Abstract According to the report of Robbins (1999), there were very close relationship between leadership and organization culture. Chien (2004) explored the factors of affecting the organization performances by the empirical study of Taiwan¡¦s companies. The results revealed that the model of incentive, leadership, organization culture and environments, job design and human resources strategy could affect the organization performances. Madu, Kuei and Lin (1995) studied the relationship between quality facet and organization performances by the empirical study of American and Taiwan¡¦s manufacturing companies, the results showed that quality facet had apparent relationship to the performances, and there were apparent differences between different operational variables. Many reports revealed that leadership, organization culture and total quality management could affect performances. Taiwan Sugar Corporation is a traditional sugar production national company at the early stages. Recently, it divided into eight business divisions, such as Sugar Business, Hypermarket Business, Marketing Business, Petroleum Business, Agriculture Business, Biotechnology Business, Leisure Business and Animal Business. The different leadership, organization culture and total quality management leads each Business Division show different performances during the organization transformation. From the view of organization, study the effects of leadership, organization culture and total quality management on performances can afford some suggestions to the chief executive officers. Through the empirical study, the results of comparing demography statistic variables in each variable facet such as leadership, organization culture, total quality management and organization performances are described as following¡G 1.Leadership facet: There are apparent differences in the mixing of transformation and transaction leadership facet among age, education level, position character and business division. 2.Organization culture facet: There are apparent differences in the bureaucratic culture facet among position character and business divisions. The differences also exist in the mixing of creative and support culture facet among work years and education level. 3.Total quality management facet: Biotechnology Business Division is superior to others in employee training and production process management facet and supplier quality management facet. It shows that Biotechnology Business Division faces more competitive environments than other business division, and sells more outside producing products. The leaders make the most on employee training, production process management and supplier quality management topics than other Business Division¡¦s leaders. 4.Organization performances facet: There are apparent differences in the customer satisfaction level facet among marriage and work years; the apparent differences also exist in the production performances among education level, job assortment and business divisions; the market share performances and gain rate performances also show the differences among business divisions. Finally, the results show that the leadership influences organization performances through the path of organization culture and total quality management. Organization culture influences organization performances through the path of total quality management. Total quality management influences organization performances directly. Total quality management is the most influential power on organization performances among the above four variables facets. Keyword: Leadership, Organizational Culture, Total Quality Management

In knowledge economy century the core competitive advantages of companies do not come from physical capital any more, in contrast, they come from human beings who create virtual capital such as knowledge and skills. That is the reason that almost all companies start to concern about their own human capital. Also that is the reason I did this research. This study is empirical in nature and questionnaires where design to gather data. From this study I try to find out the main concepts of human capital for companies, the relationships between characteristics of organization and human capital, the relationships between characteristics of organization and organizational performance, and the relationships between industrial environment and organizational performance. After statistic analyzes the results are stated as bellow: I. The factors of human capital. 1. The executives¡¦ direction ability of knowledge and vision. 2. Employees¡¦ entrepreneur and creation competencies. 3. Human investment and return. 4. Employee¡¦s leaning potential. II. Differences of human capital due to characteristics of organization. 1. The years of a company which is build up has significant differences on employee¡¦s entrepreneur and creation competencies. 2. The lifecycle of a company has significant differences on employee¡¦s entrepreneur and creation competencies. 3. The lifecycle of a company has significant differences on human investments and returns. III. The moderating effects of characteristics of organization. 1. The interaction effect between the executives¡¦ direction ability of knowledge and vision and the lifecycle of a company on behavior performance is significant. IV. The moderating effects of industrial environment. 1. The interaction effect between the executives¡¦ direction ability of knowledge and vision and the volatility on financial performance is significant. 2. The interaction effect between the executives¡¦ direction ability of knowledge and vision and the volatility on operational performance is significant. 3. The interaction effect between the executives¡¦ direction ability of knowledge and vision and the complexity on behavior performance is significant. 4. The interaction effect between the employees¡¦ entrepreneur and creation competencies and the complexity on operational performance is significant.

