With knowledge economy coming, knowledge workers increase unceasingly. The public's demand for new information and policies provided by the government in this era of information economics is increasing day by day. Without a doubt, constructing a knowledgeable government that uses efficient ways of managing information in order to increase the usefulness of different information under the system, and a government which promotes service quality to the general public in order to increase the nation's competitiveness in the world has become a key issue for the administration. However, since only ¡§human being¡¨ can transfer any resources into valuable services and products to become concrete achievement performances; ¡§human capital¡¨ devotes to the promotion of service quality in the public sectors is an important influence. Ulrich (1998) define Intellectual Capital as¡G¡§Intellectual Capital = Competence * Commitment¡¨ However, views of human towards justice will influence the satisfaction of work, work effort, faith towards the organization and trust of supervisors, etc. Therefore, constructing a knowledgeable government in addition to high official quality, organization justice acts an extremely important role of connection. According to the above, This paper focus on the relationship between human capital and service quality. In addition, it provides insight to how knowledge management strategy affects human capital. Furthermore, we also want to discuss the mediating effect of organizational justice on the relationship of human capital and service quality. The sample in this study consisted of 99 supervisors, 105 personnel staffs, 476 civil servants, and 430 customers by convince sampling. The results demonstrated as bellows: 1. In public sectors, knowledge management strategy was positive related to human capital. 2. In public sectors, service quality increased when human capital was high. 3. In public sectors, human capital has significant positive effect on the civil servants¡¦ impression on organization justice. 4. In public sectors, civil servants¡¦ impression on organization justice has significant positive effect on service quality. 5. Organization justice mediated the relationship between human capital and service quality.

There is no bank in Taiwan who doesn¡¦t prepare meticulously for implementation of The New Basel Capital Accord coming in 2007.Banking is more complex in recent years, except tranditional loans and investments.The products of derivatives are to change with each passing day under rapid development of financial engineering among which the credit derivatives not only can transfer credit risks,but also be a tool admitted within Basel II for mitigation,so This research is to prob into Basel II and the function of credit derivatives affecting the management strategy of medium and small-sized non-financial holding banks. This research was adopted qualitative methods which is to select two medium and small-sized non-financial holding banks whose total assets are beneath NT$600 billions at the end of Year 95 as interview cases,and conducted in-depth interviews with officers of the two banks.The interview result obtained was induced and analyzed found as follow: 1. The constitution of medium and small-sized non-financial holding banks is generally not sound. 2. The medium and small-sized non-financial holding banks have limited weakness of resoures and credit rating relatively,and will suffer biggest impact after implementation of Basel II. 3. Banks will execute a more strict lending policy to avoid over-risky loan assets and boost the efficiency of capital utility. 4. The medium and small-sized banks have no room and ability to develop and design the products of credit derivatives at present. 5. The effects of mitigation resulted from using the tool of credit derivatives or securitization of financial assets require observing. 6. As The banking industry changes,Lebensraum of the medium and small-sized banks becomes more and more limited.They should seek to keep strategic alliance with or to be merged by large-scale financial holding company or foreign bank for survival.

