Venture capitals have been playing an important role in helping new and small businesses. Even though venture capital currently isn¡¦t part of banking business but it has some banking capital properties. In the future, it can be part of banking products. This research is to study how venture capital can achieve its investment goals and decrease the loss from thorough pre-investment assessment and the control of its investment. This study is to analyze the assessment of the venture capital company , the advantages and the disadvantages of the strategy, and hope to develop a better and feasible investment strategy. Venture capital companies are facing some problems in these years, such as, difficulty of raising funds¡B searching cases and withdraw as well as poor performance. This study has discovered some suitable strategies, they are: 1. Choosing the right case is more important than do the case right. 2. Sell stocks out at the right time is more important than choosing the right case. 3. The success of the case depends on choosing the mainstream industry. To avoid the loss of the investment depends on the management team. Conclusion: After the most prosperous period for venture capital in year 2000, venture capital has been facing some unfavorable issues like many companies moving out of Taiwan¡Bfewer cases and the withdraw of funds. However, venture capitals should continue to provide the function of incubation for new business. When facing the changes of the environment, it¡¦s necessary to change the investment strategies. This study has provided some feasible strategies for venture capital companies. They are: 1.Develop the uniqueness of the company. 2. Set up global offices. 3. Educate employees with international vision. 4. Merge companies to become a bigger cooperation. 5. Raise funds and invest globally. Suggestions: 1. Suggest the government removing limitations of investing categories for venture capitals. 2. Venture capital companies should enlarge the size. Government should allow venture capitals to invest in the stock market. 3. Merge companies with poor performance 4. Differentiate the investment strategies. Raise funds from different resources. 5. Take good advantages of private equity funds to conduct company restructuring.

In order to cope with the operational risk resulting from drastic changes of financial market and diversified financial products (e.g. product design, training for sales personnel, risk management, etc.), Basel Committee on Banking Supervision¡]BCBS¡^decided that, under the minimum capital requirement, the banking groups are requested to increase the operational risk capital requirement, which will be implemented in the banking business by the end of 2006. The operational risk, defined by Basel Committee on Banking Supervision¡]BCBS¡^is ¡§the risk of loss resulting from inadequate or failed internal processes, people and systems or from external events¡¨. Although the scope of the operational risk has been narrowed down, the definition is still ambiguous to the banking groups. The operational risk needs to be clearly distinguished from the credit risk and the market risk such that categorization and quantification of the banking business can be realized. In fact, besides the natural disasters and irresistible causes, most of operational risk results from the failure of internal control and policy execution rather than from causes of systemic risks. Therefore, it is inappropriate to apply the same risk coefficient to the banking groups without taking their operation quality and scale into consideration. It is also questionable that the capital requirement can entirely offset the financial loss caused by the operational risk. In order to minimize the loss from the operational risk, risk mitigation should be applied. The strategy is to collect the historical data and information to establish a database, which is commonly found in the following four approaches in performing the operational risk capital requirement¡GBasic Indicator Approach ¡]BIA¡^, Standardized Approach¡]SA¡^, Alternative Standardized Approach¡]ASA¡^, Advanced Measurement Approaches¡]AMA¡^. Hence, it is inevitable that the banking groups need to invest substantial amount of manpower and capital, which could become a huge burden to the banking groups but is the price to pay to arouse the banking groups¡¦ attention to reinforce the risk management and evaluation. Establishment of the systems and execution of the policies will not always be impeccable and there will always be room for discussion and modification. Nevertheless, the ultimate goal for the management is to well-operate the banking groups and maximize the shareholders benefit.

Growth is the important lessons for corporation. The key factors of growth are the spirit of innovation and entrepreneurship and the energy of next business. Corporate venture capital(CVC) can not only achieve these goals, but also provide many important strategic purposes, which is a innovative bridge connect to external and internal environment. However, how to effectively manipulate CVC in Taiwan is not clear. The purpose of this study is to analyze the situation of CVC in Taiwan nowadays, create the CVC categorization model and the work suggestion of each type. Through the literature discussion, we create CVC categorization model. According to the investment purposes and content, the model conclude six types, ¡§capacity strengthen, ecosystem complement, innovation probe, opportunity create, leverage harvest and venture investing.¡¨ Then, interviewing with experts who familiarity with the real business of CVC to understand the situation and comprehend the key successful factors. Finally, discuss, analyze and generalize the conclusion and suggestion. The success of CVC must match the investment strategic purposes and the operation model. Corporations should choose the right operation model type by different considerations such as organization structure, investment implement, and administration mechanism. Moreover, there are another five points of view deserve to refer. First of all, the open innovation of CVC is not equal to give up internal independent innovation. Second, the spirit of CVC can¡¦t be diverged. Third, CVC should step by step, from the ecosystem, innovation to encourage the intra-entrepreneur CVC type. Fourth, Corporations should have the courage to invest the potential business besides the current business even if will destroy the profit. Fifth, the managers must have the wider attitude and the further vision.

