:::

詳目顯示

回上一頁
題名:跨文化訓練與經營績效關係兼論和平文化經營理念與異文化管理之干擾效果-英美日在台子公司之比較
作者:李美慧
作者(外文):Mei-Hui Lee
校院名稱:中國文化大學
系所名稱:國際企業管理研究所
指導教授:林彩梅
學位類別:博士
出版日期:2008
主題關鍵詞:跨文化訓練(cross-cultural training)經營績效(expatriate performance)和平文化經營理念(managerial philosophy of a peace culture)異文化管理(cross-cultural manage-ment)cross-cultural trainingexpatriate performancemanagerial philosophy of a peace culturecross-cultural management.
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(5) 博士論文(5) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:5
  • 共同引用共同引用:0
  • 點閱點閱:34
本研究探究自變數跨文化訓練、應變數經營績效及干擾變數和平文化經營理念與異文化管理之關係,以及瞭解這些變數於英美日多國籍企業在台子公司之差異。本研究問卷調查法蒐集研究資料,共發出250份問卷,有效問卷回收率72.4%。本研究發現
一、跨文化訓練和經營績效呈現正相關
二、和平文化經營理念對跨文化訓練和經營績效之干擾關係獲得支持
三、異文化管理對跨文化訓練和經營績效之干擾關係獲得支持
四、在不同國籍企業比較中,日本企業對和平文化經營理念持有程度最高,美國次之,英國最低。日本企業最會採取第三文化管理作為經營制度,其實施之跨文化訓練程度最高,其經營績效最佳。
本研究建議多國籍企業應具備「和平文化經營理念」,並以「第三文化管理」作為其管理文化,並落實在「跨文化訓練」上,才能真正提高企業的經營績效。
This study examine the relationships among cross-cultural training and expatriate performance, and the moderating effect of managerial philosophy of a peace culture and cross-cultural management, and the difference of these relationships among British, American and Japanese MNEs’ subsidiaries.
The results indicate:
1. Cross-cultural training is positively related to expatriate performance.
2. Managerial philosophy of a peace culture moderates the relationship between cross-cultural training and expatriate performance.
3. Cross-cultural management moderates the relationship between cross-cultural training and expatriate performance.
4. Japanese MNEs leaders are the one which most agreed managerial philosophy of a peace culture, and most of their management systems are adopted by ‘third cultural management’. Also, most of them adopt cross-cultural training and therefore resulted in better expatriate performance related to American and Brit-ish MNEs.
According to the empirical evidences, we suggest MNEs leaders should be more emphasized on ‘managerial philosophy of a peace culture’ and ‘third cultural manage-ment’ and ‘cross-cultural training’, and this will result in better expatriate performance.
Keywords: cross-cultural training, expatriate performance, managerial philosophy of a peace culture, cross-cultural management.
參考文獻
一、中文部分
Mizumoto, N. (2006),多國籍企業與人本主義-社會貢獻與和平,第八屆多國籍企業國際學術研討會議論文集,台北:中國文化大學。

李敏宰(1993),中韓兩國多國籍企業海外派遣人員人事問題之比較研究,中國文化大學企管研究所未出版之碩士論文。

林彩梅(2006),多國籍企業論,第六版,台北:五南圖書。

松下正治(1997), 松下幸之助的成功法則 ,台北:健行出版社。

吳永欽(2000),美日兩國外商派台經理人之跨文化效能研究,大葉大學工業關係研究所未出版之碩士論文。

張琦德(1996),中美日海外派遣人員之訓練、領導及滿意度之研究,國立成功大學企業管理研究所未出版之碩士論文。

二、英文部分
木下昭(1983),人的資源の海外移轉---海外派遣人事を考える,日本京都,啟文社出版
白木三秀(1995),日本企業の国際人的資源管理,日本労働研究機構。
Abegglen, J. C. & George, S. J. (1985). Kaisha, New York: Basic Books.
