Small information technology and management consulting businesses face increasingly contradictory strategic choices as they develop products and services for the marketplace. Building contextual ambidexterity is essential to the survival of small businesses as they seek to attain a desired balance of alignment and adaptability. Human Resource Management practices facilitate the development of ambidexterity within individuals thereby facilitating ambidexterity of the organization as a whole. Studies suggest that in order for an organization to be ambidextrous, its human resource management function also needs to ambidextrous. High-performance work systems are human resource practices designed to enhance the ability, motivation, and opportunity of employees with the overarching goal of attracting, retaining, and motivating human resources toward the completion of organizational goals. Based on Gibson and Birkinshaw’s concept of organizational ambidexterity, a qualitative case study of a small technology solution provider was conducted to explore the process by which CloudCo attempted to build contextual ambidexterity by implementing a high-performance work system. Findings show that executive management of small technology solution providers can build contextual ambidexterity and sustain a competitive advantage through the implementation of high-performance work systems but must overcome a series of important tensions to do so.

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Talented people are the key factor for enterprises to maintain their competitive advantage. Since 1980s, due to the changes of internal and external environments, reorganization and simplification have become the patterns of organizations, which indicating promotion possibility in an organization has been relatively reduced. These generate the feeling of development limitation within employees and result in the phenomenon of career plateau. However, high performance work system is regarded as a set of management system in human resources field , and it includes most types of best management practices. Therefore, this study attempts to explore antecedents and consequences of variable of the career plateau, including a negative correlation between high performance work system and career plateau as well as the impact of the career plateau on role performance and turnover intention, and whether the perceived supervisor support will be an interference effect. In this study, pairing questionnaires are offered to executives and organizational members 47 effective matching samples are received. Hierarchical linear model is used in this study to verify the hypothesis. The results show: 1. Career plateau is negatively associated with role performance; 2. Career plateau is positively associated with the turnover intention; 3. The effect of perceived supervisor support can interfere with both career plateau and turnover intention. The findings of this study indicate: 1. Organizations should establish career planning and development for employees in order to reduce the adverse effects of career plateau; 2. Organizations should find a method to increase employees¡¦ perceived of supervisor support in order to reduce the negative effects of career plateau; 3. High performance work system is a systematic system. It should be assessed in depth regarding the way of solving the career plateau. Finally, suggestions for future research and the limitation of this study are also discussed. Keywords: career plateau, high performance work system, role performance, turnover intention, perceived supervisor support

Abstract The 21st century globalization and liberalization pose distinctive human resource management challenges to businesses especially those operating across national boundaries as multinational or global enterprises (Huselid, 1995). According to Huselid (1995), strategic human resource management primary should be emphasized to ensure that managers and employees are adjusting and accepting their organizational human resource practices in their daily work, thus, the human resource management practices appear to be more essential. The study attempted to gain a better understanding of the human resource management practices in hairdressing salon service industry in Taiwan by analyzing the relationships between employee¡¦s technical skill and organizational commitment on work performance. The data was collected by the researcher using mailing and delivering questionnaires. The sample size included 500 hair stylists from north, central, and south of Taiwan. There were 307 questionnaires and the return rate was 61.4%. The data was analyzed by descriptive statistics, Pearson correction analysis, and Structure equation modeling. The results of this study were as follows: 1. The perception of hair stylists on the human resource management practices showed high in employment security, then in decrease status distinction, training, contingent and compensation. 2. The organizational commitment and technical ability showed positive corrections on human resource system. In addition, the influence on the organizational commitment is greater than on the technical ability. 3. There was a negative relationship between organizational commitment and turnover intention. 4. There was a positive relationship between technical skill and work performance. 5. The work performance could be improved by using the intermediary result of technical ability from the human resource management practices. 6. There was a negative relationship between turnover intention and human resource management practices.

