Due to these impacts from the price raising of the materials, the moving out of the industries, the rise of mainland China, and the merger of industries . China Steel Corporation will face more serious challenge from the global competition in the future. Although China Steel Corporation manages well, the past successful experiences could not promise future success. The competitive environment of industry is changing rapidly. To deal with this is to create and develop on the go, to proceed in time, to get with it, to respond quickly and lead the trend then can ensure to keep the development of competition superiority to make China Steel Corporation sustainable development. The target of innovation development for China Steel Corporation : 1.To research and develop high quality and high value for market segmentation. 2.To foster new technology and execute blue sea strategy for creating new market of non competition. 3.To develop on line equipment of automatic inspection system for ensuring quality innovation of products. 4.To research positively the investing chances for the materials of coal and iron mines to maintain the cost and quality of production. The key points of success for promoting innovation program as below: 1.The innovation program is for future innovation and brings with high risk. Therefore, it should offer related staffs more encouragement and assistance. 2.The innovation program needs cross department¡¦s coordination and cooperation for future application. 3.To promote the innovation program to the highest level of the company, it needs to track the execution progress and plan the topic of new program quarterly. It should take notices as below for the future development of China Steel Corporation. 1.To Integrate resources for managing the competition of inner and outer environment. 2.To organize human resources reasonably for hiring new employees in advance for retirement tide would increase the organization vitality. 3.To add production lines of high quality for speeding up procedure raise effects for creating beneficial market. 4.To speed up the investment of steel materials in demanded and grown countries for responding effectively to the growing power of each country and area.

A Study of the Influence of Enterprise Pensions System on Work Force Age Structure and Work Force Utilization in China Steel Corporation THESIS ABSTRACT The key factor of whether an enterprise can achieve its operation goal is effective utilization and management of human resources. In order to accomplish the goal of effective recruitment, training, utilization and retaining of human resources, an enterprise should monitor and control the status of the environmental change and enterprise development, and plan, improve and implement its human resource management system constantly. China Steel Corporation (CSC) was officially registered on December 3, 1971. As of the end of January, 2000, CSC has 8,973 employees with an average age of 43.97. Among them, 5,617 or 62% of its total employees are between 40 to 50 years. The aging statistic indicates a relatively narrow age spectrum, which results in the over concentration of education degrees, ages and years in services of its employees, i.e., the homogeneity of its human resources. Once the business expansion of the enterprise becomes slow or even remains stagnant, its human resources can not be effectively dispersed or reallocated, which indicates limited promotion opportunities due to a lower turnover rate. Consequently, the company development is eligible to its canyon period, and growth is ended; then human aging becomes deteriorating. However, the legal labor pensions system is of very limited influence to improve CSC worker turnover rate and age structure. This pension system can not solve the current problem. Thus, we analyze and examine feasible human resource strategies in CSC from the work force utilization aspect. We also recommend a series of strategic thinking, e.g. its internal retirement adjustment, preferential early retirement, CSC Group work force utilization, business outsourcing, inner createpreneur help, etc., to improve the workers' age structure effectively, keep excellent replacement, activate work force, and enhance human resource utilization efficiently. By doing so, CSC will constantly upgrade its competitive advantage, and ensure its continuous operation.

With the advent of the Age of Knowledge Economy, most businesses are gradually realizing that only knowledge can guarantee the long-term competition advantage for any individual business. To strengthen its competitive edge, China Steel Corporation (also known as CSC) has been actively investing in knowledge management in recent years. The purpose of this study, then, is an attempt to find out the factors that may be hindering CSC¡¦s knowledge management and innovation and possible solutions to these issues. This study will first construct a relevant theory to knowledge management and innovation obstruction, followed by a discussion regarding the current situation of CSC¡¦s knowledge innovation and management. Through in-depth interview and questionnaire survey with CSC¡¦s individual departments, the present research is going to try to ascertain the factors in CSC¡¦s knowledge obstruction, to devise a plausible solution relevant to the company¡¦s problems, and to serve as an example for other businesses who may also be mapping their own knowledge management. The primary research subject of this study includes current CSC staff with a rank of certified engineer or above. All subjects are arranged into five main groups according to their departments. A total of 410 questionnaires are issued, but only 244 responses are deemed valid and are included in the research. Through various statistical analyses, like Reliability analysis, descriptive statistical analysis, ANOVA, etc., the present study concludes with the following findings: I.Through literature and interview, the cause and factors of knowledge management and innovation obstruction are discovered to be: A.System: 1. A lack of knowledge inheritance, 2. Insufficient trigger, 3. No professional staff, 4. No operational standard. B.Personnel: 1. Unwilling to share, 2. Insufficient training, 3. Insufficient time, 4. A lack of teamwork, 5. Insufficient understanding. C.Platform: 1. Insufficient data, 2. Insufficient hardware, 3. Time inefficiency, 4. Operation difficulty, 5. Insufficient safety. D.Management: 1. Insufficient understanding, 2. Insufficient willpower, 3. Insufficient support, 4.Insufficient communication. II.This study, through questionnaire survey, has confirmed that the degree in which each factor magnifies the obstruction depends on: A.In structural surface, platform is the most severe component, and personnel is considered to be a less severe component. The time inefficiency, insufficient safety and insufficient data are the three leading factors in the platform component, followed by personnel¡¦s insufficient time and insufficient hardware. B.Unwilling to share, a lack of teamwork, and insufficient understanding are the mildest obstruction factors. III.Most subjects of the survey consider the current progress satisfactory, and they also believe that the personnel component has the most progress among many other factors, followed by the work done in knowledge innovation. The platform receives the lowest progress rating. IV.The relationship between individual difference, progress, and innovation obstruction: A.Staff from different work units experiences significant difference in terms of ¡§innovation progress¡¨, ¡§system obstruction¡¨, ¡§personnel obstruction¡¨, ¡§platform obstruction¡¨, and ¡§management obstruction¡¨, etc. Sales unit people face more hindrance in system, personnel, and management than other units. Operation unit people experience the least obstruction, and they also acquire more ¡§innovation progress¡¨ than the sales unit. B.Staff with different work positions experiences significant difference in terms of ¡§system obstruction¡¨, ¡§personnel obstruction¡¨, and ¡§management obstruction¡¨, etc. Engineers in general face more hindrance than other staff in terms of the three main categories ¡V¡§system obstruction¡¨, ¡§personnel obstruction¡¨, and ¡§management obstruction¡¨. On the other hand, technicians evidently experience less obstruction than other kinds of staff. C.Staff with different educational backgrounds experiences significant difference in terms of ¡§system obstruction¡¨, ¡§personnel obstruction¡¨, ¡§platform obstruction¡¨, and ¡§management obstruction¡¨, etc. As a whole, staff with higher education will experience more obstruction and its accompanying factors. D.Staff with different seniority levels experiences significant difference only in terms of ¡§personnel obstruction¡¨. The result of post-occupational multi-comparison analysis shows that this obstruction does not reach a significant standard.

