Steel industry has a great connection with the strategic superiority of a nation, and is so called ¡§the foundation of industry¡¨. Generally speaking, the development of steel industry makes progress with economy and society of a country at the same time. Both developed and developing country, positively constructed their own steel industry to meet their demand. From 2001, there was a insufficient gap of steel supply existed in the world due to strong demand of Mainland China and consequently made world steel price rise sharply and hit historical high time after time. But the capacity of steel production also followed fast in Mainland China, and finally the central bureau of P.R.C. execute macro-adjustment plan in order to cooling down overheated economy. In 2005 first quarter the steel products oversupply eventually, and the price reverse V-TYPE down. Focus on the enormous chance, the leader steel company of Japan and South Korea entered Mainland China steel industry by strategic alliance with Mainland¡¦s steel companies. Formosa Plastics in Taiwan also schemed to establish an integrated steel mill. The steel market varied so fast and was hard to prospect, Taiwan¡¦s largest steel company -China Steel Corp. operated in such complicated environment, should find a new position to keep its advantageous competition status and do some contribution to its country.

Previous work on innovation performance has focused on either organization or individual-level analysis. The current study is the first that we are aware of in which multilevel theory and method were applied to innovation behavior and innovation performance. This multilevel study of 100 managers, 512 R&D teams of employees from 38 R&D companies demonstrated that both individual-and team-level factors were significantly associated with innovation behavior: Balanced psychological contract fulfillment explained within-team variance, and innovation climate explained between-team variance. Further, employee innovation behavior aggregated to the team level explained between-team variance in innovation performance. This paper also explores the impact of the RBV on the theoretical and empirical development of SHRM and innovation climate. This study is to introduce Intellectual capital as a mediating construct between knowledge human resource management (KHRM) systems and knowledge create. This study provides consistent support for the notion that KHRM systems are fundamental in the development of intellectual capital. This study also found intellectual capital to be associated with increased knowledge creation and innovation performance. With regard to intellectual capital¡¦s mediating role in the HR-performance linkage, this study provides both managers and academics with a more fine-grained analysis of how to target HR investments that build intellectual capital, which, in turn, drive team innovation performance. The results contribute to knowledge on the resource-based view of the firm and the importance of multilevel theory.

In the knowledge economy era, a firm¡¦s competitive edge increasingly depends on the possession of knowledge and intellectual capital. Knowledge becomes the key resource for firms, and firms must increase the attention they pay to knowledge management. A very important issue regarding intra-firm knowledge transfer is to identify the model and circumstances in which knowledge can effectively be transferred. The objective of this study is to demonstrate the typology of intra-firm knowledge transfer executed by different semiconductor firms. Multiple case study approach is adopted to identify the pattern of knowledge and technology transfer in this study. In order to analyses knowledge transfer activities, four semiconductor firms were studied with qualitative method. Multiple sources of evidence are gathered, including documents, interviews, and internal reports. Synthesizing the knowledge transfer practices of these firms, this study demonstrates three models for intra-firm knowledge transfer. These knowledge transfer models have important implications for technology and knowledge management. First, deploying these transfer models, replication strategies can apply to the manufacturing sector, including high-tech firms. Manufacturing firms can transfer manufacturing processes between business units and achieve synergy effects or performance consistency. Second, these transfer models validate the contingency theory since various situations induce different transfer models. Third, from these cases we can understand that external benchmarking may not always be the best way to solve problems and maintain competitive advantage. Resource-based theory maintains that firms can retain competitive edge by efficiently and effectively applying practices developed in-house.

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

Taiwan has listed on developed countries, people in Taiwan are more and more emphasis on leisure activities following on the higher income, increased GNP and changed life style of aging society. Besides, 5-working-day scheme and promotion of tourism and leisure industries have become Taiwan government¡¦s important policy. Tourism and leisure industries is a tremendous potential market, which implies billions of dollars treasure there. Moreover, tourism and leisure industries can help Taiwan government to resolve high un-employee problems. I believe that this potential emerging market of leisure and tourism industries may draw more and more attention from authorities and interested parties. So as this paper hi-lights leisure industries and takes a case study of Shitzuwan Beach Resort. From business operational environment point of view, there are certain factors that cause an enterprise operates very successfully in its field, these certain factors are well known as key success factors. On the other hand, resource-based view is looking into and focusing an enterprise¡¦s internal resources and its capabilities, this theory has been implemented since 1990 and becomes a fad now a day. From resource-based view, the formation of competitive advantage of a firm is weather or not its resources and capabilities match with key success factors, this model of ¡uresource and core competence ¡÷ key success factors ¡÷ competitive advantage¡vhave been proved by the ¡ucompetitive advantage matrix analysis model¡v whereas the model created by the author. The main purpose of this paper therefore, is to contribute to the theoretical creation of competitive advantage matrix analysis model, this model is based on two dimensions of key success factors¡]KSF¡^and resource-based view¡]RBV¡^, through this competitive advantage matrix can illustrates the types of competitive advantage and intensive of competitive advantage of the designated enterprise. The result of matrix analysis also gives hints for the enterprises to overview and to reinforce his internal resources as well as core competence, so as to keep and create its competitive advantage. Key Words¡GKey Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Core Competence, Competitive Advantage, Competitive Advantage Matrix Analysis.