The current volume of research in the field of High Performance Work Systems (HPWS) is focused on identifying the factors, which influence their effectiveness. The realisation that there is a need to move forwards from the structural aspects of HPWS towards understanding their implementation has led to two new sectors of research. The first sector is investigating the role of actors in implementation using aspects such as cross functionality, shared responsibility and interaction. Another sector is investigating the impact of contextual factors on the implementation of HPWS. This research has combined the two sectors and looks at the implementation of HPWS from the perspectives of both the actors and the environment. This research investigates how the interaction between actors affects the implementation of HPWS. Also how internal and external institutional factors affect this interaction as well as the implementation. This research is qualitatively based on an interpretivist paradigm. Case study research design was used to conduct the research. Two Saudi Arabian banks were selected as case studies. Data was collected using 54 semi-structured interviews and 61 focus group interviews. Data about implementation and the impact of institutional factors was obtained through semi-structured interviews with human resource managers, line managers and senior managers. Data about employee outcomes was obtained using focus group interviews with the employees. This research finds evidence of conflict between the intended and actual outcomes of HPWS in the Saudi banking sector due to institutional pressures. This research contributes and extends the growing body of research on HPWS implementation by including the interaction of actors and accounting for institutional pressures. The finding highlights that the combination of these two factors are contextual institutional conductors and contribute to diversity in the implementation of HPWS practices. The managerial benefit of this research is that its model can help practitioners to improve their social interaction conditions for better performance.

Take service employees of financial industries for example, the purpose of this study is to discuss the effects of human resource systems on service employees¡¦ organizational commitment and role performance. Moreover, the result of this study will be the reference for service industries to make their human resource management policies. The questionnaire survey was adopted for the study. The samples are the front-line service employees of financial industries of Taiwan. There were totally 480 questionnaires were released, and 401 of them are valid samples. Through statistics analysis, the main results of the study are: 1. Except profit sharing, other practices of high performance work system have positively influential effect on value and effort commitment, effort commitment or both of value and effort commitment and effort commitment. Moreover, except profit sharing, other practices of high performance work system have positively influential effect on commitment of service employees. 2. Job descriptions have positively influential effect on in-role behavior. Therefore, Job descriptions could make service employees easy to follow the code of conduct and operation processes. One of this research result is one practice of high performance work system has positively influential effect on in-role behavior. 3. Job descriptions have positively influential effect on OCBI-behaviors that immediately benefit specific individuals and indirectly through this means contribute to the organization. On the other hand, job descriptions could make service employees easy to achieve the requests of organization. Moreover, it could make service employees get positive attitude and free-will to help colleagues. One of this research result is one practice of high performance work system has positively influential effect on organizational citizenship behavior. Based on the above conclusions, this study offers some suggestions as the references for the service industry.

<p>The processes that link High Performance Work System (HPWS) practices and organizational performance are not fully understood. Using resource-based theory, this research focuses on training, by separating it from other HPWS practices, and human capital development as a source of sustained competitive advantage. The first purpose of my research is to examine the relationships between the HPWS practice of training, innovation, and organizational performance, and look at the mediating effect of innovation over time at the workplace level. The results indicate that the temporal pathway from training to innovation to organizational performance is positive and significant even after controlling for reverse-causality. Strategic activity is also explored and is found to be a significant moderator. This study contributes to knowledge by identifying the importance of aligning business strategy with training, as well as other HPWS practices and innovation to achieve improved organizational performance outcomes. The second purpose of this research is to explore the factors that act to expand or limit the HPWS practice of training, with a focus on the outcomes of employers' decisions to offer training, employees' decisions to accept or decline training, and the job-related training received by employees. The results indicate that the employee-level factors: participating in HPWS practices, use of technology, and using new technology are significant contributors to employers' decisions to offer and employees' receipt of training. Further, employees' perception of the existence of a gap between the skills required for the job and their current skills contributes to employees accepting employer offers of training.</p> / Doctor of Philosophy (PhD)

