臺商派駐大陸管理人員所需跨文化能力之研究
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2004
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本研究目的在於探討派駐大陸管理人員的海外適應狀況與所需跨文化能力。為達研究目的，本研究以調查法為主，先採質化研究的多重個案設計，深度訪談的方式了解派駐大陸管理人員海外適應狀況及所需之跨文化能力。共訪談了六位分屬六家臺商企業派駐大陸的管理人員，並於訪談後將訪談內容進行資料處理與分析。為了避免研究者主觀意識影響研究的客觀性，進一步選取10位專家小組進行三次得懷術問卷調查，以確認臺商派駐大陸管理人員所需跨文化能力。本研究結論為：（1）派駐大陸管理人員須提升管理能力與專業核心技術；（2）派駐大陸管理人員子女教育問題仍未獲得有效解決；（3）派駐大陸管理人員須以身作則教導大陸員工正確的工作態度；（4）個人特質是派駐大陸管理人員最重要能力；（5）派駐大陸管理人員須透過資源分配與規劃、自我獨立作業、溝通協調，以及推動企業政策執行力建構大陸子公司管理機制；（6）派駐大陸管理人員須具備專業核心技術、大陸企業內部管理法規、適應大陸工作環境，和與當地同業的互動能力，以因應未來跨文化可能帶來的衝擊。
The purposes of this study were to explore the overseas adaptation status quo and the cross-cultural competencies of expatriate managers in Mainland China. In order to reach these purposes, both in-depth interview and Delphi survey were conducted to collect data. Consequently, the following six conclusions were made:(1) The expatriate must improve managerial competencies and professional core techniques; (2)Schooling problems of expatriate’s children have not been solved; (3) The expatriate must set an example and to guide Mainland China employees to appropriately perform; (4)Personality is the most important cross-cultural competency; (5)The expatriate must construct subsidiary's administrative mechanism through resource allocation, independent work, coordination , and promoting the execution strength of enterprise's policy; (6)Facing the potential cross-culture impact in the future, the expatriate must demonstrate professional core techniques, familiarize with management regulation of enterprises in Mainland China, adapt to the working environment there well, and keep good interactions with peers in Mainland China.
The purposes of this study were to explore the overseas adaptation status quo and the cross-cultural competencies of expatriate managers in Mainland China. In order to reach these purposes, both in-depth interview and Delphi survey were conducted to collect data. Consequently, the following six conclusions were made:(1) The expatriate must improve managerial competencies and professional core techniques; (2)Schooling problems of expatriate’s children have not been solved; (3) The expatriate must set an example and to guide Mainland China employees to appropriately perform; (4)Personality is the most important cross-cultural competency; (5)The expatriate must construct subsidiary's administrative mechanism through resource allocation, independent work, coordination , and promoting the execution strength of enterprise's policy; (6)Facing the potential cross-culture impact in the future, the expatriate must demonstrate professional core techniques, familiarize with management regulation of enterprises in Mainland China, adapt to the working environment there well, and keep good interactions with peers in Mainland China.
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臺商, 派駐大陸管理人員, 海外適應, 跨文化能力, Taiwanese enterprise, expatriate manager in Mainland China, overseas adaptation, cross-cultural competencies