Abstract In recent years, the amounts of non-profit organizations (NPO) have grown rapidly because of the social needs in Taiwan, and therefore their value and significance should not be ignored. But these organizations still face the difficulties from management. As Peter Drucker said, non-profit organizations should focus and manage by their mission. This concept is similar to Jim Collins¡¦ point of view that he indicated in ¡§Built to Last¡¨. Jim¡¦s research showed that most ¡§excellent organizations¡¨ never focus only on their profit, but also tried to achieve some thing more. Different from the companies in the second sector, non-profit organizations provide public-services, and can barely earned profit from these services. Therefore weather the leaders can motivate members in non-profit organizations and develop suitable strategies to create better services is the key factor of their success. But how do the leaders lead their members to achieve the mission? Base on the background the main purposes of this study are to examine the NPO leaders¡¦ traits and styles. To find out how leaders react when facing different organization types and different organization conditions. Because the complexity of leadership in management field. This study mainly used literature analysis and in-depth interview as research method. After interviewed six NPOs, this study coded the interview content into three parts as conclusions: A. Non-profit organization leaders¡¦ traits 1. Hold on to their dreams 2. Professional 3. Progressive 4. Moral & Ethical 5. Contingency B. Organization types and conditions 1. Most NPOs in Taiwan is still facing financial and human resource problems. These organizations are still in the early stage of organization life cycle. 2. In different types of NPOs, leaders show different behaviors. C. NPO leaders¡¦ behavior 1. Communication skills 2. Problem solving by: commercialized, bureaucratized or being flexible. 3. Motivate members 4. Being a role model

The information service industry keeps growing up in Taiwan in recent years. Many local companies of information service follow this trend as well. Management Control System (MCS) is one of the most important factors to make organization grow stably when it develops from star stage to mature stage. So that this research adopts the approach of case study to interview four vice presidents, who are in charge of four different departments in the case company that is leading in information service industry. This research intends to analyze the characteristics of MCS of the case company through deep exploratory case study. Then it will discuss over the differentiation between literature review and real interview. Finally, this research will propose conclusions and suggestions to the domestic companies that want to design and implement MCS. This research analyzes the characteristics of MCS by degree of formalization, participation, communication and information sophistication. The objectives of this research are as follows: 1¡BTo comprehend the characteristics of MCS of information service industry. 2¡BTo compare the difference between different departments in case company. 3¡BTo analyze the relationship between MCS and organization life cycle. The conclusion shows information service industry that belongs to Professional Service can also adopt bureaucratic MCS which is like Mass Service. It depends on the task whether can be identify cleanly. Key Words: management control system, information service industry, scorecard, organization life cycle.

Family business is a typical governance structure around the world. From the resource-based theory viewpoint, the family members input and the trans-generational family business entrepreneurship is critical resources in family business sustainability. However, how the family capital can be a sustainable capability in family business entrepreneurship is an issue that needs to be investigated with life cycle stage in family businesses. By utilizing case studies, this research tries to investigate the role of family capital and family members in family business entrepreneurship with life cycle stage and scale consideration. The first observation reveals that family capital will develop from single to multiple items in differential life cycle and scale stage. In addressing the family business entrepreneurship issue, the development of family capital and organizational capital and the possible synergy between them are critical resources in family business entrepreneurship. Furthermore, the family capital implications in family business entrepreneurship need to be considered with the trans-generational family member characteristics and the possible synergy with organizational capital. In other words, family input and the family capital implications in family business entrepreneurship is integrated sustainable capabilities with life cycle and scale stage consideration in family businesses. The observation from Taiwan¡¦s family businesses can provide insights in family business entrepreneurship issue in greater Chinese contexts.

The research problem that this study sought to address stemmed from a lack of knowledge about South African organizations and a dearth of empirical, quantitative research into organizations, organization structure and organization climate in this country. Five research hypotheses were formulated to address this problem and its attendant subpriJblems. A comprehensive review of the related literature and research was c~trried out and Organization Theory was traced to its earliest beginnings. A number of schools hased on Max Weber's bureaucratic ideal type were described and contrasted. Much attention was paid to the work of the Aston group m the United Kingdom and to their efforts to operationalize Weberian concepts and to incorporate them into a replicable body of quantitative research. Points of departure were re-examined and some new twists to Systems Theory and Structural Functionalism were considered. It was established that the demographic characteristics of both the sample and the population were similar enough for the results of this study to be generalised to the population with some degree of confidence. Much care was taken to test and validate each of the scales that comprised the questionnaire, and item analyses and factor analyses were carried out for every variable and group of variables. The measures developed in other parts of the world and by other researchers performed very well in a South African setting - as did the measures developed specifically for this study. Statistical associations and causal relationships between the various sets of variables, both at the sector level and at individual industry subgroup level, were sought by means of multiple regression analyses. Broad support was found for a 'culture-free hypothesis' that there are a number of stable relationships between organizations and their context; and these relationships will be constant in direction and strength regardless of differences in structures, or in contexts of structures between societies. Importantly, there were also a number of significant differences between this study and the findings of other studies which reflected South Africa's unique blend of developed and developing cultures and value systems. These differences provide fertile ground for future research in the field of Organization Theory. / Business Management / DBL

