This study examines 1) whether the different expenditure mechanisms used by the National Institutes of Health (NIH) invite different sources of influences on the budget process and thus on the expenditure outcomes and 2) whether the frequent use of omnibus appropriations bills since 1996 has changed budget levels of the institutes under the NIH. The NIH uses two major expenditure mechanisms with very different beneficiary groups: the principal investigator-initiated Research Project Grants and Intramural Research. Drawing on theories of motivations of public officials and of political clout of agency heads and considering empirical studies of the effect of omnibus legislation, this study reveals the following: 1) directors with more public service experience are more successful in securing a higher budget for their institutes; 2) while the directors are found to be driven by public service motivation, when it comes to expenditure allocation between two different mechanisms, they behave in a self-interested manner, representing the interests of the institutional sectors where they have developed close relationships; 3) with ever-increasing budgets between 1983 and 2005, the institute directors have chosen to seek higher budgets rather than merely avoid the risk of budget cuts; 4) although the advisory boards are purportedly used to seek private input for the priority setting, they tend to increase intramural more than external research project grant expenditures; 5) the practice of omnibus appropriations bills significantly benefits the institutes under the NIH such that with omnibus legislation the institutes¡¯ total expenditures have more than doubled controlling the other factors; and 6) there are significant differences in the effects of the director¡¯s public experience and the number of advisory boards and their membership both (i) between disease-focused institutes and nondisease institutes and (ii) with and without omnibus legislation. The effects of the director¡¯s public service experience and the advisory boards have more budgetary impact in the general science-focused institutes than in their disease-focused counterparts. The influence of the advisory board and of the institute director¡¯s public service experience on the individual institute¡¯s expenditure level is significantly diminished by the frequent use of omnibus appropriations bills.

Research and develop (R&D) can expand scope and depth of the products for enterprises, and extend the life of products, in order to keep the growing up continuously forever of enterprises. Which factors does R&D performance come from? Through References find the research structure whose are ' Internal Service Quality ', ' Working Satisfaction ' and ' Knowledge Management '. And then design the questionnaire, investigate, analyze, and get the real example result. This research regards R&D department of M company of the vehicle curtain industry of Taiwan as the target of check, collect interviewee to above-mentioned four dimensions approval degree, use SPSS software to analyzing, the conclusion is as follows: 1) Knowledge Management is positive influence to R&D performance, but explain that strength is on the low side. It shows it is on although Knowledge Management it is real reason, it have not probing into otherly importantly really (such as patents, R&D ability). 2) Working Satisfaction is positive influence to R&D performance, but explain that strength is on the low side. Shows Working Satisfaction although real reason, have other probing into really important factor (such as marketing ability). 3) Internal Service Quality is positive influence to Working Satisfaction, it is very good to explain strength. Shows that Internal Service Quality is an important real reason, the company should improve Internal Service Quality of R&D department, could improve better Working Satisfaction. 4) Knowledge Management is positive influence to Working Satisfaction, it is good to explain strength. Shows that Knowledge Management is an important real reason, the company should improve Knowledge Management of the R&D department, could improve better Working Satisfaction. 5) Knowledge Management is positive influence to Internal Service Quality, it is good to explain strength. Shows that Knowledge Management is an important real reason, the company should improve Knowledge Management of the R&D department, could improve better Internal Service Quality. This precise inference Internal Service Quality and Knowledge Management of research, in order to influence the important factor of Working Satisfaction, and then offer a administrator to improve and propose. And R&D performance Important factor, not merely two which this research institute mentions constructs the surface (Working Satisfaction and Knowledge Management ), but case Company can is it improve Working Satisfaction and Knowledge Management because of it really to influence R&D performance to have priority, other factors can be improving via the research later on , can promote apparent R&D performance even more.

This study focuses on whether the mispricing of investor has relevance for firm¡¦s investment decision. In other words, it tries to test the relation between mispricing of investor and managers¡¦ catering behavior. In addition, this study divides Taiwan¡¦s companies into three cases: Listed and following listed companies, OTC companies and companies under the counter. The period of this study from 1986 to 2009, it excludes firms with negative book value of assets, and only uses the positive capital expenditure data. This paper divides the sample into various subsamples discussed separately. For example, it uses the R&D ratio as the proxy for information transparency and explores that information transparency may affect manager¡¦s catering behavior in the different subsamples. Besides, this study also separates the companies from different stock turnover rate to discuss whether the impact of mispricing to the rate of investment will be different. The results showed that indeed mispricing change the rate of investment of companies. After that, this paper controls the independent variables which may affect the company¡¦s profitability to figure out the abnormal rate of investment. Finally, this study finds that abnormal rate of investment result in a poor return of companies. That is to say, when a manager caters the mispricing of investor in stock market, afterwards, may lead to a poor return of companies. In the view of investors, when the market¡¦s sentiment that is too warm, many companies begin to invest in plant. At this time, investors shall examine whether the investment of companies is efficient.

