Carol Yeh-Yun Lin

Does innovation lead to performance? An empirical study of SMEs in Taiwan

– This study attempts to probe within a multi‐dimensional perspective the nature and type of daily innovation practices of small‐ and medium‐sized enterprises (SMEs) located in Taiwan. The relationship between innovation and organizational performance will also be explored., – Data of interest were collected through a telephone survey. From the 2000 Directory of Manufacturing and Service Industries in Northern Part of Taiwan, companies with a total employee number less than 200 (the definition of an SME in Taiwan) were the population. Telephone calls to 877 firms were successfully completed with a response rate of 87 per cent., – Eighty per cent of the surveyed companies conducted some sort of innovation, the two major types of innovations were technological and marketing innovations. Innovation has a weak link with company sales. Administrative innovations have surfaced to be the most crucial factor in explaining sales rather than technological innovations., – Creating a successful innovation platform to serve as a base for non‐technology‐related innovations may prove to be the most critical catalyst to capitalize on innovation efforts. The research results also provide some insights for companies that are not sure how to integrate innovation into their business operations., – This study unveils the innovation practices of this novel economy and particularly focuses on the less explored SMEs in an Asian context.

Does intellectual capital mediate the relationship between HRM and organizational performance ? Perspective of a health care industry in Taiwan

Previous studies indicate that the linkage between human resource management (HRM) practices and organizational performance is tenuous. Some key intermediate elements evidently have not been accounted for. In an era where intangibles have become the source of wealth and progress, intellectual capital could be one of the missing links. Therefore, this study predicts that the three components of intellectual capital, namely, human capital, relational capital, and organizational capital, mediate the relationship between HRM practices and organizational performance. Data from 277 hospitals, with a response rate of 56%, confirm the mediation role of intellectual capital in explaining the effect of HRM practices on organizational performance.

Toward a Model of Organizational Human Capital Development: Preliminary Evidence from Taiwan

This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.

Does training facilitate SME's performance?

This study explores relationships between small- and medium-sized enterprises (SMEs) foreign direct investment (FDI), FDI-related training programs and organizational performance. To determine if the implementation of training programs mediate the relationship between FDI and SME performance, and if the alignment between training needs and training implementation leads to higher SME performance, we collected large-scale company-level data (N = 816) from within Taiwan. Research results suggest that FDI leads to higher SME performance. This relationship was partially mediated by the implementation of FDI-related training programs. Unexpectedly, the results also suggest that higher levels of training need attenuate the positive relationship between FDI-related training implementations and SME performance. This implies that the alignment between SME training needs and training implementation may be of a more complicated nature than was previously thought. Practical implications and suggestions for future research are also identified.

A Comparison of Perceptions About Business Ethics in Four Countries

Abstract In this study, ethical perceptions are examined and compared among Australian, Israeli, Taiwanese, and U.S. university students. Data were collected via a questionnaire survey that covered a number of business ethics dimensions. Results showed that students in the 4 countries subscribe to a varying range of ethical values with both similarities and differences. In Taiwan, a profile of a pragmatic, result-focused, and profit-oriented young generation emerged. The possible social and cultural impacts on ethical values and the implications of the findings are discussed.

Empowerment in the Service Industry: An Empirical Study in Taiwan

Abstract Employee empowerment is an essential managerial means that can be used to obtain competitive advantages from human resources in the new millennium. A comprehensive understanding of the essence of empowerment is crucial to facilitate its effective implementation. In this article, the author proposes a 4-dimensional empowerment model in an organizational setting and a matrix that incorporates the 4 dimensions and the 7S (R. H. Waterman, T. J. Peters, & J. R. Phillips, 1980) organizational factors. In addition, this study represents an empirical examination of the effects of personal and company characteristics on empowerment. The implications of the research results are discussed.

Beyond the High‐Performance Paradigm: Exploring the Curvilinear Relationship between High‐Performance Work Systems and Organizational Performance in Taiwanese Manufacturing Firms

In this study, we explore the potential downside of the ‘high-performance’ paradigm by examining the curvilinear relationship between high-performance work systems (HPWS) and organizational performance and the moderating effects of the industry type. Using data from Taiwanese manufacturing firms, we find an inverted-U pattern between HPWS and organizational performance in high-technology firms (N = 74), and a linear relationship in traditional manufacturing firms (N = 86). These findings are consistent with the viewpoint of diminishing returns of HPWS and the contingency perspective. Theoretical and practical implications of our findings are also discussed.

An Eastern and SME version of expatriate management: an empirical study of small and medium enterprises in Taiwan

This study, different from previous ‘individual level’ research, explored ‘company-level’ expatriate training, expatriation policies and the perceived willingness on the part of expatriates to take on an enhanced role in organizational performance. Based on data from 254 Taiwanese SMEs with foreign investments, an Eastern and SME version of expatriate management is presented. The most significant predictors of expatriate premature return and company sales are the ‘number of expatriates’ and ‘ratio of expatriates with managerial positions’. Companies that have a greater percentage of expatriates with spousal accompaniment experience more premature return while insufficient training explains lower company sales. Insights regarding regional expatriate differences and methodological implications are also elaborated.

Human resource management in Taiwan: a future perspective

A competitive advantage through people is well recognized. Human resource management with particular emphases on human resource planning and human resource information systems is examined. Major research findings include that a shift of human resource management focus is envisaged over the next five years, with human resource planning as a dominant future concern; analysis of annual human resource supply significantly contributes to the success of human resource planning; investment in an information system will be more oriented to planning and decision support in the future. Descriptive suggestions from respondents indicated that training and development, information sharing, career planning and management, appropriate laws and systems, and organization development are the top five areas for future improvements.

The effect of social factors on the implementation of automation: an empirical study in Taiwan

Abstract In a highly competitive global economy, automation has been an important approach to improve productivity, quality, and customer satisfaction. The literature reveals that when introducing automation systems, social influences are usually neglected. This study cross-organizationally examines the impact of social factors on the success of automation. We analyzed data obtained from the questionnaires of 105 companies and supplementary interviews of six firms in Taiwan. Statistical analyses show that a greater extent of automation tends to be accompanied by a higher level of social activities; companies with matching social and technical stages are not necessarily more successful in automation; social factors significantly predict the degree of success of automation. In addition, we observed that technically related improvements are of greater concern in the interviewed companies. Furthermore, support from employees, a competent project leader, and a proper alignment between technical and social factors are highly valued for the implementation of automation. Some managerial implications are also discussed.