It is important for corporation to maintain ¡§flexibility¡¨ in order to enhance core competitive edge and to respond to market change quickly. So to have flexible human resource measures is an important organization strategy. Since high-tech industry is going to be the trend for Taiwan, the research will begin with the high-tech industry and explore the relations between ¡§financial performance resulted from flexible work arrangement¡¨ and ¡§overall organization performance¡¨. In addition, the research will also discuss, with different organizational characteristics and various extent of manpower allocation measures, whether the financial outcome resulted from flexible human resource measures would have an impact on the overall organization financial performance outcome. Therefore, 344 questionnaires were distributed in Hsinchu Science District and high-tech companies in greater Taipei area. 69 valid questionnaires and 3 not valid questionnaires were collected in Hsinchu while 43 valid questionnaires were collected in northern Taiwan. There were in total 112 valid questionnaires. The research will analyze organization characteristics and conditions (such as the scale of business, total month of existence of the company since it was founded, capital structure, number of departments and number of rankings) with frequency distribution, descriptive statistics, and matrix. In addition, the research will also use ¡§linear association¡¨ to examine the influence ¡§the interrelations among organization background, measures¡¦ extent of flexibility, flexible measures and the extent of flexibility¡¨ has toward ¡§organization overall finance performance¡¨. On the other hand, we use ¡§related analysis¡¨ to explore the association between ¡§flexible measures¡¦ financial performance of job capacity, quantity and salary¡¨ and ¡§overall flexible finance performance¡¨. The findings are as below: 1. In the various flexible high-tech industry human resource measures, it is correlated from both the profit performance resulted from developing multi-task staff, and the overall organization profit performance. 2. It is negatively correlated between the performance resulted from non-typical employee or the fluctuated salary, and the overall organization profit performance. It can be found in the interviews that depending on the industry characteristics, the outcome of high-tech companies to out-source non-core operation and to adopt fluctuate salary is not as good as the outcome of conventional industries. 3. The more the number of departments is, the more detailed job specification is. So, by assigning these non-core operations to the non-typical employee, the cost of time and manpower can be saved and the effectiveness and efficiency can be increased. 4. The cost of hiring a foreign employee is way lower than that of hiring a native employee with similar work experience. Therefore, it can lower the human resource cost for high-tech industry to adopt high proportion of foreign employees. 5. The human resource cost here refers to ¡§salary cost, welfare cost, training cost, dismissal fee and retirement fee¡¨. In high-tech industry, it is highly emphasized on the employees¡¦ welfare and training. Employees¡¦ salary is pretty good, too. So, it should be carefully evaluated the cost of downsizing and retaining extra employees. From this we can see the significant influence of downsizing on the decrease of human resource cost. Although downsizing might jeopardize the morale, it is still a form of warning in certain way. 6. The more the number of departments is, the larger the scale of organization is. Many training cost or welfare measures can be cost-effective under the situation of larger economic scale. 7. On the other hand, from the valid questionnaire collected, we found that most non-typical staff is in the position of non-professional operations. This is different from what we found in the literature review ¡§to react to environment with flexibility, we should simplify organization design and manpower allocation, or outsource those non-core operations¡¨. Further exploration on this is required for future researchers to explore.

Thesis--University of Washington. / Vita. Another copy has number: Thesis 27200. Bibliography: leaves [125]-136.

The advancement of time has expedited the transfer of information, and the speed of technology evolution has also increased. Business enterprises can continue to increase its organization performance through organization innovation. Therefore organization innovation is the key success factor of future business enterprises. However, organization innovation is grounded on organization culture. Hence the research problem of this study is the influence of organization culture and innovation on performance. Companies in the Kaohsiung County and City were studied. Through questionnaire survey and data analysis, the following results were found: 1. Respondents expressed positive viewpoints toward influence of organization culture and innovation on performance. With respect to organization culture, bureaucratic and supportive types of culture showed more significant influence than innovative culture on organization performance. 2. The operation of organization culture and innovation showed positive influence on organization performance. The more emphasis is placed on the operation of organization culture and innovation, the more that a business enterprise can nurture its core competence and hence enhance its organization performance. ¡iKey Words¡j: Organization Culture, Organization Innovation, Organization Performance

