Since the experience economy was introduced, many researchers and enterprises have been attempting to find new strategies for business development, thus adapting to this new economy. In this process, the innovative value proposition is discovered as a solution to deliver satisfactory service and experience to customers. As a result, people start to pay attention to how to create an innovative value proposition and use it to stage memorable experiences to customers, which is also the main task of conducting this paper. In this paper, the authors investigate the value propositions offered by two innovative hotels, Chiva-som and IceHotel in order to answer how to create value proposition by integrating operant and operand resources. And the study about customers’ perceptions on value propositions is used to reveal how customers perceive a good value proposition and use it create a memorable experience that they desire. At the end of this paper, the authors state a new frame of creating value propositions by presenting a model of resource integration methods (Figure 3), which includes resource-centric and co-creation centric aspects. Furthermore, the features of a good value proposition perceived by customers as well as the solutions to improve customer experiences with innovative value propositions are summarized respectively.

In this dissertation, I explore the effect of tax incentives on where U.S. multinationals decide to locate their innovative activities worldwide. Research and development (R&D) tax incentives offered by foreign countries and differences between U.S. and foreign tax rates provide opportunities that may influence where multinationals decide to locate their innovative activities. Using firm-level patenting data that identifies the country-specific location of innovations from 1986 to 2000, I examine the relation between innovative activities performed in a foreign country and these tax incentives using the Heckman (1979) two step estimation approach. I find evidence that the foreign percentage of innovative activities is associated with the attractiveness of foreign R&D tax incentives and with an increase in the effect of U.S. R&D allocation rules. In addition, the results suggest that firms in excess foreign tax credit positions decrease the amount of R&D activities in a foreign location with increased foreign tax rates, consistent with income shifting incentives. In contrast, I find that the firms in deficit foreign tax credit positions increase their foreign R&D activities with increasing foreign tax rates. This study is the first to examine and provide evidence of the influence of foreign R&D tax incentives and income shifting incentives on a U.S. multinational’s decision on where to locate R&D activities.

Firms operate in an increasingly complex, unpredictable and fast-moving environment. Understand the business ecosystem in which an innovative company operates is a major leadership stake. Indeed, know how the various possibilities to interact with the actors present in the business ecosystem of an organization are part of the leadership role. In order to survive facing competitive organizations, and to get a sustainable competitive advantage, an innovative organization must be able to combine with various partners on its business ecosystem in order to share knowledge and competencies, and therefor implement open innovation processes may be a key success factor that should not be sidelined. To do so, an oganization must understand innovation to adopt open innovation processes, must also take into account various elements of its business ecosystem to settle competitive dynamics with stakeholders and be able to interact with these different actors, and to finish an innovative organization must be able to set open innovation processes to find a key success factor and perform a sustainable competetive advanage.

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With the global environment changed rapidly, traditional sources of competitive advantage can no longer provide a sustainable strength for business, the approach to global business strategy point to core competencies, invisible assets, and organizational capabilities as key factors influencing MNC¡¦s long-term success in global markets. Benefited by resource-based view (RBV), strategic human resource management (SHRM), and organization behavior (OB) theories as theoretical groundwork, and our contributions include of (1) We built up a theoretical framework from the perspective of human capital to investigate how learning organizational capital facilites firm¡¦s innovative capabilities through human capital flexibility as a mediator. (2) Define human capital flexibility and its seven dimentions. (3) Define learning organizational capital with three dimensions derived from human capital perspective of knowledge-based literatures. Using sample of 184 subsidiaries of Taiwanese MNCs with SEM technique, our empirical result further indicates that human capital flexibility and learning organizational capital has positive effects on firm¡¦s innovative capabilities. Also, human capital flexibility plays a key role as a strong mediator that enhanced organizational capital to exert firm¡¦s innovative capabilities

