With Chief Human Resources Officers in Taiwanese-based Enterprises as the study of objects, this paper applies Mr. Feng-lee Lin¡¦s (2009) ¡§The Perspective of the Resource-building Mechanism¡¨ as the Theoretical framework, and researching into its functional management model in China. The purpose of this paper is to see if this position, CHO, can bring up efficiency in areas of individual, employee, and organizational performance management, and the efficiency as a whole as well. Key figures were interviewed, secondary data were collected, applied, analyzed to get the following conclusions: 1. The functionalities of CHO in Taiwanese-based Enterprises in Mainland China include: People management, Things management, and Self-management. 2.The key elements of management functions are professional knowledge, communication skill, and self-concept. The three react upon each other, and have causal relationship between them. 3. Due to the complexity in environment, regulations and policies, CHOs in Taiwanese-based Enterprises in mainland China face more challenges in inter-cultural management, enterprise management staff mobility, the uncertainty in effectiveness of enterprise performance management system and quantitative mechanism.

This research is on the chain coffee store. The case study is formulated by applying ¡§resources-building mechanism¡¨ (Feng-Lee Lin, 2009) to look into the business models adopted by different market players. The goal is to decompose each business model, pinpoint the difference, understand the cause and effect between business models and performances, and, one step forward, to predict the the management result. In the ¡§resources-building mechanism¡¨ theory which defines a firm¡¦s physical-energy-spirit equivalents: physical to a firm¡¦s physical properties, energy to a firm¡¦s driving power, and spirit to a firm¡¦s frame of mind. Physical, energy, spirit are the three essential elements in the making of a resources. Each of the three elements interacts with one another. The resources-building relies on utilizing both a firm¡¦s internal and external resources. The internal and external resources optimization are mutually enhanced, interacted and ultimately merged. From the ¡§Resources-building mechanism¡¨ perspective to explain business model construction mechanism of chain coffee store and take the well-known coffee chain store as the object of study. The conclusions are drawn: 1. The business model of chain coffee stores is the aggregation of the interior ¡§product¡¨ and the exterior ¡§customer¡¨. 2. The business model is composed of service, management state, brand name, target customer, consumption and the market trend. All these factors interact with one another. 3. The performance of the market player is positively correlated with the coordination and conciliation of the above six factors. Therefore, by appraising the degree of conciliation, we can measure the effectiveness of management. 4. Forecast of the chain coffee store case management result: The CITY CAFÉ ranks on top of the list in the evaluation, the manage result will be best among the four companies.85¢J coffee has sound adaptive degree, the manage result will be only inferior to CITY CAFÉ while Starbucks¡¦ (TAIWAN) adaptive degree is ordinary and the manage result will be inferior to CITYCAFÉ and 85¢J. Crown &Fancy CAFÉ¡¦s adaptive degree is bad, the manage result will be the worst among the four.

This is a case study to take the Top Management Team (TMT), as the main part; moreover, the point of view in the study is to apply ¡§Resource-Building Mechanism¡¨ to explore multicultural companies how effectively building resource on their practical operation in the enterprises. Gradually, the operation leads the Group into a competitive advantage with sustainable development. The secret is not in the esoteric management theories, but in the tangible and intangible resources to integrate the unity capabilities of Knowledge, Belief, and Action. By the methods of questionnaire survey and in-depth interview on the case study of the TMT in the K Company - one of the largest instant noodle food group in the world, this research aims to understand how the Belief strongly affects TMT in common interactions between CEO and TMT in the company. In addition, the research tries to realize how they integrate the idea in the process of organizational change and jointly establish the same faith and trust for the shared vision. Based on result of the research, a key factor to comprehend the maintaining growth of high-performance and competitive advantage which makes opponents hard to imitate and surpass is the tight coherence between the CEO of the company and the Top Management Team. By resolution and perseverance practice of organizational belief, it leads to a unique true essence in the strategic business actions and management. The research proposes a significant value of the unity capabilities of Knowledge, Belief, and Action for the company and provides a practicable way for future research.

For the past years more and more well-managed middle-size enterprises in Taiwan have tried to be more competitive and become multination-base enterprises through diversification. A lot of research indicates that the diversification can result in unique competitive advantages. However it also indicates that the degree of diversification is no more one of the important indexes of business performance. This study was conducted to investigate how to integrate resources within a diversified enterprise to create the management synergies and channel them back to subsidiaries for more growth. Based on various theories regarding resource-base view, diversification, resource building and resource leverage, this study empirically documented that the resource integration among subsidiaries is positively related to the existence of business groups and their growth within a mature industry. The results of this study indicate that: 1. Business profits can be generated through resource-integration strategy even during the period of a macro-economic recession. 2. Either related diversification and unrelated diversification could be achieved when enterprises are able to effectively use related techniques and resources. 3. The diversified enterprises can exploit resources to create new management synergy through resource building, resource leverage and resource integration. 4. Whether resource integration can be achieved hinges heavily on the subsidiaries willingness to cooperate. Key Words: Resource-Based View Theory, Diversification, Resource Leverage, Resource Building, Resource-Integration, And Business Performance