近年來，策略性人力資源管理被企業視為一項核心競爭優勢，透過人力資源規劃與組織運作結合，以達到企業經營的目的。因此，著重在管理職能對高組織績效影響效果之策略性人力資源探討愈來愈多，而在管理職能之實證研究，也多著重在管理群組對個人工作績效或部門績效之影響，其結果也證明管理職能之良窳確實會對個人或組織績效產生影響，可說明管理職能在企業營運中的重要性。然而，相較於結果面之研究，管理職能之前因面研究卻明顯地不足，少有研究將組織內外之管理措施或活動與管理職能的因果關係作進一步探討，特別是關於影響研發主管管理職能之前置因素探討。因此，本研究將聚焦於影響研發主管管理職能之前置因素，並探討影響管理職能之組織活動與管理措施為何，為企業培育研發主管時，提供具體且有效之建議。 本研究主張企業中的研發主管，因實際參與公司內的管理措施與組織運作，將能強化自身的管理職能。然而，有鑑於過去研究較少針對研發主管職能發展出符合理論與實務看法之分類與內涵，本研究在探究組織活動與研發主管職能之關係前，先行對研發主管職能進行文獻探究，並藉由業界主管深度訪談與專家效度問卷等多重方式歸納出重要之職能群組。本研究將研發主管職能分為三個職能群組與七個職能，分別為專業知能(包括產品發展能力與領導培育能力)、跨界知識轉換職能(包括搭橋溝通能力與知識管理能力)以及資源整合創新職能(包括資源協調能力、策略規劃能力與創新促進能力)。 同時，本研究認為內部與外部組織活動會對不同的研發主管職能產生影響。內部組織活動可分為專業能力的訓練、員工授權、團隊經營與工作指派；外部組織活動則著重於顧客經營活動。與過去研究不同的是，本研究認為除組織內部相關之措施外，研發主管亦應該要對外經營顧客關係，因為透過顧客關係之建立與維持，將能不間斷地接收顧客資訊，以為產品創新之來源，並提高主管個人之管理職能。 本研究以中高階研發主管為研究對象，而為避免相同方法偏誤之發生，由研發主管自評參與組織活動之程度，並由其直屬上司評量該研發主管之管理職能表現。本研究以問卷調查方式進行資料蒐集，共搜集14家公司、119位研發主管與26位直屬上司之資料，並以階層式迴歸分析資料。研究結果如下： (一) 訓練與專業知能為正向關係。 (二) 專業能力訓練與跨界知識轉換職能為正向關係。 (三) 專業能力訓練與整合資源創新能力為正向關係。 (四) 授權程度與專業知能為正向關係。 (五) 授權程度與跨界知識轉換職能為正向關係。 　　本研究另以個別職能為依變項進行分析，研究結果發現顧客經營活動與知識管理能力、創新促進能力呈正向關係。 　　而就上述之研究發現，本研究建議管理者應建立完整且具系統性之管理職能發展計畫，以做為培育現職工程師為日後之研發主管，並應將專業能力訓練、授權與顧客經營活動納入此培育系統中，以確保研發主管具備專業知能、跨界知識轉換職能以及資源整合創新職能等「技術」與「管理」的職能，以因應環境之變化與競爭，為企業永續經營奠定良好的基礎。 / In recent years, strategic human resource management (SHRM) has been regarded as core competitive advantage for frims to respond to uncertain environments. Because human capital can bring innovation into organizations, it is important to select, train, allocate and retain the human resources. Among these human catpial, competency is the essential component representing the knowledge, skills, and abilities. This study focuses on R&D competency, particularly R&D managerial competency. Moreoever, this study investigates the effects of organizational activities on R&D managerial competency to understand the complex relationships among organizational activities and RD managerial competency. This study suggests that R&D managers will be able to substantially enhance their managerial competency by progressively participating in organizational activities. However, fewer research pay attention on the typology and contents of R&D managerial competency, this study explores this construct before investigating its anticidents. The author reviewed R&D managerial competency literature, interviewed seneior R&D managers and analyzed expert opinion questionnaires to categorize R&D managerial competencies into three competency clusters and seven competencies: 1. Competency cluster of professional knowledge and skill  Product developemtn competency  Leadership competency 2. Competency cluster of integrative capacities  Bridging communication competency  Knowledge management competency 3. Competency cluster of optimizing resource and facilitating innovation  Leveraging resources competency  Strategy planning competency  Innovation stimulation competency Meanwhile, this study also claims that involvement in both internal and external organizational activities will have substantial effects on R&D managerial competency. Internal activities herein refer to professional training, empowerment, team management, and job assignment; whereas, external activities emphasize on fostering royal customer relationships. In contrast to pre-existing academic researches, this study suggests that, in addition to internal activities, R&D managers should progressively develop customer relations. The reason is that by understanding customer’s needs and absorbing most innovative ideas would no doubt be the origins of technology innovations. This study focuses on top and middle level R&D managers. In order to avoid common method variances, this study is to match and analyze data collected from 119 R&D managers and their supervisors (26 senior managers in total) of 14 companies in Taiwan electronic industry. Results showed that: 1. Professional training was significantly and positively related to to competency cluster of professional knowledge and skill. 2. Professional training was significantly and positively related to the competency cluster of integrative capacities. 3. Professional training was significantly and positively related to the competency cluster of optimizing resource and facilitating innovation. 4. Empowerment was significantly and positively related to competency cluster of professional knowledge and skill. 5. Empowerment was significantly and positively related to the competency cluster of integrative capacities. In addition, this study analyzes the sub-competency of the competency clusters, and found that customer management is positively related to knowledge management competency and facilitating innovation competency. In sum, this study suggests that organizations should set up an integrated and systematic program for potential engineers who might be competent R&D managers in the future. Furthermore, the findings of this study implies that this program should include professional trainings, empowerment, and customer-relationship management, and to ensure that R&D managers possesses “skill” and “managerial” competencies to make themselves the cornerstones for ever-competitive enterprises and to prepare themselves to be responsive to the constantly evolving environment.

