In order to survive in the intense competition environment, every company tries to find the way to strengthen its core competences efficiently and to gain more competitive advantages. Therefore, more and more companies start to outsource their non-core value activities in order to focus their limited resources on constructing and developing their core competences. However, when adopting outsourcing policies¡]including function outsourcing and job outsourcing¡^, companies need to review every characteristics of their jobs and sort them by organization targets or goals. Thus, they will figure out those ¡§non-core jobs¡¨, and seek the way to differentiate their own employment strategies between core and non-core jobs. Due to the idea of outsourcing, another employment type is triggered¡Xnamely employee dispatching. However, it is important to know what causes companies adopting employee dispatching. Is it the same reason as outsourcing, namely to strengthen core competences? Or is it just to minimize the operating costs? Or to avoid the legal liabilities which every company should follow. In this study, we interview the HR managers that have the authority to make the decisions in the four high-tech. companies. The aims of this research are as follows; to find out how those companies make the dispatching decisions, what the real causes are, how to choose contractors, and how to evaluate the effects of adopting employee dispatching. By consolidating and analyzing those research data, we hope that this study can shed some light on this area, provide decision making suggestions, and new research perspectives of employment shift in this study. Meanwhile, these findings can be of use for further research in this area in the future. After consolidating the data we gathered, we find: 1.Companies adopt dispatched workers to replace regular employees when considering personnel expense cost down and legal liabilities avoidance. 2.From the practicing of implementing dispatched workers, those four companies learned how to set the scope of non-core jobs for outsourcing further more. 3.The following three key factors: Specialty, Finance, and Service, can be used to help those who want to use employee dispatching to select their partners. 4.Dispatch companies just provide the only function, outsourcing employees, to their corporate customers. They have no ability to provide the other business functions. 5.For long-term planning, those enterprises have moved to China due to globalization expansion of their suppliers and customers to China market. Therefore, they will hire dispatching employees instead to fulfill those non-core jobs in Taiwan.

The Relationship between Organizational Socialization, Information Seeking Behavior, and Organizational Commitment of New High-tech Professionals Abstract Due to the rapid growth of high-tech industry in Taiwan, there is an increasing need for high-tech professionals. Therefore, it is easy for high-tech professionals to switch jobs frequently. This phenomenon causes high-tech companies to spend a lot of money and time on the management of newcomers every year, so it is important to understand how newcomers adjust to the new environment and increase their commitment to the organization. Organizational socialization is generally defined as the process whereby newcomers learn the behaviors and attitudes for assuming roles in an organization. Research on socialization has focused on the socialization tactics used by organizations and tends to portray newcomers as passive in the socialization process. However, relatively is known about how newcomers obtain the information they need. Hence, this study was designed to examine the relationship between organizational socialization, information seeking behavior and organizational commitment of high-tech professionals. Besides, this research also examined the mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment. Surveys were given to 99 new professionals six and twelve months into their jobs. The results of the research indicate that: 1. High-tech companies tend to use institutionalized socialization tactics; new professionals tend to use overt, third party and observing tactics to obtain the information . 2. Collect, sequential, fixed and serial socialization tactics are associated with high socialization content; overt and observing information seeking tactics are associated with high socialization content. 3. Sequential fixed and serial socialization tactics are associated with high organizational commitment; observing information seeking tactic and high socialization content are associated with high organizational commitment. 4. The mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment are not obvious. Key words: organizational socialization, information seeking behavior, socialization commitment, high-tech company, newcomer

The Relationship among Work-Family Conflict, Job Burnout, and Turnover Intention of Female Professionals in High-Tech Companies Abstract Last ten and more years , high-tech industries grow prosperous in Taiwan. There are lots of professionals entering to the high-tech industries. Though the environment of high-tech industry is better than traditional industry-- the better payment and the better future vision, it is also the place which makes the job pressure, stress, and burnout. The job burnout, coming from the long-term stress, brings to individual the embarrassment in his life, family, and career development. The stress management in professional job becomes the future issue to those managers in high-tech industry. Today, the structure of global human resource has changed, large of educated women join the labor market, they are playing multiple roles. In the limitation of time and energy, it¡¦s easy to make the inter-role conflict during she hopes to play each role perfectly. Evidence is increasing that work-family conflict negatively influences individual¡¦s physical and psychological aspects. Under the high-tech industry speedy innovation and intense competition, employee¡¦s work-family conflict and the work stress are more catching the attention. Though female professionals are the developing resource in the labor market, they are also the crowd tending to work-family conflict. If the female professionals are always in the condition of stress and no proper way to diminish it, eventually, they will be burnout and withdraw from the working place. It will be big loss not only to individuals but also to the companies. This study examined the relationship among burnout, perceived Job stress, and turnover intention using 165 female professionals from the companies in Science-Based Industrial Park, Hsinchu, in particular, whether job burnout played a mediating role and social support played a moderating role in the stress-burnout process . The results indicated that : 1. Among the three components of work-family conflict, work interfering family was in high degree. And among the stressors, family involvement, and kids pressure were in high degree. 2. Among the three components of burnout, the exhaustion phenomenon was in high degree. 3. Work-family conflict was positively significant to job burnout. 4. A significant positive correlation was identified between job burnout and turnover intention. The exhaustion and cynicism components of burnout were positively significant predictors of turnover intention. 5. Job burnout was found to have significant mediating effect between work-family conflict and turnover intention. 6. Boss support, one of the social support components, was negatively associated with job burnout and turnover intention. In the moderating effect, most social support in higher-grades groups influenced work-family conflict and job burnout, and job burnout and turnover intention more significantly than lower-grades groups. Key words: work-family conflict, job burnout, turnover intention, social support, high-tech company, female professional.