Adler, N. J. (1981). Reentry: Managing cross-cultural transitions. Group and Organization of World Business, 19(3), 79-85.
Andreason, A. W. (2003). Expatriate adjustment to foreign assignments. International Journal of Commerce & Management, 13(1), 42-60.
Ani, A. & Camp, R. C. (1996). Global managers: Qualities for effective competition. International of Manpower, 17(6), 5-18.
Ashamalla, H. A. & Crocitto, M. (1997). Easing entry and beyond: Preparing expatriates and patriates for foreign assignment success. International Journal of Commerce & Management, 17 (2), 106-114.
Aycan, Z. (1997). Expatriate adjustment as a multifaceted phenomenon: Individual and organization level predictors. The International Iournal human resource management, 8(4), 434- 456.
Aycan, Z. & Kanungo, R. N. (1997). Current issues and future challenges in expatriate management. In D. M. Szunders (Eds.), New Approaches to Employee Management, 4, (pp.245-260). Greenwich, Connecticut: JAI Press.
Bandura, A. (1977). Social Learning Theory. Englewood Cliffs, New Jersey: Prentic-Hall, Inc.
Barham, K. & Devine, M. (1990). The quest for the international manager: A survey of global human resource strategies. The economist Intelligence Unit Report 2098, Lodan: Ashridge.
Bennett, R., Aston, A., & Colquhoun, T. (2000). Cross-cultural training: A critical step in ensuring the success of international assignments. Human Resource Management, 39(2), 239-250.
Bhagat, R. S. (1983). Effects of stressful life events on individual performance effectiveness and work adjustment processes within organizational settings: A research model. Academy of Management Review, 8, 660-671.
Bhagat, R. & Prien, K. (1996). Cross-cultural training in organizational context. In D. Landis & S. Bhagat, Handbook of intercultural training (2nd ed.), Thousand Oaks, California: Sage.
Bird, A. & Roger, D. (1991). Getting the job done over:Improving expatriate productivity. National Productivity Review, 5, 145-156.
Bjorkman, I. & Schaaps, A. (1994). Outsiders in the middle kingdom. European Management Journal, 12(2), 171-192.
Black, J. S. (1988). Work role transitions:A study of American expatriate managers in Japan. Journal of International Business Studies, 19, 277-294.
Black, J. S. & Gregersen, H. B. (1991). The other half of the picture: Antecedents of spouse cross-cultural adjustment. Journal of International Business Studies, 22, 461-477.
Black, J. S. & Gregersen, H. B. (1999). The right way to manage expatriates. Harvard Business Review, 77, 52-63.
Black, J. S., Gregersen, H. B., & Mendenhall, M. E. (1992) .Global Assignments: Successfully expatriating and repatriating international managers, San Francisco: Jossey - Bass.
Black, J. S., Gregersen, H. B., Mendenhall, M. E., & Stroh, L. K. (1999). Globalizing people through international assignments, Reading: Addison-Wesley.
Black, J. S. & Mendenhall, M. E. (1990). Cross-cultural training effectiveness:A review and a theoretical framework for future research. Academy of Management Review, 15, 113-136.
Black, J. S., Mendenhall, M. E., & Oddou, G. (1991). Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives. Academy of Management Review, 16, 291-317.
Borstorff, P. S., Harris, S. G., Feild, H. S., & Giles, W. F. (1997). Who'll go? A review of factors associated with employee willingness to work overseas. Human Resource Planning, 20, 20-40.
Borman, W. C. & Motowidlo, S. J. (1993). Expanding the criteria domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations, (pp.71-98). San Francisco: Jossey-Bass.
Brewster, C. & Pickard, J. (1994). Evaluating expatriate training. International Studies of Management and Organization, 24(3), 18-35.
Briscoe, D. R. & Schuler, R. S. (2004). International human resource management: Policies & practices for the global enterprise, (2nd ed.) New York: Routledge.
