- 學位論文
華人跨國企業之國際人力資源管理
International Human Resource Management in Chinese Multinational Corporations
摘要
本研究以亞洲華人跨國企業為範疇，藉著探討兩個區域不同（台灣、香港），產業不同（高科技、國際貿易）、營運模式不同（上市、非上市）、經營核心價值不同（自有品牌產銷、區域總代理）的個案,研究其在跨國企業管理、跨文化管理、國際人力資源管理、組織設計、接班人計畫、家族企業與經理人價值觀契合度的差異比較之下，母公司與海外據點分權管理、協調控制系統與策略性人力資源管理。依據研究結果希望就華人跨國企業之國際人力資源管理策略與成功關鍵因素提出見解與建議。 本研究學術理論根據Bartlett與Ghoshal（1989）所提之跨國經營模式理念、道林Peter J.Dowling（1988）所提之跨文化人力資源管理、摩根Morgan（1986）所提之策略性人力資源管理作研究根基，再以跨文化溝通與跨文化管理管理及國際人力資源管理職能八大範疇：國際人力資源策略、國際人力資源管理單位、國際人力資源運用、國際人力資源發展、國際人力資源暨勞資關係、國際人力資源暨員工學習發展、國際人力資源暨薪酬管理、國際人力資源管理暨組織設計等作為個案研究基礎，並輔以「平衡計分卡」與「人力資源計分卡」作為本研究之結論與建議。 本研究發現華人跨國企業管理最大矛盾點與瓶頸處即在於組織設計（總部與區域）、組織溝通（跨文化管理）分權管理（不確定性規避）。企業主多有「全球化思維，當地化行動，內心痛苦矛盾掙扎」的天人交戰情節。本個案研究也發現台灣跨國企業在控制系統面（作業流程標準化）優於香港跨國企業，香港跨國企業在組織溝通（跨文化管理）、彈性、效率與創新優於台灣跨國企業。 國際人力資源管理的特質，就是必須有能力協助跨國企業尋求組織的「動態均衡」狀態，有效建立企業「價值體系」（Schein，1986）與整合全球人力資源。
並列摘要
In this study, Asian Chinese multinational corporations were adopted as the scope. Two cases from different regions (Taiwan and Hong Kong), different industries (high-tech and international trade), different operating modes (listed and unlisted), and different core values (own brand marketing and regional distributor) were explored to investigate the decentralized management of the parent company and overseas base, coordination and control systems, and strategic human resource management by comparing the differences in terms of multinational corporation management, cross-cultural management, international human resource management, organizational design, succession planning, and family business and manager's value fit. Based on the research results, views and recommendations on Chinese multinational corporations' international human resource management strategies and their key factors of success were put forth. The academic theory in this study is based on the multinational business model concept proposed by Bartlett and Ghoshal (1989), the cross-cultural human resource management proposed by Peter J. Dowling (1988), and the strategic human resource management proposed by Morgan (1986), all of which serve as the foundation of this study. The eight scopes of cross-cultural communication, cross-cultural management, and international human resource management functions, namely, international human resource strategies, international human resource management units, international human resource utilization, international human resource development, international human resource and labor relations, international human resource and employee development, international human resource and salary management, and international human resource management and organizational design served as the case study basis. Additionally, a "balanced scorecard" and "human resource scorecard" were supplemented to derive at conclusions and recommendations in this study. It was found that the biggest contradiction and bottleneck of Chinese multinational corporation management lie in the organizational design (headquarters and region), organizational communication (cross-cultural management), and decentralized management (uncertainty avoidance). Business with "global vision are usually faced with the dilemma of inner pain, contradiction, and struggle toward local actions". It was also found from the case studies that Taiwan's multinational corporations are superior to Hong Kong's multinational corporations in terms of the control system side (standardized operating processes), while Hong Kong's multinational corporations are superior to Taiwan's multinational corporations in terms of organizational communication (cross-cultural management), flexibility, efficiency, and innovation. One feature of international human resource management is that it must have the ability to assist multinational corporations in seeking organizational dynamic equilibrium, thereby effectively establishing a corporate value system (Schein, 1986) and integrate global human resources.