Abstract In retrospect, Taiwanese manufacturers have outstanding abilities in production which attracted Western international branding companies to give their orders to Taiwan firms. However, with the emerging countries¡¦ arising made a huge impact toward Taiwan OEM industry. This research is aimed at exploring on the gap analysis and strategies of filling the gap on OEM firms trying to transforming to OBM, and together with exploring on the strategic human resource planning during transforming. This research is mainly through data analysis, case study Company¡¦s interview and the comparison with Benchmark Company to achieve the research purposes. This research selects design industry, and moreover, the case study A company is undergoing this OEM to OBM process, in addition to explore the competencies and together with strategic human resource planning dimensions, and as well as the difficulties they were facing. And then, this research used a benchmark firm, Franz, which is also in design industry to make comparison and to learn from Franz through a dynamic competency view. The main contribution of this study is to explore the issue of competency gap while OEM transformed into OBM firms, and used dynamic competency view to suggest the case studied A company to consider different developing stages while making human resource plan. As for those Taiwanese design and fashion companies who also pursue transforming, this research will bring them great benefits.

Abstract Semiconductor Distributor regulate the market supply and demand functions, Also playing a bridge for the upstream IC suppliers and downstream system manufacturers. With the development of the industry, life cycle of end products is getting shorter, the upstream supplies can not precisely hold the marketing trend of end products.However, a professional IC distributor has marketing capability to grasp the trend of end products, to provide the integration of application consulting, logistics resources, services and therefore to provide a complete total solution of helping customers to develop new products . So the distributors increased in self-value-added and gained customer trust . Moreover, it enhanced the connection to customers and could lead the market gradually. So it still is a key position in the components supply chains. Small- medium distributors not only face with the large domestic distributors but also on the face of international distributors competitive threat. By changing the marketing strategy, it may affect small-medium semiconductor distributor to choose a differentiated way, so they may develop of a unique competitive advantage. If distributors increase their technical capability for products application and provide a total solution to customers, they could lower the pressure to sell total solution instead of single parts. By providing total solutions and modules as selling point, it can raise the profit and also increase the connection between customers, therefore, strengthen the competitive power of enterprise. This study focused on the transformation strategy of small and medium distributors. The study found that when facing marketing competition, small and medium distributors will have three kinds of Business Transformation strategies: 1. To go with the medium, and large distributors direction. 2. To go with technology-intensive direction to be a solution provider. 3. To make diversification strategy direction. In this study, small and medium semiconductor distributors are main subject case study. The study through empirical analysis of the case and found out the business transformation of the three possible directions. And we are looking forward to providing a direction of thinking and hoping next researcher for further improvement.

Ti3Al based intermetallic alloys are attractive for aerospace and aircraft applications due to their superior high temperature properties. Excellent high temperature superplasticity in the Ti3Al-Nb based alloy has been widely published. However, the alloys become brittle and hard to deform at temperatures below 600oC so that low temperature superplasticity is difficult to develop. In the current super

When an enterprise has developed to a certain scale and anticipated an impressive expansion, business transformation and diversification are unavoidable decisions. How to measure targets or strategies of business transformation and diversification by quantifiable performance measurements or non-quantifiable performance evaluation systems and make adequate modifications would be crucial issues. This study applied Balanced Scorecard ¡qKaplan and Norton, 1996¡r to the Taiwan Sugar Corporation ¡qTSC¡r as a case study. Balanced Scorecard is a tool provides a strategy framework for implementation and control, and transforms company¡¦s visions and strategies into measurable indexes with four dimensions. In order to synchronize the Balanced Scorecard sheet and strategy map of TSC, the study used statistics method to analyze questionnaires and technique of in-depth interviews. Started with analyzing the results of TSC diversification, the study expanded cause-effect relationships of eight major strategic themes, and combined 13 strategic objectives and 45 strategic key performance indicators. The study has two major findings: 1.The current management system and performance measurement of state-owned business are influenced significantly by the government agency. Furthermore, the state-owned business also emphasis too much on financial and internal business process performance indicators, thus customer needs and needs for learning are sacrificed. As the result, the transform mission and strategic target, which focus on value of customers, can¡¦t be connected. 2.Through planning and designing Balanced Scorecard for TSC and transforming organizational strategic objectives into actionable objectives and key performance indicator, we found that Balanced Scorecard is an integrated strategic management tool. Using this tool, the state-owned business can effectively move from ¡§budget performance measurement system¡¨ to ¡§performance management strategy system¡¨. The establishment of Balanced Scorecard has brought TSC the following substantial benefits: 1.Improving the unclear decision making mechanism 2.Establishing strategy focus organization 3.Reducing the gap of current achievement evaluation systems 4.Transforming to customer-focused management mechanism Key words: Business transformation, Diversification, Balanced Scorecard, TSC

The concept of the team identity transformation in entrepreneurial process was addressed in this thesis. In order to effectively and delicately descript the formation and transformation process of the team identity, Qualitative research and single case method were explored that an electronic component manufacturer (thereafter called F company) in Kaohsiung was chosen. I collect the first-hand data not only by interviewing with interviewees but emailing or talking via phone. In aspects of interview, formal interviews took 17hours, informal interviews took about 10hours and 2 hours was used to get data via telephone communication. Except for first-hand data, we collect the secondary data as well. With comparison on differences of technological team identity(ies) between in and after business creation, three categories grounded on interviews was developed, including think¡Bwork and learn. Based on these, we would try to analyze the reasons of transformation. After almost year of observation and data collection, I conclude these below: 1¡BThere is existence of technological team identity in initial stage of entrepreneurship and this will be beneficial to drive the entrepreneurship. The mechanism of formation is how to pick up the members to make them highly consistent in thinking and behaviors. 2¡BAs changes of contexts and self adaptation, the technological team identity would be transformed as the figure6.1 shown. 3¡BI found that the team identity would transform into organizational identity, and that would make the border between technological team and the other groups more and more unspecific. 4¡BIn the process of team transformation, managerial action and machismo play an important roles to harness how the process goes to make the organization more flexible and actively response to the complex environments.

