Intercultural Management: A Case Study of Expatriated Managers in Taiwanese Manufacturing Company with Overseas Subsidiaries in the United States and the Philippines

Abstract

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As global companies navigate diverse cultural landscapes, understanding the impact of these differences on management practices becomes crucial. This study investigated how cultural differences influence managerial strategies and mindset changes in the United States and the Philippines subsidiaries of a Taiwanese multinational manufacturing company. The research employed qualitative methods, including interviews and document reviews, to capture the personal experiences and perspectives of these managers. Through interviews with Taiwanese managers at the subsidiaries in both countries, the study explored how strategic adaptations have been implemented to effectively manage intercultural challenges and how these adaptations have contributed to achieving organizational goals and improving team dynamics. Additionally, it examined how attitudes and perspectives have evolved throughout the experience of intercultural management and the extent to which these mindset changes have facilitated better decision-making and leadership in diverse cultural settings. The research utilized Uncertainty Avoidance and Power Distance concepts as well as Hall's High-Context and Low-Context Communication model, to analyze the interview results. The findings highlight that Taiwanese managers' adaptability, empathy, and alignment of management strategies with local cultural practices and employee expectations are essential for overcoming intercultural challenges. These adjustments foster collaboration, enhance team productivity, and create harmonious workplaces while ensuring the achievement of organizational goals in diverse cultural environment.