The pursuit of business growth is unquestionable. However, there are many ways to achieve the growth. In recent years, the number of mergers and acquisitions has risen, in order to achieve the effect of rapid growth, but M & A behavior cannot always guarantee positive business performance. Therefore, this study refers to the literature presented, with year 2000 to 2010 as the scope of study, to look deeply into the influences caused by main characters, differences in corporate culture and industry factors on M & A performance. We expect to construct the relationship between different factors and performance of acquisition. This research uses multiple-regression model which has five independent variables-company scale, management ability, Growth opportunities, cultural differences and industry factors. This research also applies 3 dependent variables to compare different aspects of performance, which are CAR, EPS after taxes and unit employee output value. The result shows that the Company scale indeed has a positive effect on the performance of acquisition. On the other hand, the company's growth opportunities are negatively correlated with the performance of M, thus our assumption is false. In addition, the study has assumed, beforehand, that all differences in organizational culture and industry factors have significant influence on acquisition performance, but the result shows that it is not necessarily true in all cases, which reflects that different factors introduce different effects to the performance of mergers and acquisitions.

Securities Investment Trust industry had matured which reached to an intensive competition market in recent years. In any case, the high turnover rate of fund manager suggests that how company establishes its organizational ability now facing a serious issue, and it eventually cuts the overall growth of company. Therefore, if company¡¦s human resources management system can be matched with its own organizational culture, it should help the company retain talents; to develop better organizational innovative capability which leads to more outstanding performance. In this research, we focused on four particular companies which known for its specialty in securities investment trust by processing case study method. From these cases, we found there are strong relationships between organizational culture, strategic human resource management and performance on organizational innovation. Organizational culture presents the core value of organization which is the central idea for corporation operation as well. It becomes the principles for recruitment and assessment of human resource. That is to say, culture affects human resource management activities. Human resources management activities play an important role on human capital accumulation which can direct link to performance of innovation, especially on service innovation. Our research suggested that technical innovation or product innovation will be affected by other factors, such as company¡¦s resources and industrial properties. As a result, the strategy of human resources management has partially influence on both product innovation and technological innovation.

This is a case study to take the Top Management Team (TMT), as the main part; moreover, the point of view in the study is to apply ¡§Resource-Building Mechanism¡¨ to explore multicultural companies how effectively building resource on their practical operation in the enterprises. Gradually, the operation leads the Group into a competitive advantage with sustainable development. The secret is not in the esoteric management theories, but in the tangible and intangible resources to integrate the unity capabilities of Knowledge, Belief, and Action. By the methods of questionnaire survey and in-depth interview on the case study of the TMT in the K Company - one of the largest instant noodle food group in the world, this research aims to understand how the Belief strongly affects TMT in common interactions between CEO and TMT in the company. In addition, the research tries to realize how they integrate the idea in the process of organizational change and jointly establish the same faith and trust for the shared vision. Based on result of the research, a key factor to comprehend the maintaining growth of high-performance and competitive advantage which makes opponents hard to imitate and surpass is the tight coherence between the CEO of the company and the Top Management Team. By resolution and perseverance practice of organizational belief, it leads to a unique true essence in the strategic business actions and management. The research proposes a significant value of the unity capabilities of Knowledge, Belief, and Action for the company and provides a practicable way for future research.

Abstract As the public began to pay more attention to the corporate performances¡¦ impact on the society, more enterprises are actively engaged in charitable activities in order to fulfill corporate social responsibility. By the observation of the development of Taiwan's public service activities, it can be found that most of the companies started to establish foundations as a feedback channel to all stakeholders. Porter said that social philanthropy should have a strategy. Strategic philanthropy is the way which not only intensifies the competitive advantages of the corporate, but also improves the social well-being. Therefore, this study investigates the influence of corporate foundations which takes the strategic philanthropy in the corporate foundations perspective and the research objects will be the foundations of different industries. This study hopes to understand how the different organization culture will have influence on motivation in the strategic philanthropy and the way of collaboration with non-profit organizations. This study is a qualitative study with secondary data collection and a semi-structured interview for the technology industry and financial industry and the subjects were Advantech ABLE Foudation and Chinatrust Charity Foundation, to understand as the practice of conducting strategic charity. The interview process to the recording, supplemented with notes taken down, in order to avoid missing messages, along with secondary data which analyzed according to the interview.   According to the documents, literature reviews and collecting interview results, we can propose the following conclusions: 1. The organizational culture of corporate foundations were affected by the companies, founders and the leaders. 2. The emergence of strategic philanthropy absolutely is the trend for the society nowadays. 3. The corporates can make the charity charitable orientation from the successful experience of strategic philanthropy and also unite the members. 4. Stable source of funding available in the non-profit organizations, a model to study business management and to increase awareness and level of exposure, volunteer working to resolve the plight of human resources.

