With the increasingly fierce industry competition and customers demanding higher quality products or service at the same time, top-notch companies and academic communities have continuously evolved many tools, methods, standards for seeking the improvements in the operational performances to bridge gaps in customers¡¦ expectations. Among these practices, Six Sigma has been recognized as a systematic and structured methodology that attempts to improve process capabilities through its focus on customers¡¦ needs. It has been described as an approach for organizational changes, which incorporates elements with quality management and business process re-engineering. However, adopting Six Sigma into effect is a costly investment, assessments of implementation performance shall be prudently made. This study is based on the perspectives of institutional theory, implementation climate, innovation-values fit, and innovation-abilities fit with some modified measures from the viewpoints of large manufacturing companies. 323 samples were taken by stratified random sampling. The major findings are (1) Normative pressure might influence the employees¡¦ intentions of innovation implementation, but not enough to cause real actions. (2) The influence of an organization¡¦s climate upon the innovation implementation is not evident. (3) Innovation -value fit has directly influenced upon the innovation implementation and can directly enhance the performance improvements. (4) The influence of Employees¡¦ current abilities upon innovation implementation is evident.

The study divides Person-Job fit into 3 fits: Demand-Ability fit, Value-Supply fit and Self-concept-Job fit. These three fits are independent variables. Job safety, pay satisfaction and job satisfaction are dependent variables. The study tests that the impact of the three independent variables being on the three dependent variables.The results of the study are as following: 1. The correlations of variables (1)There is a significant positive relation between D-A fit and job safety (2)V-S fit has a significant positive relation among job safety, paysatisfaction and job satisfaction. (3)SC-J fit has a significant positive relation with SC-J fit, job safety,pay satisfaction and job satisfaction 2. The impact of three fits on job safety, pay satisfaction and job satisfaction (1)D-A fit has the greatest impact on job safety; the second greatest impact on job satisfaction; the least on pay satisfaction (2)V-S fit has the greatest impact on pay satisfaction; the second greatest impact on job safety; the least on job safety. (3)SC-J fit has the greatest impact on job safety; the second greatest impact on job satisfaction; the least on pay satisfaction.

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The purpose of this study was to explore whether the employee perceived need-supply fit (N-S fit), demand-ability fit (D-A fit), person-organization fit (P-O fit), and person-supervisor fit (P-S fit) mediate the relationship between transformational leadership (TFL) and follower's task performance, and organizational citizenship behavior toward organization (OCB-O)and supervisor (OCB-S). In addition, we also examined the moderating effects of follower's cultural and learning adaptabilities on the relationship between TFL and the above employee's fit perceptions. The data was collected from 36 companies of different industries in Taiwan, consisted of 85 leaders and 179 followers. The result of structural equation modeling and hierarchical regression analysis showed that perceived N-S fit mediated the relationship of TFL and task performance. The effect of TFL on OCB-O and OCB-S was also mediated by perceived P-O fit, and P-S fit respectively. Furthermore, follower's cultural adaptability moderated the positive relationship between TFL and N-S fit. Besides, follower's low learning adaptability strengthened the effect of TFL on follower perceived D-A fit. Finally, follower's learning adaptability strengthened the positive relationship between TFL and perceived P-S fit. Theoretical and practical implications of our findings are discussed.