To improve Taiwan's competitiveness, Taiwan's government actively encourages businesses to commit to innovative R&D activities by implementing R&D subsidies and incentives. They hope to accumulate intellectual capitals and nurture enough technical professionals to promote industrial upgrades and stimulate economic development. When applying for R&D subsidy, the application must go through the proper approval process. Approved applications will be awarded with substantial financial assistance to fuel further innovations such that R&D subsidy has become critical to many companies. This study used the "Conventional Industry Technology Development"(CITD) as an example and classifies the R&D subsidy applications for analysis based on the 5 variables: company's basic information, program type, commitment to R&D, past experience in applying for R&D subsidy, and strategic alliance with other institutions. Logistic regression is expected to sum up factors that are significant in obtaining R&D subsidies and formulate a predictive model. This enables the government to re-examine its policies and understand the conventional manufacturers' commitment to R&D. Furthermore, the study may assist the companies to assess their chances in obtaining R&D subsidies and serve as a reference for future endeavors. The study suggests that the factors most critical for companies to obtain R&D subsidies are the number of employees, capital size, number of government subsidies already obtained, number of companies non-R&D outsourced to, whether R&D intensity has increased for the past 2 years, and whether R&D funding has increased for the past 2 years. Although plan's duration and non-R&D outsourced dollar amount may have some influence, their impact was not obvious in the model.

Previous research showed teamwork with diversity experts¡¦ members can deal with changing rapidly and complicated external environment in which organizations face. Coach can help individual to build knowledge and skill for career development. Previous research foused on individual coach. Teamwork is quite different from individual work, so individual coach should be revised for teamwork application. This study targets at 167 R&D teams from high-tech industry in Taiwan using SEM and regression to test ¡§Team Coaching Theory¡¨ posited by Hackman & Wageman and the moderating effect of Team Reflexivity. The results show: 1. Team coaching positively influences team performance processes and then ehance team effectiveness. 2. Team reflexivity will positively moderate the relationship between team coaching and team performance processes, which means the relationship between team coaching and team performance processes will be higher in teams when team reflexivity is higher than lower. 3. Team performance processes will mediate team coaching and team effectiveness. Team coaching fosters team performance processes and then team effectiveness. Reflexivity of whole team members¡¦ also enhance the effect of team coaching on team performance processes. The results are consistent with shared leadership. Training team members manage themselves to foster R&D team effectiveness. The results of this study will discuss the implications for academy and practice application.

R&D Substitute Military Service is the transformation of the Defense Industry Reserve Duty System, and early in the system conversion, the employing enterprise and the community had great expectations. The competent authorities and the organizers have also invested a lot of resources, greater use of space in the system at the surface, the character of the employer and the draftee demand. In this study, a qualitative analysis, through in-depth interviews with the the Rebate employing unit, a draftee, analysis of this system the enterprise of the recruitment and staffing management, organizational effectiveness of the shadow impact as the proposed future sophisticated.

The 21st Century is a highly competitive era. More and more international business realize that only by developing new products unceasingly can they enjoy the extra profits in the international market, and maintain the constant competitive superiority. Hence, the formation and accumulation of organizational innovative capabilities (OIC) are especially meaningful for international business. The research is of the opinion that most of the innovative activities take place in the R&D department. The R&D people are the crucial roles of producing extra OIC. Therefore, they have great relationship with the R&D department's adopting the innovative human resource strategies, elevating the degree of organizational commitment, and creating OIC. In the process of the innovative activities, how to eliminate the obstacles of innovation is the key successful factor of assuring innovation, and it depends on the highly efficient innovative management. The research took the three dimensions of "Innovative Organizational Culture" "Innovative Organizational Reengineering" and "Innovative Organizational Learning" as the focal points of the R&D human resource strategies for international business in order to test and verify if it has the influence on OIC's producing and accumulating. Moreover, "Innovative Management" was manipulated as the conditional variables and conducted into the above-mentioned research model to prove if it has the obvious influence on the research model. The result of actual demonstration manifested that: (1) When a firm adopts "Innovative Organizational Culture" as the focal point of the R&D human resource strategies, it has the conspicuous influence on OIC's producing and accumulating. It shows that the R&D people attach importance to the organizational cultural contents that can mold the innovative atmosphere and environment, and inspire the innovative activities. Besides, it has the obvious influence on the research model after conducting the highly efficient conditional variables of "Innovative Management." (2) When a firm adopts "Innovative Organizational Learning" as the focal point of the R&D human resource strategies, it has the same favorable result on OIC just like the previous item (1). It also has the obvious influence on the research model after conducting in the highly efficient conditional variables of "Innovative Management." In short, it shows the good innovative management can efficiently eliminate the factors that obstruct the innovation in the firm, either is beneficial for the formation of the creative learning in the firm.

