台灣企業派外人員跨文化訓練有效性之實證研究

An Empirical Research on the Effectiveness of Cross-Cultural Training for Expatriate Managers

10.6226/NTURM2000.10.2.167

吳萬益；陳碩珮(Chia-Pin Chen)；甘珮姍

海外派遣人員 ； 國際人力資源管理 ； 跨文化訓練 ； 跨文化適應 ； 派外工作績效

臺大管理論叢

10卷2期（2000 / 06 / 01）

167 - 203

繁體中文

跨文化訓練長久以來已被視為增進派外人員有效進行跨文化互動的利器，但大部份有關跨文化訓練之研究僅止於訓練方法的提示與派外人員跨文化適應結果之評估。本研究則進一步在考量派外人員之個人因素、組織因素及國家文化因素下，將派外人員「跨文化訓練」、「跨文化適應」與「派外工作績效」相連結，建立一完整的派外人員跨文化訓練有效性議題之研究。本研究特別將跨文化訓練需求之重要性與施行訓練之滿意度間列為「跨文化訓練配適度」並探討其與「跨文化適應」及「派外工作績效」之關係。在28家台灣集團企業之派外人員所獲之104份有效問卷發現：在跨文化訓練需求之重要性與滿意度兩指標間有缺口存在。當派駐國之國家文化與母國差異越大、組織支援程度越佳及個人外派經驗越不佳時，對跨文化訓練的需求越大；「派外專業知識及經驗的傳承」、「生活語言適應訓練」及「安全職災訓練」是派外人員最重視的跨文化訓練，而當「跨文化訓練」配適度越佳，其「跨文化適應」會越良好；且對「派外工作績效」造成正向之影響。本研究之結果可提供企業界在派外人員跨文化訓練實施上之參考，以提高派外人員之派外績效，亦可做為學術界進一步研究此一議題之基礎。

Cross-cultural training has been regarded as a powerful and effective tool to enhance the cross-cultural interaction for expatriates. Nevertheless, most of the cross-cultural training studies are confined to living and working adjustment issues of expatriates. The study put one step further to investigate the interrelationships between adaptation, and expatriate performance, for expatriates facing differential individual, organizational, and national-culture factors. One of the major purposes is to establish a comprehensive research framework for the effectiveness of cross-cultural training. The study further exploited the correlation between the ”fitness” of cross-cultural training, which defined by the ratio of the importance and satisfaction indices of cross-cultural training, and the level of living and working adjustment and performance of expatriate work. Based on 104 effective questionnaires collected from the expatriates of 28 Taiwanese group enterprises, we found a gap existed between the importance and satisfaction indices of cross-cultural training. It is suggested that a greater demand for cross-cultural training when the cultural discrepancy between home country and host country is greater, the organizational support is better and the individual's experience is inferior. Among many important training items, ”professionally expatriate knowledge and experience training”, ”living and linguistic orientation” and ”vocational-disaster training” are the most valuable cross-cultural training items for expatriates. The better the fitness, the better the adjustment and the higher the achievement that the expatriate performed. The results of this research may serve as reference material for enterprises to improve their expatriates' performance, by providing better cross-cultural training of expatriates. The results may also serve as a foundation for further academic studies.

