In organisation, diversity in term of human resource is a new phenomenon which evolves and takes everyday more place in the global strategy of the company. For different reasons, human resource diversity could make the organization competitive in the market where the competition is all the time stronger. But the difficulties for human resource management officers is to elaborate human resource policies based on reaching the organization’s objectives and in the same time managing the workforce diversity in order to satisfy the all protagonists and in order to manage the diversity to make it a competitive advantage. They have to use appropriate tools in order to establish the employees’ loyalty and efficiency.

From the historical point of view the development of micro-car is always short-lived, the size is smaller than the UK's Micro Car Mini is memorable, but in the subsequent market performance was weak, Fiat 500 and BMW Isetta is the best example. But as environmental awareness, social structure, economic and energy and other issues, making micro cars by the world's attention again.It can be seen in the future will be increasingly fierce market competition, the depot itself must find a core competitive advantage to succeed in such a competitive environment while maintaining a competitive edge. This study was to explore the competition of imports of micro cars, the use of narrative inquiry in qualitative research and depth interviews, by the German group Daimler smart micro-car brand distributor in Taiwan , from the north, central, and southern The three regional sales director to narrate its brand image, product quality, marketing, publicity, business model. Results through data analysis, economic and practical, unique shape is the industry and consumers that the mini cars must have two key factors, the most important thing is unique, micro-car brand and the product must emit a unique image and personality, and then select the product differentiation strategy marketing promotion, and in addition to brand image and product quality, the organizers of the service behavior of consumers is also very important, especially in Taiwan has been slow to enter the service industry-based economy, how to make consumers feel the caring services, thereby causing and increase consumer interest and willingness to buy, and ultimately look forward to the conclusions of this study for the industry in the development of micro-car market in Taiwan.

From the Mexican gulf oil spill of British Petroleum to Fukushima nuclear crisis of Japan. The awareness of impact on climate change, environmental pollution and natural resource depletion has led a wide range of stakeholders such as government, consumer and non-profit organization to put pressure on the companies to act in a more environmentally and socially responsible way. This study adopts both qualitative and quantitative approaches. Five Taiwanese green enterprises were interviewed along with thirty three questionnaires which were collected from other green enterprises for further analysis. This study attempts to explore how green entrepreneurial leader brings sustainable competitive advantage through building green human capital for the firm in the growing pressure of industrial environmental protection. The findings indicate that green entrepreneurial leaders articulate green vision, act as ethical role model, and identify environment related opportunity for exploitation. This leadership style influences the management practices on green human capital selection, development, and leverage which then lead to innovation, cost saving, and profitability.

The mounting environmental problems cause the strict international environmental regulations, arouse the customers¡¦ environmental awareness, and changing the patterns of business competition around the world. Green management, which is highly connected to sustainable development, is bringing to light and the curtain of corporate greening lifts. This study aims to probe the relationship between green strategy and competitive advantage- what strategies enterprises take under the green trend and what competitive advantages are achieved. The role green corporate culture plays is also discussed. The findings show that the practice of green strategy which differs from firm¡¦s resources and industrial characters generates different competitive advantages. The strength of green corporate culture is positively related to companies¡¦ ¡§age¡¨. Firms with strong green corporate culture can efficiently execute the green strategy and bring out strong competitive advantages. Otherwise, TMT should make efforts on conveying green vision to drive the practice of green strategy and secure competitive advantages.

The number of applications and the significance of ultrapure water are increasing over time in both traditional and high-tech industries. For ultrapure water treatment and production, two important types of equipments are the green technology with Electrodeionization modules (EDI), and the traditional ion exchange resins with Mixed Beds (MB). Unfortunately, it is a concern that the highly polluting MB technology produces a large volume of waste-water during the regeneration process, but still owns around 90% market share of all ultrapure water systems. By contrast, although EDI, a high-tech green product of the latest generation, has excellent market advantages and a promising future of totally replacing MB, it grabs only around 10% market share as of 2010. Perhaps, the technology and timing for EDI to be widely applied are still premature. It is also likely that most industrial consumers do not fully understand the real value and deep impact of EDI, and cling to MB under the conventional cost-price consideration. However, it is a global trend to be environmentally friendly. For example, in recent years the world¡¦s major automobile companies have invested in developing and manufacturing hybrid/electric vehicles that are equally functional yet more costly than traditional cars. Moreover, governments counteract general consumers¡¦ preference for low-price products by imposing more stringent standards for cars¡¦ emissions and energy consumptions with the aid of new laws and subsidies. If there is a lesson to be learned here, isn¡¦t EDI to the ultrapure water industry what hybrid/electric cars are to the automobile industry in terms of their developing trends and values? This thesis will examine a specific case, S company, which manufactures EDI. Through the analysis of the company, advantages of its products, and potential opportunities in its business environment, empirically it can be shown that EDI will inevitably become the mainstream in the future market by gradually replacing all traditional MB. Hopefully such an empirical conclusion would inspire and educate industrial manufacturers to make their future choices between EDI and traditional MB based not only on the operating efficiency, but also on which technology contributes more to environmental protection and earth sustainability during the development of an enterprise. It is also of hope that the perspective on system designs and usages could be more objective and unbiased. For instance, instead of always chasing low costs as the first priority in the pursuit of profits and development, enterprises could take into account social responsibilities, such as environment protection, energy conservation, and carbon reduction, and become pioneers in carbon footprint reduction.