To cope with the impact of rice import on rice industry due to Taiwan¡¦s joining in the WTO, Agriculture and Food Agency of Agriculture Council, Executive Yuan has drawn support from farmer groups or food dealers with marketing capabilities as well as rice farmers and people engaged in seedling raising, rice processing and rice milling to set up ¡§special rice production and marketing areas¡¨ since 2005. At these areas, integrative production and marketing mechanism and branding business model are used to build a rice production and marketing system that owns competitive advantages in both domestic sales and export sales, so as to increase farmers¡¦ income. With in-depth interview and secondary data as sources, this paper uses qualitative analysis to discuss how the Fang Rong rice factory in Houpi Township of Tainan County copes with changes in external environment, and investigate its innovative transformation for the purpose of sustainable development, as well as the reasons, processes and performances of the transformation. Research results are respectively described as follows: 1. Sources of innovation: external and internal factors. The former includes Taiwan¡¦s joining in the WTO, government policy promotion, non-profit organization promotion and changes in consumers¡¦ behaviors; the latter includes senior supervisors and normal employees¡¦ awakening in the rice factory as well as farmers¡¦ arousal. 2. Innovation mode: product innovation, process innovation, method innovation and marketing innovation. ¡]1¡^Product innovation: includes breed improvement, line extension and technological innovation. ¡]2¡^Process innovation: implements source management, contract farming and SOP of rice production process, highlights securitization, rationalization and ecologization, and achieves scientific management. ¡]3¡^Method innovation: this case introduces competitive agriculture, social values and profits sharing into enterprise business ideas. ¡]4¡^Marketing innovation: combines rice industry with leisure experience. The target market changes from B2B into B2C. This case values customer relationship management, constructs diversified products, brand and packaging, exploits diversified markets and marketing channels, utilizes story marketing, and continuously gets good achievements in competitions to enhance brand awareness. 3. Benefits of innovative transformation: the innovative transformation benefits of this case include economic benefits, ecological and environmental benefits, socio-cultural benefits, quality improvement, customers¡¦ high satisfaction, high brand awareness, horizontal alliances, technological changes, as well as staff and farmers¡¦ growth. Key words: rice industry, Innovative transformation, special rice production and marketing area

The study investigated the relationship among supervisor's job insecurity, job stress, abusive supervision, employee¡¦s job engagement and innovative behavior. The author distributed 90 questionnaires for supervisors and 270 questionnaires for employees who work in research and development department. In all, questionnaires were completed by the 83 supervisor and 133 employees and analyzed by factor analysis, internal consistency analysis, regression analysis and path analysis to measure the relationship among the constructs. Research results found that: (1) Supervisor¡¦s job insecurity and work stress was positively related to employee¡¦s perception of abusive supervision. (2) Employee¡¦s perception of abusive supervision was negatively related to their job engagement. (3) Employee¡¦s job engagement was positively related to their innovative behavior. The results provide an idea that encourages researchers to explore other possible factors which cause abusive supervision in the future.

Nowadays, human resource management transforms the business into globalization, and globalization trend changes the management of human resource as well. Therefore, given the importance for enterprises to figure out the factors to cultivate competitive advantages among foreign professionals in a cross-cultural working environment and improve the innovation process and work performance in advance, this research will discuss how cultural intelligence and knowledge sharing impact individuals¡¦ innovative behavior. Consequently, from an empirical investigation with 131 foreign professionals supported the notion that with higher cultural intelligence perceived higher innovative behavior. Correspondingly, higher metacognitive CQ, motivational CQ and motivational CQ lead to higher knowledge sharing. In addition, knowledge sharing has positive impact on innovative behavior. Furthermore, the relationships between cognitive CQ and innovative behavior were mediated through knowledge sharing.

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.¡¨

Abstract Innovation is a successful key of enterprise in the new generation, and enterprise creates extraordinary value by keeping innovate. Thurow(1996)pointed that mental industry will be the mainstream, and enterprise capability to innovate and use the mental ability is the key to get the competitive advantage. It means enterprise¡¦s assets shifted from the visible resources to the invisible assets, for example, intellectual capital and human capital. This transformation appears the important of human resource and leads the enterprise to pay attention on human resource management. As the reason, the enterprise¡¦s important issue is how to construct the human resource system for enterprise innovation needs and build the innovative culture. This study is using the case study approach. The main propose is analyzing the human resource practice of the prize innovation enterprises, how strengthens the organization innovation capability, and assisting the enterprises achieve the goal. This research also want to find the human resource practice to fit the different innovation flied, and conclude the innovative culture for prize innovation enterprises. To this propose, this research conclude the following result by interview material and literary. 1. Organizational innovation capability with different innovation flied for successful enterprise to innovate. 1.1 Successful product innovation depends on organizational market cognition capability, R&D technology capability, and cross-functional integration capability. 1.2 Successful process innovation depends on organizational R&D technology capability. 1.3 Successful marketing innovation depends on organizational market cognition capability and cross-functional integration capability. 1.4 Successful manage innovation depends on organizational cross-functional integration capability and financial capability. 2. Organizational innovative culture for the successful enterprise to innovate. 2.1 The input of innovative culture depends on the enterprise value emphasized, the leader support, and the resources give. 2.2 The process of innovative culture depends on well communication, clear authorization, and the staff to participate in. 2.3 The output of innovative culture depends on organization learning, try and error, and different thinking. 3. Concluding the human resource practice with different innovative flied for enterprises to innovate. 4. Concluding the human resource practice for enterprises to enhance different organizational innovation capability. 5. Proposing ¡§the innovative strategy map¡¨ as a practice guide in human resource practice. These results provide innovation enterprise not only to enrich organizational innovative culture, but also to enhance the organizational innovation capability for different innovation flied by operating the fit human resource practice. With this fit human resource practice, enterprise can have the biggest innovation achievement in different innovation flied.