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博碩士論文 etd-1130117-221214 詳細資訊
Title page for etd-1130117-221214
論文名稱
Title
跨國企業如何感知與訓練文化智能?
How Cultural Intelligence is Perceived and Trained in Multinational Enterprises?
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
89
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
2017-12-19
繳交日期
Date of Submission
2017-12-30
關鍵字
Keywords
僑民、國際化、國際流動性、文化智能、文化、CQ、文化智能訓練
cultural intelligence, culture, expatriate, internationalization, international mobility, cross-cultural training, CQ
統計
Statistics
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中文摘要
文化智能(CQ)為一種能夠從容應對與適應不同國家、組織與職業文化的能力。相關文化智能的研究已逐漸興起,但較少文獻從跨國企業的角度出發,探討企業如何感知文化智能的重要性,以及如何選擇訓練方法以加強員工的文化智能。為了填補此研究缺口,本碩士論文採用半結構性面談之研究方法,三位與談者為一成功奧地利籍跨國企業的員工,曾參與公司的外派或擁有相關的跨國工作經驗。蒐集之訪談資料經由樣板式分析結果顯示文化智能的認知與訓練與企業國際化的進程以及員工的正向回饋有系統性的關聯。在國際化進程的初期,企業儘管理解文化智能的重要性,但對於文化智能的相關訓練並不重視;然而當企業逐漸拓展國際市場,對於文化智能的訓練會因曾參與公司相關文化智能訓練的外派員工所給予的正面回饋而逐漸加強。此研究結果顯示文化智能的發展為一做中學的過程,因此跨國企業不應將文化智能的訓練視為一次性的規畫,而須針對員工的個人發展建立持續性與系統化的文化智能訓練。
Abstract
Cultural intelligence (CQ), an ability to cope with and adapt into different cultures across, professional, organizational and national boundaries, has received an increasing amount of interest in academic literature. Yet little is known about the importance attributed to it from the multinational enterprises’ (MNEs) perspective. Specifically, comparatively scant probing has been conducted with regard to unpacking how companies perceive the importance of CQ and select CQ training approaches. To investigate these underexplored issues, this thesis employs a set of semi-structured interviews with three interviewees having international exposure while working in a successful Austrian company. Template analysis is utilized for data analysis. The results indicate the interrelated and systematic nature of the appreciation and training of CQ taking into account the evolutionary stages of internationalization as well as the company’s soft side. In early stages companies seem to pay little attention to their CQ training programs although awareness and appreciation of CQ appear to be present; whilst later on, they gradually consolidate the CQ training, mainly due to the increased appreciation expressed by the employees who had such training before working abroad. These indicate that the development of CQ is a learning-by-doing process within MNEs. Instead of perceiving it as a one-time training program, companies should systemize and evolve successive training in accordance with employees’ personal developments.
目次 Table of Contents
Thesis validation letter + i
Abstract (Chinese) + ii
Abstract (English) + iii
Chapter 1 – Introduction + 1
Chapter 2 – Definitions + 3
Section 2.1 – What is culture? + 3
Section 2.1.1 – Hofstede’s etic dimensions of cultur + 5
Section 2.2 – Cultural Intelligence + 6
Section 2.3 – CQ vs. EQ + 9
Chapter 3 – The composition of CQ + 11
Chapter 4 – Development of CQ + 13
Section 4.1 – How CQ can develop + 13
Section 4.2 – How CQ is being trained + 22
Chapter 5 – CQ and business + 27
Section 5.1 – Positive outcomes + 27
Section 5.2 – CQ and culturally endorsed implicit leadership theory (CLT) + 30
Section 5.3 – How CQ is being valued by companies + 33
Chapter 6 – Empirical part + 36
Section 6.1 – Methodology + 36
Section 6.2 – Sample + 37
Section 6.2.1 – PALFINGER AG + 38
Section 6.2.2 – Interviewee profiles + 39
Section 6.2.3 – Suitability of the Interviewees’ cultural experiences + 41
Section 6.3 – Interview questions + 45
Section 6.4 – Analysis of interviews + 47
Section 6.4.1 – Findings + 47
Section 6.4.2 – Discussion + 66
Chapter 7 – Managerial implications & limitations + 71
Chapter 8 – Conclusion + 74
References + 76
Appendix – Interview guide with areas of interest + 82
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