由於兩岸具有語言、風俗相近，以及地利之便等特點，因此台商在選擇海外生產
基地時，中國大陸常成為首選之地，投資金額也呈現成長的趨勢。中國大陸仍然
處在以工業為主的產業結構型態中，服務業占GDP 比重到目前尚未超過工業占
GDP 的比重，但我們可以預期未來大陸服務業的成長會更快，並在不久的將來超
越工業的比重，亦吸引新一波服務業台商投資大陸的熱潮。
有關台商外派大陸人員管理已有許多的相關的研究，但研究對象大多是製造業人
員或是未區分產業別，近年來服務業台商投資中國大幅增加，故此特別針對服務
業外派中國人員的留任意願影響因素研究。
許多近期投資大陸的服務業台商,隨著兩岸交通及通訊的便利發展,便減少及忽
略了對外派人員的適應照顧措施,長期而言恐導致人才流失，而造成企業用人成
本的上升，1.從家庭因素方面來說，許多新進台商忽略了外派人員其家庭關係的
維護，建議仍應加強此方面的計劃發展及預算編列；2.在外派動機方面與職涯發
展相結合來說，以中國城市目前的發展速度來看，再過不久亦是會成為硬體及軟
體兼具的國際化城市,假以時日必定自然能吸引更多人員自願外派；3.在組職支
援方面,服務業前進大陸的公司，應當善用目前這些外派人員的經驗,作為往後外
派人員生活與工作上的傳承及協助；4.自適應性方面，服務業更重要的是與人面
對面的接觸,若是不能秉持對等的心態來待人處事,恐怕會導致反效果,故組織應
在外派前針對此一特點針對外派人員作應有的教育及觀念建設。

Due to the similar language, customs on both sides of Taiwan and China, as well as of
its superior location and other characteristics, so that Taiwanese businessmen in
selecting overseas production base, often becomes the preferred place in China, the
amount of investment also showed a growing trend. China is still dominated by
industrial pattern of industrial structure, service sector GDP share has not exceeded
industrial GDP share, but we can expect the China service industry to grow faster in
the future, and beyond the proportion of industry in the near year, also attract a new
wave of Taiwanese service industries investment in the China.
There are many Taiwanese expatriate management researches, but the object of study
is usually on the manufacturing personnel or did not distinguish between industries.
Therefore this research is pointing to service industry expatriates.
The study finds, by the more conveniences of transportation and communication,
many of the recent investment in the China’s Taiwanese companies in the service
sector less care and measures the adaptive problem on expatriates. For the long-term,
may make talent lose and pushed up the cost of enterprise. 1. Family factors in terms,
Many new Taiwanese investors, will ignore the expatriates maintain their family relationship. Recommends that the planned development in this area should be
strengthened and budget. 2. Combination of motivation and career development, with
the current growth rate in Chinese cities, in a short time is also going to be
internationalized city of both hardware and software. Few years later will naturally
attract more voluntary expatriates. 3.At the organization level support, service
companies on the China, many of them entered the stage of market development in
China, experience should make good use of these expatriates are now, for future
expatriates living and working heritage and assist. 4. Adaptive contexts, services are
more important face-to-face contact with people, if expatriates cannot uphold the peer
attitude to it establishes, will make the opposite effect. These all can be the subject to
the required education and concept-building.

國立中山大學研究生論文審定書 .......................................................................... i
中文摘要 ...............................................................................................................ii
Abstract ................................................................................................................ iii
Index of Content .................................................................................................... v
Index of Figures ................................................................................................... vii
Index of Tables .................................................................................................... viii
Chapter 1 Introduction ................................................................................... 1
1.1 Research Motivation ...................................................................................... 1
1.2 Research Background ..................................................................................... 1
1.3 Research Purposes ....................................................................................... 13
Chapter 2 Literature Review........................................................................... 15
2.1 Service Industry ............................................................................................ 15
2.2 Career Planning ............................................................................................ 18
2.3 Family Factors .............................................................................................. 20
2.4 Expatriate Motivation .................................................................................. 22
2.5 Organization Supports ................................................................................. 24
2.6 Expatriate Adaptations................................................................................. 26
2.7 Intent to Stay ................................................................................................ 31
Chapter 3 Research Method .......................................................................... 35
3.1 General Interview Guidance Method .......................................................... 35
3.2 Research framework .................................................................................... 36
3.3 Research Approach ...................................................................................... 37
3.4 Interview Outline ......................................................................................... 37
3.5 Interviewee Background .............................................................................. 38
Chapter 4 Analysis Findings ........................................................................... 41
4.1 Career Planning、Expatriate Motivation and Intent to Stay ....................... 41
4.2 Family factors、Expatriate Motivation and Intent to Stay .......................... 42
4.3 Expatriate Motivation and Intent to Stay ..................................................... 43
4.4 Organization Supports and Intent to Stay .................................................... 44
4.5 Expatriate Adaptation and Intent to Stay .................................................... 46
Chapter 5 Conclusion ..................................................................................... 48
5.1 Major Findings ............................................................................................. 48
5.2 Suggestion .................................................................................................... 49
5.3 Limitation ..................................................................................................... 50
Reference ............................................................................................................ 52
Appendix ............................................................................................................. 55

