Abstract In the few years, because of so many incentives, such as low-paid but high-quality workers and the huge demands of the people, the Mainland China attracts a lot of international corporations to invest. Of course, the minor enterprises of Taiwan, the center people of Taiwan and the pioneers to be internationalized, won¡¦t be absent in this tide of investing. However, in the past reports those used the minor enterprises of Taiwan as the projects, they did more researches about the internationalization procession, or just made some discussions from the view of the internet about the extent of their internationalization or the performance of their operation; but less about the elements and the strategies of their operation in the strange places. Besides, it¡¦s still hard to have the whole understandings, if we only discussed the international investing of the minor enterprises of Taiwan just from the view of the internet. The reason is that the minor enterprises faced some problems of themselves internally, such as small organization and the lack of resources; so it¡¦s hard to talk about competing with someone in some place externally. Therefore, I combined the Network Relation with the Resource-base View, and refer to the Diamond Model, to discuss the internal and the external elements and the strategies in the procession of the growth and the operation of the minor enterprises of Taiwan. I hope those elements and the strategies can be the references for the following minor enterprises of Taiwan when they decide to invest in the Mainland Chain. Because the territory of the Mainland Chain is so huge that the main areas in this research will focus on the Taiwan enterprises those weren¡¦t mentioned too much in the past reports and are presently growing vigorously in the Zhejiang Province. Besides, the elements and the strategies found from the Taiwan enterprises in Zhejiang will be more valuable, because these enterprises faced more fierce competition caused the local private enterprises of Zhejiang also growing very vigorously. After deeply discussing with four enterprises, it came to the conclusion as follows: Because the minor enterprises have some disadvantages congenitally, when they are going to do the international investment, they should pay more attention to the invisible resources; especially the construction of the Core competence. In other words, they should gather the limited resourced in the niche and professional market to make their construction sound and sane step by step. Moreover, it¡¦s really necessary to establish the thick and fast network relationship rapidly in the procession of the accumulation. In addition, the business ambition of the leader is the key point for the continuous growth of the minor enterprises of Taiwan.

<p>In today’s society there is an ongoing debate concerning gender distribution amongst the top executives and there is a clear distinction between the men and women in leading positions. The reason for this can be because men and women to a certain degree conduct leadership differently. It is said that men are more focused on task oriented leadership while women seem to focus on a relation oriented and more interactive leadership. A leader’s success could be due to his or her ability to set up and use a network. Through professional networks a leader can get in touch with other people with similar life and work conditions and therefore this study was conducted to examine what effects the professional female network has contributed in the career developments of female top executives?</p><p>To answer the question the study begins with the collections of theoretical knowledge concerning the subject followed with in-depth interviews from picturing the real world. With the help of four female top executives, who all are active in the professional female network, empirical data could be collected to be compared with the theoretical references. The study showed that the professional female network had no major impact on the career advancement with the female top executives but that on the other hand it contributed to the personal development.</p><p>For women the work realm and the private realm are closely interconnected which means that family situations have constitute a problem for career advancement for female top executives. The opportunities female top executives encounter lies on the fact of being a woman as they then stand out on the claimed gender distribution.</p>

In today’s society there is an ongoing debate concerning gender distribution amongst the top executives and there is a clear distinction between the men and women in leading positions. The reason for this can be because men and women to a certain degree conduct leadership differently. It is said that men are more focused on task oriented leadership while women seem to focus on a relation oriented and more interactive leadership. A leader’s success could be due to his or her ability to set up and use a network. Through professional networks a leader can get in touch with other people with similar life and work conditions and therefore this study was conducted to examine what effects the professional female network has contributed in the career developments of female top executives? To answer the question the study begins with the collections of theoretical knowledge concerning the subject followed with in-depth interviews from picturing the real world. With the help of four female top executives, who all are active in the professional female network, empirical data could be collected to be compared with the theoretical references. The study showed that the professional female network had no major impact on the career advancement with the female top executives but that on the other hand it contributed to the personal development. For women the work realm and the private realm are closely interconnected which means that family situations have constitute a problem for career advancement for female top executives. The opportunities female top executives encounter lies on the fact of being a woman as they then stand out on the claimed gender distribution.

Virtuelle Unternehmen, definiert als temporäre Zusammenschlüsse rechtlich unabhängiger Organisationen zum Zwecke der Auftragsabwicklung, gelten als eine theoretisch höchst effiziente Organisationsform. Sie sind aber dafür bekannt, dass sie leicht zerbrechen, und werden von den Teilnehmern als schwer zu managen empfunden. Von daher finden sie nicht die weite Verbreitung, wie es in den Augen von Wirtschaftspolitikern ökonomisch wünschenswert wäre. Ein Grund liegt darin, dass die einzelnen Partner des Netzwerkes nur vorübergehend zu Projektzwecken als einheitliche Organisation auftreten und parallel dazu weiterhin ihre einzelbetrieblichen Interessen verfolgen. Dabei können die Belange des gemeinsamen Ziels leiden.