¡@¡@In the early of Taiwan's financial markets are stable and less change. At the time, the State-operated enterprises are indispensable contribution for Taiwan's economic development. But with changing times, the competition in the financial markets started to become intense, general the State-operated enterprises are the overstaffing huge carry on inefficient production. And in recent years, due to the people's sense of autonomy and demand are slowly improve, in regard the public to the traditional post office began to demand more convenience, perfect. In order to response to such changes, based on the internal " innovative products and services ", external " Peer are not the enemy, different industries as a teacher. ", the research will by service innovation, different industries learning and organizational performance as measured by indicators to explore both the impact of for organizational performance, and further examines the relative impact of relationship. ¡@¡@In this study, questionnaire are first through preliminary interviews, construction of the questionnaires basic structure. Second, detection of questionnaires by expert validity. Finally, through item analysis with the reliability and validity analysis, complete a formal questionnaire. In this study, questionnaires to investigate in Chunghwa Post employees. Sampling method to take a quota sampling, use of the mail survey method and send them to the Administration 270 and branch offices 270. In the period, recovered 265 questionnaires, of which 238 valid questionnaires, 27 invalid questionnaires. ¡@¡@In conclusion, staff for the Chunghwa Post implementation of service innovation ¡§Innovative technology options¡¨ and different industries learning ¡§Continuous improvement¡¨ will have a strong positive cognitive, privatization operating performance improvement is helpful. Suggestions for the implications of the research results, provide reference for future operations to Chunghwa Post.

In this study, we explored the antecedents, consequences, and boundaries of team effectiveness and organizational performance. Specifically, we examined the relationship between team leadership and team effectiveness, and the relationships between team and organizational performance. We collected data from 15 ocean vessel teams and four executive & middle-level managers. The results showed that both team climate and team leaderships had a positive effect on team effectiveness. In addition, team effectiveness was positively related to organizational performance.

Several empirical studies have investigated and established the effect of HR practices and systems on organizational performance. However, there has been little or no focus on the effect of the HR function on organizational performance in both human resource development (HRD) and human resource management (HRM) literature. The term human resource development and management (HRM&D) is utilized to represent scholarly and pragmatic considerations of both fields in representing the HR function. This study elaborates on ways in which organizations achieve the HR-firm performance linkage using the resource-based view of the firm as a theoretical framework. In order to do so, the study examined HRM&D function involvement in lean and quality strategy (LQS) implementation in four U.S. based distribution companies. A qualitative case study approach was utilized to answer the following research issues: 1) the role; 2) the extent of HRM&D involvement in LQS implementation and; 3) the effect on organizational performance. A total of 51 executives participated in the study. Qualitative analysis of data using the constant comparative method helped in understanding the distinctive ways firms achieved the HRM&D-firm performance linkage. Five interrelated components are macro-conditions, strategy (LQS), structure, cross functional performance, and organizational performance affecting HRM&D involvement in LQS implementation. The results suggest that organizations leverage external and internal resources for sustaining competitive advantage, thereby enhancing organizational performance. Further, it was found that the extent of HRM&D involvement in LQS was dependent on functional engagement between the Operations and HRM&D functions. Finally, based on empirical data gathered and verification, the following results emerged: (1) three distinctive levels of cross functional performance; interactions, alignment and integration between Operations and HRM&D illustrated the manner in which HRM&D functions are utilized by organizations espousing LQS; (2) stronger HRM&D-firm performance linkages are created by socially complex relationships influenced by environment and internal factors such as leadership, culture, strategy and structure, (3) strategic relevance of the HRM&D role increased involvement in organizational strategy implementation and, (4) potential resource based advantages for HRM&D function in achieving business partner status were isolated. The implications of the study are outlined.