¡§Market orientation will improve performance¡¨, this issue has been discussed over 30 years. Most of scholars think market orientation is the core of modern marketing management and strategy. However, there are numerous empirical studies that have examined the association between market orientation and organizational performance. Many studies have found a positive association between market orientation and organizational performance, but some studies have found no significant relationship. Therefore, some scholars interpret the mixed findings by incorporating the mediating variables. Some studies incorporate the innovation as a mediating variable between market orientation and organizational performance. Additionally, a series of recent studies have found that a firm¡¦s organizational learning is likely to indirectly affect organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. Therefore, this research presents a conceptual framework for incorporating organizational learning and innovations as the mediating variable between market orientation and organizational performance. The sample of this study has 145 companies of Information Technology Industry in Scientific Industry Park. Many quantitative methods, including t-test, ANOVA, regression analysis, and LISREL analysis, and used to test the hypothesis of this research. The major findings of this study are summarized as following: (1) Overall, the global model fit is acceptable. This empirical result supports the relationships among the market orientation, organizational learning, organizational innovations, and organizational performance. (2) Market orientation has a positive impact on organizational learning, administrative and technical innovation. Furthermore, the direct effect of market orientation on technical innovation is greater than the direct effect of market orientation on administrative innovation, but the total effect of market orientation on technical innovation is smaller than the total effect of market orientation on administrative innovation. (3) Organizational learning has a positive direct impact on administrative and technical innovation, but the direct effect of organizational learning on performance is not statistically significant. However, organizational learning has a positive indirect impact on performance by organizational innovations. Moreover, the direct effect of organizational learning on administrative innovation is greater than the direct effect of organizational learning on technical innovation. The indirect effect of organizational learning on performance by administrative innovation is greater than the indirect effect by technical innovation. (4) The direct effect of administrative innovation on performance is greater than the direct effect of technical innovation on performance. However, the effect of the two innovations types (administrative and technical) interact impact with each other is not statistically significant.

An organization, to the purpose of its developing, usually set forth lots of system(s) & regulation(s) inward, and then, operated under well-planned & well-organized framework with the principles of behavior science. However, during the developing of an organization, political problems of conflict and trade occurred, yet existent politics affected the organizational performance. Although ¡¨economic rational¡¨ is an ideal condition/status each enterprise organization sought/persuaded, in fact, the relationship between politics organizational performance is indeed the key issue that human resource of enterprise would get face. This case study via ANOVA to explore the politics of organization members (politics of upward, downward & lateral influence), to realize different methods of power operating and the influence by the performance in the sections of one organization. The results showed several fold: In case of politics of downward influence, there were some relationships between/among age, occupational and higher authority; age and bargaining; education and reason, bargaining. In case of politics of upward influence, there were some relationships between/among age and reason. In case of politics of lateral influence, there were some relationships between/among age and reason, education and reason, friendliness, coalition. In case of influence canonical correlation between politics of upward and downward it appeared to be of remarkable correlation significance in operating model of power between these two categories. Finally, stepwise multiple regression analysis technique showed organizational performance=3.014+0.201 downward rerason-0.459 upward bargaining +0.504 upward friendliness -0.448 lateral sanctions¡]R2=0.417¡AP= 0.000¡^.

This thesis studies the relationships between management localization and Taiwanese-invested-company performance at the Su-Chou and Sha-Man area, China. Those companies invested or to-invest in China to take an appropriate measure in recruiting and local people placement may apply this thesis. This study uses a questionnaire to collect data. The data of survey object is based on the Booklet of Taiwanese company at the area of Su-Chou and Sha-Man, China. issued by Industrial Council, Republic of China. Except 630 questionnaires mailed, the researcher visits the owners, personnel at the area of Su-Chou and Sha-Man, China. This research receives 102 effective questionnaires. The effective response rate is 16.19%. The results are: 1. Financial performances have significant differences among the scale of capital invested, the beginning ownerships, nowadays ownerships, and the degree of internationalization; 2. Non-financial performances have significant differences among the years company invested, number of employee, scale of capital invested, the beginning ownerships, and nowadays ownerships; 3. Interdependence with mother company has significant differences among the years company invested, areas located, and the degree of internationalization; 4. Interdependence with local area has significant differences among areas located, scale of capital invested, and the degree of internationalization; 5. There is not significant differences between the localized ratio of higher level management and the localized ratio of basic level management; 6. The mother company revenue ratio shared by the invested company in China has significant differences at the variable of the localized ratios of middle management; 7. The interdependence with mother company positively affects the degree of localization; 8. The interdependence with local area positively affects the degree of localization; 9. There is no difference between the degree of localization and localized ratio of higher level management; 10. Local resources used negatively affects the localized ratios of middle management; 11. Localization positively affects the localized ratios of middle management; 12. Operation by local company positively affects the localized ratio of basic level management; 13. The localized ratio of basic level management positively affects the financial performance; 14. The localized ratio of basic level management positively affects the non-financial performance; 15. The native localized ratio of middle level management positively affects the non-financial performance; 16. The native localized ratio of basic level management positively affects the non-financial performance; 17. There is no differences between the ratio of natives employed and the ratio of native management; 18. Interdependence with mother company positively affects the financial and non-financial performance; 19. Interdependence with local area positively affects the financial and non-financial performance.

