Abstract Innovational behavior is one of the main sources of an organization¡¦s competitive advantage which is verified by many scholars. Peter Drucker¡]1985¡^said that two of the most important issues in knowledge age are knowledge management and innovation. Therefore, organizations have the chance to develop the ability of innovation when they are able to control knowledge. Only with the innovation of product and management skills, hi-tech companies could catch up the changing environment. This study focuses on the relationship between innovative behavior, leadership, absorptive capacity, and psychological contract between units. In the meantime, leadership style contains transactional leadership and transformational leadership; absorptive capacity contains the ability of acquisition, assimilation and exploitation; psychological contract contains transactional, relational and balanced relationship. The result of the research indicates that: 1. The differences of employees¡¦ gender, marriage and the function of occupation have significant difference on innovative behavior 2. In addition to difference analysis, relationship between transactional leadership, transformational leadership, acquisition ability, assimilation ability, exploitation ability and balanced relationship of psychological contract have significant influence on innovative behavior.

Information search and acquisition is one of the important tasks in industrial procurement. The main issues of the present study are whether the needs of information and their patterns of importance would be affected by the following variables: product type, position of the supply chain, factors of individual participant (position, current unit, experiences of departments), organization structural factors, innovational resources commitments. The empirical study contexts are six machinery related sub-industries, including: vehicle, casting, die and mold, fastener, hand-tool, and machinery industry. From the 345 valid survey samples, the current research tested several hypotheses, of which significant findings include: (1) Different positions at a supply chain would cause difference of information needs. (2) Factors of individual participant also bring about different buying information needs: the current unit and experiences in different departments would significantly affect importance of the finance-cost, technique, salesperson information. (3) Organizational factors, including authority, horizontal interaction, vertical division, would give rise to more positive effect on buying experiences, country-of-origin, salesperson information. On the other hand, solicit negative effect on finance-cost information. (4) The product type would significantly moderate the causal relation between organizational factors and buying experiences, country-of-origin, or salesperson information. (5) Finance-cost information is less important for the higher innovational commitment companies than the lower ones

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.

The influence factors which lead business to success or failure could be very different because of the different times¡Bdifferent industries and different competitive environment. People can also find out the different competitive capacity coming from different organizational cultural¡Adifferent business team structure or different leadership of the business. Up the present , there were so many scholars and experts of business management advocated unanimously the importance of ¡uknowledge innovation¡v ¡B ¡ustrategic human resource management¡v and ¡uorganization competence¡v. Those theories initiated my highly attempt to find out the practical situation of those theories on the rubber industries. This is the origin of writing this thesis. After further research about the rubber industries and according to the interviews and analysis of the company A¡AI am trying to approach the following subjects from the angles of the knowledge innovation¡Bthe strategic human resource management and the organization competitive capacity. 1. The relevance of the knowledge innovation and the strategic human resource management. 2. The relevance of the knowledge innovation and the organization competence. 3. The relevance of the strategic human resource management and the organization competence. 4. The relevance between the knowledge innovation¡Bthe strategic human resource management and the organization competence. 5. The practical applied model for building up the business competitive capacity. This study is using three methods to approach the studying purpose which including¡G1. literature study and sort out 2. the case study 3. interviews. There are four final conclusions of this study which are¡G 1. The strategic human resource management supply qualified manpower to all departments of the organization which also help the progress of the benign cycle of innovation. 1. The balanced development of innovation capacity of every single department the the organization causes continued and long term expanding on it¡¦s entire business competitive capacity. 2. The strategic human resource management directly and strongly relate the business competitive capacity. 4. The Lean strategic human resource management promote the organizational innovation capacity and strengthen itself with continued competitive capacity. In the meanwhile, also discovering five valuable theories as below: 1. The leader of a organization is the rudder of continued innovation spiral. 2. The strategic human resource management prevent the organization from grim or in-harmony atmosphere. 3. The business competitive capacity basic on good strategic human resource management, and be driven by balanced innovation capacity. 4. The management which meets the human demands is the source of innovation. The education which fills up the human lackness strengthen the business competitive capacity. 5. The relevant between the innovation capacity¡Bthe strategic human resource management and the business competitive capacity could be converted due to differences of countries, races, religious believes, generations, personnel structure¡Ketc.