Fuzzy Analytical Hierarchy Process (fuzzy AHP) is a helpful MCDM approach for the selection of public financing of cooperative R&D projects developed by firms in collaboration with government. A technical committee for Industrial Technology Development Program (ITDP) in Taiwan regularly evaluates and decides proper public financing of cooperative R&D projects. In this study, we first discuss important criteria for R&D projects selection. We apply fuzzy AHP to integrating decisions of members in the technical committee. Especially we utilize crisp judgment matrix instead of interval judgment matrix to integrate subject judgments of these members. Our results indicate that scientific & technology merit criterion (0.389) is most important considered in overall technical committees. Besides that, the project execution (0.260) is more important criteria than potential benefits (0.204) and project risk (0.147) in ITDP selection. Moreover, we utilize the simulation to analyze relative important of criteria under risky environment. Our results also indicate that the relative important of criteria will reverse when technical committee faces different risk level. Generally speaking, the paper reveals below results: (1) the fuzzy AHP is an appropriate method in multi-criteria R&D projects selection; (2) the crisp judgment matrix is suitable to integrate subject judgments of technical committee; (3) the relative important of criteria will reverse under different risky environment.

The purpose of this study is to investigate the relationship between knowledge capital (including research & development (R&D), Automation capital stock (AICT), Electronic system (EICT)) diffusion and productivity. We used translog production function to estimate for all six Taiwan high-technology industries. And we also construct the diversification (DIV) and vertical indicator (VIC) to analysis the relationship with organization using the AICT and EICT.

The purpose of the present study was to integrate findings from commitment (organizational and professional commitment), its antecedents (especially in terms of personal characteristics), and pay satisfaction literature into a more comprehensive model that would further enhance the understanding of the full concept of commitment, which has been regarded as an important variable in appreciating the work behaviour of employees in organizations. The present study contributed to the literature on commitment in five important ways: (1) Consideration of multiple commitments was included in this study; organizational and professional commitment were examined in a multidimensional way; (2) Since different organizational and professional commitment varied across occupations (Wallace, 1993), it was worthwhile to explore the commitment orientation of R&D engineers in the electronics industry of Taiwan; (3) Direct effects of personal characteristics on two forms of commitment were measured; (4) Moderating effects of pay satisfaction on the relationship between personal characteristics and commitment were observed; (5) Whether there was a complementary or incompatible association between organizational commitment and professional commitment was examined. Several significant and interesting findings of this study are presented as follows. (1)Given that a higher education level has been considered to predispose individuals to lower organizational commitment, but stronger professional commitment, this idea was tested, and as hypothesized, R&D engineers with higher levels of education did report lower commitment to stay in the same organization but stronger value commitment to their profession, as well as stronger commitment to stay in the same profession. However, higher education levels did not cause lower value commitment to the organization. Indeed, it was found in this study that pay satisfaction moderated respectively, the relationship among different education levels, the commitment to stay in the same organization, the value commitment to the profession, and the commitment to stay in the same profession. (2)It was supported that a higher position demonstrated stronger commitment to stay in the same organization. Pay satisfaction moderated the relationship between different position level and commitment to stay in the same organization, as well as commitment to stay in the same profession. (3)As hypothesized, increased age correlated with stronger organizational commitment. It was also confirmed that pay satisfaction moderated the relationship between age and organization commitment. However, there was no significant relationship between increased age and professional commitment. Nor did pay satisfaction influence the relationship between age and professional commitment. (4)The hypothesis that increased organization tenure led to increased organizational commitment but decreased professional commitment was rejected. However, the hypothesis that pay satisfaction moderated the relationship between organizational tenure and organizational commitment was supported. (5)The hypothesis that women tended to demonstrate lower organizational and professional commitment was partially supported. Women reported lower value commitment to the organization, lower value commitment to the profession and lower commitment stay in the same profession, than their male counterparts. However, the relationship between gender and commitment to stay in the same organization was not supported, but pay satisfaction was found to moderate the relationship between gender and commitment to stay in the same organization. (6)This study confirmed that married engineers had stronger commitment to stay in the same organization and that pay satisfaction moderated the relationship between marital status and organizational and professional commitment, except for the value commitment to the profession. (7)In spite of the value commitment to the organization, however, it was found that the more dependents, the higher organizational commitment and the less professional commitment was demonstrated. That pay satisfaction moderated the relationship between number of dependents and organizational commitment was approved in this study. (8)The hypothesis that the more income an individual received, the higher organizational and professional commitment s/he demonstrated, was supported. However, a negative relationship was found between income and commitment to stay in the same organization. As anticipated, pay satisfaction moderated the relationship between salary level and organizational commitment. (9)A positive relationship between organizational and professional commitment was found in this study.