ABSTRACT As the progress of information technology, the trend of globalization market and dramatic market competition, human resource can be the only source of sustaining a competitive advantage for organizations. It is not all employees who possess knowledge and skills of core resources for firms. It is the fundamental work for human resource management for firms to improve employment management of human resource. Given pressures for both efficiency and flexibility, in addition to the use of internal full-time employees, firms are use external workers, such as temporary employees, contract laborers, consultant etc. The fact highlights that human resource management can be divided to make or buy decisions. It would be more efficient employment to hire at employee's characteristic. The related academic is less and lack of a systematic framework for carrying for employment management. This study, develop a human resource architecture based transaction cost economics, human capital, resource-based view and the academic of Lepak & Snell (1999). The conclusions are: 1.When human resource are both valuable and unique, firms should internally develop human resource and would rely on a commitment-based human resource configuration. 2. When human resource is valuable but not unique, firms should acquire human resource from labor market and would rely on a market-based human resource configuration.3. When human resource is not valuable and unique, firms should use contractual human resource and would rely on a compliance-based human resource configuration.4. When human resource is unique but not valuable, firms should use alliance and would rely on a collaborative-based human resource configuration.

With the coming of digital times, global competition resulted in every industry expanding their requirements in supply chain integration and enterprise resource planning. The importance of information system integration industries also increases with time. When all kind of industries continues to integrate supply chain and establish cooperative partnerships, trying to exploit cooperation to acquire more competencies in the market, we want to know whether the information system integration industries establish their cooperative relationship. Therefore, our study tried to review the actives and relationship between integrators by the systems integration service process. Through the theory¡¦s guiding, we attend to induce the factors of inter-firm cooperation in system integration industries. We use multiple case study to design our research¡Aand select three cases to study. Semi-structural interview is used to collect needed data to understand the true cooperative relationship between integrators. According to transaction cost theory, resource-base theory and social exchange theory, we propose some theoretical propositions to guiding the real cases analysis. The conclusions not only describe the real cooperation in Taiwan system integration industries, but also induce several factors of cooperative relationship between integrators, including product characteristics, transaction cost, resource, trust and guanxi. Moreover, the transaction cost is the most important element in the cooperative relationship between information system integrators.

For the past years more and more well-managed middle-size enterprises in Taiwan have tried to be more competitive and become multination-base enterprises through diversification. A lot of research indicates that the diversification can result in unique competitive advantages. However it also indicates that the degree of diversification is no more one of the important indexes of business performance. This study was conducted to investigate how to integrate resources within a diversified enterprise to create the management synergies and channel them back to subsidiaries for more growth. Based on various theories regarding resource-base view, diversification, resource building and resource leverage, this study empirically documented that the resource integration among subsidiaries is positively related to the existence of business groups and their growth within a mature industry. The results of this study indicate that: 1. Business profits can be generated through resource-integration strategy even during the period of a macro-economic recession. 2. Either related diversification and unrelated diversification could be achieved when enterprises are able to effectively use related techniques and resources. 3. The diversified enterprises can exploit resources to create new management synergy through resource building, resource leverage and resource integration. 4. Whether resource integration can be achieved hinges heavily on the subsidiaries willingness to cooperate. Key Words: Resource-Based View Theory, Diversification, Resource Leverage, Resource Building, Resource-Integration, And Business Performance

Taiwan has listed on developed countries, people in Taiwan are more and more emphasis on leisure activities following on the higher income, increased GNP and changed life style of aging society. Besides, 5-working-day scheme and promotion of tourism and leisure industries have become Taiwan government¡¦s important policy. Tourism and leisure industries is a tremendous potential market, which implies billions of dollars treasure there. Moreover, tourism and leisure industries can help Taiwan government to resolve high un-employee problems. I believe that this potential emerging market of leisure and tourism industries may draw more and more attention from authorities and interested parties. So as this paper hi-lights leisure industries and takes a case study of Shitzuwan Beach Resort. From business operational environment point of view, there are certain factors that cause an enterprise operates very successfully in its field, these certain factors are well known as key success factors. On the other hand, resource-based view is looking into and focusing an enterprise¡¦s internal resources and its capabilities, this theory has been implemented since 1990 and becomes a fad now a day. From resource-based view, the formation of competitive advantage of a firm is weather or not its resources and capabilities match with key success factors, this model of ¡uresource and core competence ¡÷ key success factors ¡÷ competitive advantage¡vhave been proved by the ¡ucompetitive advantage matrix analysis model¡v whereas the model created by the author. The main purpose of this paper therefore, is to contribute to the theoretical creation of competitive advantage matrix analysis model, this model is based on two dimensions of key success factors¡]KSF¡^and resource-based view¡]RBV¡^, through this competitive advantage matrix can illustrates the types of competitive advantage and intensive of competitive advantage of the designated enterprise. The result of matrix analysis also gives hints for the enterprises to overview and to reinforce his internal resources as well as core competence, so as to keep and create its competitive advantage. Key Words¡GKey Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Core Competence, Competitive Advantage, Competitive Advantage Matrix Analysis.