Securities investment trust industry was in fact an oligarchy in Taiwan. Under the restriction of governmental regulation, there were only China(¤¤µØ), International(°ê»Ú), Abn-Amro (¥úµØ), and National(«Ø¥°) securities company in existence before 1992. As the development of global financial liberalization going and the effort of government trying to join WTO, domestic financial policy is growing wide open. The threshold for the establishment of securities investment trust corporation company has been constantly adjusted since 1995; moreover, the qualification for being a shareholder of securities investment trust corporation company is loosen. The possibility of establishing securities investment trust corporation company with 100% foreign funds or domestic funds has attracted national and international corporations to establish investment trust corporation company in Taiwan. There were a total of thirty-eight (38) investment trust corporation companies in Taiwan by the end of 1999. A fund management company must be a financial institute that is stable and capable of providing investors with long-term profits. However, the newly born domestic securities investment trust corporation company has indeed grown rapidly but learned from the hard way too. The turnover rate of management is beyond imagination. According to the statistics of Investment/Trust and Investment Consulting Association, managing director of securities investment trust corporation company lasts for only 16 months in general up to 1999. In fact, there are only six (6) managing directors with a seniority of two (2) years that responsible for fund management amounts to NT$774.2 billion. The rapid growth of securities investment trust corporation company has reinforced the need of securities investment and trust company for professional managers; therefore, competition is brutal, turnover rate of employment is high, and operational risk is severe. The securities investment trust corporation industry relies its operation heavily on ¡§talents.¡¨ No matter it is for the promotion of fund business or the management of fund assets, it is done by ¡§people.¡¨ Therefore, the number of people and the quality of talents do affect operation and business performance; therefore, the importance of human resources management strategy goes without saying. Securities investment trust corporation industry in Taiwan will be discussed in this study with a focus on the impact of business environment, business characteristic, business strategy, and human resources management strategy on operation performance. Interviews will be conducted in accordance with the content of questionnaire; also, research hypothesis will be verified through statistical analysis. It is concluded from research result that there is a significant relation existed between business environment and business strategy; also, business capabilities and business strategy; and business culture and leadership. There is a significant positive relation between the application of ¡§human resources management strategy¡¨ and ¡§investment differential strategy,¡¨ ¡§number of workers,¡¨ ¡§information control,¡¨ and ¡§number of beneficiaries.¡¨ On the contrary, there is a significant negative relation between ¡§the establishment of branch office¡¨ and ¡§human resources management strategy.¡¨ If all variables do comply with human resources management strategy, operation performance could be upgraded. Moreover, once securities investment trust corporation company adopts ¡§investment differentiation strategy,¡¨ the application of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. Once investment and trust company starts establishing branch office, in other words, once organizational operation is in a larger scale, the adoption of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. It is also concluded from the study that a securities company with business capabilities outperforms the one without. Recommendation is made to securities investment trust corporation company in accordance with research result regarding the importance of human resources department or unit. At the time of drafting up human resources management strategy, it is important to give it a thorough and complete consideration and match it up to organizational business strategy in order to regulate appropriate human resources management strategy and to improve organizational performance. Moreover, the management should strive to develop the core competitiveness of company and to control its competitive advantages. We would like to suggest the successors to exercise multiple criteria for performance evaluation; also, to expand the scope of research in order to improve research value.

This year (2002), Taiwan participates in WTO under the worldwide economic depression. Besides facing the worldly market competition, Taiwan competes with the cheap labor force pressure from mainland China. In the meanwhile, Taiwan is at the transitional point of economic organization. K company is an over thirty-year overseas branch of an international Japanese Industry. How should it work out new management strategies for liquid crystal industry to promote its competition at this moment? Liquid crystal industry has developed for ten years. It has had one Crystal Cycle every three year. Under the economic depression, the demands of the worldwide PC market and information products have been decreasing. The price of panels has been going down. Factories have suffered heavy loss. Thus, how to work out management strategies for products to avoid virulent competition and to promote profitable competence is the most important issue for the managers of economic industry. This report research on K company¡¦s creative management strategies for liquid crystal. They include (1) Core Strategy (2) Strategic Resources (3) Customer Interface (4) Value Network (5) Customerization Goods Strategy. By industrial analysis and by management strategic analysis of Taiwan crystal industry, the report applies the organization analysis and research on business model, and then synthesizes K company¡¦s whole creative management strategies for liquid crystal industry. Key Words: liquid crystal, market competition, management strategy, customization goods

As industries have been changed, enterprises are facing more fierce competitions. Human Resource Management has been gradually taken seriously. HR professionals can assist enterprises in building reasonable internal systems to promote employee performance and further overall organizational performance. This study aims at exploring the influence of Human Resource Management strategy on organizational commitment and job performance. The results from the analysis of influence are offered as references for enterprises in planning and implementing Human Resource Management strategies. 270 questionnaires were distributed and 241 ones were collected. The overall response rate is 89%. 20 invalid questionnaires were deleted. The response rate of valid questionnaires is 81%. The regression analysis was adopted. The research results are as follows: I.The influence of Human Resource Management strategies on organizational commitment is positive. II.The influence of Human Resource Management strategies on job performance is positive. III.The influence of organizational commitment on job performance is positive and Human Resource Management strategies have partial moderation effects on job performance.

