臺灣人文及社會科學引文索引資料庫系統

:::

詳目顯示

回上一頁
第 1 筆 / 總合 1 筆   第一頁 上一頁 下一頁 最後一頁
/1頁
題名：子公司經理人之任用決策-台灣國際企業之實證研究
作者：張宏梅
作者(外文)：Hung-Mei Chang
校院名稱：國立中央大學
系所名稱：人力資源管理研究所
指導教授：劉念琪
學位類別：博士
出版日期：2019
主題關鍵詞：全球化任用；母國經理人；地主國經理人；第三國經理人；代理理論；交易成本理論；global staffing；parent country national；host country national；third country national；agency theory；transaction cost theory
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(0) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:0
  • 共同引用共同引用:0
  • 點閱點閱:13
海外經理人的調派與任用來源包括來自母國經理人PCN(Parent Country Nationals)、地主國員工HCN(Host Country Nationals)、第三國員工TCN(Third Country Nationals)或前三者的任用組合(Dowling, Welch & Schuler, 1999)，國際經理人的任用策略是依據企業不同的國際化階段而定(Perlmutter, 1969; Heenan & Perlmutter, 1979)。不過，也有許多研究顯示，兩者的關係是非線型演化的關係，不是只存在母國經理人或非母國經理人之單一的一種任用措施(Scullion & Collings, 2006)。
國際企業向海外據點拓展時，在外部環境方面，最直接面臨的兩個議題是母公司與子公司所在國的文化距離，以及產業環境的不確定性，造成海外任務的艱鉅；在內部環境方面，企業本身的國際化能耐與組織控制政策，則有助於母公司對海外子公司的任用資源調度與監控，而這些都與母公司海外投資的經營成效息息相關。在全球化快速發展的趨勢下，國際經理人的任用決策已是當今國際企業重要的管理議題。而過去雖已有許多學者投入這方面的研究，不過許多實證結果卻仍存在著諸多分歧(Scullion & Collings, 2006)。
過去研究已證明代理理論可用於全球任用決策(Gong, 2003; Tan & Mahoney, 2003, 2006)，並可以有效地解釋母國企業與海外子公司之間的關係(O’Donnell, 2000; Collings, Morley & Gunnigle, 2008)。母國經理人、地主國經理人和第三國經理人，這三項任用決策的來源各有其優缺點，對於子公司處於不同環境時，各具有不同的特性與互補性(Scullion & Collin, 2006)，代理理論對於資訊系統、結果不確定性、激勵與風險的組織問題，提供獨特的洞察力，且已具有實證成效的看法，特別是在處理互補性觀點(Eisenhardt, 1989)。代理觀點提供子公司經理人任用決策的事前契約問題本質的分析視角，交易成本觀點則是強調該國際經理人任用之事後契約問題的分析觀點(Tan & Mahoney, 2006)。交易成本源自契約的不完全(Williamson, 1985)，當企業在海外子公司的經營，對環境的不熟悉與當地市場狀況的變化，因資訊獲取不足，影響企業決策的判斷和子公司海外任務的達成。最後，導致企業經理人任用過程中存在著契約不完全的本質。當環境不確定性愈高，契約不完全的情形也隨之擴大。
對於國際經理人任用決策的研究對象，過去多仍以母國經理人佔子公司人數比例為主要研究對象，將母國經理人、地主國經理人、第三國經理人等三項經理人任用來源，同時納入探討與實證檢驗的研究，尚十分稀缺。本研究以台灣國際企業138家海外子公司和70家母公司為研究對象，進行海外子公司一般經理級主管和部門高階主管的任用決策影響因素研究，透過代理理論中的資訊不對稱與目標不一致的觀點，以及交易成本中的聘任契約和資訊交易等成本觀點，就子公司所面臨的外部環境和企業本身的內部情境，探究他們對各經理人任來源的影響情形。本研究發現，國際化程度、產業環境不確定性和文化距離，都確實會影響子公司非母國經理人的任用措施；子公司成立時間對母國經理人、地主國或第三國的高階經理人，也都有顯著影響；而控制機制愈大，不論是對一般經理人或高階經理人，都不利於本土化政策的落實。
The resources of expatriates include PCN (parent country national), HCN (host country national) and TCN (third country national), or the combination of the three resources (Dowling, Welch & Schuler, 1999). The staffing strategy of corporate’s international managers is based on the different stages of internationalization (Perlmutter, 1969 & Heenan & Perlmutter, 1979). However, many previous studies have found that the relationship between the staffing strategy and internationalization is a non-linear evolutionary relationship. There could be more than one single type of staffing measures to expatriates or non-expatriates. Further, many empirical studies still reveal different results (Scullion & Collings, 2006).
