以混合多準則決策模式定義全球化高科技企業之外派策略

Abstract

由於高科技企業全球化之趨勢愈趨明顯，全球化人力資源策略對組織營運績效上更顯得重要，針對派外經理人的任用政策也受到廣泛的注意。由於各國家文化或地理區域之特性不同，且各公司文化與各功能級部門之需求差異也大，相關研究發現，具備完善的國際人力資源任用策略可以有效提升外派經理人升任成功的機會，全球化企業必需考量如何甄選最適合之人才，除了需具備專業知識、工作技能與熟悉市場之外，也需瞭解當地的政治、經濟、社會、文化等，並能快速融入當地之環境。 全球化高科技企業為取得全球競爭優勢，如何制定完善之國際人力資源管理是相當重要的，人力資源部門必須在提升組織管理效率與保持靈活彈性中取得平衡，也必須在保存核心企業文化價值的前提下兼顧變革創新，透過甄選條件因素發掘出最具專業能力且適合的派外經理人，而派外專業經理人能為母公司經營管理海外分公司，並成功地達成組織營運績效目的。過去少有文獻係針對全球化高科技產業之國際人力資源任用政策針對不同功能屬性之海外分公司專業經理人甄選標準作深入研究探討，甚部份文獻與全球化高科技產業實質執行操作面有些許出入，故本研究欲發展全球化高科技企業之國際人力資源任用政策，提出建議之管理架構，以俾供後進研究參考。 研究方法以多準則決策架構(MCDM)為基礎，先以修正式德爾菲法(Modified Delphi)綜合多國籍高科技企業人力資源策略相關領域專家之意見，訂定國際人力資源策略之準則要素，再以決策實驗室分析法(DEMATEL)，藉由求取國際人力資源策略要素彼此間之因果關係以建立決策問題架構，並利用分析網路流程法(ANP)求取各國際人力資源策略準則對於高科技多國籍企業組織構面下之權重後，最後採用可以產生妥協解的VIKOR 法，對於多國籍高科技企業組織構面階段下之國際人力資源策略方案逕行評估和排序。本研究預期以某全球前百大資訊科技大廠選擇高階主管外派歐洲工廠, 中國生產基地, 美洲工廠, 亞洲第一研發中心, 亞洲第二研發中心, 美歐業務單位之實證本模式之有效性，研究結果將可作為同類質公司策略訂定與相關研究的參考。 本實證研究將以某台灣某全球化之高科技領導企業作為本研究對象，第一階段主要係針對全球化企業在海外欲設立海外分公司時，針對製造、業務行銷及研發等三種不同屬性之海外據點，如何選擇最佳的地點設置；第二階段則是針對全球化企業已確定即將設立的不同屬性的海外據點時，人力資源部門如何策略性的選派最適之專業經理人，以輔佐及成功完成全球化企業所交付的經營策略目標。最後，未來可以根據本研究方法結果，可加強全球化高科技企業如何選擇不同屬性之海外據點（製造、業務行銷及研發）及海外專業經理人之人力資源任用策略。As globalized firms increasingly globalize their operations, managing international human resources strategically becomes a critical factor contributing to overall organizational performance. The strategic management of international human resources has received attention, focusing on expatriate assignment strategies related to expatriate assignments. Human resources are recognized to play a daily important role in gaining competitive advantages of globalized firms in today's highly competitive global business environment. Meanwhile, appropriate expatriate assignment strategies of a globalized firm can be leveraged for coordinating and controlling international human resource management related issues across widely distributed business units or subsidiaries over various geographic areas. How a globalized high technology firm can select and manage the candidate manager who will be selected to manage overseas operations. In the past, there are few researches discussed the different functional expatiates of global expatriate assignment strategies. Even, there are some expatriate assignment operation gap between some researches and globalized firms. This thesis will be intended to develop a decision framework which can assist firms to select appropriate managers to be dispatched to overseas operations. A multiple criteria decision making (MCDM) framework consisting of the Decision Making Trial and Evaluation Laboratory (DEMATEL) as the tool for configuring the decision problem structure, the Analytical Network Process (ANP) as the tool for calculating weights of each criterion, and finally, the VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) as the tool for ranking the alternatives have been proposed for defining the international human resource expatriate assignment strategies for a globalized high technology firm. An empirical study on a globalized high technology firm will be leveraged for verifying the usefulness of this proposed analytic framework on expatriate assignment strategies definitions. When the empirical globalized high technology enterprise attempts to create a global strategy to set up an overseas subsidiary, there are three mainly functional aspects: (1) Manufacturing, (2) Sales& Marketing and (3) R&D. As deciding the function aspect, the second step human resources department should be depended on the business organization planning and development processing the global expatriate assignment strategies. According to the empirical study, there are total four steps to process to research. The empirical analysis result shows that the world-leading globalized enterprise how to set up overseas subsidiaries in different function aspects and the best international humanresource management expatriate assignment strategies over each globalized firm as well as demonstrates the effectiveness of this analytic framework.