Abstract
Abstract Taiwan IC design companies, booming during recent 10 years, are standing in a very key position among global semiconductor supply chain. IC design is the kind of knowledge-intensive industry, and talent is competitive advantage for business long-term profit, hense the value of strategic human resources becomes more important than ever. This research is conducted from the viewpoint of strategic human resources, and L Corporation, a PMIC design house where the author is working for, is selected as the single case study. This is a revelatory case study; the reasons of selection comply to Yin’s (1994) guidelines: (1) want to understand thoroughly what and why the newly established IC design company facing the growing pain and bottlenecks, and to explore how Hoshin Kanri plus with balanced score card, competence based human resources management model, and performance management, are applied as a total solution to break through the bottlenecks; (2) a conceptual structure is proposed in this research, and entire research process is based on events happened at that time under natural environment, and did not control or manipulate. The research is based on the conceptual structure by using multiple sources of evidence to explore how to implement a series of management activities including Hoshin Kanri, core competence, and performance management, and how they are influencing organizational culture. The implementing effect is verified by interviewing employees of L Corporation. The findings are aimed to provide a reference to those IC design companies want to make culture transformation, or want to enhance organizational competitiveness.