When MNEs expand overseas, the two most directly facing issues in the external environment are the cultural distance and the uncertainty of the industrial environment, which makes the overseas mission difficult; in terms of internal environment, the internationalization and organization control policies of MNEs will help the parent company to arrange and monitor the staffing resources of overseas subsidiaries. Those issues are closely related to the operating efficiency of overseas investment. Under the trend of rapid globalization, the satffing decision of international managers has become an important management issue for MNEs today. In the past, although many scholars have devoted themselves to research in this area, the empirical results still reveal many divergences. (Scullion & Collings, 2006).
Previous research has proven that agency theory can be used for decisions of global staffing (Gong, 2003; Tan & Mahoney, 2003, 2006) and can effectively explain the relationship between corporate and subsidiaries (O'Donnell, 2000; Collings, Morley & Gunnigle, 2008). Parent country nationals, host country nationals, and third country nationals all have their own advantages and disadvantages. With the different characteristics and complementarities of each resource, the subsidiaries can be best supported depending on the situation. (Scullion & Collin, 2006). Agency theory provides unique insights into the organization of information systems, outcome uncertainty, incentives and risks, which has been verified in many empirical researches, especially in dealing with complementary perspectives (Eisenhardt, 1989). The agency theory analyzes the problems of contract with the ex-ante perspective. On the other hand, the transaction cost theory emphasizes on dissecting the problems of fulfilling contract with the ex-post perspective (Tan & Mahoney, 2006). Transaction costs perspective derives from incomplete contract (Williamson, 1985). When MNEs operate in oversea subsidiaries with unfamiliarity of local environments and rapid change of local markets, it is hard for companies to acquire sufficient information for decision making and impede accomplishment of oversea missions. With higher environmental uncertainty, the incomplete contract will also extend.
Previous research about staffing international managers mostly focused on parent expatriates as the main research subjects, however, studies that simultaneously discuss the three staffing resources of international managers are still lacking. Therefore, this study takes 138 overseas subsidiaries and 70 parent companies of Taiwanese multinational enterprises as the research object, and conducts research on the influenced factors of staffing decisions to general managerial level and the heads of departments. Further, this study explores the external and internal factors that impact on staffing policies of international mangers through the information asymmetry and goal inconsistency of agency perspectives and employment contracts and information transactions of transaction costs perspectives. This study finds that the degree of internationalization, industrial environmental uncertainty and cultural distance affect the staffing measures of HCN and TCN. The staffing policies of PCN, HCN and TCN are influenced by subsidiaries’ length of establishment. With greater control mechanism, it becomes more difficult to implement localization policies, for both general managers and high-level manager.
一、中文部份
1. 王昰懿（2016）。跨國企業海外經理人任用策略之研究，人力資源管理研究所在職專班碩士論文。
2. 王宏仁（2004）。他者論述、管理實務與在地抵抗—以越南台商工廠為例。東南亞學刊，1（2），37-64。
3. 江惠翎（1999）。大陸台商管理模式之研究，國立中山大學企業管理研究所碩士論文。
4. 伍芬婕（2016）。5年內學生數成長85% 東南亞生成台企新寵，天下雜誌。取自https://www.cw.com.tw/article/article.action?id=5094811
5. 余明助（2000），多國籍企業組織、策略與控制關係之研—以台商海外子公司為例，國立成功大學企業管理研究所博士論文。
6. 余明助、李淑娜(2016)，台商企業大陸子公司人力資源管理實務與幹部本土 化成功關係研究：組織信任與文化差異的干擾效果。勞資關係論叢，18（2），1-22。
7. 林震岩、林雅惠（2011）。國際化程度、公司規模和企業特性對母子公司績效影響之研究—以台商投資大陸為例。中原企管評論。9（2），55-84。
8. 黃凱政（2004），大陸台商當地化經營之研究－以大上海地區為例，國立政治大學東亞研究所碩士論文。
9. 張文龍、陳思婷（2014），從交易成本理論分析大陸台商對赴台陸生雇用意願之研究。中華管理評論，17（3），1-25。
10. 張火燦 (1998) 。策略性人力資源管理。台北：揚智出版。
11. 張淑眧、陳志忠、李明興、蘇文娟（2006）。組織結構、工作特性、員工生涯發展與組織承諾的關係探討。中華管理評論國際學報，9（4）， 1-25。
12. 張義杰、高銘淞、邱志芳（2012）。文化距離之雙重立論與地主國制度環境之調節效果。中山管理評論，20（3）， 731-773。
13. 張宏梅、劉念琪、童秋萍（2018）。臺灣籍多國企業回任管理之現況與策略。產業與管理論壇，20（1），34-57。
14. 陳順祥（2002）。大陸台商推動幹部本土化策略之研究。國立台北大學企業管理學系碩士論文。
15. 郭維哲（2006）。學校行銷與組織績效關係之研究－以組織結構為干擾變項。新竹教育大學學報，22，第25-56頁。
16. 鄒筱涵、于卓民、司徒達賢（2007）。職位特質與任用需求對多國企業子公司高階主管任用決策之影響－以臺商投資中國大陸為例。中山管理評論，15（1），第143-173頁。
二、英文部份
▪ Aldrich, H. E. (1979). Organizations and environments, Englewood Cliffs, NJ: Prentice-Hall.
