As Taiwan’s industries are facing the dynamic change of the environment, the expandable industrial potential market also draws the increasing competitive challenges. Taiwan's future development will have to rely on further transformation to a high technology and service-oriented economy. And the industry has to create the industrial advantages and upgrade the added values in the global industrial value chain. And Taiwan’s economy has largely consisted of small and medium-sized enterprises with the people who are willing to take the risks involved to undertake a business venture. With such social entrepreneurship, Taiwan business entrepreneurs often are willing to accept a high level of personal, professional or financial risk to pursue competitve advantages.
This study intends to explore the status of dynamic resource management model of value creation in Taiwan industries which have not been tested in eastern developing countries. And this study also intends to empirically test the dynamic resource management model of value creation proposed by Sirmon et al. (2007) and to examines whether entrepreneurial orientation can determine the resource management process inside the firm.
This study evaluates seven major research questions and comes up with the conclusion as (1) environmental uncertainty, including dynamics of industry structure and environmental munificence has influenced on firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities. (2) entrepreneurial orientation, including innovativeness, risk taking and proactiveness, has influenced on firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities. (3) entrepreneurial orientation, including innovativeness, risk taking and proactiveness, has influenced on business performance, including non-financial performance and financial performance. (4) firm’s resource management, including structuring the resource portfolio, bundling resources to build capabilities and leveraging capabilities to exploit market opportunities, has influenced on competitive advantage, including competitive ability development and competitive performance. (5) firm’s competitive advantage, including competitive ability development and competitive performance, has influenced on business performance, including non-financial performance and financial performance. (6) environmental uncertainty plays a moderating role on the relationship between, however according to the test results, the results unveil that not all facets of environmental uncertainty play a moderator role on the relationship between firm’s entrepreneurial orientation and firm’s business performance. (7) firm’s entrepreneurial orientation plays a moderating role on the relationship between firm’s resource management and firm’s competitive advantage, however according to the test results, the results unveil that not all facets of entrepreneurial orientation play a moderator role on the relationship between firm’s resource management and competitive advantage.

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