Brislin, R. & Yoshida, T. (1994). Improving intercultural interactions: modules for cross cultural training programs, Lodan: Sage Publications.
Buckley, P. J. & Casson, M. (1989). Multinational enterprises in less developed countries: cultural and economic interactions, University discussion paper in International investment and business studies, No. 126, January.
Caligiuri, P. M. (1997). Assessing expatriates success: Beyond just being there. In Z. Aycan (Eds.), Expatriate management: Theory and practice, 4, 117-140. Greenwich, Connecticut: JAI Press.
Caligiuri, P. M. (2000). The big five personality characteristics as predictors of expatriate’s desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 53(1), 67-88.
Carter, N. J. (1989). Moving managers internationally:The need for flexibility. Human Resource Planning, 12, 43-47.
Cascio, W. F. (1992). Managing human resource-productivity. Quality of work life (3rd ed.), New York: McGraw-Hill.
Chikudate, N. (1991). Cross-cultural analysis of cognitive systems in organizations: A comparison between Japanese and American organizations. Management International Review, 31(3), 219-231.
Collins, J. (2001). Good to great-why some companies make the leap...and others don’t, New York: HarperCollins.
Coperland, L. & Griggs, L. (1985). Going international. New York: Random House. Incentives on response rates within an industrial population. Journal of International Business Studies, 19, 491-496.
Cui, G. & Awa, N. E. (1992). Measuring intercultural effectiveness: an integrative approach. International journal of intercultural relations, 16, 311-328.
Cullen, J. B. (1999). Multinational management : A strategic approach, Cincinnati, Ohio: South-Western College Publishing.
Dore, R. (1973). British factory-japanese factory: The origins of national diversity in industrial relations, London: Allen & Unwin.
Dowling, P. J. & Schuler, R. S. (1990). International dimensions of human resource management, Boston, MA: Pwa-Kent Publishing.
Doz, Y. & Prahalad, C. K. (1986). Controlled variety a challenge for human resource management. Training and Development Journal, 25(1), 55-71.
Dunbar, E. & Katcher, A. (1990). Preparing managers for foreign as signments. Training and Development Journal, 48(6), 45-47.
Dunning, J. H. (1993). Multinational enterprises & the global economy, Suffolk, Great Britain: William Clowes Ltd.
Dunning, J. H. (2003). Making globalization good: The moral challenges of global capitalism (ed.), Oxford University Press: New York.
Earley, P. C. (1987). Intercultural training for managers: A comparison of documentary and interpersonal methods. Academy of Management Journal, 30 (4), 685-698.
Eisenberger, R., Huntington, R., Hutchison, S., & D. Sowa (1986) Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
Feldman, D. C. & Thomas, D. C. (1991). Career management issues facing expatriates. Journal of International Business Studies, 23(2), 271-293.
Forster, N. (1997). The persistent myth of high expatriate failure rates: A reappraisal. International Journal of Human Resource Management, 8, 414-433.
Forster, N. (2000). Expatriates and the impact of cross-cultural training. Human Resource Management, 10(3), 63-78.
Fox, J. (1991). Regression diagnostics. Newbury Park: Sage.
Franke, R. H., Hofstede, G., & Bond, M. H. (1991). Cultural roots of economic performance: A research note. Strategic Management Journal, 12, 165-173.
Fukuda, K. J. & Chu, P. (1994). Wrestling with expatriate family problems. Japanese experiences in East Asia. International Studies of Management and Organizations, 24, 36-47.
Gregersen, H. B., Hite, J. M., & Black, J. S. (1996). Expatriate performatance appraisal in U.S. multinational firms. Journal of International Business Studies, 27, 711-738.
Gomes, L. & Ramaswamy, K. (1999). An empirical examination of the form of the relationship between multinationality and performance. Journal of International Business Studies, 30(1): 173-188.
Hall, E. & Hall, M. R. (1990). Understanding cultural difference,. Maine: Intercultural Press.
Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1995). Multivariate analysis, Englewood Cliffs, New Jersey: Prentice Hall.
Harrison, J. K. (1992). Individual and combined effect of behavior modeling and the cultural assimilator in cross-cultural management training. Journal of Applied Psychology, 77, 952-962.
Harris, P. R., & Moran, R. T. (1991). Managing cultural difference (3rd ed.), Houston, TX: Gulf Publishing Company.
Harvey, M. G. (1985). The executive family: An overlooked variable in international assignments. Columbia Journal of World Business, 20 (1), 84-92.
Hawes, F. & D. J. Kealey (1981). An empirical study of canadian technical assistance. International Journal of Intercultural Relations, 5, 239-258.
Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81-94.
Hofstede, G. (1997). Cultures and organizations: Software of the mind, New York: McGraw-Hill.
Ikeda, D. (1999), Recollections of my meetings with leading world figures, Tokyo: Ushio Shuppansha.
Jacobs, P. (1998). Cross-cultural connection. InfoWorld, May (11), 110-111.
Johnston, M. B. & Carter, G. L. (1974). Training needs of Americans working abroad. Social Change. reprinted in Mary B.Johnston, Training needs of overseas Americans as seen by their national co-workers in Asia, 4 (pp. 21). IDR/Focus.
Kagono, T., Ikujro, N., Kiyonori, S., & Akihiro, O. (1985). Strategicvs evolutionary management, Amsterdam: North-Holl &.Co.
Kambayashi, N. & Scarbrough, H. (2001). Cultural influences on IT use amongst factory managers: a UK-Japanese comparison. Journal of Informayion Technology, 16, 221-236.
Katz, D. & Kahn, R. L. (1978). The social psychology of organizations (tad ed.), New York: Wiley.
Kealey, D. & Protheroe, D. (1996). The effectiveness of cross culture training for expatriates:An assessment of the literature on the issue. International Journal of Intercultural Relations, 20, 141-165.
Kobrin, S. J. (1988). Expatriate reduction and strategic control in American multinational corporations. Human Resources Management Journal, 27, 63-75.
Kohls, L. R. & Brussow, H. (1995). Training know-how for cross-cultural and diversity trainers, Duncanville, Texas: Adult Learning Style.
Kraimer, M. L., Wayne, S. J., & Jaworski, R. A. (2001). Sources of support and expatriate performance: The mediating role of expatriate adjustment. Personnel Psychology, 54 (1), 71-99.
Latack J. C. (1984). Career transitions within organizations: An exploratory study of work, nonwork, and coping strategies. Organizational Behavior and Human Performance, 34, 296-322.
Lowe, K. B., Milliman J., Cieri H. D., & Dowling P. J. (2002), International compensation practices:A ten-country comparative analysis. Human Resource Management, 41(1), 45-66.
Mayo, E. (1933). The human problem of an industrial civilization, New York: The McMillion.
Mendenhall, M., Dunbar, E., & Oddou, G. R. (1987). Expatriate selection, training and career-pathing: A review and critique. Human Resource Management, 26(3), 331-345.
Mendenhall, M. & Oddou, G. R. (1985). The dimensions of expatriate acculturation. Academy of Management Review, 10, 39-47.
Mendenhall, M. & Oddou, G. R. (1991). International human resource management, Boston: Pws-Dent.
Miroshnik, V. (2002). Culture and international management: A Review. Journal of Management Development, 21, 521-544.
Misa, K. F. & Fabricatore, J. M. (1979). Return on investment of overseas personnel. Financial Executive, 47(4), 42-46.
Molnar, D. E. & Loewe, G. M. (1997). Seven keys to international HR management. HR Focus, May, 11-12.
Motowidlo, S. J., Packard, J. S., & Manning, M. R. (1986). Occupational stress: Its causes and consequences for job performance. Journal of Applied Psychology, 71, 618-629.