▪ Andersen, O. (1993). On the internationalization process of firms: A critical analysis. Journal of International Business Studies, 24(2), 289-302.
▪ Ando, N. & Paik, Y. (2014). Effects of two staffing decisions on the performance of MNC subsidiaries. Journal of Global Mobility, 2(1), 85-101.
▪ Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
▪ Bartlett, C.A. & Ghoshal, S. (2000) Transnational Management: Text, Cases and Readings in Cross-Border Management, 3 rd edition, Boston: Irwin McGraw Hill.
▪ Benito, G., Tomassen, S., Bonache-Peres, J. & Pla-Barber, J. (2005). A transaction cost analysis of staffing decisions in international operations. Scandinavian Journal of Management, 21(1), 101-126.
▪ Bentler P.M. and C. Chou, 1987, Practical issues in structural modeling, Sociological Methods and Research 16, 78-117.
▪ Borg, M. (1988). International Transfers of Managers in Multinational Corporations, Uppsala: Acta Universitatis Upsaliensis.
▪ Boyacigiller, N. (1990). The role of expatriates in the management of interdependence, complexity and risk in multinational corporations. Journal of international business studies, 21(3), 357-381.
▪ Brett, J. M., Stroh, L. K., & Reilly, A. H. (1993). Pulling up roots in the 1990’s: who's willing to relocate?. Journal of Organizational Behavior, 14(1), 49-60.
▪ Brewster, C., Harris, H. & Sparrow, P. (2002). Globalizing HR: Executive Brief, London: Chartered Institute of Personnel and Development.
▪ Briscoe, D.R. & Schuler, R.S. (2004). International human resource management (2nd ed.). London: Routledge.
▪ Carpenter MA & Sanders GW (2001) Bundling human capital with organizational context: the impact of international assignment experience on multinational firm performance and CEO pay. Acad Manage J 44(3):493–511
▪ Coase, R. H. (1937). The nature of the firm. Economics, 4(16), 386-405.
▪ Colakoglu, S. & Caligiuri, P. (2008). Cultural distance, expatriate staffing and subsidiary performance: the case of US subsidiaries of multinational corporations. International Journal of Human Resource Management, 19(2), 223-239.
▪ Collings, D. G., Morley, M. J.& Gunnigle, P. (2008). Composing the top management team in the international subsidiary: Qualitative evidence on international staffing in U.S. MNCs in the Republic of Ireland. Journal of World Business, 43, 197-212.
▪ Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation
▪ Daft, R.L. (2001). Organization Theory and Design. Cincinnati, OH:South-Western College.
▪ Dahlman, C. J. (1979). The problem of externality. Journal of Law and Economics, 22(1), 141−162.
▪ Daniels, J.D. & Bracker, J. (1989). Profit performance: do foreign operations make a difference?. Management International Review (Germany), 29(1), 46-56.
▪ Ding, L., Velicer, W. & Harlow, L. (1995). “Effect of Estimation Methods, Number of Indicators per Factor and Improper Solutions on Structural Equation Modeling Fit Indices,” Structural Equation Modeling, 2(2), 119-143.
▪ Dowling, P. J., Festing, M. & Engle, Sr. A. D. (2008). International Human Resource Management. 6nd ed. Cengage Learning.
