Incentive reward with organizational life cycle from competitive advantage viewpoint

[[abstract]]This paper develops a framework of incentive reward match to organizational life cycle from the viewpoint of competitive advantage. Different strategy, such as differentiation, overall cost leadership and focus, can create different competitive advantage in each stage of organizational life cycle. Implementing different types of incentive reward strategy to motive unique human resources to execute the corresponding strategy and then competitive advantage can be built. Three types of incentive reward strategy, human capital, output and position, are proposed respectively in each stage of organizational life cycle to attract, nurture, and retain distinctive manpower. It will create and sustain competitive advantage in the long run.[[notice]]補正完畢[[incitationindex]]SSCI[[incitationindex]]EI[[incitationindex]]A&HCI[[booktype]]紙本[[booktype]]電子

Performance appraisal across organizational life cycles

[[abstract]]This paper develops a framework of performance appraisal across organizational life cycles. In building the framework, the theoretical foundations, including competitive status and organizational strategies in organizational life cycles are discussed first. Furthermore, the key processes regarding performance appraisal, including the needed employee behaviors, performance criteria, performance ambiguity, and appraisal methods, are reviewed. In each stage of organizational life cycles, these elements will be gone through so that the appropriate strategy of performance appraisal may be decided.[[notice]]補正完畢[[incitationindex]]SSCI[[incitationindex]]EI[[incitationindex]]A&HCI[[booktype]]紙本[[booktype]]電子

A Systematic Framework for Performance Appraisal and Compensation Strategy

[[abstract]]Systematical strategic fit benefits organization's performance and makes the organization systemic. Researches of performance appraisal strategy and compensation strategy are extensive, but most of them only focused on the single subject without the synergy of them. An extensive literature review is provided in this research to build up a systematic theoretical framework for performance appraisal and compensation strategy. Four propositions of the criteria and methods of performance appraisal and compensation strategy are inferred in this systematic framework. Furthermore, four situations of 2x2 combinations with the criteria and methods above are discussed for the new systematic performance appraisal and compensation strategy. Through this framework, an organization can appropriately focus on employees' representation or individual to evaluate and motive employees with rational or humanistic way.[[incitationindex]]EI[[booktype]]紙本[[booktype]]電子

Creating and Sustaining Economic Growth through HR

[[booktype]]紙

How to create service innovation in customer-oriented organizations

[[abstract]]In the more and more competition economic prosperity, it appears that innovation is increasingly an important driver of competitive advantage in service firms. How to create service innovation to enhance services competitiveness is the first priority issue for the vendors among the industry. And customer-oriented is an important policy for enterprises to development strategy. This paper wants to devote a better understanding of the role of services in innovation. From a brief introduce of existing approaches (a four-dimensional model) to service innovation and creating customer âoriented organization to retain and reward loyal customers. The paper also reviews present research fields and hope to build a framework for strategic decision making in service innovation. Consider some wider implications of the innovation management and policy that can help to improve the decision making on service innovation to meet the needs of customers.[[sponsorship]]Tamkang University[[conferencetype]]國際[[conferencetkucampus]]淡水校園[[conferencedate]]2015/6/16[[booktype]]紙本[[iscallforpapers]]Y[[conferencelocation]]Taipe

Evaluating the Effect of Physician Personal Brand on Medical Resource Allocation in Taiwan

[[conferencetype]]國際[[conferencedate]]20131025~20131027[[booktype]]電子版[[iscallforpapers]]Y[[conferencelocation]]Wuhan, Chin

A Framework of Competence for Secondary School Teachers in Taiwan

[[conferencetype]]國際[[conferencedate]]20121101~20121103[[iscallforpapers]]Y[[conferencelocation]]Taipei, Taiwa

A Framework for Human Resource Strategies Applicable in Different International Situations: A Contingent Perspective

[[abstract]]Through international operations, firms can also accumulate management knowledge and experience to reduce operating risk and uncertainties, increase profits from an expanded market and deepen their involvement in foreign markets to better react to global competitions, domestic market saturation, and the need for diversification. Thus, internationalization has become the most crucial business strategy adopted by firms around the world to maintain advantages over competitors in an intensified competitive business environment. Enterprise internationalization has been a critical research topic in international business and strategic management. Since 1990, international human resource management has been regarded as the essential factor that affects the operation of international businesses. It even played different roles in the process of internationalization and the effects of human resource management depend on the fit between the human resource strategies and the internationalization developmental process. However, the primary challenge in international human resource management is resolving the dilemma between global integration and local responsiveness. To cope with environmental changes, enterprises should have well-designed human resource strategies to gain competitive advantages. From the viewpoint of contingency theory, this paper attempts to develop a human resource strategy framework that derives four types of human resource strategies consisting of undertaking human resource strategy, live-staking human resource strategy, export human resource strategy and grafting human resource strategy to correspond different internationalization situations. Furthermore, this framework corresponds to four multinational enterprises in Taiwan through in-depth interviews. The research result enables human resource strategies that fit with the different internationalization situations more and to improve overseas operational performance and achieve international goals efficiently.[[sponsorship]]Tamkang University[[conferencetype]]國際[[conferencetkucampus]]淡水校園[[conferencedate]]20140517~20140517[[booktype]]紙本[[iscallforpapers]]Y[[conferencelocation]]New Taipei City, Taiwa

Explore the Measure Scale of Business CEO Personal Brand

[[abstract]]CEO is the final decision maker of enterprise and influences enterprise culture. CEO has Personal brand and on behalf of business brand which had halo effect of customer and employees both present and potential. CEO is important for the image and operation of business. It is worth being able to measure a business CEO’s personal brand. Most of the research on personal brand to date is restricted to the area of how to build up personal brand, there is no definite research about the measure scale of personal brand further business CEO personal brand. In this research however, our attention is drawn to the issue of construct a scale measurement of business CEO personal brand. The research steps are as follow: First, from the literature review to develop the concept of CEO personal brand and its initial measure items. Second, invite the experts to revised the initial measure items and define the initial dimensions. Third, an initial questionnaire is developed and sent out for the empirical research. Further, the principle component analysis and exploratory factor analyses applied for the returned questionnaires to find the valid items and define the dimensions. Fourth, a revised questionnaire was measured and confirmed the reliability and validity as well as practical work by second empirical research. Finally, the measure scale of business CEO’s personal brand constructed.[[sponsorship]]Tamkang University[[conferencetype]]國際[[conferencetkucampus]]淡水校園[[conferencedate]]20140517~20140517[[booktype]]紙本[[iscallforpapers]]Y[[conferencelocation]]New Taipei City, Taiwa

Core Competence: From A Strategic Human Resource Management Perspective

[[abstract]]Core competence has become the prevailing term in strategic management (SM) and human resource management (HRM) literature. However, the exact meaning of the “core” term has been ambiguous to researchers, educators, and practitioners. This article addresses the interpretations of “core” in SM and HRM literature and adopts the Strategic Human Resource Management (SHRM) perspective to redefine core competence and human competence as organizational and individual capabilities that create organizational competitive advantage. We build a conceptual framework to show the relationship between core competence and human competence, and provide business and management implications.[[incitationindex]]SSCI[[booktype]]紙