Ashmalla, M., & Crocitto, M. (1997). Easing entry and beyond: Preparing expatriates
and patriates for foreign assignment success. Interbational Journal of
Commerce & Managment, 7, pp. 106-114.
Black, J. (1988). Work role transitions: A study of American Expatriate managers in
Japan. Journal of International Business Studies, 19, pp. 277-294.
Black, J., & Gregerson, H. (1991). The other half picture: Antecedents of spouse
cross-cultural adjustment. Journal of International Business Studies, 22(3), pp.
461-477.
Black, J., Stewart, & Mendenhall. (1990). Cross-cultural training effectiveness: A
review and a theoretical framework for future research. Academy of
Management Review, 15, pp. 113-136.
Borstoff, P., Harrts, S., Field, H., & Giles, W. (1997). Who will go? A review of factors
associated with employee willingness to work oversea. Human Resoyrce
Planning, 20, pp. 29-41.
Breet, J., & Relly, A. (1998). On the mod: Predicting the job tranfer decision. Journal
of Applied Psychology, 73, pp. 614-620.
Brett, J., & Stroh, L. (1995). Willingness to relocate intermationally. Human Resource
Management, 34, pp. 405-424.
Brett, J., & Stroh, L. (1995). Willingness to relocate internationally. Human Resource
Management, 34, pp. 405-424.
Brewster, C. (1988). The management of expatriates. Human Resource Research
Center Monograhph Series, Granfield School of Management, Business
Studies, 30, pp. 557-581.
Cotton, J., & Tuttle, J. (1986). Employee turnover: A meta-analysis and review with
implications for research. Academy of Management Review, 11, pp. 55-70.
Dickens, P. (1996). Human services as service industries. The Service Industries
Journal, 16(1), pp. 82-91.
Dowling, P., & Schuler, R. (1990). International dimension of human resource
management. Boston: PWS-KENT Publishing Company.
DowlingP., SchulerR.S., & WelchD.E. (1999). International dimensiongs of human
resource management. Cincinnati: South-Western College.
Feldman, D., & Thomas, D. (1992). Career management issue facing exoatriates.
Journal of International Business Studies, 2, pp. 271-293.
Forst, N. (1994). The forgotten employees? The experience of expatriate staff returning to the U.K. International Journal of Human Resource Management,
2, pp. 405-425.
Gould, S., & Penley, L. (1985). A study of the correlates of the willngness to relacate.
Academy of Management Journal, 28, pp. 427-478.
GuoYi Ling. (2014). Business Weeks(1371), 16.
Harvey, M. (1985). The executive family: an overlooked variable in international
assignments. Columbia Jounal of World Business, 28, pp. 472-478.
Havey, M. (1989). Repatriation of corporate excutives: An emporocal study. Journal of
International Business Studies, 20(1), pp. 131-144.
Hogan, G., & Goodson, J. (1990). The key to expatriate success. Training &
Development Journal, 44, pp. 50-52.
Huang, P. (2011). Study of intent to stay.
Huang, Y. (1993). Modern management. Taipei: Hua-Tai publishing co. .
Kiyak, H., Namazi, K., & Kahana, E. (1997). Job commitment and turnover among
women working in facilities serving older persons. Research on Aging, 19, pp.
233-246.
KotlerP. (1994). Marketing Management, analysis planning, implementation control.
Englewood Cliff, New Jersey: Prentice-Hall, Inc.
Lambert, E., Hogan, N., & Barton, S. (2001). The impact of job satisfaction on
turnover intent: A test of a structural measurement model using a nation
sample of workers. Social Science Journal, 38, pp. 233-250.
Laudau, J. (1992). Predictors of willingness to relocate for managerial and
prodessional emploees. Journal of Organization Brhavior, 19, pp. 667-680.
Lin, Z. (2005). China Service Blue Sky. National Policy Foundation.
LinJiaZu, & TanJin Yu. (2010). Business Transformation and Upgrade Cooperation
between the Two Sides. The Sixth Cross-Strait Economic and Trade Forum.
LinZu Jia. (2009). Contrived to Series. National Policy Foundation.
Lum, L., Kervin, J., Clark, K., Reid, F., & Sirola, W. (1998). Explaining nursing turnover
intent: Job satisfaction, pay satisfaction, or organizational commitment?
Journal of Organizational Behavior, 19, pp. 305-320.
MendemhallM.E., DunborE., & OddouG.R. (1987). Expatriate selection, training and
career-pathing: a review and critique. Human Resource Management, 26, 頁
331-345.
Rodie, A., & Martin, C. (2001). Competing in the service sector. International Journal
of Entrepreneurial Behavior & Research, 7(1), pp. 5-21.
Schien, E. (1996). Career anchors revisited: Implications for career development in
the 21th century. Academy of Management Journal, 10, pp. 80-88.
Semler, J. (2001). Expatriate selection: back to basics? Journal of Human Resource Management, 12, pp. 1219-1233.
Sun, Z. (2001). Discussion on the factors influencing the enterprise staff in China: In
Taiwan T company as an example. National Central University.
Torbion, I. (1982). Living Abroad. New York: Weily.
Torbiorn, I. (1994). Operative and strategic use of expateiates in new organizations
and market structures. International Studies of Management & Organization,
24, pp. 5-17.
Tung, R. (1982). Selection and training of personnel for oversea assignments.
California Management Review, 25, pp. 57-78.
Tung, R. (1998). A contingency framework of selection and training of expatriates
revisited. Human Resource Management Review, 1, pp. 23-37.
Wanous, J. (1975). A job preview makes recruiting more effective. Harvard Business
Review, 53, pp. 165-168.
Wells, N., Roberts, L., & Medlin, L. (2002). Issues related to staff retention and
turnover. Seminars for Nurse Managers, 10, pp. 171-179.
Xu, R. (2014). Services growth Jump Max field of land economy. Crntral News Agency.
Xu, S. (2010, 12). General Manager columns - Heading West. Management
Magazine.
Yin, R. (1989). Case study research: Design and methods. CA: Sage.