题名

外派人員跨文化訓練、跨文化能力與外派適應之關聯性研究-以中國大陸臺資企業為實證對象

并列篇名

The Relationships among Cross-Cultural Training, Expatriate Skills, and Expatriate Adjustment: An Empirical Study of Taiwan Enterprises in Mainland China

作者

諸承明(Chen-Ming Chu);藍雅馨(Ya-Hsin Lan);余坤東(Kung-Don Ye)

关键词

外派人員 ; 跨文化訓練 ; 外派適應 ; 中國大陸 ; Expatriates ; Cross-Cultural Training ; Expatriate Adjustment ; Mainland China

期刊名称

中原企管評論

卷期/出版年月

16卷2期(2018 / 10 / 01)

页次

47 - 73

内容语文

繁體中文

中文摘要

隨著兩岸經貿活動的日趨熱絡,臺灣許多企業紛紛前往中國大陸投資設廠,並派出為數眾多的外派人員赴對岸任職。由於海峽兩岸長期以來的文化阻隔,導致彼此間互信基礎薄弱,各種文化偏見與溝通誤解亦油然而生,使得臺資企業外派人員在中國大陸面臨的跨文化適應問題,並不亞於其他地區。有鑑於此,本研究遂以跨文化訓練、外派人員跨文化能力與外派適應之關聯性為題,針對臺資企業赴中國大陸的外派人員進行實證調查,在蒐集並分析了150份樣本資料後,獲致下列三項重要研究結果:(1)根據因素分析結果,本研究得出跨文化訓練可分為「安全及關係管理訓練」、「語言及風俗文化訓練」、「溝通及社交禮儀訓練」、「法政及生活資訊訓練」等四構面;外派人員跨文化能力可分為「溝通理解能力」、「壓力調適能力」、「文化包容能力」等三構面;外派適應可分為「工作適應」、「生活適應」、「環境適應」等三構面。(2)本研究的相關分析顯示:跨文化訓練、跨文化能力、及外派適應三者彼此間均具有顯著的關聯性。其中跨文化訓練對於跨文化能力及外派適應均具有顯著的正相關,跨文化能力對於外派適應亦均具有顯著的正相關。(3)雖然相關分析顯示各變項彼此間均具有顯著關聯性,但是將各變項一併納入LISREL模式分析後得知:跨文化訓練與外派適應之間的直接效應並不成立,此路徑的參數估計值未達到顯著水準。但是跨文化訓練經由外派人員跨文化能力提升進而影響外派適應的間接效應則獲得成立,此路徑的各項參數估計值均已達顯著水準。

英文摘要

As commerce and trading across the Taiwan Strait heat up than ever, more and more Taiwan enterprises seek to invest and set up manufactories in mainland China with many more expatriate employees forwarded to hold positions there. However, the past few decades of separation has resulted in fragile mutual trust, various cultural prejudices and miscommunications. These issues have created cross-cultural adjustment problems on expatriate employees from Taiwan enterprises no less than on those employees from other locations. Concerning these issues and implications, this study is centered on the topic of expatriate employee cross-cultural training, their skills and their overseas adjustment as the main theme with empirical survey of Taiwan enterprises expatriate employees in mainland China. Through the survey and analysis on the 150 collected samples, this study reaches the following three principal conclusions. (1) According to factor analysis, cross-cultural training can be established in four aspects: safety and relationship management training, language and cultural custom training, communication and social skill training, and legal and living information training. Skills of expatriate employees are centered on communication and understanding, pressure regulation and adaptation, and culture tolerance. As to expatriate adjustment, work adjustment, living adjustment, and environment adjustment are the three main considerations. (2) Analysis of correlation shows that there are significant correlations among the cross-cultural training, expatriate skills and expatriate adjustment. In particular, cross-cultural training has significant and positive effect on both expatriate skills and expatriate adjustment. (3) While analysis shows there are significant correlations among all three variables, LISTREL model analysis, with all data input, indicates the direct impact effect by cross-cultural training on expatriate adjustment can't be established. The derived parameter of this path does not reach a momentous level. On the other hand, the indirect effect on expatriate adjustment by cross-cultural training through enhanced expatriate skills is confirmed. The derived parameters of this path reach a significant level.