In the economic development of Taiwan, the privatization of state-run enterprise has a very important mission in government policy. In the process of Taiwan¡¦s privatization of state-run enterprise, China Steel Corporation (CSC) has plays an essential role among the privatized institutions, and shapes the way and view of the privatization. Past researches were restricted to the enterprise evaluation happened before and after privatization, and stressed the use of the abstract modeling and mathematics, however, the relation between theory and practice has been touched very little in terms of the institutional change of privatization. This study is to explore the privatization of CSC from the perspective of new institutional economics. The methodology used is qualitative approach, which differes from the qualitative approach. The primary approach is document analysis, and supplemented by Gadamer¡uQ&A logic¡v. Under the self-adjustment to the change of internal institution and the adaptation to the change of external environment, the present analysis of CSC privatization, from the perspective of the change of property right and institution, will result in comparative prices change and new transaction profit, and new institution will create some arrangements, inspiration effect, etc. The result of this research can be summarized as two points, which we hope may offer some contributions. 1. From the perspective of property right, the behavior of rent-seeking resulting from the involvement of interest groups during the CSC privatization process may easily cause the phenomenon of increasing transaction cost. Therefore, in the future plan for institutional change, we must consider the institutional environment and strategy to reduce the possibility of that phenomenon. 2. From the perspective of institutional change, the present study analyzed from the imposed institutional change of state-run CSC to the induced institutional change of privatization, and it can give a clear understanding in that the cultural change of enterprise has a critical influence to the institutional change.

Abstract Facing the advent of the knowledge-based economy, enterprises realization that the continuous competitive advantages are no longer land, labor and capital, but have been replaced by knowledge capital such as intellectual and innovation. Knowledge has become the critical core capital in the age of a knowledge economy flowing from information technology. The sole source of competitive advantage today is an organization¡¦s capability to learn through value cognition to create innovation value. Knowledge management has become the primary focus for enterprises in the 21st century. Enterprises shall review the informative degrees of production and working process for the implementation of knowledge management. China Steel already has all production and working process data digitalized and acts as an e-business pioneer among domestic peers in the implementation of knowledge management. This study establishes knowledge management documentation as the basis for questionnaire design. The relationships among knowledge management, engineering professionals¡¦ core competence and job performance for engineers at China Steel were studied through quantitative analysis and case study with moderating variables such as personal initiative and contextual factor. After analyzing the data, the results of the study indicate that: 1.Variations from different educational levels: For the task performance, personal performance is higher when the educational level of the engineering professionals¡¦ is lower. For the operation consciousness, although all are willing to take action for the benefit of the organization, the engineering professionals¡¦ with a lower educational level is the more enthusiastic. 2.Variations from different seniority: For the control cognition, people of higher seniority are more capable of forecasting the relationship between effort and performance, are more confident in judging an event, and are under less stress to carry out a task. While people of lower seniority are the opposite. 3.Variations from different age: In the task performance, the personal performance of older staff is superior. In control cognition, older staff is more capable of forecasting the relationship between effort and performance, are more confident in judging an event, and are under less stress to carry out a task. 4.Variations from different positions: Staff holding managerial positions above superintendent typically shows the leadership ability to influence job performance and motivate the changing. 5.A significant positive correlation was identified among knowledge management, engineering professionals¡¦core competence and job performance. 6.Knowledge management and engineering professionals¡¦core competence was positively significant to job performance. 7.Engineering professionals¡¦core competence was found to have a significant mediating effect between knowledge transfer and job performance. 8.Personal initiative and contextual factor were found to have a significant moderating effect among relationships of knowledge management, engineering professionals¡¦core competence and job performance.