Because of vague objectives, limited resources, environmental changes, decisions made out of standard procedures, inborn disposition of self interests, as well as differences in personal characteristics, values, and perceptions of its members, an organization becomes the battlefield in pursuit of individual interests. All members within the organization want to wield more power and influences through exploitation of the available resources, thereby resulting in political behaviors within the organization. However, through effective management, some of these political behaviors may enhance value for the organization. Therefore, the organization members perceive political behaviors within the organization, their behaviors, reactions, and attitudes will likely exert influences over the organization. ¡§Knowledge is power¡¨; oftentimes the members within an organization deem their knowledge as the source to cement their own position/status and power. In addition, to solidify the position within the organization, they habitually see knowledge as their own assets and are not willing to share with others. However, in the era of knowledge-based economy, competitive edges of an organization are often the results of knowledge sharing and application. Thus, creating a knowledge-sharing environment has therefore become a crucial topic of discussion. To compete in today¡¦s competitive environments, organizational changes are considered as a must for survival. Success of organizational transformation hinges on vigorous implementation of various transformation measures. Furthermore, it also depends on responses arising from expectation, perception, and level of satisfaction from the organizational members to the on-going organizational changes. Therefore, this research discusses relationships among the three variables: perception of organizational politics, knowledge sharing, and level of satisfaction to organizational changes. Further, it studies interferences of the level of satisfaction on the inter-relationships of the three variables. Since previous studies rarely discuss the inter-relationships of perception of organizational politics, knowledge sharing, and level of satisfaction of organizational changes, this research hopes to probe and explore the inter-relationships of the afore-mentioned variables through empirical studies. Targeted firms for survey in this research are from banks, insurance companies, securities firms, manufacturing companies, shipping and transportation firms, food and beverages services, and telecom companies. A total of 1130 questionnaires have been distributed, of which 1,037 are effective. The empirical findings are summarized as follow: ¡]1¡^The perceptions of organizational politics and organizational change have a significant negative relation . ¡]2¡^The satisfaction of organizational restructuring and knowledge sharing have a significant positive relation . ¡]3¡^The perceptions of organizational politics and knowledge sharing have a significant negative relation . ¡]4¡^The both perceptions of organizational politics and knowledge sharing are interfered by satisfaction of organizational change.

The focus of this paper is to discuss the relationship between organizational changes and information communication technology (ICT) in Taiwan semiconductor industry. Besides, we also examine the effect of ICT adoption workforce on productivity and organizational change. In this paper, our organizational change includes electronics ICT and manpower saving cost. We develop a treatment effect to estimate organizational change. Electronics ICT adoption leads organizational change and then causes firms to employ less low-skilled labors. Organizational change also makes productivity growth further in semiconductor industry.

Successful organizational change experience can be easily copied by another organization in the same culture. Residence Administration (R.A.) in Taiwan had a wonderful change experience that can be learned by another public organizations in Taiwan. This paper used Sastry¡¦s(1997) organizational change theory and dynamic feedback loops to research the R.A.¡¦ successful change stories and compare with one health organization for deeper understanding. We know successful change is a dynamic structure, and found some helpful strategies for successful public organizational change: 1. Organizational performance was being influenced by two loops, strategy appropriateness loop and competence establishment loop. 2. Strategy appropriateness loop shows that frequently changing organizational main strategies would lead to bad organizational performance. 3. Competence establisyhment loop shows that there must be enough time to establish new competence for performing new strategies. 4. Change ability loop shows that higher organizational inertia led to lower organizational ability to adapt to its environment. 5. Inertia created loop shows that organizational inertia is highly related to its socialized process. According to the dynamic feedback loops, one organization could figure out its present situation and think its change strategies. This paper showed that Sastry¡¦s theory could explain the R.A.¡¦s change strategies well. Other public organizations can use R.A.¡¦s experience to make their own successful change stories.

It will be hard to do or be easy to do when an organization starts to change. It is so called that think globally and act locally. This research is a system thinking approach of study about how an organization starts to change. It is a case study of the household-registration offices in Taipei and Kaohsiung. This case is selected with its bureaucracy in the past, but now we can see their changes. It is worthy to study more deeply. This research begins with studying the development process of the household-registration offices in Taiwan and then inquires the backgrounds and results, which could help us to understand it. This point of view focuses on the changing processes in 1990¡¦s. Household-registration offices in Taipei and Kaohsiung began their reforms from 1990 early. It is the incentive that mayors in Taipei and Kaohsiung could be elected directly by the residents in the two cities. However, computerization was the main reason that satisfied people substantially. Computerization makes the waiting time shorten. Household-registration offices could focus on many conveniences to the people further. The reform of household-registration offices in Taipei and Kaohsiung began with the simple change and it could be seen the result immediately. The reform of household-registration offices in Taipei and Kaohsiung started with some slight matters. For instance, bureau chiefs build a promotion system and a merit system, and they earned staff¡¦s support to continue making change. Improving the environment of offices could make officers happy and then change their attitudes, so it is easy to earn citizens¡¦ commendations. Merit system could promote competition among offices and make officers endeavor further. Moreover, we can say that morale, merit, and competition can make the actions of reform produce reinforce feedback loops. It should be noticed that bureau chiefs¡¦ requests and participations in reform are the key factors to start changing, and then changing will become everyone¡¦s job. The result is to earn citizens¡¦ satisfaction.