¡@¡@Since the release of 3G licenses in Taiwan telecommunication industry in 2001, the mobile value-added service application market hasn't matured yet to meet the public expectation, built up the service application ecosystem like NTT Decoma in Japan. However, a new and popular telecommunication standard, WiMAX (Worldwide Interoperability for Microwave Access) appeared and was referred to the most possible standard to compete as the 4th or even final generation these years for its tech advantage and promotion. In 2007, National Communications Commission has released 6 operating licenses, including FAREASTON Telecom, TATUNG InfoComm, VASTAR CABLE SYSTEM, FIRST INTERNATIONAL TELECOM, GLOBAL MOBILE and VMAX Telecom. Thus WiMAX is expected as the application platform which will likely succeed to develop digital content and mobile value-added service. ¡@¡@Because WiMAX Operators are promising industry in preparation stage, the study based on Resource-based View attempts to utilize the concept structure of Strategic Integration Model macroly, which operating scope, core resource and business network interact each other, designing a suitable case analyzing matrix model to study how Taiwan WiMAX Operators carry out the strategic deployment of mobile value-added services, induct the applying patterns of WiMAX moible service and generalize the key success factor.

The aim of this study is to discuss the query: ¡§When organizations apply different human resource (HR) systems in managing their employees with different characteristics, what will be the employees¡¦ possible performance patterns?¡¨ by modifying and extending Lepak & Snell¡¦s (1999) HR architecture. According to employees¡¦ contribution to the sustained competitive advantages (SCAs), we first identified two main characteristics of employees: complexity and uniqueness. The employees could be further categorized into core, unique, complex, and imitable HR and the HR architecture is thereby constructed. Furthermore, based on agency theory and transactional cost theory, we propose behavioral control and internal development as the two main strategies for managing employees with different characteristics: integration with HR architecture, and construction of human resource management (HRM) architecture. Finally, there are exchange relationships between employees and their organizations. Since psychological contracts reflect employees¡¦ beliefs in the terms and conditions of a reciprocal exchange relationship between them and their employers (Rousseau, 1995), they are viewed as the best linking mechanism between HR systems and employee behaviors (Wright & Boswell, 2002). Accordingly, we adopted psychological contract perspective to discuss the relationships between HR systems and employees¡¦ role behaviors and sequentially proposed the corresponding psychological contract architecture as well as the performance architecture. Multilevel analysis and t-test of data from 172 Taiwanese datasets (172 copies from immediate managers and 806 from employees) revealed that different HR systems not only are applied to manage different types of employees but also elicit different patterns of employees¡¦ performance. First, organizations would like to apply higher levels of internal development and lower levels of behavioral control in managing their core HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations and simultaneously improve their in-role behaviors, OCBI, and OCBO. In contrast, organizations would like to apply lower levels of internal development and higher levels of behavioral control in managing their imitable HR. This governance made employees focus on specific performance-reward contingencies in their exchange relationships with the organizations, as well as to enhance their in-role behaviors. Next, organizations would like to apply higher levels of internal development and behavioral control in managing their unique HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations, with an emphasis on specific performance-reward contingencies. For this reason, this HR system could prompt employees¡¦ appropriate in-role behaviors and OCBO. Finally, according to the HRM architecture, an organization should theoretically apply a lower level of internal development and behavioral control in managing its complex HR. Since it is not possible to form employees¡¦ psychological contract or create relevant role behaviors when organizations do not actively adopt specific strategies to manage them, we did not empirically examine the relationships between HR systems and employees¡¦ complex role behaviors. However, complex HR still contributes to the SCAs. Accordingly, future research could focus on complex HR and explore which types of HR system would be beneficial in regard to their role behaviors.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.

The resource based radical change from semiconductor manufacturing into the artificial plant factory is studied by understanding the resource capabilities in each industry separately. Due to lack of scientific research in the resource re-utilization process, the phenomenon is explored by studying the role of three different resources from a holistic view. By a qualitative research method, the motivating reasons for the change, the resources involved in the change, duration, and the resource based information were studied. The collected data are analysed under three different categories such as knowledge, infrastructure, and production technology. The identified problems were the unsatisfied resource capabilities, which have to be solved during the change process. As a result of the analysis, a framework is developed by combining all the three resources from a holistic view, in the change process. The framework is structured in three separate phases and inferred to support the resource re-utilization in the radical change process.

Traditionally, research investigating marketing's role and influence within the firm has focused on the marketing department and its ability to affect future firm strategies. Consequently, little is known about the antecedents of a Chief Marketing Officer's (CMO) role or influence. Yet the position of CMO is quite unique. Unlike other executive officers (e.g., CFOs), no reliable external validation or accreditation is generally recognized, required, or mandated. Similarly, firms are increasingly calling for their CMOs to justify their own existence, and many are even considering abandonment of the position entirely.The goal of this investigation is to understand how CMOs can generate influence within their respective firms given a lack of reliable external credentials. However, the current business press seems to suggest that there currently exists a great bias towards marketing in general and CMOs in particular. As a result, the current investigation uses a competing models approach to study CMO influence. Drawing upon the literature pertaining to competition, the author suggests that individuals, like firms, can generate their own competitive advantage by possessing unique bundles of resources (e.g., information). This is the common element in both models. As the uniqueness of the information provided by the CMO increases, other executive officers within the firm are more likely to confer expertise power to the CMO, which in turn leads to greater influence. The two models diverge as organizational legitimacy is introduced. In one model, the Socially Contingent model, the CMO can only garner expertise power to the extent that s/he possesses organizational legitimacy. In such a case, CMOs that lack organizational legitimacy will be unable to realize any gains in expertise power regardless of the uniqueness of their informational resources (i.e., organizational legitimacy moderates the relationship between the uniqueness of the information provided and expertise power). In the second model, the Merit-Based model, organizational legitimacy mediates the relationship between a CMO's expertise power and his/her influence. As a CMO's perceived expertise increases, other executive officers are more likely to support the CMO's initiatives, which in turn lead to greater influence during strategy design and implementation.