The management and measurement of internal service quality is a special issue. If managers and specialists of human resource want to improve their internal service quality, they must understand the internal service factors their customers consider important. This study assesses the human resource services quality through viewpoints of the internal customers. The literatures review includes the topics of internal marketing, the roles and functions of human resource department, the concepts and measurement tools of service quality, and evaluation of organizational performance induced by human resource management. This study finds that managers expect the service quality factors are: innovation, completeness, problem solving, reliability, aggressiveness, structure and control, physical resources, and professional ability. From the results, we find the completeness and professional ability are the most important two factors to the managers investigated. They also indicate these two factors have the largest gap between the real and expected level. Most of the respondents think the reliability is good for their HR departments. Structure and control, and reliability of HR service have significant impacts on the organizational performance. The management performance has good mediating effects between the HR service quality and market performance of organizations. For the ¡§Direct Evaluation Model¡¨ and the ¡§Gap Model¡¨ of the internal service measurement, the first one has better forecasting power to both management and market performance.

As various forces rendering the business environment more dynamic, organizations nowadays must rapidly correspond to changes in order to survive and prosper. Observing the flexible use of manpower, Atkinson (1987) proposed the flexible firm model and attempted to draw clear demarcation among core, peripheral and external workforces. Such flexible deployment of different workforces are not uncommon in the cooperative subcontracting system in Taiwan¡¦s steel industry (Chang, 2001). In his exploratory research, Chang (2001) discusses the deployment of different workforces in the cooperative subcontracting system, however, the discussion of the relationship between workforce flexibility and organizational performance is neglected. In order to provide a more complete understanding of workforce flexibility, it is important to conduct further research. Hence, this research intends to continue Chang¡¦s research and collect more data to analyze the relationship between workforce flexibility and organizational performance among the China Steel Co.¡¦s subcontractor. Among 183 questionnaires distributed, 118 were collected and 108 were considered effective. The return rate is 59.02%. Analyzing the data, the research discover the following findings: (1) Significant differences on functional flexibility were found among different organizational traits. It is found that subcontractors with more than 3 divisions rated themselves better on the Development of Multi-skill than subcontractors with 3 divisions. (2) Significant differences on numerical flexibility were found among different organizational traits. Subcontractors with capital over 80 million dollars outsource more than subcontractors with capital under 20 million dollars. Engineering subcontractors outsource more than labor subcontractors. (3) Significant differences on wage flexibility were found among different organizational traits. Subcontractors with 60-80% dependence on CSC have more flexible wage design than subcontractors with 20-40%. (4) Significant differences on subjective organizational performance were found among different organizational traits. Subcontractors with capital over 80 million dollars were rated higher on the operational performance than subcontractors with capital under 20 million dollars. Labor subcontractors and cleaning subcontractors were rated higher on production performance more than labor subcontractors. Significant difference on production performance was also found among subcontractor of different numbers of division. Significant difference on customer satisfaction was found among subcontractors of different degree of dependence on CSC and different sizes of capital. Labor and cleaning subcontractors rated higher than engineering subcontractors. (5) Significant differences on objective organizational performance were found concerning organizational traits. Subcontractor of 60-80% dependence on CSC have higher turnover rate than subcontractors of 0-20% dependence. (6) Functional flexibility has significant positive influence on organization performance. Horizontal and vertical transfer has significant positive influence on operation performance and production performance. The development of multi-skill has significant positive influence on production performance. (7) Numerical flexibility has significant influence on organization performance. The higher the proportion of temporary workers, the lower the operation performance. The higher the proportion of temporary workers, the higher the turnover rate. (8) Wage flexibility has significant influence on organizational performance. Flexible wage design has negative significant influence on operational performance and customer satisfaction. Variable wage ratio has positive significant influence on customer satisfaction. Thus far, it is suggested that the cooperative subcontractor can (1) continue enhance measures that promote functional flexibility, (2) consider the skill difference when promoting functional flexibility, (3) hire cooperative skilled engineers or technicians for core workers, (4) implement training programs to help core workers develop multi-skills, (5) analyze business trends and maintain suitable ratio of contingent workers, (6) pay attention to legal issues regarding contingent workers, (7) consider the use of temporary help service (THS) as the substitution of hiring temporary worker by the company itself, (8) carefully evaluate the influence of wage flexibility.

