Since the late 20th century, people extended to over-consume and over-discharge all kinds of resources and made the resources decreased hugely. The resources in the earth are not unlimited. Emissions and pollutions brought human all kinds of crisis. Social-trended management becomes the main stream of business operation in the 21st century, and it is not countable for the corporations that were incapable to follow this change. The awake of limit of the Earth resources had made the corporations start to respect the importance of resource reclamations as well as resource application, which means, in the recycle society, they started to create the new economical added-value of resources by 3R: Reduce, Reuse and Recycle. Now, more and more corporations are awaken of the damages environment pollution made to humans, and this is not a ignorable power. To research how the corporations combine their management strategies with the concepts of keeping a sustainable environment is the main target of this study. How do the corporations set up their management strategies by keeping the environment sustainable? In this study, we will discuss this topic by 3 dimensions and procedures: 1¡B Influences on business management made by the direct and indirect benefit parties of the corporations. 2¡B The Corporations¡¦ application of Green Management brings the corporations themselves more Green Values. 3¡B Use the past capability to develop a dynamic ability and create a competitive advantage of the corporation. Normal corporations emphasize on the development of single strategy, and ignore how to set up ¡ustrategic agendas¡v and ¡ustrategic target¡v, and plenty of them are lack of thoughts of integration. According to the point of resource-based view, each corporation shall understand its own value, its special property and its un-imitate resources to create its advantage. In the quick-varying environment, the corporations shall own its ability to increase its advantages by using the point of view of resources to develop a dynamic ability and create its continuing competitive advantage. This study takes 7 corporations which execute sustainable environment effectively in Taiwan by preceding a Qualitative Research, interview and collect every kind of documents and news, to analyze each of their Green Strategies.

With the changing times, on the evolution of industries and enterprises, enterprises had suffered from the corporate development bottleneck as facing the severe competition, international situation variation and fast-moving market. Therefore, for enterprise (or organization), reengineering or transformation is inevitable on account of sustainable development as well as long-term growth needs. However, there are some essentials are relevant to the success of the transformation, such as how to increase the success possibility of transformation, and how to grasp the opportunity of transformation, how to make the transformation strategies and how to exclude the possible risks and obstacles. In Taiwan, petrochemical industry is facing strong resistance of domestic environmental protection, disruption caused by the development, related petrochemical equipment manufacturing industries are also confronting the growing predicament, and obviously it is essential to ponder corporate transformation for sustainable management and growth. Furthermore, how to enhance competitive advantage, increase the company's overall performance and achieve the desired goal by means of implementing corporate transformation, which are also major researches that enterprises anticipate probe into. Therefore, this research aims to study the condition of FOMO company¡¦s one of product divisions (business level) facing environmental change as well as the sales impact of existing petrochemical equipment, to analyze and find the successful strategies of business transformation, then try to identify the importance of such strategies, and evaluate the key success factors, via explore the company¡¦s internal resources and external industries¡¦ environment. This research takes both market transformation and products transformation proceeding at the same time, on the case of a small amount of diversification product division, for improving business performance in the future. There are eleven strategies were developed, and four items of key success factor are derived respectively. The four items of key success factor for market transformation are 1. Reducing the cost for improving the international competition. 2. Good customer relationship management. 3. To arrange the production capacity for special customer, while they need. 4. To establish cooperation makers, and find the proper agents for international market. The four items of key success factor for products transformation are 1. The CEO¡¦s intensive transformation intention and execution. 2. Choosing the appropriate timing to enter. 3. Establishing a clear organization structure 4. Strategic alliance to collaborate in the same industry or related industries.

