Industries are facing more and more challenges with shorter product life span, shorter cycle time demand from customers, diverse product features, adopting advanced processes, global marketing, time demanding manufacturing and management, uncertainty of forecast, and pressure of price cut, etc. To manage all the aspects, industries are requires to re-engineer their companies to improve competitiveness. Therefore, in recent years. CIM, which emphasize on integrating in-house resources,is getting higher attentions from semiconductor companies. The main motive to introduce CIM is to reduce manpower, improve product quality, shorten cycle time, lower inventory, increase efficiency, react to fast changing market and enhance production flexibility. Especially on semi-conductor assembly and test sub-contacting business, due to strong request from IDM customers to manage their supply chain, companies are introducing CIM systems to fulfill the customer requirement and enhance competitiveness, meanwhile elevate the entry barrier as well. How to benefit from CIM are the new challenges to the companies who bring in such system. Thus, this research applies Leonard-Barton¡¦s perspective as the reference Structure and adopts case study methodology to investigate how the three dimensions (Technical, delivery system and organizational performance) could be related to the four Chosen companies of IC Assembly and testing manufacture. The data was collected mainly Through semi-structured interviews. By doing the above, this research would like to explore the relationship between CIM implementation and organizational adaptation. The research results indicated that manufacture flow module in these four cases was conducted according to the built-in system flows modeling of the CIM package adopted, then through by the system and flow integration of CIM and ERP to make the information flow and internal organization more close. The system integrity and the paradigm of built-in flow are the main benefits derived from CIM implementation from the technology perspective. Guided by the built-in flow, the company can adapt itself through learning and obtain potential synergy. However, by so doing, the company is exposed to the risk of system function inadequacy and the deleterious impact brought by BPR, which is conducted without active participation of the user organization. In summary, the potential hazard of technology dimension comes from system function inadequacy and system transplant without conducting proper BPR. This in turn will increase the risk of software project and incur potential costs such as compromise and system tuning. Lastly, we found three key factors to the successful adaptation between CIM system and organization. 1. Integration between CIM and ERP. 2. Specification and compatibility of CIM and usage of build-in flow modeling tools. 3. Internal flow adaptation including internal change management, coordination among associated information departments, and KU educational trainings. The mentioned three points are keys to minimize the problems of organization adaptation and help to smoothen the manufacturing flow integration and improve the overall performance when CIM system implement in the industries.

Society has changed since Cooperative Extension and the 4-H youth program began. Over time the purpose for Extension has been challenged. Yet, there has been little empirical literature published on the administrators' role and perspectives of the organizational environment or on the resulting leadership behaviors. A qualitative study was conducted to develop a baseline. State Extension Directors (n=7) and State 4-H Program Leaders (n=13) from 15 regionally-representative states were interviewed. Participants were asked to conduct a SWOT Analysis on both the Extension system and the 4-H program in their state and their leadership behaviors were explored. Extension administrators emphasized the organization's relevance to society and that the mission would remain focused on agriculture, although with an expanded focus on agriculture as more than production. Administrators did recognize many specific environmental shifts, including a changing funding model; challenges and importance of serving a diversifying population; the tension between urbanizing populations and shrinking rural communities; and, the changing role of technology for programming. Administrators described that they were experiencing shifting focus friction from historic audiences that were afraid of losing services due to the aforementioned environmental factors. Administrators' leadership behaviors were reflective of the Adaptive Leadership behavior construct introduced by Heifetz (1994). Communication was the key behavior that is required to lead effectively. In order to successfully implement a strategy, trust with stakeholders needed to be established. Diversity in feedback was important for the administrators to feel confident in their ability to understand the changes in the organizational environment. / PHD / Extension and 4-H are educational organizations affiliated with Land-Grant Universities to provide research-based information to the citizens of all U.S. states and territories. Established in 1862, the purpose and need for Extension has been challenged overtime. There has been little empirical literature published on the administrators’ role and perspectives of the organizational environment, these leaders being the individuals who are creating and implementing organizational direction. Twenty administrators (7 State Extension Directors and 13 State 4-H Program Leaders) which were representative of 15 regionally-representative states were interviewed. Participants were asked to conduct the Strengths, Weaknesses, Opportunities, and Threats analysis for both the State 4-H program and Cooperative Extension organization. Extension administrators emphasized the organization’s relevance to society and that the mission will remain focused on agriculture -food and health. Administrators did recognize many specific environmental factors they were responding to, including: changes in the funding model; challenges and importance of serving a diversifying population; tension between urbanizing populations and shrinking rural communities; increasing service competition; and, the changing role of technology in program delivery. Administrators described friction with historic audiences who fear the loss of services due to organization adaptation in response to the aforementioned changes. Communication was the key behavior that was embedded in all other leadership characteristics. Trust with stakeholders needed to be established to successfully implement strategy. Diversity in feedback was important for the administrators’ confidence in their ability to understand the changes in the organizational environment.