1. Alder, N. J.(1991).International Dimensions of Organizational Behavior.Boston, Mass.:PWS-KENT Publishing Co..
2. Aycan, Z.(1997).Expatriate adjustment as a multifaceted phenomenon: Individual and organizational level predictors.The International Journal of Human Resource Management,8(4)
3. Baliga, G., Baker, J. C.(1985).Multinational Corporate Policies for Expatriate Managers: Selection, Training, and Evaluation.Advanced Management Journal,Autumn
4. Bartlett, C. A., Ghoshal, S.(1987).Managing Across Borders: New Organizational Responses.Sloan Management Review,29(1)
5. Bjorkman, I., Schaap, A.(1994).Outsiders in the Middle Kingdom.European Management Journal,12(2)
6. Black, J. S.(1992).Evaluating the Performance of Global Managers.Journal of International Compensation and Benefits,1
7. Black, J. S.(1988).Work role transitions: A study of American expatriate managers in Japan.Journal of International Business Studies,19
8. Black, J. S., Gregersen, H. B.(1991).When Yankee Comes Home Factors Related to Expatriate and Spouse Repatriation Adjustment.Journal of International Business Studies
9. Black, J. S., Mendenhall, Mark(1990).Cross-cultural training effectiveness: A review and A theoretical framework for future research.Academy of Management Review,15(1)
10. Black, J. S., Mendenhall, Mark, Oddou, G.(1991).Toward a comprehensive model of international adjustment: An integration of multiple theoretical perspectives.The Academy of Management Review,16(2)
11. Blocklyn, P. L.(1989).Developing the international executive.Personnel,66(3)
12. Boyacigiller, N.(1990).The Role of Expatriates in the Management of Interdependence, Complexity, and Risk in Multinational Corporations.Journal of International Business Studies,21
13. Brewster, C., Pickard, J.(1994).Evaluating Expatriate Training.International Studies of Management and Organization,24(3)
14. Carroll, S. J., Schnier, C. E.(1982).Performance Appraisal and Review Systems: The Indication, Measurement, and Development of Performance in Organizations.Glenview, Ill.:Scott Foresman.
15. Cascio, W. F.(1986).Managing Human Resources.New York:McGraw-Hill.
16. Doz, Y., Prahalad, C. K.(1986).Controlled variety: A challenge for human resource management in the MNC.Human Resource Management,25(1)
17. Frazee, V.(1998).Send Your Expats Prepared for Success.Global Workforce,3(3)
18. Fukukawa, S.(1997).Cross-cultural Management.Asia Business,33(2)
19. Gregersen, H. B., Hite, J. M., Black, J. S.(1995).Expatriate Performers Appraisal in U. S. Multinational Firms.Journal of International Business Studies,4th Quarter
20. Harrison, J. K.(1994).Developing Successful Expatriate Managers: A Framework for the Structural Design and Strategic Alignment of Cross-Cultural Training Programs.Human Resource Planning,17(3)
21. Hawes, F., Kealey, D. J.(1981).An Empirical Study of Canadian Technical Assistance.International Journal of Intercultural Relations,5
22. Hays, R. D.(1971).Ascribed Behavioral Determinants of Success-Failure among U. S. Expatriate Managers.Journal of International Business Studies,5
23. Hodgetts, R. M., Luthans, F.(1993).U. S. Multinationals' Expatriate Compensation Strategies.Compensation and Benefits Review,25(1)
24. Hofstede, G. H.(1980).Culture's Consequences: International Differences in Work-Related Values.London and Beverly Hill:Sage.
25. Hofstede, G. H., Neuijen, B., Ohayv, D. D., Sanders, G.(1990).Measuring organizational cultures: A qualitative and quantitative study across twenty cases.Administrative Science Quarterly,35
26. Jackson, S. E., Schuler, R. S.(1985).A Meta-analysis and Conceptual Critique of Research on Role Ambiguity and Role Conflict in Work Settings.Organizational Behavior and Human Decision Processes,36
27. Jacobs, P.(1998).Cross-cultural Connection.InfoWorld
28. Kemper, L. C.(1998).Global Training's Critical Success Factors.Training ＆ Development,52(2)
29. Knodt, G. J.(1994).Do Your Homework, Don't Assume, and Use 'Fingerspitzengefuehl' or How to Survive and Prosper as a Business person in Another Culture.Organization Development Journal,12(2)
