With rapid development of technology in industries and aggressive globalization competitiveness, business operation success from the past does not guarantee present and future success, and the competitive advantages of enterprises may vanish after time or environment differences. Promoting new products and process innovation have becoming the main strategies for enterprises, and they also become the key points of the existence of enterprises. Therefore, enterprises should intake technological innovation when formulating strategies, and concentrate on their core resources and capabilities. Through the integrations, the enterprises will be able to react and get the sustainable competitive advantages when changes from outside and inside the organizations occurred. This research is using the Resource-Based View as foundation, and the high technology manufacturers and enterprises in Taiwan as our research objects. Exploring the characteristics of enterprise inner resources, capabilities and the impacts on creating sustainable competitive advantages through the interactions and effects when enterprises engage planning their technological innovation strategies. The obtained data is adapted by Pearson correlation analysis and regression analysis. The research result is hopefully to be able to provide with the high technology manufacturers and enterprises in promoting the competitive advantages in business operation and decision application. The result of this research is that, the technological innovation strategy is indeed affected by core resources and capabilities. The different core resource contents and characteristics have remarkable effects on enterprises technological innovation strategies. This research result is corresponding with resource-strategy paradigm by the Resource-Based School. Technological innovation strategy has outstanding impact on the sustainable competitive advantages. Different types of technological innovation strategies have effects on innovation performances, which shows the importance of applying technological innovation strategy to enhance the competitive advantages. However, the core resource contents and characteristics do not show the direct impact on the sustainable competitive advantages. The core resources and capabilities of enterprises will have contribution to the sustainable competitive advantages by strategy formulation and implementation.

Investir na capacidade de identificação dos diferentes níveis de desempenho dos servidores de uma Instituição é uma das mais importantes práticas da gestão de recursos humanos na atualidade. O empregador busca caracterizar os diferentes níveis de desempenho e utiliza esta informação da maneira construtiva visando à melhoria de processos e resultados para a Instituição. A avaliação regular de desempenho é uma das formas de identificar e valorizar as boas práticas que se alinham com a missão e valores da Instituição, e prover devolutiva para corrigir rumos e fazer ajustes necessários. Existem várias formas de se fazer avaliação de desempenho dos membros de uma equipe de trabalho, entretanto a tendência tem sido a utilização de sistemas informatizados que aumentam a capacidade de gerenciamento dos dados coletados, controle e feedback das avaliações aos servidores. Recentemente implantou-se o Sistema Eletrônico de Avaliação de Desempenho (SEAD) para os servidores da área médica, no Hospital das Clínicas da Faculdade de Medicina de Ribeirão Preto da Universidade de São Paulo (HCFMRP-USP), com o intuito de atender a Lei Complementar 1193/2013, que exige a avaliação de desempenho dos médicos do Estado de São Paulo para fins de pagamento do Prêmio de Produtividade Médica (PPM). O objetivo é descrever e caracterizar o SEAD, além de avaliar os resultados dos primeiros anos de sua implementação. Caracteriza-se como um estudo descritivo na parte inicial, onde foram apresentadas todas as etapas de planejamento e implementação do SEAD para avaliação dos médicos do HCFMRP-USP, inclusive com as principais diferenças entre o novo sistema e o sistema manual que havia previamente. Na etapa seguinte, de implementação, caracteriza-se por um estudo do tipo \"pesquisaação\" com duração de três anos em que diversos ajustes foram feitos a partir do que foi aprendido nas avaliações iniciais do próprio sistema. Na etapa final foram feitas entrevistas com os docentes avaliadores dos serviços com o maior número de médicos do HCRP. Este estudo foi aprovado pelo Comitê de Ética do HCRP. Dentre os resultados do estudo apresentaremos uma descrição detalhada do SEAD aplicado na área médica e as diferenças observadas em relação aos sistemas de avaliação anteriormente utilizados pelo HCRP. Diversas informações e indicadores foram obtidos em tempo real e disponibilidados para gestores médicos e a adminstração de recursos humanos do HCFMRP, tais como: o número de servidores avaliados, os avaliadores que realizaram as avaliações ou os avaliadores que não realizaram as avaliações, a quantidade de servidores avaliados por cada avaliador, quem foi avaliado, a nota obtida e o percentual de recebimento do PPM que cada médico do hospital recebeu. Os resultados dos primeiros anos de utilização e as melhorias que foram feitas no SEAD também estão descritas nos resultados deste estudo. A percepção dos avaliadores e usuários do sistema é de que o SEAD representou ganhos em termos de armazenamento de dados, acesso à informação para a tomada de decisões e principalmente por propiciar o direcionamento das políticas de incentivo aos médicos do HCRP alinhada com os interesses da própria instituição. De um modo geral os avaliadores que participaram voluntariamente do estudo avaliaram o SEAD de maneira bastante positiva. A avaliação de pessoal para fins de promoção ou premiação é sempre um desafio do ponto de vista pessoal e a disponibilidade de recursos que aumentam a transparência e promovem equidade com agilidade e simplicidade são extremamente importantes, especialmente para as organizações públicas. / Investing in the ability to identify the different levels of performance of an institution\'s servers is one of the most important