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In rapidly changing environment, organizations always think hard how to arrange changes, and it makes the ¡§organizational change¡¨ becomes a hot topic. But if the changing methods can¡¦t match with the original organizational culture, organizational members¡¦ resistance makes the change initiative fails. The household registration is the sections that gets widespread approval in governmental administration renovation, although it belongs to the governmental organization that be concerned the hardest organization to change, it still produced remarkable changing achievements. This research uses household registrations as studying case and tries to use the dynamics concept of system thinking to show the structure which hide in the back of phenomenon. It means to discover how the example to initiate change along with its original culture and take organizational culture as the main shaft to analyze and discuss the change continuity. And it is using interviewing and reference analysis to understand the content of culture and using ¡§The cultural dynamics model¡¨ to understand the transformation process of inter-level in order to make the context of research more accurate. There are some conclusions in this research: (1) the structure of household registrations results in the core culture of authority, and it can¡¦t avoid using superior-authority and supervision to drive the change. But thinking of the conflict between change things and organizational culture and the flexibility of organizational function to promote suitable change initiative. (2) Organizational members¡¦ sense of honor, confidence, and sense of responsibility because of positive feedback make them change the attitude. The members become to join change activities spontaneously. Then the loading of superior lightens. (3) Although behavior and attitude may influence the core of culture, but the process of culture change is slow and difficult. After changing, the domain culture of household registrations is still authority. If the concept of authority is opposite to the change or the positive feedback diminished the result of change will be influenced. As a whole, superficial change drives the change in household registrations. But it¡¦s better to initiate deep change, vision setting, after change initiative, and the change may last a long time.

Abstract The merging of business tax system to the National Tax Administrations on January 1.2003 is an opportunity to re-engineer their organization of the Local Tax Administrations. This research studies mainly the attitude response of tax officials at Tax Administration of Kaohsiung Metropolitan Government before its change. Data collection of this research was done by questionnaires filled in. Total questionnaires issued were 452,making survey of collecting 321 effective samples, the major conclusions were observed as follows¡G ¤@¡B Individual characteristics-sex, age, transferring status , position ,have significant differences on the cognition of organizational change. ¤G¡B Individual characteristics-sex, position, transferring status, marital status, children , have significant differences on the work value. ¤T¡BIndividual characteristics-sex, age transferring status, position, have significant differences on the attitude response toward organizational change. ¥|¡BAn obviously positive connection is extent between the three aspects of cognition toward organizational change and the two aspects of attitude response toward organizational change. ¤­¡BThe¡usocial status value¡v¡B¡upromotion value¡vin work value have a positive connection with an attitude towards supporting the organizational change. ¤»¡BThe¡ucognition of organizational structure ¡v¡B¡ucognition of influence over career and work¡v has strongest predictability in supporting and rejecting organizational change respectively. Keyword¡GOrganizational Change¡BLocal Tax¡BWork Value¡BCognition¡BAttitude Response

The SEIU and the AFL-CIO utilized similar rhetorical strategies in creating identification to further change within their organizations. Despite similar rhetorical strategies, the change efforts differ substantially in terms of success. This dissertation argues that the audience, culture and organizational structure influence the success of the change effort. The dissertation provides implications for rhetorical communication in labor unions.

The study mainly takes the viewpoints of civil staff members to investigate the perception of organizational change, and whether the perception has caused any impacts on organizational learning behavior, organizational commitment and knowledge sharing. Besides, the study investigates whether knowledge sharing varies with organizational learning behavior and organizational commitment. Therefore, the study also takes organizational learning behavior and organizational commitment as the mediating variables in the deeper analysis. Taking the staff members of Different Departments under the Executive Yuan as the targets, the study distributed 1,500 questionnaires to them, and collected 826 questionnaires in return. Having deducted 79 invalid questionnaires with incomplete answers, there were 747 valid questionnaires received, achieving a return rate of valid questionnaires at 49.8%. Through the use of SEM, the study proves the relationship of impacts among research variables. The proved results show that the perception of organizational change has significant positive impacts on organizational learning behavior. Between the perception of organizational change and knowledge sharing, organizational learning behavior causes mediating effects. And between organizational learning behavior and knowledge sharing, organizational commitment causes mediating effects. Since different staff members have varied individual characteristics, significant difference can be found in the perception of organizational change, organizational learning behavior and organizational commitment towards knowledge sharing.

The financial tsunami, being the most influential factor on economic changes,have led companies to undergo radical structure reformation, and forcing well-established companies to conduct unpaid leave policy. If worse, policy-makers will even downsize the organizations, and even high-tech companies cannot avoid this fate. The aim of the research is using individual-level study to see how Taiwanese high-tech employees and managers¡¦ attitudes toward organizational change and what impact they would cause on the affective commitments and consequently search for methods which will let organizational changes be perceived as positive events to all members. In addition, the study will clarify the relationship between psychological capital, organization-based self-esteem, attitudes toward organizational change and affective commitment. Furthermore, discussing how demographic variables influence these four main variables would be another contribution from the study. With effective samples of 319 high-tech employees and manager samples have proven that the psychological capital has both direct and indirect relationships with the affective commitments, on the other hand, organization-based self-esteem factor has neither. Moreover, the data indicates that ducation, managerial rank, job content and seniority are statically significant toward the main four variables.