With global competition on the rise, all enterprises must try to develop and keep their own core competitive advantage. To compete with other global business, the role of the research and development department is becoming more important. Innovative techniques or products have the ability to become an advantage. Therefore, improvement of the R&D department becomes a significant issue in the Global Business Management field. Enhancing the creative ability of R&D employees to increase the departments performance while confronting multi-national management issues raises some interesting problems. When a foreign-based company relocates to Taiwan, or foreign R&D employees are introduced to a local company, will they bring different cultures, and new approaches to the R&D department? In either case, does the R&D department try to adjust and blend different cultures to improve performance? When culture clashes occur, does the company try to apply some strategic control to match the new culture in the business? In order to solve the above questions, this research will focus on organizational culture, operational strategy and R&D performance. Including the classification of different organizational cultures and operational strategies,. Finally, analyzing the relationship among the organizational culture, operational strategy and the R&D performance and how they influence each other. After organizing the reference research and gathering the survey results from multi-national corporations of the top 500 businesses in Taiwan, we get the following results. 1. When a business leans toward a development culture, it helps to improve the global integration of the operational strategy and to further enhance the R&D performance. 2. When a business leans toward a rational culture, it is helpful to raise the local level of the operational strategy. 3. When a business leans toward a bureaucratic culture, the nature of bureaucracy lends itself to inefficiency. 4. When a business leans toward a development culture or a cohere culture, it is helpful to increase the number of patent rights, published essays from R&D, development of new products and the shift in technique 5. Global integration in multi-national corporations is directly proportional to R&D performance. Key words: multinational corporations, organizational culture, operational stratagem & R&D performance.

The rapid developments occurred in the process of Turkey&rsquo / s participation movements into European Union brought also with themselves the first signs of the potential impacts which the European Union will cause to come into existence on the Turkish bureaucracy. The purpose of this study is to ascertain the role the European Union plays as an environmental factor in the formation of organizational culture. In order to realize the purpose of this thesis, a comparative survey was administered between the State Planning Organization (SPO) and the Turkish National Agency which was established as a department in SPO in 2002 and attained its autonomous body within the framework of legal arrangements and which is in a direct interaction with the European Commission in respect of working environment. The study has reached the conclusion that the Turkish National Agency has higher level of cultural characteristics than SPO in the framework of organizational culture. The reached findings support that the Turkish National Agency, although a state/public institution, is under the impact of EU which bring in differentiation. In addition, questionnaire results were compared with Turkish cultural characteristics in Hofstede&rsquo / s national cultural analysis and it was seen that some aspects of Turkish National Agency were also reflected those characteristics. As a result, the Turkish National Agency developed a &rdquo / hybrid&rdquo / structure under the impact of EU and Turkish bureaucracy, and this structure, which is the first sample of its own kind, will be a significant example for similar institutions which will possibly come into being in future.

The purpose of this study is to investigate the effect of school leaders&rsquo / individual differences on educational and general ideologies in primary schools and kindergartens, in Mersin province, Turkey. The study aims to find out whether there are differences in educational and general ideologies in terms of school leaders&rsquo / gender, academic degree, and the number of in-service training that they have participated. Quantitative method and a causal-comparative research design were used in this study. All primary and kindergarten school principals were the target population of the study. Survey method was used and a questionnaire which composes of two sections / demographics and Educational Ideologies Inventory (EII) were applied in this study. The questionnaires were distributed to 456 school leaders and 265 of them responded the survey. Descriptive and inferential statistical analyses were made by SPSS version 15.0 program. The results of descriptive statistical analysis showed that school leaders have an inclination to liberalism in both educational and general ideologies. 35.2% of the school leaders had educational conservative ideologies (fundamentalism, intellectualism, and conservatism) and 64.8% of them had educational liberal ideologies (liberalism, liberationalism, and anarchism). In addition, 33.6% of the school leaders were general conservative and 66.4% were general liberal. Multivariate Analysis of Variances (MANOVA) was conducted to find out any difference in educational and general ideologies of school leaders in terms of gender academic degree and the number of in-service training that they have participated. The results showed that gender and the number of in-service training that school leaders have participated did not create a difference in school leaders&rsquo / educational and general ideologies. However, the results of this study revealed that academic degree of school leaders lead to a difference in educational ideologies of them. Consequently, the results of this study contribute to fill the gap in the literature concerning educational and general ideologies of school leaders in relation to gender, academic degree and the number of in-serving training that school leaders have participated.