Abstract After public enterprises transform into privately owned enterprises, human resource strategy, especially the atypical employment will be the key point if they want to enhance organizational performance, when facing the open market competition. The Chung-Hwa Post Co., LTD. has officially been transformed its organization from governmental into a private enterprise effectively since January 1, 2003. The management is facing great challenge of better utilizing their existing human resources in order to fight against the competition in the market. This research is intended to explore the relationship among human resource strategies, atypical employment and the organizational performance by using qualitative research method, sampling and intensively interviewing other six private enterprises and three national organizations based on the similar topics as in the co-related business items of postal delivery, banking and life insurance in the Chung-Hwa Post Co., LTD. The finding of this research is that most of the private enterprises are focused on the core competency, and they integrate the human resource management strategies and the business management strategies, they put more effort on purchasing the outside existing manpower instead of hiring new manpower. The main reason of utilizing the atypical employment is based on the cost effectiveness, legal restrictions and the flexible management of human resources, and the enterprises are using more outsourcing and leasing types of the atypical employment, they also use part time workers to test that the workers are qualified as permanent staff after probation. Most interviewed enterprises are reluctant to use the contractors due to the legal restrictions. Meanwhile, the enterprises use the outsourcing manpower for the purpose of transforming into professional enterprises. The quality of atypical employment has the specific correlations with organizational performance, for instance, the enhancement of the internal core competency. The role of the atypical employment is more used as the complements of the manpower. Nevertheless, when the enterprise is more computerized, the core jobs and the non-core jobs will gradually adjusted each other. The atypical workers will play the role as the substitutes of the existing workers. Another finding of the research is that the private enterprise is more willing to build up commissioned relations with higher ranking or professional people, they also intend to build up the partner relationship with the independent professionals to prevent them to be raided by other enterprises. Nation-owned business entities take the privately owned business enterprises as the benchmark of the performance of labor force; they can also evaluate and justify the reasonable utilization of manpower. Keyword: Entrusted, Privatization, Organizational performance, Atypical employment, Human resource strategy

In the knowledge economy age, the capability of a business to gain advantage depends not only on tangible assets but also on intangible assets, such as the knowledge owned by the organization. Given the importance of knowledge, knowledge management has become a very important task for business to remain competitive. Many literatures in knowledge management have emphasized the key role of knowledge creation activities and their impact on organizational performance. In particular, they have focused on the effect of creativity. In the study, we extend previous framework to add organizational learning to enhance the existing model. An empirical study was conducted to examine the extended model. Major findings include the following: (1) Socialization, combination and internalization have positive impacts on both organizational creativity and organizational learning, but externalization does not. (2) Both organizational creativity and organizational learning have positive impacts on organizational performance. (3) The explicitness of knowledge has a moderating effect on the effect of socialization and organizational learning and on the effect of externalization and organizational learning. (4) The degree of organizational knowledge has a moderating effect on the effect of internalization and organizational creativity.

Research in knowledge management has gained much attention in recent years. In the past, the process view that focuses on the creation, organization, sharing, and application of explicit and tacit knowledge has dominated knowledge management research. In this study, we propose an alternative view that examines the dynamic relationships of knowledge from an ecological perspective. The DICE model developed from relevant ecological concepts is proposed. The model consists of four major dimensions in measuring the status of organizational knowledge management: knowledge distribution, interaction, competition and evolution. These four elements interact with each other and evolve over time to form a knowledge ecology in an organization. The DICE model is supported by a qualitative case study in this research. Evidence collected through interviews in a large semi-conductor packaging company indicate the existence of these dimensions. A quantitative survey was then conducted to examine the relationships between these knowledge ecology constructs and organizational performance. The results show that different knowledge ecology do affect knowledge management performance. Therefore, the DICE model can be used to measure the knowledge ecology of an organization and managers can use the model to assess their knowledge ecology and make improvement in order to enhance organizational performance.