以TRIZ為架構的創意之策略推展於台灣高科技公司 / High-tech industry in Taiwan is the mainstream of economic growth. In recent years, international patent litigation news often hear, business at the same time against opponents in the competition through patent to protect themselves, and then rely on patents for high added value. Using innovative methods to solve problems faced by enterprise innovation process is commonly used in the practice of foreign companies. Technology companies encourage employees to obtain patents; however, although engineering also hope to increase patent contribution, but often do not know how to proceed efficiently. TRIZ theory provides an innovative management system that lets innovation becomes simple, no longer out of reach. Currently the Western developed countries such as the United States, Germany, Britain, France, Sweden and Russia, Japan and other countries, no matter theoretical and application research or technical research of TRIZ are at the forefront of the world. Due to geographical proximity relations with Russia, South Korea and China are also very positive learning TRIZ. In Taiwan, TRIZ is rarely been widely introduced in the country and in enterprise. TRIZ so good, why not spread in the Taiwan? Paper discusses the cost of imported TRIZ, the implementation procedure, and the expected results through literature and actual interviews. Based on these introduction to manager understand the perspective of the feasibility of local enterprises import TRIZ and proposed how to make TRIZ popularity in domestic. Keywords: High-tech, TRIZ, Creativity, Innovation

本研究之主旨在探討一般新創公司在創業前期及創業後期所面臨的經營管理問題與對策，給有心創業者作為參考，以降低失敗的風險，進而能一舉成功，避免傷及創業之鬥志與勇氣，減少財務的損失。 首先藉由文獻的整理，蒐集專家及學者之菁華，找出與創業有關的學理，再將學理套於個案公司之經營管理，深入暸解創業成敗之關鍵因素，從實務中發掘學理之依據，進而整理出成功的創業模式，得以印證學理之正確性，讓有志於創業者加強對文獻之信心與認同。 本研究之個案雖屬高科技公司，但經過學理之印證後，可發現其經營管理之方法也離不開文獻之範疇，主要是採用Timmons及 Shane之創業模式來加以剖析，雖然研究者將Timmons之模式運用於創業前期，而將Shane之模式運用於創業後期，或許有些牽強，但目的是為了方便敘述，好讓讀者容易理解。 針對本研究之主要問題可區分為下列兩期，將籌備到創業後三年歸納為創業前期，第四到十五年則歸納為創業後期，雖然期間有點太長，但經營者自認為規模還小，仍應秉著創業期之衝勁追求更完美： 一、 新創公司創業前期的管理作法為何? 二、 新創公司創業後期的管理作法為何? 從本研究中可獲得以下之主要結論: 一、 新創公司在創業前期會善用其核心能耐以尋找商機，同時以外部資源取用補足內部資源及能力之不足，並加強創業團隊成員之專長互補與共識，提高創業成功的機會。 二、 新創公司在創業後期之技術管理上會著重利基性及差異性之思維，在行銷管理上會以客戶需求為導向，在組織管理上則會特別重視風險管理並適時網羅人才以增強組織的陣容，並以創新來提高報酬。 / The newly start-up company will face the different management difficulties during the starting period. The study distinguished the start-up period into Earlier Period of the Start-up and the Later Period of the Start-up. The selecting company of the thesis is classified as the high-tech industry. We use the Timmons Model to analyze the Earlier Period of the Start-up, and use the Model of Scott A. Shane to analyze the Later Period of the Start-up. The main research questions of the thesis are : 1. What’s the right management method in the Earlier Period of the Start-up Company? 2. What’s the right management method in the Later Period of the Start-up Company? The conclusions of the research are： 1. In the Earlier Period, the company must (1) make a good use of its core competency to catch the good chance, (2) use the external resources to strengthen the lack of the internal resources or capability, (3) strengthen and increases the complementarity of the abilities of the start-up entrepreneurial team. 2. In the Later Period, the company must (1) focus on the niche market and attach importance to the differentiation on the Technology Management issue, (2) take the customer demand-oriented method as the principal on the Marketing Management issue, (3) pay attention to the risk management, recruit the talented person or team on the Organizational Management issue.