The inverse spectral problem is the problem of understanding the potential function of the Sturm-Liouville operator from the set of eigenvalues plus some additional spectral data. The theory of transformation operators, first introduced by Marchenko, and then reinforced by Gelfand and Levitan, is a powerful method to deal with the different stages of the inverse spectral problem: uniqueness, reconstruction, stability and existence. In this thesis, we shall give a survey on the theory of transformation operators. In essence, the theory says that the transformation operator $X$ mapping the solution of a Sturm-Liouville operator $varphi$ to the solution of a Sturm-Liouville operator, can be written as $$Xvarphi=varphi(x)+int_{0}^{x}K(x,t)varphi(t)dt,$$ where the kernel $K$ satisfies the Goursat problem $$K_{xx}-K_{tt}-(q(x)-q_{0}(t))K=0$$ plus some initial boundary conditions. Furthermore, $K$ is related by a function $F$ defined by the spectral data ${(lambda_{n},alpha_{n})}$ where $alpha_{n}=(int_{0}^{pi}|varphi_{n}(t)|^{2})^{frac{1}{2}}$ through the famous Gelfand-Levitan equation $$K(x,y)+F(x,y)+int_{o}^{x}K(x,t)F(t,y)dt=0.$$ Furthermore, all the above relations are bilateral, that is $$qLeftrightarrow KLeftrightarrow FLeftarrow {(lambda_{n},alpha_{n})}.$$ hspace*{0.25in}We shall give a concise account of the above theory, which involves Riesz basis and order of entire functions. Then, we also report on some recent applications on the uniqueness result of the inverse spectral problem.

In recent years, Taiwan have some unprecedented crises to be faced with. Such as the recession of economic growth, the raise of unemployment rate. Furthermore, joining to the WTO ( World Trade Organization ).made an incredible change of the whole industrial structure which never happened before . Therefore, globalization and internationalization have replaced with the traditional operation mode. Many enterprises involved in regrouping , merging, laying off, closing down. and the etc.. As a result, the enterprise have to transform their business structure urgently. The valid strategy for developing human resources can increase the efficiency of the organization. Urge the development of the organization to combine with the employee's career management mutually. Therefore, it provides help to raise the ability of employees and understand their own potential through the organization management. The enterprise can also program the strategy of human resource according the enterprise's long term goal to combine the employee's technical ability and the manpower which the organization need in future. The enterprise can exalt organizational performance and lends to win ¡Vwin situation. This research surveys with the human resource supervisors whose name listed in "The 5000 greatest enterprises in 2002" published by Chinese Credit Agency , Taichung human resource supervisor association membership, 2002 Taiwan science-based industrial parks union . There are 114 valid survey samples and the validity is 22.8%. All the data are analyzed by the SPSS & LISREL software . The substantial evidence shows that : (1)There is no obvious relationship between the transformation of enterprise and organizational performance . The organizational performance can be promoted through the operation of the human resource management. (2) The transformation of enterprise and the employee's training have highly positive relation. Hence, the organizational performance can be improved through it. (3)The transformation of enterprise and the organizational career management have highly positive relation, and the organizational performance can be promoted by the organizational career management. (4)Different enterprise characteristic has the obvious deviation on each factor. Key words: The transformation of enterprise, Human resource development , Organizational performance.

Today, modeling the software with unified modeling language (UML) and computer-aided software engineering (CASE) tool becomes the main stream for the objected-oriented systems analysis and design. To enhance the degree of ransformation automation and reuse in the system development process, prior research suggested that most parts of the class diagram can be transformed from the sequence diagram directly. However, the explicit guideline for the transformation is lacking. This study presents a methodology, extended from Selonen et al (2003), to transform the sequence diagram into the class diagram. A real-world case using the integrated techniques is presented to illustrate the concepts, application, and the advantages of using the proposed approach. With this approach, the system developer can transform most parts of the sequence diagram into its associated class diagram automatically and thereby enhance the efficiency of system development.

When Financial Holding Company Act announced on 2001.7.9, it changed the finance industry in Taiwan. As an enterprise begins to grow rapidly, leaders play very important roles on how to lead a successful enterprise. In this study, transformational leadership is used as independent variable, employee¡¦s job satisfaction and employee¡¦s job performance as a dependent variable. In this research, the staff of ING Life Insurance Company Ltd. is the object. The purpose of this research is to find out the effect of transformations leadership to job satisfaction and job performance. Questionnaire survey is the way to collect data for this research. The compilation of questionnaire is according to the scale which is compiled by formerly researchers of the related field, and to repeat to verify concept construction in factor analysis. There are 169 pieces questionnaire being gathered. The main methods of analysis are to take hypothetic-verification by descriptive statistics, One-Way ANOVA, and correlation analysis. The results are as follows: 1. Overall, some supportive results of this study illustrate the significant difference in perception of transformational leadership, job satisfaction and job performance. 2. Transformational leadership, have made significant difference in perception of job satisfaction. Especially the leader¡¦s ¡§charismatic leadership and individualized considerations¡¨ are influenced deeply by the perception of job satisfaction 3. Transformational leadership, have made significant difference in perception of job satisfaction. Especially the leader¡¦s ¡§creating a new vision and intellectual stimulation¡¨ are influenced deeply by the perception of job performance. Finally, the concrete suggestions have been mode by conclusions of this research to leaders of ING Life Insurance Company Ltd. and direction for future research in reference.

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