In recent years, the size of the sporting goods industry in mainland China is developing so rapidly that led many Chinese national sports brand to the market. Among them, the most representative brands, Li Ning and Anta, not only have outstanding performances in the Chinese market, but more gradually into the international sports market. But sporting goods industry as a mature market, especially under the domination of international brands such as NIKE and ADIDAS, it is very difficult for a new luxury brand to survive as a late-mover. In this research, based on New Business Model (Hamel, 2000) and Second-Mover Advantage Theory (Varadarajan et al, 1992), developing a structural model to discuss how could a new sporting goods brand succeed competing with existing brands and go international. Li Ning and Anta, two new China sproting brands, are taken as our study cases. Several important findings are as following: 1. The national character is the competitive advantage of the sporting goods company. Companies should integrate into the China element in the product, and also go to explore the spirit of China's unique culture. 2. Differentiation from competitors through brand positioning, to find their own niche markets. 3. Through continued sponsorship of international competition, the well-known players, not only can produce international visibility, and better able to establish its brand image. 4. China's overall environment provides the opportunity to develop sporting goods company. Key Words: Li Ning, Anta, Sporting Brands, Second-Mover, Competitive advantage

Environmental degradation has become a major concern for all humankind. The environmental problems are no longer confined to one enterprise. The need for ¡§Greening¡¨ is urgent for enterprises because they have to gain competitive advantage.¡@ Moreover, green human capital is considered most important element of competitive advantage in most enterprises. All of the competencies of the green human capital within an enterprise is intangible assets. It is believed that if an enterprise knows that green entrepreneurial leadership contributes green human capital and competitive advantage, it can be managed effectively. This study extended previous research by attending to the boundaries of the relationship between green human capital and competitive advantage. Furthermore, we would like to examine the impact of green entrepreneurial leadership on green human capital and competitive advantage. These hypotheses were supported in examination of 108 enterprises which attained the Annual Enterprises Environmental Protection Award via Environmental Protection Administration Executive Yuan, and the enterprises which is registered in the Ministry of Economic Affairs in Taiwan. The 231 objects are environmentalists, director of human resources department, and director of marketing department. We used confirmatory factor analysis, correlation analysis, and regression analysis to testify our hypotheses. The study findings indicated: 1. Charismatic leadership increased positive relationship between development of green human capital and competitive advantage. 2. Ethical leadership increased positive relationship between development of green human capital and competitive advantage. 3. Proactive personality increased positive relationship between development of green human capital and competitive advantage. Practical implications were illustrated as following: 1. Enterprises should attach importance to selection of green human capital. 2. Enterprises should attach importance to development and leverage of green human capital. Finally, suggestions for future research and the limitation of this study also discussed.

The Automobile parts and accessories manufacturing industry in Taiwan is facing that, the whole industry development moves to mature period, the competing and managing mold of the manufacturers differ much from the past, the competition from globalizing markets, and the world factory, China, rises, so the enterprises would face more variables and challenges. Therefore, it¡¦s important to deeply probe into how to improve managing effects by innovative transformative strategy. For the inner of enterprises, it must think about what the main surviving core competitiveness is to adjust to the active competitive ability. And the key for enterprises to sustainable development is continuous creativity. Creativeness has become the necessity for structure development. The structure of automobile parts and accessories industry in Taiwan is transforming. In the recent years, it¡¦s developed gradually toward the concentrated industry of technology, knowledge, and capital. Therefore, it¡¦s important day by day for Taiwan enterprises that not only investing in more budgets on R&D and personnel trainings, but also establishing the managing and technology strategy. This research probes into how to submit the strategy of enterprise transforming, and strengthen the self-competitiveness, to establish the competitive advantage under active competitive managing environment, and adjusting to the benefits and threats of ¡§the globalization of domestic markets; the localization of global markets.¡¨

The importance of environmental protection rises with economic development; ironically, the fact is a result of environmental destruction. In old days, we thought that environmental destruction was unavoidable for developing economy, whereas nowadays we have perceived that the extended cost from destroying environment will eventually come back onto us from the viewpoint of ecological loop system. Human¡¦s social economic activities have been continuously changing with time and technology, which means that there will be relatively new emerging industries and business. New business strategies could lead existing economic activities to new types of economy, and new types of economy could lead to new business operational strategies. Therefore, in the wake of environmentalism is the pressure and new driving force for business operation, causing competitive environmental strategy is an undeniable trend for running business today. This research is based on literary reviews, in-depth interviews, and comparative quantitive analysis to study environmental strategic management under four dimensions, the pressures caused by externl factors, internal resource base, enterprise environmental strategies, and the value and performance of environmental strategy. This thesis expects to identify how Taiwan enterprises develop integrative competitiveness through environmental strategies within organizations. The research findings are as follows: 1.The objective of environmental strategy is sustainable business which is compatible with environment prosperously. 2.Environmental protection and economy cannot stand alone without social equity, and environmental strategy must take people into account. 3.The essence of environmental strategy is the cohesion of people (society), economy, and environment. 4.The triangle framework of environmental strategy, cause-effect diagram of competitive environmental strategy, and green implementation path tree illustrate strategies, methods, and paths for enterprise environmental strategies.

none