The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan Abstract _______________________________________________________________________________________________________ In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan¡¦s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan¡¦s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance. This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that: 1. Besides the capital investment types of European and American have significant difference on ¡§work system¡¨, other types (in Taiwan and Japan) doesn¡¦t show any obvious discrepancies on ¡§HR flow¡¨, ¡§employee influence¡¨, ¡§reward system¡¨, ¡§HR value¡¨, ¡§competitive strategy¡¨ and ¡§organization performance¡¨. 2. American-invested businesses have negative impact on ¡§employee influence¡¨, that means they are inclined to use the human resources management system of ¡§cost reducers¡¨ on employee influence policy and thus have the lower degree of ownership that participated by employees. 3. HR value has significant positive effects on ¡§work system¡¨ and ¡§reward system¡¨, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the ¡§commitment maximizer¡¨ of ¡§work system¡¨ and ¡§reward system¡¨ and the more autonomy for employees, emphasis on employee¡¦s reward system and performance appraisal. 4. HR value and competitive strategy have positive effects on ¡§organization performance¡¨. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field. Key words: human resourses, competitive strategy, organization performance.

Este trabalho segue a premissa de que a administração financeira tem por objetivo maximizar a riqueza dos proprietários. Assim, se for considerado que a diversificação exerce algum tipo de influência no valor das empresas, é porque o mercado entende que existe um impacto no fluxo futuro de caixa e/ou no risco de mercado percebido. Segundo Li e Jin (2006, p. 20), existem diversos estudos sobre o efeito da diversificação dos negócios das empresas. Os estudos podem se distinguir entre aqueles que apontam para o benefício, para o custo e para insignificância da diversificação no desempenho das empresas. As vantagens da diversificação representam os motivos, para diversificar, que aumentam o valor de uma empresa e os custos da diversificação representam os motivos, para diversificar, que reduzem o valor de uma empresa. Considerando isso, as empresas deveriam diversificar os negócios até o ponto em que as vantagens de diversificar se igualem aos custos e vice-versa. Assim, este trabalho tem por objetivo geral verificar a existência de impactos da diversificação de produtos/negócios sobre a performance das empresas industriais listadas na Bovespa. Para este propósito, utilizaram-se duas metodologias: o Modelo I adaptado de Berger e Ofek (1995) foi aplicada em 37 empresas nos anos de 1997 a 2006, num total de 278 observações, cujo objetivo é avaliar o impacto da diversificação do portfólio de produtos/negócios no valor de mercado das empresas; o Modelo II adaptado de Li e Jin (2006) foi aplicado em 15 empresas, nos anos de 2000 a 2006, num total de 68 observações, cujo objetivo é avaliar o impacto da diversificação do portfólio de produtos/negócios das empresas no retorno para os acionistas. Com base nos testes do Modelo I, considera-se como mais forte a hipótese de relação curvilínea em U entre diversificação dos produtos/negócios das empresas e o valor de mercado destas. Os testes para o Modelo II apontaram para fortes evidências de relação curvilínea em U invertido da diversificação dos produtos/negócios das empresas e o retorno que estas proporcionam aos seus acionistas. Como pode ser percebido pelos testes dos modelos (I e II) existem fortes evidências de que à medida que a empresas se diversificam, elas perdem valor de mercado e aumentam o retorno para os acionistas até certo ponto, quando então passam a ganhar valor de mercado e reduzir o retorno para os acionistas. Seguindo o argumento de Li e Jin (2006) as empresas com maior retorno para os acionistas têm menor valor de mercado em função do desconto pelo maior risco percebido e as empresas com menor retorno têm maior valor devido ao menor risco percebido. Este argumento justifica a curva inversa para os testes para a relação entre valor de mercado e diversificação do Modelo I e retorno para os acionistas e diversificação do Modelo II. / This work follows the assumption that financial management aims to maximize the wealth of shareholders. Thus, if we consider that diversification exerts some kind of influence on the value of the firm this is because the market understands that there is some impact on its expected future cash flow and (or) risk. According to Li and Jin (2006, p.20), there are many studies on the effects of firms business diversification. These can be distinguished between those that focus on the benefits, costs and ineffectiveness of diversification on firms performance. The advantages of diversification represent the reasons to diversify that increase the firms value. On the other hand, the costs of diversification represent the reasons to diversify that reduce the firms value. Considering this, firms should diversify theirs business until the point in which the advantages of diversification equal the costs and vice versa. Bearing this in mind, this work aims to verify what the impacts of diversification of products / business lines are on the performance of firms listed on the São Paulo Stock Exchange (Bovespa). To do so, two methodologies were applied: (I) Model I, adapted to Berger and Ofek (1995), was applied on a set of 37 companies between the years 1997 and 2006 totalizing 278 observations, the purpose being to evaluate the impact of diversification of these companies products / business lines portfólio on their value; (ii) Model II, adapted to Li and Jin (2006), was applied on a set of 15 firms between the years 2000 and 2006, totalizing 68 observations, the purpose being to evaluate the impact of diversification of these companies product / business lines portfólio on the returns to shareholders. Based upon the tests of the Model I, the stronger hypothesis considered was that of a curved-line U-shaped relationship between the diversification of these companies products / business lines and their market value. The test carried out for Model II point to strong evidence of a curved-line inverted U-shaped relationship between the diversification of these companies products / business lines and their market value. As can be observed by the tests of Models I and II there is strong evidence that suggests that as firms diversify they lose market value and increase the return to shareholders, this until a certain point in which they start gaining market value and reduce return to their shareholders. Following the argumentation of Li and Jin (2006), firms with higher returns to shareholders have lower market value, this resulting from the discount associated to higher perceived risk. On the other hand, firms with lower returns have higher market value given lower perceived risk. This argument justifies the inversed curve result for the tests for the relationship between market value and diversification of the Model I and the returns to shareholders and diversification of Model II.

