自Hambrick和Mason（1984）提出高階理論（upper-echelon theory），認為高階經理人對於組織績效有重要的影響之後，高階經營團隊的議題開始受到許多學者的關注。
而諸多探討高階經營團隊之研究中，並無研究特別針對多國籍企業之高階經營團隊來探討。本研究認為多國籍企業之高階經營團隊（Top Management Team; TMT）會包含外國籍及本國籍人士，較本土企業展現出較高的多元性及豐富性。因此本研究欲以多國籍企業「子公司之策略角色」及「母公司國籍」兩個構面，分別探討多國籍企業在台子公司在不同的子公司角色與母公司國籍的影響下，其高階經營團隊之特質、變異與互動程度，是否呈現顯著之差異。而高階經營團隊之特質變數包含：本國籍經理人之比率、年齡、學歷及年資。高階經營團隊之變異變數包含：年齡、學歷、年資之變異。高階經營團隊之互動程度變數包含：社會整合、溝通頻率及非正式溝通。
經由46家多國籍企業在台子公司（製造業）之實證研究結果顯示，子公司角色對於高階經營團隊之學歷、社會整合與溝通頻率有顯著影響。母公司國籍對於高階經營團隊之年齡、學歷及年資有顯著影響。本研究針對此結果提出結論及管理上之建議。

Hambrick and Mason（1984）, with their “upper echelon” perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams（TMT）.
Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers（Tung, 1982; Zeira and Shenkar, 1986）, would show higher richness and variety. Therefore, this study will use two independent variables: 「the strategic roles of MNC subsidiaries」and 「the nationalities of the MNC」to study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams.
Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

第一章 緒論 1
第一節 研究背景及動機 1
第二節 研究目的 4
第三節 研究流程與內容 5
第二章 文獻探討 7
第一節 多國籍企業（MNC） 7
第二節 多國籍企業子公司 10
一、 多國籍企業子公司之策略角色 10
二、 子公司角色與重要任務 14
三、 子公司角色與高階經營團隊之管理風格 15
第三節 國籍 17
一、 國家歷史文化對多國籍企業發展的影響 17
二、 國籍與管理風格 23
第四節 高階經營團隊（Top Management Team; TMT） 26
一、 高階經營團隊之特質 26
二、 高階經營團隊之變異 29
三、 高階經營團隊之互動程度 29
第三章 研究設計與研究方法 31
第一節 研究架構 31
第二節 研究假設之建立 32
第三節 研究變項之操作型定義 36
一、 依變數 36
二、 自變數 37
三、 控制變數 37
第四節 問卷設計 38
第五節 抽樣方法 41
第六節 問卷回收結果 42
第七節 資料分析方法 43
一、 敘述性統計分析（Descriptive Statistics Analysis） 43
二、 集群分析（cluster analysis） 43
三、 共變異數分析（ANOVA） 43
四、 內部一致性分析 43
第八節 量表信度分析 44
一、 子公司策略角色 44
二、 高階經營團隊之互動程度 45

第四章 研究成果 47
第一節 樣本分析 47
第二節 子公司角色分類 52
第三節 研究結果分析 53
一、 子公司角色對TMT特質之影響 53
二、 子公司角色對TMT變異之影響 54
三、 子公司角色對TMT互動程度之影響 54
四、 母公司國籍對TMT特質之影響 56
五、 母公司國籍對TMT變異之影響 57
六、 母公司國籍對TMT互動程度之影響 58
第四節 研究發現 59
第五章 結論與建議 64
第一節 結論 64
一、 子公司策略角色與高階經營團隊特質、變異之關係 64
二、 子公司策略角色與高階經營團隊之互動程度 65
三、 母公司國籍與高階經營團隊之特質 66
第二節 管理意涵 67
一、 從子公司角色觀點 67
二、 從母公司國籍觀點 67
第三節 研究限制 69
第四節 對後續研究之建議 69
附錄1：本研究之問卷內容 70
參考文獻 74

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