▪ Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International dimensions of human resource management. Belmont, CA: Wadsworth Publishing Company.
▪ Dowling, P. J., Welch, D. E., & Schuler, R. S. (1999). International dimensions of human resource management. Belmont, CA: Wadsworth Publishing Company.
▪ Dowling, P.J. Schuler, R. S. & Welch, D. (1994). International Dimensions of HRM. 2nd ed. Belmont, CA: Wadsworth.
▪ Downes, M. & Thomas, A.S. (2000). Knowledge transfer through expatriation : the U-curve approach to overseas staffing. Journal of Managerial Issues, 12(2), 131-152.
▪ Dwyer, F. R. & Welsh, M. A. (1985). Environmental relationships of the internal political economy of marketing channels. Journal of Marketing Research, 22, 397-414.
▪ Edstrom, A. & Galbraith. J.R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22, 248–63.
▪ Eisenhardt, K. M. (1989). Agency theory: an assessment and review. The Academy of Management Review, 14(1), 57-74.
▪ Eisenhardt，K. M.(1985). Control: organizational and economic approaches. Management Science, 31, 134-149.
▪ Errunza, V. R. & Senbet, L. W. (1984). International corporate diversification, market valuation, and size-adjusted evidence. Journal of Finance, 11(1), 9-31.
▪ Feldman, D. C., & Tompson, H. B. (1993). Expatriation, repatriation, and domestic geographical relocation: An empirical investigation of adjustment to new job assignments. Journal of International Business Studies, 24(3), 507-529.
▪ Fish, A. & Wood, J. (1997). Cross cultural management in Australian business enterprises. Asia Pacific Journal of Human Resource Management, 35, 37-52.
▪ Franko, L.G. (1973). Who manages multinational enterprises? Columbia Journal of World Business, 8, 30-42.
▪ Galbraith, J.R. (1973). Designing complex organizations (Reading, MA: Addison-Wesley).
▪ Galbraith, J.R. (1977). Organization design, Addison-Wesley, Reading, MA.
▪ Gates, S. (1996). Managing expatriates return : A research report. New York: The Conference Board, Inc.
▪ Gaur, A. S., Delios, A. & Singh, K. (2007). Institutional Environments, Staffing Strategies, and Subsidiary Performance. Journal of Management, 33(4), 611-636.
▪ Gong, Y. (2003). Subsidiary staffing in multinational enterprise: angency, resources and performance. Academy of management Journal, 46, 728-739.
▪ Gupta, A. K., & Govindarajan, V. (2000). Knowledge flows within multinational corporations. Strategic Management Journal, 21, 473-496.
▪ Hamill, J. (1989). Expatriate policies in British multinationals. Journal of General Management, 14(4), 18-33.
▪ Harvey, M. (1996). The selection of managers for foreign assignments. Columbia Journal of World Business, 31(4), 102-118.
▪ Harvey, M., Speier, C., & Novecevic, M. M. (2001). A theory-based framework for strategic global human resource staffing policies and practices. International journal of human resource management, 12(6), 898-915.
▪ Harzing, A.W. K. (2001). Of bears, bumble-bees, and spiders: The role of expatriates in controlling foreign subsidiaries. Journal of World Business, 36(4), 366-379.
▪ Harzing, A.W. K. (2001). Who's in charge? An empirical study of executive staffing practices in foreign subsidiaries. Human Resource Management, 40(2), 139-158.
▪ Harzing, A.W. K. (2004). Composing an international staff, in A.W. K. Harzing and Rusysseveldt, J. V. (2004). International Human Resource Management, London: Sage.
▪ Heenan, D.A. & Perlmutter, H. V. (1979). Multinational Organization Development (Reading, Ma: Addison-Wesley)
▪ Hennart, J. F. (1991). Control in multinational firms: The role of price and hierarchy. Management International Review, special issue, 71-96.
▪ Hennart, J. F. (1991). The Transaction Costs Theory of Joint Ventures: An Empirical Study of Japanese Subsidiaries in the United States. Management Science, 37(4), 483-497.
▪ Hofstede, G. (1980). Culture’s consequences: International differences in work-related values. Beverley Hills, CA: Sage.
▪ Hofstede, G. (1990). Cultures and organizations: Software of the mind. New York: McGrawHill.
▪ Hofstede, G. (1991). Cultures and Organizations: Software of the Mind. London: McGraw-Hill U.K.