In the past, firms based on economics of scale, capital intensive, mass advertisements, customers service and product quality had changed into creative excellent human resource. Human resource could truly be the only source of sustaining competitive advantage for firms. The related academic about strategic human resource management especially integrative employment and development is less for reference in Taiwan. More over, operations and practices in strategic human resource management are usually not made known to the public because of executives¡¦ hesitation. Thus, these impacts had influenced the empirical studies. Based mainly on transaction cost economics, human capital, resource based view, the purpose of research is to discover an integrated architecture for strategic human resource employment and development by examining high-technology facility industries. The thesis will share the successful experiences of applied human resource management to firms and for reference to the industries, and contribute to the construction of strategic human resource management theory.

Due to globalization, organizations are faced with keener competition than before and conglomeration becomes one of the effective ways to remain organizations¡¦ competitiveness advantage. Since conglomeration becomes a popular way to maintain organizations¡¦ competitive advantages, the issue of how to manage, to make the best of, to integrate conglomerate Human Resources get to be very important. Among them, conglomerate personnel transfer is one of the common HR practices. Different conglomerates have different transfer policies, purposes, cultures, practices and above all, outcomes. The research aims at transferring policies in conglomerates in Taiwan, especially five manufacturing conglomerates: Formosa Group, Yuen Foong Yu Group, FarEastern Group, Uni-President Groups, China-steel Corporation Group, integrating the transfer policies in the current practice among these five Taiwanese conglomerates, reviewing the literature on the definition of conglomerate, conglomerate investment mode, transferring-related theories to break the 5 Taiwanese Conglomerates into 4 transfer groups: 1. Institution Type¡GConglomerate Transfer activities become company¡¦s values and employees¡¦ duties when the concentration level for conglomerate relocation Human Resource policy is high and when the level of employee choice is low. 2. Strategic Type¡GConglomerate Transfer activities are the means for organizations to get resources needed to respond to organizational strategies when the concentration level for conglomerate transfer Human Resource policy is high and when the level of employee choice is high. 3. Political Type: Conglomerate Transfer activities are for the purpose of organizational political activities or headquarter-centered interest when the concentration level for conglomerate Transfer Human Resource policy is low and when the level of employee choice is high. 4. Administration Type: Conglomerate Transfer system and strategies are not very comprehensive and intact which is still under developing when the concentration level for conglomerate Transfer Human Resource policy is low and when the level of employee choice is low. After defining four types of Transfer systems, the research intends to respectively sort out the characteristics into dimensions, describing the process, content and outcome as follows: 1. Concentration level for conglomerate relocation Human Resource policy (the difference of Compensation & Benefits and Conglomerate Intensity) 2. Level of employee choice (tranfer culture and purpose) 3. The process and responsive relocation Compensation & Benefits measure 4. Relocation identity and Repatriation 5. Relocation Status quo, outcome and difficulties from the point of view of companies and employees The research also provides the insight for conglomerate personnel transfer and analyzes strength and shortcoming for each transfer type from the cases in practice.

The high flexibility, autonomy as well as profitability of information service industries have been playing an important role in Taiwan industry and economy transformation. While information service businesses in Taiwan tend to be small scale and have limited funds, a range of industries, such as semiconductor and communication industry, have relied on powerful software to enhance the value added. In effect, information service industry also has become the leading industry in the knowledge-based economy. More specifically, its market size and growth rate of global software industry have exceeded hardware industry. As a result, we expect that the Taiwan information service industry which is based on co-opetition business model can enhance the industrial upgrades and further lead to economic growth in Taiwan. There is some superiority of Taiwan in terms of information industry developments, including well-developed information infrastructure, superior global logistic ability and geographical position, highly qualified and experienced human resources and so on. Furthermore, the information digitalization, economy globalization as well as the rising of Asia Pacific region also provide Taiwan with a great deal of new business models and opportunities for its information industry developments. Due to small market size and the decreasing growth rate of GDP in Taiwan, near half of the information service firms have experienced decline in profitability. However, many of the information service companies reinforce their ability to make a profit by adjusting operation models as well as constructing value net. For instance, according to MIC (2006), the exportation of system integration will grow over 30% by 2009, and 70% of the growth will come from China. Therefore, the information service firms in Taiwan should carefully analyze their internal core resources and uniqueness to develop core competency which can sustain their competitive advantages. Based on resource based theory, game theory, and the value net concept proposed by Brandenburger & Nalebuff (1955), this research used case studies and secondary data which collected from some professional institutions to analyze how do firms take the interactions between customers, suppliers, and substitutes into account when they are making strategies, changing or expanding value net as well as innovating operation models to create uncontested market space. Our research suggest that as the investments of Taiwan information service industry are more likely to be firm specific, due to their products and services characteristic. Consequently, the information service firms in Taiwan need to ally themselves with hardware manufacture industry to obtain competitive advantages in the global market. Specifically, we need to gain resources through constructing dynamic value net which in turn increase productivity, and adjust strategies flexibly to create more preferable business environment. By outsourcing and strategic alliance, companies are able to obtain partners¡¦ competitive advantages, and create a win-win business environment. Also, those companies that adopt the concept of game theory to build vale nets can create a win-win strategy that is beneficial for companies and industry¡¦s future developments. Key workds¡GInformation service industries in Taiwan, Resource based theory, Game theory, Value net