human resources management practices today. The employer seeks to characterize the different levels of performance and uses this information in a constructive way aiming at improving processes and results for the Institution. Regular performance evaluation is one way to identify and value good practices that align with the Institution\'s mission and values, and to provide feedback to correct directions and make necessary adjustments. There are several ways to evaluate the performance of members of a work team. However, the tendency has been to use computerized systems that increase the capacity to manage the data collected, control and feedback of the evaluations to the servers. Recently the Electronic Performance Evaluation System (SEAD) was implanted for the medical staff, at the Hospital das Clínicas of the Medical School of Ribeirão Preto of the University of São Paulo (HCFMRP-USP), in order to comply with the Law Complementary Act 1193/2013, which requires the performance evaluation of physicians of the State of São Paulo for the purpose of payment of the Medical Productivity Award (PPM). The objective is to describe and characterize the SEAD, besides evaluating the results of the first years of its implementation. It is characterized as a descriptive study in the initial part, where all the SEAD planning and implementation steps for the evaluation of HCFMRP-USP physicians were presented, including the main differences between the new system and the manual system that had previously been presented. In the next stage of implementation, it is characterized by a three-year \"action-research\" study in which several adjustments were made based on what was learned in the initial evaluations of the system itself. In the final stage interviews were made with the teachers evaluating the services with the largest number of HCRP physicians. This study was approved by the HCRP Ethics Committee. Among the results of the study we will present a detailed description of the SEAD applied in the medical area and the differences observed in relation to the evaluation systems previously used by the HCRP. Various information and indicators were obtained in real time and available to HCFMRP medical managers and human resources management, such as: the number of evaluated servers, the evaluators who carried out the evaluations or the evaluators who did not carry out the evaluations, the amount of servers evaluated by each evaluator, who was evaluated, the grade obtained and the percentage of receipt of PPM that each hospital doctor received. The results of the first years of use and the improvements that have been made in SEAD are also described in the results of this study. The perception of the evaluators and users of the system is that the SEAD represented gains in terms of data storage, access to information for decision-making and, above all, to foster the orientation of policies to encourage HCRP physicians in line with the interests of the system itself institution. In general, evaluators who voluntarily participated in the study evaluated SEAD in a very positive way. Evaluating staff for promotion or reward is always a challenge from a personal standpoint, and the availability of resources that increase transparency and promote equity with agility and simplicity are extremely important, especially for public organizations.

Due to increase global competitive pressure, shortened product life cycles and ease of imitation, firms must continue to innovate to maintain their competitiveness. Technological innovation has become the primary basis of productivity improvements, sales volume growth, and competitiveness of firms, especially for the high-tech companies. Thus, identification and evaluation of technologies from a variety of perspectives now play important roles in the effective technological sources management. Traditionally, technological innovation studies stressed single model or variable having effects on firm productivity and performance. However, the challenge for business environment is continually changing; single model or variable is not good enough to explain the overall impact of technological innovation. The most difficult aspect of technological innovation performance measurement is the identification of appropriate metrics and approaches that provide information concerning these facets. In this study, the researcher tried to develop a technological innovation performance measurement model and determine tangible and intangible factors from the systematical perspective. That is, technological innovation in its nature is multi-dimensional and multi-criteria. Furthermore, technology innovation performance measurement can be conceptualized as multi-criteria a complex problem which involves the simultaneous consideration of multiple quantitative and qualitative requirements. In this empirical study, the researcher firstly utilizes the Delphi technique to build a hierarchical network structure model for evaluating the technological innovation performance measurement of high tech firms. Secondly, analytic network process (ANP) was applied to determine the importance weights of each dimension and criterion while exists interdependencies among criteria within the same dimension. Thirdly, Non-additive fuzzy integral method was then applied for information fusion and calculates the synthetic performance on a hierarchical network model structure for which criteria are interdependent and interactive. This study applied fuzzy measure and non-additive fuzzy integral method to derive the synthetic performance values of each dimension and firm. Through the technological innovation performance evaluation model can provide firms with an overview of their strengths and weaknesses with regards to technological innovation management. Furthermore, R&D managers and senior managers can apply this model to evaluate and determine the technological innovation capabilities of a firm to improve its technological innovation performance. Finally, this model may provide the useful information for managers and to reduce the overall technological innovation uncertainty.