The purpose of this research is to establish an innovative organizational culture in a Turkish software company. In order to do this, the perceived current and the preferred organizational cultures of the company were studied. The preferred culture of upper management and the differences between the perceived current and preferred organizational cultures by different employee groups were also investigated. The culture assessment was performed using Cameron and Quinn&rsquo / s (1999) Organizational Culture Assessment Instrument (OCAI). According to the survey results, the company&rsquo / s current culture was Hierarchy culture, and the least perceived current culture was Adhocracy. The preferred organizational culture of employees was Clan and Adhocracy was the second. Top management&rsquo / s preferred organizational culture was Adhocracy. Different from the employees, top management also believed that Adhocracy also exists in the company after Hierarchy culture. After analyzing the company&rsquo / s current and preferred cultures, a model based on Lewin&rsquo / s (1958) model of Organizational Change was adapted. Lewin&rsquo / s model was modified by removing the first stage of the model: unfreezing / it is believed that there will be no resistance to change when trying to establish an innovative culture. As for further research, a tactical plan should be established according to the proposed actions and the model established for the company should be tested if it reaches its goal or not.

Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culture / which is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB / altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.

In the 21th century, knowledge has become the most important capital for success of a business. Therefore, effective management of organizational knowledge may be one of the ultimate determinants of the businesses competitive advantage. According to Davenport and Prusak (1998), a knowledge-friendly culture is the key point to transfer knowledge successfully. In the past, human resource was the core resource in an organization, and now, because "human" is the user of knowledge, it becomes much more important in the knowledge economy era. Thus, how to build a knowledge-oriented human resource system and form an appropriate culture, which is suitable for knowledge management, has become one of the most important issues for a company. This thesis adopts the empirical survey approach. All questions in the survey questionnaire were summarized from the literature about human resource management policies and characteristics of culture in knowledge projects to find out what human resource functions can do to benefit the knowledge management. In addition, this study also tries to conclude the characteristics and types of knowledge-oriented culture from the statistic analysis of empirical data. Then, through the advanced analysis, I try to understand the relationships between human resource policies and characteristics of knowledge-oriented culture. Besides, business is an open system, it will not only affected by external environment, but also affected by internal environment. As a result, industrial environment and characteristics of organizations were considered in this study to find out the effects of organizational characteristics on human resource management and knowledge-oriented culture. After statistic analyzes, the results are summarized as following: 1. The characteristics and types of knowledge-oriented culture: (1) Characteristics: professionalism and openness, emphasis on innovation, initiative of learning, experience sharing, boundryless cooperation, relationship and harmony, trust and autonomy, and information providing. (2) Types: supportive and learning culture type, autonomous and independent culture type, traditional and conservative culture type, and professionalism- oriented culture type. . 2. The policies of human resource management in knowledge programs: Potential-oriented employment, employee-centered development, self-directed team operation, horizontal organization structure, team-based evaluation, innovation-emphasized, concerning career development, reward innovation and sharing knowledge. 3. Differences of human resource management policies and characteristics of knowledge-oriented culture were due to differences of organizational characteristics. 4. There is a positive relationship and effect between human resource management policies and knowledge-oriented culture characteristics. 5. The characteristics of organization have the moderating effects on the relationship between human resource management policies and knowledge-oriented culture characteristics. 6. The relationship between the characteristics of organization, human resource management policies, and knowledge-oriented culture types: (1)Different competitive strategy of company has different culture type. (2)The change of industrial environment and the degree of centralization of a company will make a significant difference on culture type. (3)Different policies of human resources management lead to different culture types. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field