在臺灣之多國籍企業之臺灣經理人跨文化效能調查檢測

The Study of Intercultural Effectiveness Affecting Taiwanese managers in multi-corporations in Taiwan.

方清正(Chin-Zeng Fang)

指導教授 ： 韓必霽

淡江大學/商學院/國際貿易學系國際企業學碩士班/碩士(2007年)

https://doi.org/10.6846/TKU.2007.00873

摘要

本研究的目的乃在以實証分析的方法，調查在臺之多國籍企業之台灣籍經理人之跨文化效能(Intercultural Effectiveness)，與調查影響其跨文化效能的因素。所謂的跨文化效能是一種跨越文化的成功或能力。Han(1997)歸結跨文化效能，包括：溝通能力、處理心理壓力的能力、關係建立的能力、文化同理心的能力、跨文化察覺的能力等五項能力。本研究引用Han(1997)所歸結的五種跨文化效能之能力，並將其所設計之英文版量表再修訂成本研究之中文問卷，以在外商企業之台灣經理人為主要調查對象，所得資料再使用SPSS統計軟體之MANOVA進行實証分析。本研究結論如下：
1、在臺灣之多國籍企業之台灣經理人之年齡與其跨文化效能呈顯著差異。
2、在臺灣之多國籍企業之台灣經理人之進修狀況與其跨文化效能呈顯著差異。
3、在臺灣之多國籍企業之台灣經理人之公司規模與其跨文化效能呈顯著差異。
4、在臺灣之多國籍企業之台灣經理人之個人位階與其跨文化效能呈顯著差異。
5、在臺灣之多國籍企業之台灣經理人之國外工作時間與其跨文化效能呈顯著差異。
6、在臺灣之多國籍企業之台灣經理人之參與跨文化訓練的經驗與其跨文化效能呈顯著差異。
7、在臺灣之多國籍企業之台灣經理人之其他文化經驗與其跨文化效能呈顯著差異。

關鍵字

跨文化管理 ； 多國籍企業 ； 國際經理人 ； 跨文化效能 ； 國際人力資源管理

並列摘要

The primary objective of this study is to establish baseline data on ICE or Inter-Cultural Effectiveness among Taiwanese managers in multi-corporations in Taiwan by using physical evidence analysis. ICE or Inter-cultural effectiveness is an ability for expatriates to cross cultural or regional barriers. HAN in 1997 has concluded that there are five major contributing factors when evaluating ICE,including Communication skills and abilities，Ability to manage psychological stresses，Ability to establish interrelations among local clients and colleagues and local populace in general，Ability for cultural identification，and Ability to detect intercultural environment.
This study uses these five contributing factors when structuring the survey questionnaire set for its primary survey targets –Taiwanese managers in multi-corporations in Taiwan. The collection of data was then analyzed by the statistics software MANOVA designed by SPSS. The results are as follows:
1、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different age when dealing with ICE.
2、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different on-the job or pre-assignment training when dealing with ICE.
3、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different company sizes when dealing with ICE.
4、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different personal status or positions when dealing with ICE.
5、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different working times in foreign countries when dealing with ICE.
6、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different levels in actual participation of cultural training when dealing with ICE.
7、Apparent deviation among Taiwanese managers in multi-corporations in Taiwan of different cultural experiences or backgrounds when dealing with ICE.

並列關鍵字

intercultural management ； multi corportion ； global manger ； international human resource management ； intercultural effectiveness competence

參考文獻

1.Abe H. & Wiseman, R. L. (1983). A cross-cultural confirmation of the dimension of intercultural effectiveness. International Journal of intercultural Relations, 7, 53-67.

2.Anthony, W. P.（1981）, Management: Competencies and Incompetencies, Reading, Mass.: Addison-Wesley.

3..Baker, J. C., & Ivancevich, J. M. (1971). The assignment of American executives abroad: Systematic, haphazard or chaotic? California Management Review, 13(3), 39-44.

5.Bartlett, C. and Ghoshal, S.,(1988),”Organing for Worldwide Effectiveness: The Transnational Solution “, Cafifornia Management Review(Fall),pp54-74

6.Ben L.Kedia & Ananda Mukherji（1999）,Global Managers：Developing a Mindset For Global Competitiveness .Journal of World Business ,34(3), pp230-251