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博碩士論文 etd-0602115-095735 詳細資訊
Title page for etd-0602115-095735
論文名稱
Title
外派經理人的決策研究 - 以日本外派經理為例
The Study of Decision Making of Expatriate Manager - Japanese Manager in Taiwan
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
76
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2015-06-27
繳交日期
Date of Submission
2015-07-02
關鍵字
Keywords
日本人、外派、決策、跨文化訓練、跨國公司
MNC, Japanese, cross culture training, expatriate, decision making
統計
Statistics
本論文已被瀏覽 5875 次,被下載 938
The thesis/dissertation has been browsed 5875 times, has been downloaded 938 times.
中文摘要
本研究主要探討外派經理在跨國公司的決策過程以及其受外派時的教育訓練。因為外派經理為母公司掌管其海外分公司,擁有良好的決策能力對於公司的經營管理是至關重要的。本研究採量化研究法,針對從日本被外派至台灣的高階經理進行訪談,訪談對象涉及各種產業。研究結果顯示在外派經理的管理上,組織需要注意以下三點問題:組織的教育訓練缺乏效能、外派經理在外派前未接受到完整的資訊、母公司與跨國子公司之間的代溝。本研究為了解決上述問題,提供以下建議:在外派前,組織應該多給予外派經理足夠且充分的資訊,並改善組織內部所提供的教育訓練,藉由熟稔外派地點且有相關經驗的人給於實質的建議,若能形成一個專屬外派經理之間的溝通平台將可大幅協助並解決外派經理對於外派的相關疑問,此可減少組織與外派經理之間的溝通代溝,促進組織在管理
外派經理的效率,並提供外派經理在做決策時能夠擁有更充分的資訊助於其做正確的決策。
Abstract
This research focuses on expatriate manager decision making process and multinational corporation’s (MNC) training. Expatriate manager decision making is critical for managing subsidiary as one of international function, also, training is most significant factor for fostering expatriate skills, abilities before departure. The current research adopts a qualitative method in Taiwan, by interviewing expatriate managers who are in a higher position from Japan, different company, industry to collect date. The results shows managing expatriate still needs extra efforts to make them better perform as describing following problems: lack of training effectiveness, less exchanging information and understanding before departure, gap between headquarter and subsidiary. These three problems actually influence expatriate manager when they make decision. To solve problems, current research suggests that MNC information collecting, improvement of training organization for involving past expatriate or people who are familiar with local, making opportunity to exchange information from experienced expatriate. These suggestions contribute to MNCs for managing expatriate and increasing the cooperation and speed of decision making.
目次 Table of Contents
Content
學位論文審定書 i
論文公開授權書 ii
中文摘要 iii
Abstract iv
1. Introduction 1
1. 1. Research Background 1
1. 2. Problem Statement 2
1. 3. Theoretical Framework 4
2. Literature Review 6
2. 1. Agency Theory 6
2. 1. 1. Role of Expatriate 9
2. 1. 2. Cost Problem 10
2. 1. 3. Importance of Expatriate 11
2. 2. Key Success Factor for Expatriate Management 14
2. 2. 1. Selection Process 15
2. 2. 2. What Factor is Important for Selection 16
2. 2. 3. Need Adjustment for Expatriate 17
2. 2. 4. Purpose of Training 18
2. 2. 5. Kind of Training 20
2. 3. The Importance of Expatriate Manager as Gatekeeper 22
2. 3. 1. Importance of Gatekeeper 23
2. 4. Leading Innovation 24
2. 5. Decision Making 26
2. 5. 1. The Factors Influence Decision Making 27
2. 6. Proposition 28
3. Research Method 30
3. 1. Informants 31
3. 2. Method of Interview and Content of Questionnaire 34
4. Results and findings 37
4. 1. Culture Difference 37
4. 2. Expatriate Decision Making Process 40
4. 3. Training Problems 44
4. 4. The Negative Factors Influence Expatriate Decision Making 46
5. Discussion and Conclusion 49
5. 1. Suggestion for Training 49
5. 2. Importance of Headquarter as Information Collecting Center 52
5. 3. Conclusion 54

References 56

Content of Table
Table 1: Informants 33
Table 2: Flow of Question 36

Content of Figure
Figure 1: Process of Expatriate Decision Making 5
Figure 2:Proposition 29
Figure 3: Expatriate Decision Making Process 41
Figure 4: The Negative Factors Influence Expatriate Decision Making 48
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