Taiwan¡¦s e-commerce market value continued to grow, the scale is about NT$ 430 billion in 2011, as compared to 2010 growing 20 percent. Which B2C e-commerce market reached NT$ 250 billion in 2011 accounted for about 6.4% of the overall retail market revenue, the scale compared to 2010 growing 22%. The relatively low entry barriers lead to a lot of companies to establish. However, each year about 60 percent of E-commerce Company out of the market in such a competitive situation. It is important that E-commerce Company must have a successful business model. Past research of value creation for e-commerce only take single theory such as transaction cost theory, Resource-Based View, Value Chain, Network Theory and Schumpeter Innovation, however, that failed to fully explain to the e-commerce company's value creation. Therefore, this study will according to five theoretical, and based on secondary data and literature for the case study company PChome, Books, and Mayuki to identify the business model of e-commerce company in Taiwan. Through this research found Taiwan¡¦s e-commerce companies are gradually expand from a small niche market to mass market, in addition, " cheap is not the most important, but to provide free activities for consumers that feeling add value. "

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Taiwan¡¦s successful industry development model had admired by people in the world. To induce the successful industry development model was from agriculture industry, industry to hi-tech industry. Now some hi-tech products had been the No.1 in the world but some tradition industries competence are decreasing due to high cost of wage and land and low profit. Recently China¡¦s industry rises abruptly and relies on its low wage and vast local market to attract foreign capital investment. This situation made Taiwan tradition industries face severe competition. Some tradition industries are in view of surviving or diverting risk to invest hi-tech industry. Some are success but more are failure even cumbering mother companies. According to Taiwan tradition industries situation, we consider if tradition industries do not understand what core resources they own or what key success factor on hi-tech industries and invest in a swarm of bees will cause vast damage. The research is based on resource-based theory and search for the key success factors of hi-tech industries, and to realize what the competitive dominance is. We hope the research result will help for tradition industries to invest hi-tech industries. This study has three steps as following: (1) Through comparing differences between tradition industry and hi-tech industry to design questionnaire and interview experts deeply to get the key success factors. (2) To check the results by successful company. (3) To present the results of analysis and to give some suggestions. In conclusion, we get five key success factors as following: (1) Leader characteristic (2) The ability to get outer capital (3) The ability to get right professional team work (4) The ability of technique (5) Company culture

Abstract This dissertation explores the strategy of entering a high ¡Vbarrier industry for a conventional resin company. By analyzing the competitive advantage of nations in LCD industry, followed by comparisons made based on Resources Based View among the leading LCD chemical companies and the emerging Korea chemical firms in this industry ,the author analyzed the key successful factors of these firms and assemblied a set of strategies for the local players. The results leads to conclusions as follows: 1. The Taiwan LCD industry will have limited future ,without local LCD chemical companies. 2. The key successful factors of first movers are intensive R&D activities, aggressive participation in customers¡¦new projects, strategically alliance with important customers, and products portfolio being based on core technology of polymers, colorants or microlithography and also with organizational capabilities and long histories in chemical industry. 3.The Korean late-commers have similar KSFs with their Japanese competitors ,except that they focus their resources on fewer products portofolio and are more aggressive for faster response to customers¡¦ needs by adopting the culture of electronic industry¡¦s fast tempo. This dissertation is a case study on the competitive advantages of sampled chemical firms. By collection of related papers and reports and talks with experts in the field ,the key successful factors of the foreign competitors are summarized and the counter strategies for the local player are thus formulated. A business plan was proposed to prove the feasibility of the strategies. Key words: TFT LCD,follower¡¦s strategy,first-mover advantage, aggromeration economy,resource based view.

Abstract This research attempted to explain the relationship among HR investment, organizational human capital and firm performance. A positive link between a firm¡¦s HR investment and its performance through the mediating effect of overall human capital was proposed. Alternative hypotheses were presented to test the effect of different HR investment portfolios on various human capital dimensions, as well as the link between these human capital dimensions and firm performance outcomes. A review on the concept of human capital revealed several problems in the research of human capital at organizational level. Four new latent constructs (quantity of human capital, human capital-organization fit, complementarity of human capital, and specificity of human capital) were extracted from the literature to form a new paradigm in the measurement of organizational level human capital. This new paradigm represented a resource-based perspective. Data were collected from top executives of 105 companies located in the US and in Taiwan in the knowledge-intensive industry segments such as professional service, financial service, R&D, and hi-tech manufacturing, etc. Survey questionnaires were used as data collection instrument. Confirmatory factor analysis using LISREL was performed to test validity and reliability of new measurement scales. Hierarchical regression statistics were used to test the hypotheses. The results showed that HR investment had significant positive impact on firm performance and was significantly related to higher level of human capital in a firm as measured by the quantity of human capital, human capital-organization fit, complementarity of human capital, and specificity of human capital. Further, the mediating effect of firm-level human capital between HR investment and firm performance was substantiated. This study also tested a more complex model linking two HR investment portfolios to four dimensions of human capital and firm performance outcomes. The findings showed that higher level of acquisition investment was linked to higher level of human capital-organization fit, complementarity of human capital, and specificity of human capital. More significantly, a higher level of development investment was linked to higher levels of all four dimensions of human capital. In addition, each individual dimension of human capital, except the quantity of it, was found to positively predict firm performance outcomes.