Embedded microcomputer controller application coverage is widespread, for example: Defense industry, aerospace industry, industrial automation, domestic electric appliances, vehicle with electronic, consumption electronic products and so on, embedded microcomputer relative and general computer difference, is essential and each different profession application unifies, must have the specialized ability, is more than outside the general computer's knowledge, researches and develops the personnel often is each application domain expert, also in accordance to uses the domain the difference, this industry fills is competing, the opportunity and the innovation, also belongs to a dispersion industry, even if has the mainstream architecture, but is in no way by the minority company or the product can corner the market. Taiwan electron industry's on middle and lower reaches supplies the chain to be complete, compares in the overseas manufacturer has the relative superiority, the prospects for development favors as before, in the terminal product system construction, the embedded microcomputer controller belongs to the spare part, the system assembles the entrepreneur extremely little to ford into the design and the manufacture, also, because its application stratification plane is broad, product and technical high dispersion, and few diverse and the guest makes the characteristic, suits the small scale highly specialized technology corporate growth. Because this industry has the quantity body to subscribe makes, diverse and so on characteristics few, regards as throughout in the electronic related industry the high value added the tally company market, in recent years the applied technology universalized gradually, the market joined in the numerous competitors competes the influence, the manufacturer faced with the impact and the growth pressure, in the past concentrated only ¡§the technology¡¨ and ¡§the quality¡¨ the maintenance, has been unable to satisfy multiplex the market demand; The management essence lies in the activity and the layout, how does the thorough analysis market understand the customer demand, utilizes the limited enterprise resources and the energy, the strengthened enterprise competitive power, the fixed industry trend of development, unifies the research and development, the manufacture closely and sells this tripartite core competence , draws up the best whole management strategy, is the operator urgently must understanding the answer. Goal of this research, in discussion case AWTech Corporation locates in the industry, its characteristic, present situation, the tendency and have the core competencies; After the analysis understood market, product and customer, induces case AWTech Corporation the resources and ability which has in this industry, the enterprise external environment opportunity and the threat with the enterprise interior superior inferiority, innovates and the unique way, draws up the effective feasible whole management development strategy, achieves the internationalization goal in the competitive market. The research the main conclusion is as follows: 1. The undertaking stage's success cannot guarantee that the future management can also succeed continually, essential consideration factors and so on environmental factor, market demand, product localization, customer behavior pattern, at the right moment revise transport business strategy and the development direction. 2. The strengthened company's core competencies, the centralized resources choose the realistic product and the market are the development direction, makes the most effective use the resources, and will complete the duty carries out accurately, gains the biggest benefit. 3. The internationalization operation viewpoint consideration, draws up the management development strategy, expands steady the enterprise domain.

Recently the labor dispute, by the laborer requested the employer pays the retirement pension, discharges with severance pay, the wages event for the most large amount, in the human resources management reduces staff the dismissal for the employer to express on own initiative behavior of the termination labor contract, is because the employer folk remedy meaning expressed occurs, is really big rights and interests of influence regarding the laborer.Therefore, this article has the dismissal jurisdiction, gets employed the protection with the laborer the contradiction and the conflict discussion, by home four big industry practice utilization in, regarding employer and laborer during divergent interest, obtains during the suitable balance the thorough discussion. The research goal in the financial storm occurrence, the industrial structure change and the whole employment environmental variation, grows the question which the enterprise reduces staff, causes unemployed's ratio to climb.Speaking of the enterprise, reduces staff the benefit which in the cost reduces, relative also has in the management strategy negative management the influence, and remains in office the staff the intrinsic psychological concealed worry which initiates after the event.Do take the mean value difference examination ¢wt test and the mean value variation analysis ¢wANOVA concept and the statistical analytic method as the analysis tool, when organizes front to consider must pick the line to reduce staff, should consider the staff innermost feelings, the enterprise completes the properly necessary measure, assists these the laborer who reduces staff, with remains in office staff's psychology, more promotes to the organization centripetal force.

