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Seeks to explore how perceptions of an ERP system‐requirement misfit in Taiwan have been construed as business opportuni4ties by domestic vendors in their response to competitive pressures from international vendors.

Qualitative data were collected through interviews with three leading foreign ERP vendors, four leading domestic ERP vendors, the ERP trade association and a number of consultants in Taiwan to explore the perceptions of Taiwanese enterprise system providers and the business and design strategies through which such perceptions were enacted.

In comparison with leading Western ERP providers, the software technologies, resources and global market experience of Taiwan's domestic ERP vendors are weaker. Nevertheless, the analysis of the interviews and associated documentation shows that there are four areas in which domestic ERP vendors perceive themselves as having a competitive advantage over foreign vendors. The four areas are: the ability to meet special requirements, the ability to support the flexibility and speed of domestic small and medium‐sized firms, the benefits of direct implementation, and the ability to learn from their engagement with local customers.

While the literature on learning and innovation on East Asian manufacturing firms has stressed the important role of incremental improvement on borrowed technology, the role of government and the strategy and structure of domestic firms, there has been little research on the sources of competitive advantage of East Asian firms in sectors with services components. This paper contributes to one's understanding of the development of technological capabilities by East Asian firms in services.

In the early industrial age which with high intensity of machine and labor, using financial measurement index was good enough to tie in company’s mechanization and philosophy of management and been in efficiency. But being comply with “New Economic age,” a new economic environment is full of knowledge and information, the enterprise competition had changed from tangible assets, plants to intangible innovation ability of knowledge. As recognizing the new tendency by enterprise, they value gradually the growth and influence from learning. Practice of organization learning not only needs firm structure and be in coordination with both hardware and software, but also needs an affect measurement model to offer enterprise to estimate learning performance. It’s a good instrument of financial performance measure mold in the past years, But it’s for measuring the past, couldn’t formulate enterprise trend to future, hard to estimate investment for future, such as development of products, organization learning, knowledge management etc, as which intangible assets and knowledge ability just the key factors of being win around competition environment in the future. In 1992, Kaplan and Norton brought up Balance Scorecard (BSC) on Harvard Business Review, as an instrument helping enterprise to measure performance, which is being considered to be a most influence management instrument. It added non‐financial index such as customer, internal process and learning growth besides traditional financial index, as offering enterprise an index to measure and manage intangible assets and intellectual property. As being aware of organization learning is hard to be ignored in the new economic age, this research is based on learning and growth of BSC, and citing one national material company try to let the most difficult measurement performance of organization learning, to be estimate through BSC, analyze of factor and individual case, to discuss the company how to make the related strategy and vision of organization learning to develop learning and growth of the structure of BSC, subject the matter of out put factors to be discussed, and measure the outcomes as a result of research. The research affect offers (1) the base implement procedure of carrying out BSC; (2) the reference of formulating measurement index while enterprise using BSC to estimate performance of organization learning; (3) the possibility bottleneck maybe forcing while carrying out BSC, to be an improvement or preventive for enterprise.