Uma Equipe de Alta Performance é criada e sustentada, de acordo com os pressupostos teóricos expostos pelo presente trabalho, por um High Performance Work System (HPWS) ou, em português, Sistema de Trabalho de Alta Performance. Embora o termo em questão seja pesquisado há mais de cinco décadas por estudiosos de diversas áreas do conhecimento, sobretudo pela administração, seus conceitos ainda não são consensuais e, principalmente, há poucas observações em língua portuguesa. Paralelamente a esta questão, pode-se afirmar que uma constante busca por resultados organizacionais, sejam eles financeiros ou não, pelos agentes do mundo organizacional moderno é uma realidade. A proposta do presente trabalho centra-se em explorar ambos os conceitos relatados em duas organizações governamentais, o Esquadrão de Demonstração Aérea (EDA) e o Esquadrão Arara. Isso posto, primeiramente, é importante ressaltar que a pesquisa tem um cunho teórico, ao reunir o que estudiosos de diversas áreas têm descoberto e afirmado sobre o HPWS, relatando-os na língua portuguesa. Em segundo lugar, foi possível criar um quadro com os elementos organizacionais presentes em um HPWS, de acordo com as bibliografias pesquisadas. Com base nesse quadro selecionaram-se algumas características para fins de comparação nos dois Esquadrões. As características são: comprometimento, trabalho em equipe e gestão de pessoas. Isso foi feito por meio de duas técnicas de pesquisa. A primeira delas foi uma entrevista, aplicada ao setor de pessoal desses Esquadrões, para entender a sua forma de gestão de pessoas. Em seguida, foi aplicado um questionário a todo o efetivo de militares de ambas as organizações pesquisadas. Todas as hipóteses de pesquisa foram formuladas pressupondo o EDA como uma Equipe de Alta Performance devido a todas as características relatadas no item 3 Objeto de Estudo. De qualquer maneira, nem todas foram confirmadas, demonstrando que embora o EDA seja, em muitas análises, diferente do Esquadrão Arara ainda não pode ser definido como uma verdadeira Equipe de Alta Performance. De qualquer maneira, a oportunidade de pesquisar a equipe e relatar as suas características é uma maneira de que outras organizações do mundo empresarial conheçam como obter resultados, mesmo que não financeiros, extremamente satisfatórios. / A High Performance Team is created and kept, according to the theoretical assumptions on this work, by a High Performance Work System (HPWS). Although this topic has been studied for more than five decades by researchers from different fields (mainly administration), their concepts are not consensual and mainly, there are few observations on this topic in the Portuguese language. Along with this issue, it can be affirmed that a constant search for results (financial or not) by the modern organizational world agents is a reality. The proposal of this study focus on exploring both concepts reported in two Brazilian Air Force organizations: the Air Demonstration Squadron (EDA) and the Arara Squadron. First of all, it is important to highlight that this research has a theoretical approach, gathering what lecturers from many fields have been finding out and stating about the HPWS, reporting them in Portuguese. Secondly, it was possible to create a table with the organizational elements present in a HPWS, according to the studied bibliography. Based on this table, some features were selected in order to compare the two squadrons: commitment, team work and personnel management. It was carried out by using two survey techniques, being the first one an interview for those squadrons` staff to understand their way of personnel management. Then a questionnaire was applied to all the military personnel in both studied organizations. All the hypothesis for the survey were formulated pre-assuming the EDA as a High Performance Team due to all the characteristics related on the item 3, `Object of Study`. Not all of those features were confirmed, showing that although the EDA is under many analyses different from the Arara Squadron, they cannot be defined as a true High Performance Team. All in all, the opportunity of surveying the team and reporting their characteristics is a manner that other business organizations can approach to obtain some satisfactory results, financially speaking or not.