By reviewing previous studies, this report aims to explore foreign language listening anxiety and provide a description of anxiety management strategies. There are three parts in the literature review: First, the report discusses the definition and process of listening comprehension; second, it investigates the concept and components of foreign language anxiety and its measurement and impact; finally, the literature review focuses on the importance of foreign language listening comprehension anxiety, and lists its possible sources and influences. In the pedagogical implication portion, this report lists nine listening anxiety reducing strategies developed from the findings in the literature review. By incorporating these strategies into language learning, learners can alleviate the negative influence from foreign language listening anxiety. / text

Many management studies report poor implementation of organisational strategy into practice (Yukl and Lepsinger, 2007; Li et al., 2008) and the absence within the literature of the question of how to translate strategy into effective practice provides the encouragement for this study. There are suggestions that by adopting a project management approach, organisations can better implement their overall strategies, meaning that what they do is properly and totally aligned with their goals (Pellegrinelli and Bowman, 1994). However, recent studies have concluded that project management makes little contribution to the achievement of organisational objectives, and possibly causes failure in this respect (Young and Grant, 2014). That said, Young and Grant (2014) have not provided any detailed information on the reason for such failure. At the same time, some management studies have revealed a number of challenges that confront organisations when approaching strategy implementation. Given these observations, this study aims to explore how organisations in Saudi Arabia are practising project management. It does so by adopting a qualitative method, involving thirty (30) face-to-face semi-structured and unstructured interviews undertaken in two phases with five organisations from the banking, property development, and higher education sectors. Two exploratory case studies (IT and Construction) were used to investigate the translation challenges in respect of strategy and project management implementation. From these, the study has identified a number of challenges confronting the participating organisations, and shows these challenges to be inter-related. Furthermore, it arrives at an understanding of why these challenges arise by investigating how the practice has been translated in these organisations. The tools and materials which resulted as objects from the translation are used to establish common knowledge, but are insufficient to create a clear view of the strategy within the participating organisations. Three main challengers related directly to the translation of project management practice emerged, namely: change, individual influences, and the role of the objects. The study makes several recommendations to improve the translation concept so that strategy implementation and overall project management practice can be enhanced. Additionally, it makes recommendations for further research to continue the efforts in this field of enquiry.

The proposed research aspires to provide new insight on issues of applied Roadmapping and advance the state of the art in Roadmapping and its practice. It provides a conceptual model and an integrated process framework for the development of a Third Generation, Meso-level, Co-innovation Dynamic Roadmapping (from now on called ‘Dynamic Roadmapping’), which integrates policy, research, industry, and organisational roadmapping methodologies, in order to manage the development and adoption of systemic innovations in complex domains. It has been developed to meet the needs of increasingly complex systemic innovations where multiple organisations are involved as co-innovators and many other intermediaries and decision makers need to be included in the innovation adoption process. These types of innovations are usually driven by the interplay of multi-dimensional and cross-impacting factors derived from changes in social, market, economic, political and technology systems. Thus, the ‘Dynamic Roadmapping’ does not presuppose a single desired future for complex domains, but several futures, based on the complementary strategic perspectives of inter-dependent stakeholders, which need to be contextualised and negotiated at various sectoral, national and regional levels in order to be adopted. The ‘Dynamic Roadmapping’ approach supports the achievement of the realisation of the desired futures through two main components: a ‘co-innovation group’ and an ‘observatory function’. The co-innovation group is formed from all the necessary co-innovators, adopters, decision makers and users that are needed in order for the innovations to be developed and adopted. Their function is predominately ‘normative’ describing “what they want to happen” and “how” it will happen. The observatory function provides foresight and sense making methodologies to the co-innovation group, in order to constantly review and adapt their roadmaps in light of the emerging changes that can impact the roadmaps’ realisation and adoption. A conceptual model and its theoretical grounding have been built in order to bridge support for roadmapping activities among different innovative communities (e.g. in policy, research, industry and practice) and foster their collaboration via stakeholders’ innovation networks. The proposed conceptual model and its process framework have been evaluated in a case study in order to establish its validity in the European context and provide implications to theory and practice. A pilot of this framework is first implemented for the area of Technology Enhanced Learning (TEL). The impact of this research is: - Managing uncertainty in Future planning - Managing and implementing emergent Roadmaps for systemic innovations - Monitoring and adapt the produced Roadmaps according to change factors in emerging reality - Ensure their adoption in complex domain This research work has been funded by an EU Marie-Curry Fellowship grant via the DYRECT project no. 255182. The proposed integrated framework has been adopted by the EU TEL-Map project (in education sector) and EU CRe-AM project (in creative industry sector). It has been documented in many European project deliverables as well as in international conference papers, and in journal papers.