Investir na capacidade de identificação dos diferentes níveis de desempenho dos servidores de uma Instituição é uma das mais importantes práticas da gestão de recursos humanos na atualidade. O empregador busca caracterizar os diferentes níveis de desempenho e utiliza esta informação da maneira construtiva visando à melhoria de processos e resultados para a Instituição. A avaliação regular de desempenho é uma das formas de identificar e valorizar as boas práticas que se alinham com a missão e valores da Instituição, e prover devolutiva para corrigir rumos e fazer ajustes necessários. Existem várias formas de se fazer avaliação de desempenho dos membros de uma equipe de trabalho, entretanto a tendência tem sido a utilização de sistemas informatizados que aumentam a capacidade de gerenciamento dos dados coletados, controle e feedback das avaliações aos servidores. Recentemente implantou-se o Sistema Eletrônico de Avaliação de Desempenho (SEAD) para os servidores da área médica, no Hospital das Clínicas da Faculdade de Medicina de Ribeirão Preto da Universidade de São Paulo (HCFMRP-USP), com o intuito de atender a Lei Complementar 1193/2013, que exige a avaliação de desempenho dos médicos do Estado de São Paulo para fins de pagamento do Prêmio de Produtividade Médica (PPM). O objetivo é descrever e caracterizar o SEAD, além de avaliar os resultados dos primeiros anos de sua implementação. Caracteriza-se como um estudo descritivo na parte inicial, onde foram apresentadas todas as etapas de planejamento e implementação do SEAD para avaliação dos médicos do HCFMRP-USP, inclusive com as principais diferenças entre o novo sistema e o sistema manual que havia previamente. Na etapa seguinte, de implementação, caracteriza-se por um estudo do tipo \"pesquisaação\" com duração de três anos em que diversos ajustes foram feitos a partir do que foi aprendido nas avaliações iniciais do próprio sistema. Na etapa final foram feitas entrevistas com os docentes avaliadores dos serviços com o maior número de médicos do HCRP. Este estudo foi aprovado pelo Comitê de Ética do HCRP. Dentre os resultados do estudo apresentaremos uma descrição detalhada do SEAD aplicado na área médica e as diferenças observadas em relação aos sistemas de avaliação anteriormente utilizados pelo HCRP. Diversas informações e indicadores foram obtidos em tempo real e disponibilidados para gestores médicos e a adminstração de recursos humanos do HCFMRP, tais como: o número de servidores avaliados, os avaliadores que realizaram as avaliações ou os avaliadores que não realizaram as avaliações, a quantidade de servidores avaliados por cada avaliador, quem foi avaliado, a nota obtida e o percentual de recebimento do PPM que cada médico do hospital recebeu. Os resultados dos primeiros anos de utilização e as melhorias que foram feitas no SEAD também estão descritas nos resultados deste estudo. A percepção dos avaliadores e usuários do sistema é de que o SEAD representou ganhos em termos de armazenamento de dados, acesso à informação para a tomada de decisões e principalmente por propiciar o direcionamento das políticas de incentivo aos médicos do HCRP alinhada com os interesses da própria instituição. De um modo geral os avaliadores que participaram voluntariamente do estudo avaliaram o SEAD de maneira bastante positiva. A avaliação de pessoal para fins de promoção ou premiação é sempre um desafio do ponto de vista pessoal e a disponibilidade de recursos que aumentam a transparência e promovem equidade com agilidade e simplicidade são extremamente importantes, especialmente para as organizações públicas. / Investing in the ability to identify the different levels of performance of an institution\'s servers is one of the most important human resources management practices today. The employer seeks to characterize the different levels of performance and uses this information in a constructive way aiming at improving processes and results for the Institution. Regular performance evaluation is one way to identify and value good practices that align with the Institution\'s mission and values, and to provide feedback to correct directions and make necessary adjustments. There are several ways to evaluate the performance of members of a work team. However, the tendency has been to use computerized systems that increase the capacity to manage the data collected, control and feedback of the evaluations to the servers. Recently the Electronic Performance Evaluation System (SEAD) was implanted for the medical staff, at the Hospital das Clínicas of the Medical School of Ribeirão Preto of the University of São Paulo (HCFMRP-USP), in order to comply with the Law Complementary Act 1193/2013, which requires the performance evaluation of physicians of the State of São Paulo for the purpose of payment of the Medical Productivity Award (PPM). The objective is to describe and characterize the SEAD, besides evaluating the results of the first years of its implementation. It is characterized as a descriptive study in the initial part, where all the SEAD planning and implementation steps for the evaluation of HCFMRP-USP physicians were presented, including the main differences between the new system and the manual system that had previously been presented. In the next stage of implementation, it is characterized by a three-year \"action-research\" study in which several adjustments were made based on what was learned in the initial evaluations of the system itself. In the final stage interviews were made with the teachers evaluating the services with the largest number of HCRP physicians. This study was approved by the HCRP Ethics Committee. Among the results of the study we will present a detailed description of the SEAD applied in the medical area and the differences observed in relation to the evaluation systems previously used by the HCRP. Various information and indicators were obtained in real time and available to HCFMRP medical managers and human resources management, such as: the number of evaluated servers, the evaluators who carried out the evaluations or the evaluators who did not carry out the evaluations, the amount of servers evaluated by each evaluator, who was evaluated, the grade obtained and the percentage of receipt of PPM that each hospital doctor received. The results of the first years of use and the improvements that have been made in SEAD are also described in the results of this study. The perception of the evaluators and users of the system is that the SEAD represented gains in terms of data storage, access to information for decision-making and, above all, to foster the orientation of policies to encourage HCRP physicians in line with the interests of the system itself institution. In general, evaluators who voluntarily participated in the study evaluated SEAD in a very positive way. Evaluating staff for promotion or reward is always a challenge from a personal standpoint, and the availability of resources that increase transparency and promote equity with agility and simplicity are extremely important, especially for public organizations.