Este trabalho segue a premissa de que a administração financeira tem por objetivo maximizar a riqueza dos proprietários. Assim, se for considerado que a diversificação exerce algum tipo de influência no valor das empresas, é porque o mercado entende que existe um impacto no fluxo futuro de caixa e/ou no risco de mercado percebido. Segundo Li e Jin (2006, p. 20), existem diversos estudos sobre o efeito da diversificação dos negócios das empresas. Os estudos podem se distinguir entre aqueles que apontam para o benefício, para o custo e para insignificância da diversificação no desempenho das empresas. As vantagens da diversificação representam os motivos, para diversificar, que aumentam o valor de uma empresa e os custos da diversificação representam os motivos, para diversificar, que reduzem o valor de uma empresa. Considerando isso, as empresas deveriam diversificar os negócios até o ponto em que as vantagens de diversificar se igualem aos custos e vice-versa. Assim, este trabalho tem por objetivo geral verificar a existência de impactos da diversificação de produtos/negócios sobre a performance das empresas industriais listadas na Bovespa. Para este propósito, utilizaram-se duas metodologias: o Modelo I adaptado de Berger e Ofek (1995) foi aplicada em 37 empresas nos anos de 1997 a 2006, num total de 278 observações, cujo objetivo é avaliar o impacto da diversificação do portfólio de produtos/negócios no valor de mercado das empresas; o Modelo II adaptado de Li e Jin (2006) foi aplicado em 15 empresas, nos anos de 2000 a 2006, num total de 68 observações, cujo objetivo é avaliar o impacto da diversificação do portfólio de produtos/negócios das empresas no retorno para os acionistas. Com base nos testes do Modelo I, considera-se como mais forte a hipótese de relação curvilínea em U entre diversificação dos produtos/negócios das empresas e o valor de mercado destas. Os testes para o Modelo II apontaram para fortes evidências de relação curvilínea em U invertido da diversificação dos produtos/negócios das empresas e o retorno que estas proporcionam aos seus acionistas. Como pode ser percebido pelos testes dos modelos (I e II) existem fortes evidências de que à medida que a empresas se diversificam, elas perdem valor de mercado e aumentam o retorno para os acionistas até certo ponto, quando então passam a ganhar valor de mercado e reduzir o retorno para os acionistas. Seguindo o argumento de Li e Jin (2006) as empresas com maior retorno para os acionistas têm menor valor de mercado em função do desconto pelo maior risco percebido e as empresas com menor retorno têm maior valor devido ao menor risco percebido. Este argumento justifica a curva inversa para os testes para a relação entre valor de mercado e diversificação do Modelo I e retorno para os acionistas e diversificação do Modelo II. / This work follows the assumption that financial management aims to maximize the wealth of shareholders. Thus, if we consider that diversification exerts some kind of influence on the value of the firm this is because the market understands that there is some impact on its expected future cash flow and (or) risk. According to Li and Jin (2006, p.20), there are many studies on the effects of firms business diversification. These can be distinguished between those that focus on the benefits, costs and ineffectiveness of diversification on firms performance. The advantages of diversification represent the reasons to diversify that increase the firms value. On the other hand, the costs of diversification represent the reasons to diversify that reduce the firms value. Considering this, firms should diversify theirs business until the point in which the advantages of diversification equal the costs and vice versa. Bearing this in mind, this work aims to verify what the impacts of diversification of products / business lines are on the performance of firms listed on the São Paulo Stock Exchange (Bovespa). To do so, two methodologies were applied: (I) Model I, adapted to Berger and Ofek (1995), was applied on a set of 37 companies between the years 1997 and 2006 totalizing 278 observations, the purpose being to evaluate the impact of diversification of these companies products / business lines portfólio on their value; (ii) Model II, adapted to Li and Jin (2006), was applied on a set of 15 firms between the years 2000 and 2006, totalizing 68 observations, the purpose being to evaluate the impact of diversification of these companies product / business lines portfólio on the returns to shareholders. Based upon the tests of the Model I, the stronger hypothesis considered was that of a curved-line U-shaped relationship between the diversification of these companies products / business lines and their market value. The test carried out for Model II point to strong evidence of a curved-line inverted U-shaped relationship between the diversification of these companies products / business lines and their market value. As can be observed by the tests of Models I and II there is strong evidence that suggests that as firms diversify they lose market value and increase the return to shareholders, this until a certain point in which they start gaining market value and reduce return to their shareholders. Following the argumentation of Li and Jin (2006), firms with higher returns to shareholders have lower market value, this resulting from the discount associated to higher perceived risk. On the other hand, firms with lower returns have higher market value given lower perceived risk. This argument justifies the inversed curve result for the tests for the relationship between market value and diversification of the Model I and the returns to shareholders and diversification of Model II.