『國際化』對於台灣企業而言，已是必然的趨勢。因此，如何成功地進入國外市場？可以說是目前台灣企業最重要的課題。而對一個想要進入國外市場的企業而言，除了選擇所要進入的國家外，更重要的是『進入模式』的決定。一個適當的進入模式對於企業往後的國際營運影響深遠，不僅直接影響到該市場的成敗，對於企業的其他市場亦具有間接的效應。因為在全球整合性的競爭下，市場間的競爭關連性上升，一個市場的成敗往往是在另一個市場上優、劣勢的來源。 目前學者對於影響企業決定『進入模式』的因素看法並不一致。不過大致仍可歸納出內部與外部因素兩個方面(Root, 1987)。而『企業生命週期』可視為企業內部因素的表徵，因此，企業的組織階段勢必對進入模式的決定有某種程度的影響。而由於『企業生命週期』的概念較為普遍，對於台灣一般的企業而言，實用性較高。因此，本研究的動機乃是基於探討『企業生命週期』與最適『進入模式』間的關連性。而影響進入模式的因素除了組織內部因素外，還有企業外部的環境因素，尤其是地主國的環境因素，對進入模式的決策更具有關鍵性的影響。因此，本研究亦將地主國的環境變數納入考量，以提高研究模型的解釋能力。 基於以上研究動機，本研究有以下主要目的：1.探討並整理『企業生命週期』與國外市場『進入模式』相關的文獻。2.以『企業生命週期』理論為出發點，發展一個觀念架構，用以描述企業的組織階段與地主國環境變數，對於國外市場進入模式決策的影響。3.以台灣企業為對象，針對本研究所發展的觀念架構，進行實證分析，並提出研究結果以供業界及後續研究參考。 本文以郵寄問卷方式，對於台灣企業進行實證研究；所採用分析方法包括：敘述性統計、因素分析(Factor analysis)、集群分析(Cluster analysis)、變異數分析、鑑別分析(Discriminant analysis)、t-test 以及 Logistic Regression Analysis 等等。研究結果顯示： 一、目前從事國際化的台灣企業，根據其組織內部情況，我們可將其劃分為創業期、加速期、制度化期、以及再生期四個階段。 二、企業生命週期對進入模式之影響 1.再生階段相對於創業階段而言，在出口對其他、出口對生產據點、以及出口對銷售據點三種情況下，具有顯著性影響；也就是說在以上三種情況下，再生階段會比創業階段傾向採用較高涉入的進入模式。 2.加速階段與制度化階段相對於創業階段而言，只在出口對銷售據點時，具有顯著性影響；亦即，在考慮出口與銷售據點兩種進入模式時，加速階段或制度化階段均會比創業階段傾向採用銷售據點形式之進入模式。 3.若考慮銷售對生產據點，或者是合資生產對獨資生產據點時，則不論是加速階段、制度化階段或是再生階段，相對於創業階段而言，均未有顯著性影響。 三、地主國環境因素對進入模式之影響 1.關於地主國環境變動程度之因素，實證結果雖具顯著影響，但與本研究假設相衝突。因此，只可經由文獻之整理加以推論（詳見 P.98），而無法獲得明確之結論。 2.不論是考慮出口對其他、出口對銷售據點、或是出口對生產據點，當地市場之規模與文化相似性具有顯著性影響。亦即，當市場規模愈大或兩地文化相似愈高時，企業會傾向採用涉入程度較出口為高的進入模式。 3.若考慮同為生產據點的合資生產與獨資生產兩類進入模式時，企業對當地環境之熟悉程度具有顯著影響。亦即，當企業對所進入的市場環境愈熟悉，其愈傾於採用獨資生產的進入模式。反之，若企業對當地環境較陌生時，則會傾向以合資的方式進入該市場，以分散投資風險。 4.若以出口對生產據點以及銷售據點對生產據點而言，當地市場之吸引力具有顯著性影響。亦即，相對於出口或銷售據點，在當地市場吸引力愈大時，企業會傾向採用生產據點形式進入模式，以獲取在當地投資設廠之利益與優惠。 / Internationalization is the developmental trend of Taiwan business. The choice of the entry mode for foreign markets play a vital role in global competition.According to other literatures, we find that the factors effect this choice can devide into two part: internal and external factors. And the business life cycle express the internal ones. According to these reasons,our research has the following porpose: 1.Review the relevant literatures about the business life cycle and entry mode. 2.To develope a concept infrastructure to describe the influence of business life cycle and host country environment for entry mode. 3.Using the Taiwan business as empirical respondents to approve our concept infrastucture, and give some suggestions to Taiwan entrepreneur.

The research problem that this study sought to address stemmed from a lack of knowledge about South African organizations and a dearth of empirical, quantitative research into organizations, organization structure and organization climate in this country. Five research hypotheses were formulated to address this problem and its attendant subpriJblems. A comprehensive review of the related literature and research was c~trried out and Organization Theory was traced to its earliest beginnings. A number of schools hased on Max Weber's bureaucratic ideal type were described and contrasted. Much attention was paid to the work of the Aston group m the United Kingdom and to their efforts to operationalize Weberian concepts and to incorporate them into a replicable body of quantitative research. Points of departure were re-examined and some new twists to Systems Theory and Structural Functionalism were considered. It was established that the demographic characteristics of both the sample and the population were similar enough for the results of this study to be generalised to the population with some degree of confidence. Much care was taken to test and validate each of the scales that comprised the questionnaire, and item analyses and factor analyses were carried out for every variable and group of variables. The measures developed in other parts of the world and by other researchers performed very well in a South African setting - as did the measures developed specifically for this study. Statistical associations and causal relationships between the various sets of variables, both at the sector level and at individual industry subgroup level, were sought by means of multiple regression analyses. Broad support was found for a 'culture-free hypothesis' that there are a number of stable relationships between organizations and their context; and these relationships will be constant in direction and strength regardless of differences in structures, or in contexts of structures between societies. Importantly, there were also a number of significant differences between this study and the findings of other studies which reflected South Africa's unique blend of developed and developing cultures and value systems. These differences provide fertile ground for future research in the field of Organization Theory. / Business Management / DBL