▪ Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Thousand Oaks, CA: Sage.
▪ Jensen, M. C., & Meckling, W.H. (1976). Theory of the firm: Managerial behavior, agency costs, and capital structure. Journal of Financial Economics, 3(4), 305-360.
▪ Kim, W. C., Hwang, P., & Burgers, W. P. (1989). Global diversification strategy and corporate profit performance. Strategic Management Journal, 24(1), 1-16.
▪ Kobrin, S. J. (1988). Expatriate reduction and strategic control in American multinational corporations. Human Resource Management, 27(1), 63-75.
▪ Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411-432.
▪ Konopaske, R., Werner, S. & Neupert, K. E. (2002). Entry mode strategy and performance: the role of FDI staffing. Journal of Business Research, 55(9), 759-770.
▪ Kopp, R. (1994). International human resource policies and practices in japanese, european, and united states multinationals. Human Resource Management, 33(4), 581-599
▪ Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308-324.
▪ Kotabe, M., Srinivasan, S. S., & Aulakh, P. S. (2002). Multinational and firm　performance: the moderating role of R&D and Marketing capabilities. Journal of International Business Studies, 33(1), 79-97.
▪ Kogut, B. (1991). Joint Ventures and the Option to Expand and Acquire. Management Science, 37(1), 19-33.
▪ Lam, S. S.K. & Yeung, J.C.K. (2010). Staff localization and environmental uncertainty on firm performance in China. Asia Pacific Journal of Management, 27(4), 677-695.
▪ Liu N., & Chang. H. (2018). The Changing Face of Global Staffing Policy in Taiwanese Multinational Companies. Paper accepted at the ILERA World Congress 2018, Korea, Seoul.
▪ Luo, Y., & Peng, M. W. (1999). Learning to compete in a transition economy: experience, environment, and performance. Journal of International Business Studies, 30(2), 269–296.
▪ Markino, S., & Delios, A. (1996). Local knowledge transfer and performance: implications for alliance formation in Asia. Journal of international Business Studies, 27(5), 905-928.
▪ Mayrhofer, W. & Brewster, C. (1996). In praise of ethnocentricity: expatriate polocies in European MNCs. International Executive, 38(6):749-78.
▪ Moorman, C. (1995). Organizational market information processes: cultural antecedents and new product. Journal of Marketing Research, 32(3), 318-335.
▪ Narver, J. C. & Slater, S. F. (1990). The Effect of a market orientation on business profitability. Journal of Marketing, 54 (October), 20-35.
▪ O’Donnell, S.W. (2000). Managing foreign subsidiaries: agents of headquarters, or an independent network? Strategic Management Journal, 21(2), 525-548.
▪ Ouchi, W.G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 838-848.
▪ Paswan, A. K., Dant, R. P., & Lumpkin, J. R. (1998). An empirical investigation of the linkages among relationalism, environmental uncertainty and bureaucratization. Journal of Business Research, 43(3), 125–140.
▪ Penrose, E.T. (1959). The Theory of the Growth of the Firm. Oxford University Press: New York.
▪ Perlmutter, H.V. (1969). The tortuous evolution of the multinational corporation. Columbia Journal of World Business, 4(1), 9-18.
▪ Ralston, D., Holt, D., Terpstra, R. & Kai-cheng, Y. (1997). The impact of national culture and economic ideology on managerial work values: A study of United States, Russia, Japan and China. Journal of International Business Studies, 28(1). 177-207.
▪ Reynolds, M. (1997). Learning styles: a critique. Management Learning, 28(2), 115-133.
▪ Richards, M. (2001). Expatriates v.s. local managers: U.S. multinational staffing practices and implications for subsidiary performance in the United Kingdom and Thailand. Thunderbird International Business Review, 43(2), 225-242.
▪ Rindfleisch, A. & Heide, J. B. (1997). Transaction cost analysis: Past, present and future applications. Journal of Marketing, 61(4), 30-54.
▪ Robbins, S.P. (1990). Organizational Theory: Structure, Design and Applications. New York:Prentice-Hall.
▪ Robbins, S. P. (1994). Management, 4thed, New Jersey: Pretice-Hall
▪ Robbins, S. P. (2003). Organizational behavior. New Jersey: Prentice-Mall.
▪ Rodgers, R. A. & Wong, J. (1996). Human factors in the transfer of the “ Japanese best practice” manufacturing system to Singapore. International Journal of Human Resource Management, 7(2), 455-488.