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English Abstract Evaluating the cases is the most important work in Venture Capital Company. So the key successful factor is to correctly and efficiently choose the invest case. In the past researches, they probed the important of evaluating criteria and ranged the evaluating criteria. But no study researches were from characters of manager, so the study wants to know the relationship between the characters of manager and the evaluating criteria. The results show that the venture capital managers who have commerce background would pay more attention to the marketing ability of enterprise team; managers who have science or engineering background would pay less attention to the financial ability of enterprise team; managers who have the experience in high-tech industry would pay less attention to marketing ability of enterprise team. And the emphases on managerial ability and product and technology innovation would grow up with the age of the venture capital managers. Besides that, this study finds that in the venture capital industry managers are very young and have high educational background.

The Relationship between Taiwanese Companies¡¦ Global Knowledge Management and Their Human Capital Abstract After Taiwan enter WTO, every restriction will be removed. Under environment of free trade of every resource, Taiwanese companies going to the International and Global operation will be the ongoing tendency. To accumulate existing knowledge effectively and exploit new knowledge continuously will be the key point to international corporation¡¦s success. How to build the global knowledge management will be the focus of future¡¦s global competition. ¡§Human being¡¨ is the main source of knowledge creation, also the main role under the process of knowledge management. Human-based corporation emphasize on human capital¡¦s accumulation, growth, and this is the main source of corporation¡¦s continuous improvement. This research gathered primary data through interviews. After interviews, try to analyze and categorize these primary data, then get the propositions. After comparison among five corporations, this thesis could get the three following dimensions of propositions: ¤@¡B Multinational corporation¡¦s global operation strategy Proposition 1: The higher innovative tendency of overseas subsidiary, the more complexity of global operating function they are, and the more overseas workers they have. Proposition 4: The greater corporations using technical tools, the faster corporations going global operation. ¤G¡B Multinational corporation¡¦s global knowledge management Proposition 5: Innovation-based international corporations will be more promise based of organization orientation during knowledge management process. Proposition 9: International professional knowledge will be spread by informational technology; international marketing and management knowledge will be spread by people¡¦s direct interaction. ¤T¡BGlobal knowledge management and Human capital Proposition 2: The more human capital input corporations have, the better innovation and skilled ability corporations have, and would be also care more about getting overseas potential employees. Proposition 7: The more important corporations¡¦ overseas marketing knowledge are, the more marketing employees hired locally. Proposition 3: The higher senior managers¡¦ international and professional level are, the faster corporations¡¦ globalization process are. Proposition 6: The more famous international corporation¡¦s senior managers are, the more attractive to overseas professional and managerial employees. Proposition 8: Corporations¡¦ tacit knowledge would be accumulated by human being through training, and explicit professional innovative knowledge would be accumulated by patent. Proposition 10: The more innovative corporations are, the more opened corporations culture are.

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Historically, air and water have been considered common property resources and, therefore, over utilized as waste receptors. Dairy waste is a leading environmental concern in the North Bosque River watershed in Texas. Changing societal attitudes are forcing dairies and policymakers to balance environmental concerns with farm profitability. Dairies are entering a realm filled with technologies to combat waste concerns. Anaerobic digester technology may play a role in helping dairies balance profit and the environment. Digesters capture methane from livestock waste and transform it into electricity which can be sold to utilities or used on-farm. Because a digester facility is confined, air and water pollution can be reduced. Technological advancement and institutional factor changes allowing the sale of on-farm produced electricity and green power requirements have increased the economic feasibility of digesters. The study of the economic implications of anaerobic digesters for Texas dairies provides producers and policymakers with information to make good decisions concerning adoption and subsidization of this technology. At the beginning of this study, no digesters were operating in Texas. Dairies operating digesters in four states, therefore, were interviewed on-site to provide necessary data. The expected net present value, E(NPV), of a plug-flow digester is negative with and without selling electricity, indicating it should not be constructed based strictly on its financial contribution. At the current electricity-selling price, digesters are less economically feasible than current waste management strategies, lagoons, even after considering potential environmental penalties. However, selling electricity and capturing by-product heat for cost savings makes the digester's E(NPV) less negative than lagoons. The E(NPV) of a covered lagoon digester is positive. This indicates digesters are a potentially feasible waste management strategy. For plug-flow digesters to show a positive E(NPV), the selling price needs to be approximately 82.38% higher than the current price. The breakeven selling price is 12% higher than the current price. Below the breakeven price, lagoons have a larger E(NPV) than plug-flow digesters, therefore making lagoons the preferred waste management strategy. Results suggest changes in rules and technology efficiency make digesters economically competitive with current waste management systems.