30. Kobrin, S. J.(1988).Expatriate Reduction and Strategic Control in American Multinational Corporations.Human Resource Management,27(1)
31. Landy, F. J., Farr, J. L.(1980).Performance Rating.Psychological Bulletin,87(1)
32. McDaniel, C. O., McDaniel, N. C., McDaniel, A. K.(1988).Transferability of Multicultural Education from Training to Practice.International Journal of Intercultural Relations,12
33. McDonald, G. M. E. T.(1993).Go Home? The Successful Management of Expatriate Transfers.Journal of Managerial Psychology,8(2)
34. Mendenhall, M., Dunbar, E., Oddou, G. R.(1987).Expatriate Selection, Training, and Career-Pathing: A Review and Critique.Human Resource Management,26(3)
35. Mendenhall, M., Oddou, G.(1986).Acculturation Profiles of Expatriate Managers: Implications for Cross-Cultural Training Programs.Columbia Journal of Word Business,21(4)
36. Mendenhall, M., Oddou, G. R.(1985).The Dimensions of Expatriate Acculturation: A Review.Academy of Management Review,10
37. Molnar, D. E., Loewe, G. M.(1997).Seven Keys to International HR Management.Hrfocus,74
38. Morrison, A. J., Roth, K.(1992).A Taxonomy of Business-level Strategies in Global Industries.Strategic Management Journal,13
39. Perry, C.(1993).Requirements and Methods for Management Development Programs in the Least Developed Countries in Africa.Management Education and Development,24
40. Peterson, L. A.(1997).International HRD: What We Know and Don't Know?.Human Resource Development Quarterly,8(1)
41. Piskurch, G. M.(1993).The Possible Futures of Instructional Technology.Training and Development,47(3)
42. Schuler, R. S., Huber, V. L.(1993).Personnel and Human Resource Management.St. Paul, Minn.:West.
43. Torbiorn, I.(1982).Living abroad: Personal adjustment and personnel policy in the overseas setting.New York:Wiley.
44. Tung, R. L.(1988).The New Expatriates.Cambridge, MA:Ballinger Publishing.
45. Tung, R. L.(1982).Selection and training Procedures of U. S., European and Japanese Multinationals.California Management Review,25(1)
46. Yip, G. S.(1989).Global Strategy in a World of Nations?.Sloan Management Review,Fall
47. Zeira, Y., Bania, M.(1987).Selecting Managers for Foreign Assignments.Management Decision,25(4)
48. 中華徵信所(1998)。台灣地區集團企業研究1998/ 1999。台北:中華徵信所。
49. 王麗雲 Wang, Li-Yun(1995)。我國企業海外派遣人員人力資源控制與績效關係之研究。國立中山大學人力資源管理學研究所。
50. 吳萬益 Wu, Wann-Yih(1995)。中美日海外派遣人員訓練、待遇、生活及領導問題之研究。行政院國家科學委員會。
51. 李璋偉(1998)。人力資源管理。台灣西書出版社。
52. 林思伶(1996)。企業跨國經營管理研討會論文集。輔仁大學。
53. 柯元達(1994)。台商派駐大陸經理人適應問題之研究。國立中山大學企業管理學研究所。
54. 柯明志(1995)。我國企業海外派遣人員回任適應問題。國立中山大學人力資源管理研究所。
55. 張琦德(1996)。中美日海外派遣人員之訓練、領導及滿意度之研究。國立成功大學國際企業管理研究所。
56. 張鷺琦(1997)。台派大陸管理人員之跨文化訓練模式。大葉工學院事業經營管理研究所。
57. 陳美黛(1997)。我國海外派遣人員人格特質與海外適應之相關研究。中國文化大學企業管理研究所。
58. 陳瑞鈺(1997)。外商公司駐台人員之人力資源實務認知與離職傾向關係之研究－心理契約之探討。淡江大學國際企業管理研究所。
59. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃11。勞資關係，16(8)
60. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略1。勞資關係，15(10)
61. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略4。勞資關係，16(1)
62. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略3。勞資關係，15(12)
63. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略2。勞資關係，15(11)
64. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：海外工作與生涯規劃12。勞資關係，16(9)
65. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：工作與生涯規劃16。勞資關係，17(1)
66. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃6。勞資關係，16(3)
67. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略5。勞資關係，16(2)
68. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃9。勞資關係，16(6)
69. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：海外工作與生涯規劃14。勞資關係，16(11)
70. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃10。勞資關係，16(7)
71. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃8。勞資關係，16(5)
72. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：工作與生涯規劃15。勞資關係，16(12)
73. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：海外工作與生涯規劃17。勞資關係，17(2)
74. 勞資關係月刊編輯室(1997)。企業國際化人才培育策略：海外工作與生涯規劃7。勞資關係，16(4)
75. 勞資關係月刊編輯室(1998)。企業國際化人才培育策略：海外工作與生涯規劃13。勞資關係，16(10)
76. 黃仁傑(1997)。海外派遣人員之工作績效及其影響因素評估。國立成功大學企業管理研究所。
77. 黃維盛(1993)。預算參與、工作困難度、內外控特質與管理績效、預算達成動機之相關研究。淡江大學管理科學研究所。
78. 顧鳳姿(1993)。資訊業駐外經理海外適應之研究。國立政治大學企業管理研究所。

1. 王安倫(2016)。隱形冠軍企業之價值鏈研究--以台灣、香港、德國企業個案為例。臺灣大學工業工程學研究所學位論文。2016。1-198。