As the global economy expands, so does the expansion of major multinational advertising agencies for corporations are going increasingly global and taking their advertising agencies with them. In Taiwan’s case, the advertising agencies are highly globalized with the proof that not only most of major players are multinational agencies, but also present the leading ones. These multinational advertising agencies also spent relatively higher training expense on developing talents, groups of knowledge worker.
This study selected a significant role in advertising agency --- creative director, the leader for creative production team, to research the competencies needed at this position. By identifying the competencies for creative director, this study is aimed to picture a frame for multinational advertising agencies to follow up on developing talents to be creative directors.
Competency modeling is a process of defining the skills, knowledge, and attributes that performers need to be successful. However, unlike competencies defined in job-based organization, competencies for knowledge workers in organic organization should be presented as clusters to illustrate a dynamic process of major functions instead of specific tasks. Therefore, this study has identified five major clusters --- creativity management, project management, people development and client relations and the other competencies, which are needed accordingly for creative directors of advertising agencies in Taiwan.
Therefore, this study is aimed to identify the competencies of creative directors based on a qualitative method of exploratory research. In addition, a multiple case study is the approach of the study as the more and diverse samples can give a clearer picture of reality we are concerned. By implementing this approach, the study basically utilized the technique of interview to acquire a broad, extensive, and in-depth collection of data.

As the global economy expands, so does the expansion of major multinational advertising agencies for corporations are going increasingly global and taking their advertising agencies with them. In Taiwan’s case, the advertising agencies are highly globalized with the proof that not only most of major players are multinational agencies, but also present the leading ones. These multinational advertising agencies also spent relatively higher training expense on developing talents, groups of knowledge worker.
This study selected a significant role in advertising agency --- creative director, the leader for creative production team, to research the competencies needed at this position. By identifying the competencies for creative director, this study is aimed to picture a frame for multinational advertising agencies to follow up on developing talents to be creative directors.
Competency modeling is a process of defining the skills, knowledge, and attributes that performers need to be successful. However, unlike competencies defined in job-based organization, competencies for knowledge workers in organic organization should be presented as clusters to illustrate a dynamic process of major functions instead of specific tasks. Therefore, this study has identified five major clusters --- creativity management, project management, people development and client relations and the other competencies, which are needed accordingly for creative directors of advertising agencies in Taiwan.
Therefore, this study is aimed to identify the competencies of creative directors based on a qualitative method of exploratory research. In addition, a multiple case study is the approach of the study as the more and diverse samples can give a clearer picture of reality we are concerned. By implementing this approach, the study basically utilized the technique of interview to acquire a broad, extensive, and in-depth collection of data.

Blancero, D.: Boroski, J., & Dyer, L. (1996) Key Competencies for a Transformed Human Resource Organization: Results of a Field Study. Human Resource Management, 35 (3), 384-403

Boyatzis, R. (1994). Rendering unto Competence the Things that are Competent, American Psychologist, 49, 64-65

Castells M. (1996) The Rise of the Network Society. Blackwell Publishers Inc, MA, USA.

Denzin N.K. & Lincoln, Y.S. (1998). Strategies of Qualitative Inquiry, CA:Sage.

Dubois, D.D. (2002). The competency casebook. Amherst, MA, and Silver Spring, MD: HRD Press and International Society for Performance Improvement

Janus, N. (1986). Transnational advertising: Some consideration on the impact of peripheral societies. In R. Atwood, and E. MacAnany

Kochanski, J.T., & Ruse, D.H. (1999). Designing a Competency-Based Human Resource Organization. Human Resource Management, (35)1, 19-34

Lawler EE and Ledford G (1992) A skill-based approach to human resource management. European Management Journal 10(4), 383-391.

Lindgren R (2002b) Competence visualizer: generating competence patterns of organizational groups. In Proceedings of the 35th Hawaii International Conference on System Sciences, IEEE Press, Hawaii.

Marrelli, A.F. (1998). An introduction to competency analysis and modeling. Performance Improvement, 37(5), 8-17

McLagn, P.A. (1983) Models for Excellence, Washington, D.C.: The American Society for Training and Development.

McPhill, Thomas L. (2002). Global Communication: theories, stakeholders, and trends, Boston: Allyn & Bacon, p.161

Prahalad CK and Hamel G (1990) The core competence of the corporation. Harvard Business Review 71-91

Rikard Lindgren, Dick Stenmark, Jan Ljungberg (2003) Rethinking competence systems for knowledge-based organizations. European Journal of Information System. UK: Macmillan Press

Robbins, S.P. (2003) Organizational Behavior. NJ: Prentice-Hall, Inc

Sandberg J. (1994) Human Competence at Work: An Interpretative Approach. BAS, Gothenburg.

Spencer, L. M., & Spencer, S. M., (1998) Competence at Work, USA: John Wiley & Sons, Inc.

Weick KE and Roberts KH (1993) Collective mind in organizations: heedful interrelating on flight decks. Administrative Science Quarterly 38, 357-381.

Whalley P and Barley R (1997) Technical work in the division of labor: stalking the wily anomaly. In Between Craft and Science--Technical work in US Settings, pp 23-52, Cornell University Press, Ithaca and London.

陳宇卿（2001），跨國廣告集團對廣告代理業的影響〉，郭良文編，台灣的廣告發展，頁 27-59。台北：學富文化事業有限公司。

張火燦 (1997) ，策略性人力資源管理。台北︰揚志

胡光夏（2002），國際廣告產業研究：國際廣告公司的全球化、區域化、本土
化》。台北：五南圖書出版公司。

胡光夏（2003），兩岸廣告產業交流之初探〉，《復興崗學報》，第 79 期，
頁 129-152。

賴東明 (1994)，30年廣告情賴東明談廣告、行銷、傳播。台北：台灣英文雜誌社

動腦雜誌廣告部(2006)，「2006廣告代理商年度報告」，動腦雜誌2006年刊。