The research based on the dynamic case study of the eight Taiwan¡¦s commercial banks. Although Taiwan was shared many characteristics with other emerging economics, the generalization of data might display certain idiosyncrasies. The research aimed in the banking industry instead of the high technology industry or even the manufacturing industry. It was believed that the findings would be beneficial to developing countries, such as Latin American countries or Asian Pacific countries. This study revealed the relationships among human capital, social capital, innovative capability and organization performance. This study also has suggested that the bigger the commercial banks¡¦ human capital, the stronger the innovative capability. It has been proven that social capital played a moderator between human capital and innovative capability when the innovative capability was big; vice versa the organization performance was expected to be good. The implication was: enterprises should cultivate high human capital rather than treating employees as their costs. For different levels of employees, the needed capabilities were surely different. Therefore, the leaders¡¦ characteristics, open-mindedness/vision and execution for core employees were more significant than the low level employees.

This study investigates the effect of locus of control on the relationships among product innovation, management accounting system (MAS), and organizational performance. 300 participants were randomly drowned from the electronic industries¡¦ managers in Taiwan Security Exchange and 132 useful responses were used to validate the hypotheses by path analysis. The results shows that: 1. Product innovation and organizational performance have a significant positive relationship 2. Product innovation and perceived usefulness of MAS information have a significant positive relationship 3. Perceived usefulness of MAS information and organizational performance are positively correlated 4. Product innovation has an indirect effect on organizational performance through perceived usefulness of MAS information 5. When managers tend to be internal locus of control, the linkage between product innovation and perceived usefulness of MAS information will be stronger 6.When managers tend to be internal locus of control, the linkage between perceived usefulness of MAS information and organizational performance will be stronger. However, when manager tend to be external locus of control, the hypothesis between perceived usefulness of MAS information and organizational performance is not supported. Management implications of this study are suggested. Businesses facing the global competition have to adopt the strategies of product innovation to create profits, promote market shares and improve strength of competition and then achieve organizational performance. Business using higher degree of MAS information will improve their adopting strategy of product innovation and enhance their organizational performance. Managers with internal locus of control will aggressively use MAS information and improve the linkage between product innovation and organizational performance effectively.

The Fifth Discipline¡¨,written by Dr. Peter M Senge in 1990, offers the prevalent concept of learning organization. Since its release, the book has generated a great deal of enthusiastic responses and much popular support from academic circles and authorities in other related areas of activity, in which people with practical experience regard the concept of learning organization as the source of enterprising competitive advantages. This research takes financial services industry of the automobile as an example, probe into the influence that learning organization characteristics brings in this industry, and combine several theory, with the factor that its influences, the view from the enterprise activity (information-collected ), organizational innovation and organizational performance to make deep analysis of the financial services industry of the automobile. The purposes of the research are as follows:To examine material resource of both learning organization characteristics and organizational innovation. The integration of learning organization characteristics and organizational innovation is a concept that impacts the organizational performance. By applying the concept, a newly developed theoretical structure among learning organization Characteristics, organizational innovation and organizational performance is formed.Probes into the learning organization characteristics in the financial services industry of the automobile to the influence of organizational innovation. Probes into the learning organization characteristics in the financial services industry of the automobile to the influence of organizational performance. Probes into the organizational innovation in the financial services industry of the automobile to the influence of organizational performance The sample of this study has 203 analyse samples effectively in the financial services industry of the automobile.Many quantitative methods, including principal component analysis,confirmatory factor analysis,Pearson correlation,Cronbach¡¦s £\ and LISREL analysis, and used to test the hypothesis of this research. The main findings of this research are as follows: There was significant and direct relationship between learning organization characteristics and organizational innovation. There was significant and direct relationship between organizational innovation and organizational performance.The learning organization characteristics would indirectly affect the organizational performance through the intermediate function of organizational innovation.The learning organization characteristics should have a result of synergy via the way of organizational innovation.

The purpose of this study is to understand the relationship between training and organizational performance, moderated by R&D expenditures, in Taiwan Electronics and Information Industry. Using data collected through 64 enterprises between 2000 and 2002, the influences of training on organizational performance was studied over the multi-regression analysis. The empirical findings are concluded as follows. 1. Training has positive effects on organizational performance. 2. The lag effects of training on organizational performance are negative. 3. The higher the investment on R&D expenditures, the higher the training effects on organizational performance raised. R&D expenditures have moderating effects on the influences of training on organizational performance.