ABSTRACT All companies want to make profits and will be globalized, but how do they get it? Human resource management must be the key point. Corporate cultures and business strategies try to catch changing environment. How do they affect human resource systems especial in staffing strategies and organization performances? We have 106 effective samples from 1.Taiwan¡¦s 5000 Top manufacture corporations surveyed by CHINA CREDIT INFORMATION SERVICE, LTD. in 2002. 2. Association of Taichung Human Resource Managers. The effective recover rate was 19.2% and then used the SPSS & LISREL software to analyze our questionnaire. The main conclusions of our research are¡G 1.The different corporate culture firms can be classified four types by the two dimensions of flexibility and external focus. Each of the four types has significant deviation. 2.The different business strategy firms can be classified four types by the two dimensions of innovation and market range. Each of the four types has significant deviation. 3.The corporate cultures and business strategies affect organization performances through the staffing strategies

Now, private and public service industries accounted for 68%GDP. It's almost the same as developed countries. Further, the service industries will be more and more important in Taiwan. Because, a service marketing and management filed has evolved that views the management of service firms differently from the management of manufacturing firms, the HRM of service industries is also different from that of manufacturing firms. In this article, I propose that ¡§HR practices¡¨ would yield increased¡§organization performance",and get increased ¡§organization performance¡¨through the fit of ¡§corporate strategy¡¨. In this article, the questionnaires were summarized the studies about HRM practice and corporate strategies in the service. Then, I implemented the empirical survey. The sample were the service firms that having sustainable competitive advantage. The survey had a response rate of 29 per cent, with a useable sample of 80 establishments. I examine the data using hierarchical regression, ANOVA analysis. In the article, the empirical survey shows that: 1. HR practices in service firms are of seven factors: (1) self-directed team operation (2) To use technologies or software to support employees's tasks. (3) To value employee security (4) multiple and elaborate assessment policy (5) the selection of preferring the candidates that having high skills and knowledge. (6) To value the training, coaching and mentoring. (7) The incentive policies depend on the performance. 2. There is a positive relationships and effect between HR practices and organization performance. 3. Differences of human resource management practices due to the differences of organization performance. 4. The corporate strategy has the moderating effects on the relationship between human resource management practices and organization performance. The main contribution of this article is that I try to discover the relationship between HR practices and organization performance through the two perspectives: universalistic perspective and contingency perspective. I find out the core HR practices and the HR practices that fit the corporate strategy.

In the past research studies, we found that most researchers focused more on the process, degree or factors regarding the localization of managers. They did not further find out what the key success factors are if a company really wants to pursue the success of localization. Therefore, this research is focused on the key success factors of localization and organization performance of Taiwan companies with subsidiaries in Mainland China from the perspective of human resource management. Here we use culture difference and organization trust as moderators. Sampled by the subsidiaries of Taiwan companies in Mainland China, the research was conducted by questionnaire survey. The conclusion we drew from analyzing 107 effective questionnaires are the following: First, human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers. Second, considering organization performance, human resource development has a positive impact on non-financial performance. Third, human resource planning has a positive impact on the success of localization in terms of culture difference. Finally, human resource planning, the interaction between managers and employees, and the trust which a manager places on an employee plays a positive role on improving the quality and quantity of local managers.

none