Abstract This study is to investigate the status quo and relationship between R&D-Marketing integration in the product innovation process and organizational performance. Based on the company registered in 2003, a target population composed of 259 Switching Power Supply(SPS¡^companies is formed. Questionnaires were completed by managers responsible for marketing or R&D-Marketing departments. E-mail survey were employed to collect the data and use correlation analysis, one-way ANOVA and hierarchical regression analysis to analysis the data. It is found that the organizational factors variations exist in the integration of department and have positive influence on various activities when perpetual department was established and the manager is responsible for both marketing and R&D-Marketing department. Moreover, the result of research shows organizational factors have positive influence on department integration, and the mutual participation of members is most important. Besides, organizational factors will affect financial performance and program accomplish by integration of R&D-Marketing respectively of organizational category and chief factor. Based on the research findings, the perpetual department for developing new product and co-operated managers are suggested. In addition, mutual participation of members and establishing information network and database to reduce the gap of information between two departments deserve more attention so that the new product¡¦s performance could be improved. Keywords : switching power supply , new product development, department integration, organizational performance

A study of middle management strategic roles on organizational performance under business transformation ¡V Based on the examples of CHT southern branch Abstract Under the wave of globalization and liberalization, all enterprises face vigorous competition. The enterprises must adjust their resources and strategy to survive. By organization change or defining different kinds attractive target segment, changing the structure or creating another new operating models for the future. The middle manager works between top managers and line level. They are the first ones to grasp customer information and respond the environment demand for organization. It follows the up-level¡¦s demands to do the planned and creative activities. It leads, manages and nurtures the down level. Whether the middle manager engages in the role appropriately or not is the key factor to the organization success. The aim of this research has attempted to address the effect of the CHT¡¦s middle mangers under business transformation and how to play their different strategic role ¡V championing, facilitating, synthesizing and implementing. Therefore, this research bases on the survey of the CHT¡¦s southern branch. There are 400 questionnaires in total and response received 301 valid. By statistic analysis method get some findings as follows: 1.Personality trait, transformation leadership and transaction leadership are significant affect to the middle management strategic roles. 2.Personality trait and transformation leadership significantly affect to the organization performance. 3.The middle management strategic roles are significantly affecting the organizational performance. 4.The middle management facilitating role is the mediator between personality trait and customer satisfaction. 5.Different middle management strategic roles groups have significant difference. Those who belong to Positive-type middle managers were considered to contribute mostly to organizational performance.

The proverb ¡§Knowledge is power¡¨ points out the importance of knowledge. Most organizations understand the importance of knowledge and treat knowledge as a vital resource. Research in knowledge management has gained much attention in recent years. This study investigates how knowledge distribution affects knowledge interaction types, and how knowledge interaction affects the performance of knowledge management in an organization. A measure of interaction quality is also defined to include process and outcome quality. A survey research was conducted to examine our research framework. The results show that: 1. knowledge intensity affect the type of knowledge interaction and outcome quality. 2. Different types of knowledge interaction results in different interaction quality. 3. Outcome quality of knowledge interaction types affects KM performance. 4. KM performance affects organizational performance.