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博碩士論文 etd-0922113-222726 詳細資訊
Title page for etd-0922113-222726
The Process of High-Tech Project Management in Cross-Culture Perspective
Year, semester
Number of pages
Ming-Chu Yu
Advisory Committee
Christina Y.P. Wang
Date of Exam
Date of Submission
high-tech industry, project management, boundary spanner, cross-culture, cultural intelligence
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1. 專案經理人面對專案不確定性,透過信息及通信技術橋接的虛擬工作環境能促使專案的合作雙方立即溝通,有效共議出解決方案。
2. 高文化智商的跨疆界專案經理人了解不同文化的優劣勢,有益專案順利執行。能發現並彌補因跨文化所造成的溝通隔閡,且澄清在溝通上的模糊地帶。
3. 跨疆界專案經理人中,年紀輕者較具潛力去提升其文化智商。
4. 跨文化的經驗及互動與文化智商的高低有正相關。
5. 跨疆界專案經理人文化智商的提升可歸因生活與工作的重大改變,導致頻繁接觸不熟悉的文化,其影響並不著重於單一文化智商面向。
6. 跨疆界專案經理人的領導及執行風格因東西方的企業組織發展程度的不同在締結合作夥伴關係及領導決策上有顯著差異。
The goal of this research is to understand the value of Cultural Intelligence (CQ) and how it leads a boundary spanner toward project success. Serendipity is such that a person who has a relatively low cross-cultural background can also perform well in a CQ evaluation. A CQ scale is used to determine a boundary spanner’s level of CQ. A survey of ten boundary spanners’ cultural backgrounds has been conducted drawing on in-depth single case analysis of cross-cultural project management. Differences in leadership styles can be identified to find out the practical implications.
This research declares six propositions as follows:
1. In a virtual work setting, project managers often face uncertainties that require immediate attention. An effective way to work out solutions and facilitate agreement is to utilize ICT tools.
2. High CQ boundary spanners are beneficial for project management by knowing cultural weaknesses. They are capable of discovering and bridging communication gaps and use better understanding to clarify communication ambiguity.
3. Young people have a higher potential to enhance their CQ level.
4. The interaction between cross-cultural experience and Cultural Intelligence is positively correlated.
5. CQ enhancement is subject to changing lifestyle and frequent interaction with unfamiliar cultures, but not limited to, an increase in any single CQ dimension.
6. Companies in different developmental stages reflect the diversity in Western, Chinese, and Taiwanese leadership styles, and there are significant differences in business engagement and decision making.
目次 Table of Contents
Acknowledgement i
論文摘要 ii
Abstract iii
List of Figures vii
List of Tables viii
Chapter Ⅰ Introduction 1
1.1 Research Background And Motivation 1
1.2 Research Procedure 2
Chapter Ⅱ Literature Review 4
2.1 Cross-cultural Work Settings – Global Sourcing and Virtual Teamwork 5
2.2 External Attributions of Uncertainty 6
2.3 Role of Boundary Spanners 6
2.4 CQ Value in Cross-cultural Circumstance 7
Chapter Ⅲ Methodology 10
3.1 Research Design 10
3.2 Qualitative Methodology 11
Chapter Ⅳ Analysis & Discussion 18
4.1 Case Description 19
4.2 Industry Introduction 21
4.3 Case Analysis 22
Chapter Ⅴ Conclusion 50
5.1 Practical Implications 51
5.2 Limitation and Future Research 55
Reference 57
Appendix A Four Factor Cultural Intelligence Scale 60
Appendix B interview question list 63
Appendix C Definition and Introduction of Culture 64
Appendix D Interview Transcripts 66
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