摘要 本研究為瞭解台商在海外投資所面臨經營管理問題和工作族群的文化衝擊,挑選了分別在大陸、越南皆有設廠的公司進行個案探討,實地走訪大陸與越南進行一對一的研究訪問,共計訪問20人,大陸13人,越南7人,樣本對象包含台幹、陸幹、陸籍基層勞工、越幹和越籍基層勞工。研究結果顯示,台商利用對其他族群先入為主的刻板印象執行金字塔式的分工模式是導致族群的隔閡愈深的關鍵因素,且母國中心的經營模式會消弱中低階層族群的工作動機,使之僅將工作視為換取金錢的工具,不把工作當長期事業規劃,而這種以台幹為管理中心的策略也讓大陸及越南人感受到不被信任,與組織格格不入,不利組織族群的融合。在台灣廣為被接受華人威權領導也不完全能複製於海外使用,越南尤其不適用,高自尊的民族性讓越南人難以服從威權。台商如何在察覺這些問題的存在後做出適當的因應策略,以改變族群勞動力的運用模式,拉近族群之間的距離、促進族群的穿透,為本研究關注之重點所在。
Abstract In order to discuss the management and the working groups of cultural shock of overseas Taiwanese enterprise, we select the organization which has factories in China and Vitenam simultaneously to get one by one interview. The total amount of interview is 20, break down is 13 in China and 7 in Vitenam. The sample contains from Taiwan managers, China managers, China labors, Vitenam controllers and Vitenam labors. Results indicate the main reason races have gaps with each other is that Taiwanese enterprise uses subjective stereotype to make stratum of labors, and the management of ethno-centric would reduce job motivation in lower stratum of labors who just regard jobs as the tool to earn money, and didn’t have any long-term plan with their careers. In addition, the ethno-centric strategy which Taiwanese is always placed on top stratum to be a manager would make China and Vitenam labors feel not being trusted so that they can’t fit in with organizations. Furthermore, though the Chinese authoritarian leadership is accepted popularly in Taiwan, it doesn’t mean it can be duplicated successfully overseas, especially with high self-respect of Vitenam who hardly conform to authorities. The Key point of this study is trying to discover the appropriate ways dealing with problems in overseas enterprise, and how to minimize distances with each race to make a merge in the end.