Naumann, E. (1992). A conceptual model of expatriate turnover. Journal of International Business Stuidies, 23, 499-531.
Naumann, E. (1993). Antecedents and consequences of satisfaction and commitment among expatriate managers. Group and Organizaation Management, 18(2), 153-187.
Nicholson, N. & Imaizumi, A. (1993). The adjustment of Japanese expatriates to living and working in Britain. British of Journal of Management, 4, 119-134.
Nunnally, J. C. (1978). Psychometric theory (2nd ed.), New York: McGraw-Hill.
Odenwald, S. (1993). A guide for global training. Training & Developmen, 47(7), 22-31.
Omens, A., Jenner, S. R., & Beatty, J. R. (1987). Intercultural perceptions in United States subsidiaries. International Journal of Intercultural Relations, 11, 249-264.
Parker, B., & McEvoy, G.. M. (1993). Initial examination of a model of intercultural adjustment. International Journal of Intercultural Relations, 17, 355-379
Punnett B. J. & Ricks, D. A. (1991). International business, MacGrawHill Book Company.
Resick, C., Hanges, P. J., Cickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345-359.
Rippert-Davila, S. (1985). Cross-cultural training for business:A consultant’s primer. Modern Language Journal, 69, 238-246.
Rosenstein, J. & Rasheed, A. (1993). National comparisons instrategy: A framework & review. Advances in International Comparative Management, 8(1). 79-99.
Rugman, A. M. & Hodgetts, R. M. (2000). International business: a strategic management approadch,(4th ed.), New York: McGraw- Hill, 244-245
Schneider, S. C., & Asakawa, K. (1995). American and Japanese expatriate adjustment: A psycholanalytic perspective. Human Relation, 48(10), 1109-1127.
Schuler, R. S. & Huber, V. L. (1993). Personnel and human resource management, St. Paul, Minn.: West.
Sekaran, U. (2000). Research methods for business: A skill-building approach (3rd ed.). New York: John Wiley & Sons, Inc.
Selmer, J. (1998). Expatriation : Corporate polcy, personal intentions and international adjustment. International Journal of Human resource Management, 9, 996-1007.
Selmer, J. (2001). Expatriate selection:Back to basics? The International Journal of Human Resource Management, 12(8), 1219-1233.
Shannonhouse, R. (1996, November 8). Overseas-assignment failures. USA Today, International edition, 8.
Spanchez, J. I., Spector, P. E., & Cooper, C. L. (2000) Adapting to boundaryless world: A developmental expatriate model. The academy of Management Executive, 14 (2), 96-106.
Taylor, F. W. (1911). The principles of scientific management, New York : Harper & Brothers.
Torbiorn, I. (1982). Living abroad, New York: Wiley.
Toren, N., Konrad, A. M., Yoshioka, I. & Kashlak, R. (1997). A corss-national cross-gender study of managerial task preferences and evaluation of work characteristics. Women in Management Review, 12(6), 234-243.
Tung, R. L. (1981). Selecting and training of personnel for overseas assignments, Columbia Journal of World Business, 16, 68-78.
Tung, R. L. (1982). Selecting and training of procedures of U.S., European and Japanese multinationals. California Management Review, 25(1), 57-71.
Tung, R. L. (1984). Human resource planning in Japanese multinationals:A model for U.S. firms? Journal of International Business Studies, 15(2), 139-149.
Tung, R. L. (1987). Expatriate assignments: Enhancing success and minimizing failure. Academy of Management Executive, 1(2), 117-126.
Tung, R. L. (1988). The new expatriates, Cambridge, Mass.:Ballinger.
Wright, L. T. (2001). Intercontinental comparision in marketing strategy. International Marketing Review, 18(3), 344-354.
Yeh, R. S. (1991). Management practices of Taiwanese firms: as compared to those of American and Japanese subsidiaries in Taiwan. Asia Pacific Journal of Management, 8(1), 1-14.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top