作為架構研究之理論基礎；接著，邀請八位教育專家填寫專家意見問卷、問卷調查750位幼稚園園長（區分為北中南三區域，共發出750份問卷，有效卷481份）、訪談三位教育現場實務者，以分析現況，驗證理論；最後，依據研究果進行討論與結論建議。本研究主要發現如下： 一、幼稚園園長知覺創意人格特質對創新經營具重要性 二、不同背景變項的幼稚園園長在創意人格特質及創新經營達顯著差異 三、知覺創意人格特質不同程度對創新經營表現上有顯著差異 四、創意人格特質與創新經營具有關連性 五、驗證創意人格特質對創新經營模式佳 / The main purpose of this study was to investigate the creative personality and innovative management of kindergarten principals in Taiwan. The study included literature analysis, survey method with an interview, and survey method with a questionnaire.The purpose of literature analysis was aimed to explore the creative personality and innovative management of kindergarten principals. The purpose of survey method with 8 specialists were aimed to explore the opinions of specialists. Questionnaire of survey based on opinions of kindergarten principals about the creative personality and innovative management of kindergarten principals. The subjects of the questionnaire included principals of the kindergarten in Taiwan.