Uma Equipe de Alta Performance é criada e sustentada, de acordo com os pressupostos teóricos expostos pelo presente trabalho, por um High Performance Work System (HPWS) ou, em português, Sistema de Trabalho de Alta Performance. Embora o termo em questão seja pesquisado há mais de cinco décadas por estudiosos de diversas áreas do conhecimento, sobretudo pela administração, seus conceitos ainda não são consensuais e, principalmente, há poucas observações em língua portuguesa. Paralelamente a esta questão, pode-se afirmar que uma constante busca por resultados organizacionais, sejam eles financeiros ou não, pelos agentes do mundo organizacional moderno é uma realidade. A proposta do presente trabalho centra-se em explorar ambos os conceitos relatados em duas organizações governamentais, o Esquadrão de Demonstração Aérea (EDA) e o Esquadrão Arara. Isso posto, primeiramente, é importante ressaltar que a pesquisa tem um cunho teórico, ao reunir o que estudiosos de diversas áreas têm descoberto e afirmado sobre o HPWS, relatando-os na língua portuguesa. Em segundo lugar, foi possível criar um quadro com os elementos organizacionais presentes em um HPWS, de acordo com as bibliografias pesquisadas. Com base nesse quadro selecionaram-se algumas características para fins de comparação nos dois Esquadrões. As características são: comprometimento, trabalho em equipe e gestão de pessoas. Isso foi feito por meio de duas técnicas de pesquisa. A primeira delas foi uma entrevista, aplicada ao setor de pessoal desses Esquadrões, para entender a sua forma de gestão de pessoas. Em seguida, foi aplicado um questionário a todo o efetivo de militares de ambas as organizações pesquisadas. Todas as hipóteses de pesquisa foram formuladas pressupondo o EDA como uma Equipe de Alta Performance devido a todas as características relatadas no item 3 Objeto de Estudo. De qualquer maneira, nem todas foram confirmadas, demonstrando que embora o EDA seja, em muitas análises, diferente do Esquadrão Arara ainda não pode ser definido como uma verdadeira Equipe de Alta Performance. De qualquer maneira, a oportunidade de pesquisar a equipe e relatar as suas características é uma maneira de que outras organizações do mundo empresarial conheçam como obter resultados, mesmo que não financeiros, extremamente satisfatórios. / A High Performance Team is created and kept, according to the theoretical assumptions on this work, by a High Performance Work System (HPWS). Although this topic has been studied for more than five decades by researchers from different fields (mainly administration), their concepts are not consensual and mainly, there are few observations on this topic in the Portuguese language. Along with this issue, it can be affirmed that a constant search for results (financial or not) by the modern organizational world agents is a reality. The proposal of this study focus on exploring both concepts reported in two Brazilian Air Force organizations: the Air Demonstration Squadron (EDA) and the Arara Squadron. First of all, it is important to highlight that this research has a theoretical approach, gathering what lecturers from many fields have been finding out and stating about the HPWS, reporting them in Portuguese. Secondly, it was possible to create a table with the organizational elements present in a HPWS, according to the studied bibliography. Based on this table, some features were selected in order to compare the two squadrons: commitment, team work and personnel management. It was carried out by using two survey techniques, being the first one an interview for those squadrons` staff to understand their way of personnel management. Then a questionnaire was applied to all the military personnel in both studied organizations. All the hypothesis for the survey were formulated pre-assuming the EDA as a High Performance Team due to all the characteristics related on the item 3, `Object of Study`. Not all of those features were confirmed, showing that although the EDA is under many analyses different from the Arara Squadron, they cannot be defined as a true High Performance Team. All in all, the opportunity of surveying the team and reporting their characteristics is a manner that other business organizations can approach to obtain some satisfactory results, financially speaking or not.