¡@¡@Since the release of 3G licenses in Taiwan telecommunication industry in 2001, the mobile value-added service application market hasn't matured yet to meet the public expectation, built up the service application ecosystem like NTT Decoma in Japan. However, a new and popular telecommunication standard, WiMAX (Worldwide Interoperability for Microwave Access) appeared and was referred to the most possible standard to compete as the 4th or even final generation these years for its tech advantage and promotion. In 2007, National Communications Commission has released 6 operating licenses, including FAREASTON Telecom, TATUNG InfoComm, VASTAR CABLE SYSTEM, FIRST INTERNATIONAL TELECOM, GLOBAL MOBILE and VMAX Telecom. Thus WiMAX is expected as the application platform which will likely succeed to develop digital content and mobile value-added service. ¡@¡@Because WiMAX Operators are promising industry in preparation stage, the study based on Resource-based View attempts to utilize the concept structure of Strategic Integration Model macroly, which operating scope, core resource and business network interact each other, designing a suitable case analyzing matrix model to study how Taiwan WiMAX Operators carry out the strategic deployment of mobile value-added services, induct the applying patterns of WiMAX moible service and generalize the key success factor.

The aim of this study is to discuss the query: ¡§When organizations apply different human resource (HR) systems in managing their employees with different characteristics, what will be the employees¡¦ possible performance patterns?¡¨ by modifying and extending Lepak & Snell¡¦s (1999) HR architecture. According to employees¡¦ contribution to the sustained competitive advantages (SCAs), we first identified two main characteristics of employees: complexity and uniqueness. The employees could be further categorized into core, unique, complex, and imitable HR and the HR architecture is thereby constructed. Furthermore, based on agency theory and transactional cost theory, we propose behavioral control and internal development as the two main strategies for managing employees with different characteristics: integration with HR architecture, and construction of human resource management (HRM) architecture. Finally, there are exchange relationships between employees and their organizations. Since psychological contracts reflect employees¡¦ beliefs in the terms and conditions of a reciprocal exchange relationship between them and their employers (Rousseau, 1995), they are viewed as the best linking mechanism between HR systems and employee behaviors (Wright & Boswell, 2002). Accordingly, we adopted psychological contract perspective to discuss the relationships between HR systems and employees¡¦ role behaviors and sequentially proposed the corresponding psychological contract architecture as well as the performance architecture. Multilevel analysis and t-test of data from 172 Taiwanese datasets (172 copies from immediate managers and 806 from employees) revealed that different HR systems not only are applied to manage different types of employees but also elicit different patterns of employees¡¦ performance. First, organizations would like to apply higher levels of internal development and lower levels of behavioral control in managing their core HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations and simultaneously improve their in-role behaviors, OCBI, and OCBO. In contrast, organizations would like to apply lower levels of internal development and higher levels of behavioral control in managing their imitable HR. This governance made employees focus on specific performance-reward contingencies in their exchange relationships with the organizations, as well as to enhance their in-role behaviors. Next, organizations would like to apply higher levels of internal development and behavioral control in managing their unique HR. These strategies caused employees to believe that they had a long-term exchange relationship with the organizations, with an emphasis on specific performance-reward contingencies. For this reason, this HR system could prompt employees¡¦ appropriate in-role behaviors and OCBO. Finally, according to the HRM architecture, an organization should theoretically apply a lower level of internal development and behavioral control in managing its complex HR. Since it is not possible to form employees¡¦ psychological contract or create relevant role behaviors when organizations do not actively adopt specific strategies to manage them, we did not empirically examine the relationships between HR systems and employees¡¦ complex role behaviors. However, complex HR still contributes to the SCAs. Accordingly, future research could focus on complex HR and explore which types of HR system would be beneficial in regard to their role behaviors.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.