Steel industry has a great connection with the strategic superiority of a nation, and is so called ¡§the foundation of industry¡¨. Generally speaking, the development of steel industry makes progress with economy and society of a country at the same time. Both developed and developing country, positively constructed their own steel industry to meet their demand. From 2001, there was a insufficient gap of steel supply existed in the world due to strong demand of Mainland China and consequently made world steel price rise sharply and hit historical high time after time. But the capacity of steel production also followed fast in Mainland China, and finally the central bureau of P.R.C. execute macro-adjustment plan in order to cooling down overheated economy. In 2005 first quarter the steel products oversupply eventually, and the price reverse V-TYPE down. Focus on the enormous chance, the leader steel company of Japan and South Korea entered Mainland China steel industry by strategic alliance with Mainland¡¦s steel companies. Formosa Plastics in Taiwan also schemed to establish an integrated steel mill. The steel market varied so fast and was hard to prospect, Taiwan¡¦s largest steel company -China Steel Corp. operated in such complicated environment, should find a new position to keep its advantageous competition status and do some contribution to its country.

Previous work on innovation performance has focused on either organization or individual-level analysis. The current study is the first that we are aware of in which multilevel theory and method were applied to innovation behavior and innovation performance. This multilevel study of 100 managers, 512 R&D teams of employees from 38 R&D companies demonstrated that both individual-and team-level factors were significantly associated with innovation behavior: Balanced psychological contract fulfillment explained within-team variance, and innovation climate explained between-team variance. Further, employee innovation behavior aggregated to the team level explained between-team variance in innovation performance. This paper also explores the impact of the RBV on the theoretical and empirical development of SHRM and innovation climate. This study is to introduce Intellectual capital as a mediating construct between knowledge human resource management (KHRM) systems and knowledge create. This study provides consistent support for the notion that KHRM systems are fundamental in the development of intellectual capital. This study also found intellectual capital to be associated with increased knowledge creation and innovation performance. With regard to intellectual capital¡¦s mediating role in the HR-performance linkage, this study provides both managers and academics with a more fine-grained analysis of how to target HR investments that build intellectual capital, which, in turn, drive team innovation performance. The results contribute to knowledge on the resource-based view of the firm and the importance of multilevel theory.

In the knowledge economy era, a firm¡¦s competitive edge increasingly depends on the possession of knowledge and intellectual capital. Knowledge becomes the key resource for firms, and firms must increase the attention they pay to knowledge management. A very important issue regarding intra-firm knowledge transfer is to identify the model and circumstances in which knowledge can effectively be transferred. The objective of this study is to demonstrate the typology of intra-firm knowledge transfer executed by different semiconductor firms. Multiple case study approach is adopted to identify the pattern of knowledge and technology transfer in this study. In order to analyses knowledge transfer activities, four semiconductor firms were studied with qualitative method. Multiple sources of evidence are gathered, including documents, interviews, and internal reports. Synthesizing the knowledge transfer practices of these firms, this study demonstrates three models for intra-firm knowledge transfer. These knowledge transfer models have important implications for technology and knowledge management. First, deploying these transfer models, replication strategies can apply to the manufacturing sector, including high-tech firms. Manufacturing firms can transfer manufacturing processes between business units and achieve synergy effects or performance consistency. Second, these transfer models validate the contingency theory since various situations induce different transfer models. Third, from these cases we can understand that external benchmarking may not always be the best way to solve problems and maintain competitive advantage. Resource-based theory maintains that firms can retain competitive edge by efficiently and effectively applying practices developed in-house.