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The main purpose of this paper is to examine the determinants and interrelations between corporate ownership structure and corporate performance.

The ownership of institutional investors are classified into government institutional ownership, financial institutional ownership, securities investment trust funds ownership, incorporated companies ownership, and other institutional ownership, so as to facilitate a detailed study. Ten‐year (1994‐2003) panel data of 569 Taiwanese listed companies are examined. Furthermore, this study applies the F‐test, LM‐test and Hausman test to determine the best statistical method (ordinary least squares method, fix effects model or random effects method).

The results show an inverse “U‐shaped” relationship between insider ownership and corporate performance. Government institutional ownership and incorporated companies ownership are found to have a significant negative correlation with corporate performance. However, securities investment trust funds and corporate performance are positively correlated.

These findings provide Taiwanese listed companies with a insights on how to improve their corporate control mechanisms. These results can also serve as a useful reference for companies and the academics concerning future competitive strategies and decision making.

This study further incorporates the ratio of mortgaged/pledged shares of directors and supervisors and different institutional ownership to analyze how the mechanisms of corporate governance function in Taiwan's industries, and whether these mechanisms can effectively lower agency problems to enhance corporate performance.

Through investigating the relationship among human resource management (HRM), organizational learning (OL), organizational innovation (OI), knowledge management capability (KMC), and organizational performance (OP), the aim of this paper was to find a way of improving organizational performance through learning and knowledge.

A survey questionnaire was utilized to collect data. The population of this study included 659 employees from electronic industrial listed and over‐the‐counter listed technological companies in Taiwan (N=208, valid return rate 37.21 percent). Descriptive statistics, exploratory and confirmatory factor analysis, as well as structural equation modeling were used for data analysis.

The results indicate that: HRM strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance; organizational learning improves organizational innovation and accumulates knowledge management capability; organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development; and technological companies should utilize organizational knowledge in order to enhance organizational performance.

The generalization of the present study is constrained by the existence of possible biases of the participants, and the regional‐constrained data which were collected in and thus focused on Taiwan. Thus, the characteristics of the surveyed firms may be different from those in other areas or countries. Managerial implications are presented at the end of the work.

This structure has rarely been explored and the findings are particularly useful for management in helping to set human resource management, learning, innovation, knowledge management and organizational performance in a bigger context.

The purpose of this paper is to look at the relationships among factors which result in improved knowledge sharing, through the empirical validation of a theoretical model consisting of three dimensions: expected benefit in relation to knowledge sharing, trust at workplace, and employee knowledge‐sharing behavior.

This study targets three technological companies with a total of employees exceeding 1,500 (n=563), utilizing a survey questionnaire as the data collection instrument to test the relationship among the three dimensions. The structural equation modeling approach is used to test the proposed model.

The results show that trust at workplace has a mediating effect on organizational knowledge‐sharing behavior. It is also discovered that there is significant correlation between expected personal benefit through sharing knowledge and the development of trust at workplace.

This study contributes empirical data to the predominantly theoretical literature by offering a deeper understanding of the mediating effect of trust on employee's expected benefit for the purpose of knowledge exchange behavior within teams and among teams.