▪ Sapienza, J. H. & Gupta, K. A. (1994). Impact of agency risks and task uncertainty on venture capitalist-CEO interaction. Academy of Management Journal. 37(6), 1618-1632.
▪ Scullion, H. & Collings, D.G. (2006). Global Staffing, London, Routledge.
▪ Scullion, H. (1991). Why companies prefer to use expatriates. Personnel Management, 23(11), 32-35.
▪ Shen, J. & Edwards, V. (2004). Recruitment and selection in Chinese MNEs. International journal of human resource management, 15(4). 814-835.
▪ Slangen, A. H. L. & Hennart, J. F. (2008). Do multinationals really prefer to enter culturally distant countries through Greenfields rather than through Acquisitions? The role of parent experience and subsidiary autonomy. Journal of International Business Studies, 39(3), 472-490.
▪ Stroh, L. K., Dennis, L. E. & Cramer, T.C. (1994). Predictors of expatriate adjustment. The International Journal of Organizational Analysis, 2(2), 176-192.
▪ Tan, D & Mahoney, J. T. (2003) Explaining the utilization of managerial expatriates from the perspectives of resource-based, agency, and transaction-cost theories, managing multinationals in a Knowledge Economy: Economics, Culture, and Human Resources Advances in International Management, 15, 179-205
▪ Tan, D. & Mahoney, J. T. (2006). Why a multinational firm chooses expatriates: integrating resource-based, agency and transaction costs perspectives. Journal of Management Studies, 43(3), 457-483.
▪ Tarique, I., Schuler, R. & Gong, Y. (2006). A model of multinational enterprise subsidiary staffing composition. The International Journal of Human Resource Management, 17(2), 207-224.
▪ Tarique, I., & Schuler, R. (2008). Emerging issues and challenges in global staffing: a North American perspective. The International Journal of Human Resource Management, 19(8), 1397-1415.
▪ Toh, S.M., & Deisi, A.S. (2003). Host country national reations to expatriate pay polocies: a model and implication analysis. Academy of Management Review, 28(4), 606-621.
▪ Torbiörn, I. (2004). Staffing polocies and practices in European MNCs: strategic sophistications, culture-bound policies or ad hoc reactivity? in H. Scullion and M. Linehan(eds) International Human Resource Management: A Critical Text, Basingstoke: Palgrave Macmillan.
▪ Tung, R. L., & Andersen, A. (1997). Exploring international assignee’s viewpoints: A study of the expatriation / repatriation process. Chicago. IL: Arthur Andersen.
▪ Tung, R. L. (1982). Selection and training procedures of U.S. European, and Japanese Multinationals. California Management Review, 25(1), 57-71.
▪ Turner, K. & Makhija, M. V. (2006). The role of organizational controls in managing knowledge. Academy of Management Review, 31(1), 197-217.
▪ Welch, D. (1994). HRM implications of globalization. Journal of General Management, 19(4), 52-68.
▪ Williamson, O.E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press.
▪ Williamson, O. E. (1979). Transaction-cost economics: the governance of contractual relations. Journal of Law and Economics, 22(2), 233-261.
▪ Williamson, O.E. (1985). The economic institutions of capitalism: firms, markets, relational contracting. New York, NY: The Free Press.
▪ Yasai-Ardekani, M. (1989). Effects of environmental scarcity and munificence on the relationship of context to organization structure. Academy of management journal, 32(1), 131-156.
▪ Yuen, E., & Kee, H. T. (1993). Headquarters, host-culture and organizational influence on HRM policies and practices. Management International Review, 33, 361-383.
▪ Zeira, Y. (1975). Overlooked personnel problems of multinational corporations. Columbia Journal of World Business, 1, 96-103.
▪ Zeira, Y., & Harari, E. (1977). Managing third-country nationals in multinational corporations. Business Horizons, 20, 83-89.
 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
:::
無相關著作
 
無相關點閱
 
QR Code
QRCODE

臺灣人文及社會科學引文索引資料庫

目前上線人數：628（臺灣：623，外國：5） ／ 本年度總使用人次：1827278 ／ 訪客人次（自102年09月）：67639649
國家圖書館著作權聲明 Copyright © 2013 All rights reserved.
本館地址: 100201臺北市中山南路20號． 本館地圖及交通資訊．
總機：(02)23619132．最佳瀏覽解析度為1024x768以上