主题分类 社會科學 > 經濟學
社會科學 > 管理學
参考文献
  1. 吳萬益,陳碩珮,甘珮姍(2000)。臺灣企業派外人員跨文化訓練有效性之實證研究。臺大管理論叢,10(2),167-203。
    連結:
  2. 彭臺光,高月慈,林鉦棽(2006)。管理研究中的共同方法變異:問題本質、影響、測試和補救。管理學報,23(1),77-98。
    連結:
  3. Ali, A. J.,Camp, R. C.(1996).Global Managers: Qualities for Effective Competition.International Journal of Manpower,17(6),5-18.
  4. Aycan, Z.(1997).Expatriate Adjustment as a Multifaceted Phenomenon: Individual and Organizational Level Predictors.International Journal of Human Resource Management,8(4),434-456.
  5. Bahga, G. M.,Baker, J. C.(1985).Multinational Corporation Policies for Expatriate Managers: Selection, Training, Evaluation.SAM Advanced Management Journal,50(4),31-38.
  6. Barham, K.,Devine, M.(1990).The Quest for the International Manager: A Survey of Global Human Resource Strategies.London, UK:The Economist Intelligence Unit.
  7. Barker, S. A.(2004).Improving Interpersonal Job Skills by Applying Cross-Cultural Training.Journal of European Industrial Training,28,215-233.
  8. Baron, R. M.,Kenny, D. A.(1986).The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Consideration.Journal of Personality and Social Psychology,51(6),1173-1182.
  9. Black, J. S.(1990).The Relationship of Personal Characteristics with the Adjustment of Japanese Expatriate Managers.Management International Review,30(2),119-134.
  10. Black, J. S.(1988).Work Role Transitions: A Study of American Expatriate Managers in Japan.Journal of International Business Studies,19(2),277-294.
  11. Black, J. S.,Mendenhall, M.(1990).Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research.Academy of Management Review,15(1),113-136.
  12. Blunt, P.(1990).Recent Development in Human Resource Management: The Good, the Bad and the Ugly.International Journal of Human Resource Management,1(1),45-59.
  13. Bohlander, G.,Snell, S.,Sherman, A.(2001).Managing Human Resources.Cincinnati, OH:South-Western College Publishing.
  14. Brislin, R.(Ed.),Yoshida, T.(Ed.)(1994).Improving Intercultural Interactions: Modules for Cross Cultural Training Programs.London, UK:Sage Publications.
  15. Church, A. T.(1982).Sojourner Adjustment.Psychological Bulletin,91(3),540-572.
  16. Dessler, G.(2011).Human Resource Management.Boston, MA:Prentice Hall.
  17. Eovingood, D. F.(1995).Peabody College of Vanderbilt University.
  18. Eschbach, D. M.,Parker, G. E.,Stoeberl, P. A.(2001).American Repatriate Employees’ Retrospective Assessments of the Effects of Cross-Cultural Training on Their Adaptation to International Assignments.International Journal of Human Resource Management,12(2),270-287.
  19. Forster, N.(2000).Expatriates and the Impact of Cross-Cultural Training.Human Resource Management Journal,10(3),63-78.
  20. Framer, L. A.,Richman, J. A.(1980).The Impact of Management Behavior on Planning Effectiveness.Management Planning,19-24.
  21. Franko, L. G.(1973).Who Manage Multinational?.Columbia Journal of World Business,33.
  22. Han, P. C.(1997).Fayetteville,University of Arkansas.
  23. Harris, P. R.,Moran, R. T.(1991).Managing Cultural Difference.Houston, TX:Gulf Publishing Company.
  24. Hill, C. W. L.(2001).International Business: Competing in the Global Marketplace.Burr Ridge, IL:Irwin McGraw-Hill.
  25. Hiltrop, J. M.,Janssens, M.(1995).Expatriation: Challenges and Recommendations.European Management Journal,8(1),19-26.
  26. Hogan, G. W.,Goodson, J. R.(1990).The Key to Expatriate Success.Training and Development Journal,44(1),50-52.
  27. Johnston, M. B.(1974).Training Needs of Overseas Americans as Seen by Their National Co-Workers in Asia.IDR/Focus,4,21.
  28. Kirkpatrick, D. L.(1959).Techniques for Evaluating Training Programs.Journal of the American Society of Training Directors,13,21-26.
  29. Lien, J. D.,Sisco, N. L.(1999).Language and Cross-Cultural Training for Expatriate Employees: A Comparison between the U.S. and Germany.Journal of Language for International Business,10(2),47-59.
  30. Okpara, J. O.,Kabongo, J. D.(2011).Cross-Cultural Training and Expatriate Adjustment: A Study of Western Expatriates in Nigeria.Journal of World Business,46(1),22-30.
  31. Podsakoff, P. M.,MacKenzie, S. B.,Lee, J. Y.,Podsakoff, N. P.(2003).Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies.Journal of Applied Psychology,88(5),879-903.
  32. Podsakoff, P. M.,Organ, D. W.(1986).Self-Reports in Organizational Research: Problems and Prospects.Journal of Management,12(4),531-544.
  33. Pucik, V.(Ed.),Tichy, N.(Ed.),Barnett, C.(Ed.)(1992).Globalizing Management.New York, NY:John Wiley & Sons.
  34. Puck, J. F.,Kittler, M. G.,Wright, C.(2008).Does It Really Work? Re-Assessing the Impact of Pre-Departure Cross-Cultural Training on Expatriate Adjustment.International Journal of Human Resource Management,19(12),2182-2197.
  35. Rothwell, S.(1993).Leadership Development and International HRM.Manager Update,4(4),20-32.
  36. Selmer, J.(2006).Language Ability and Adjustment: Western Expatriates in China.Thunderbird International Business Review,48(3),347-368.
  37. Selmer, J.(2004).Psychological Barriers to Adjustment of Western Business Expatriates in China: Newcomers vs. Long Stayers.International Journal of Human Resource Management,15(4-5),794-815.
  38. Shaffer, M. A.,Harrison, D. A.,Gilley, K. M.(1999).Dimensions, Determinants, and Differences in the Expatriate Adjustment Process.Journal of International Business Studies,30(3),557-581.
  39. Sharon, L.(1999).Adjustment to Hong Kong: US vs. European Expatriates.Human Resource Management,9(3),83-93.
  40. Snell, S.,Bohlander, G.(2010).Principles of Human Resource Management.Boston, MA:South-Western.
  41. Stone, R. J.(1991).Expatriate Selection and Failure.Human Resource Planning,14(1),9-18.
  42. Torbiorn, I.(1982).Living Abroad: Personal Adjustment and Personnel Policy in the Overseas Setting.New York, NY:Wiley.
  43. Tung, R. L.(1981).Selection and Training of Personnel for Overseas Assignments.Columbia Journal of World Business,16(1),68-78.
  44. Tung, R. L.(1982).Selecting and Training of Procedures of U.S., European, and Japanese Multinational Corporations.California Management Review,25(1),57-71.
  45. Varner, I. I.,Palmer, T. M.(2005).Role of Cultural Self-Knowledge in Successful Expatriation.Singapore Management Review,27(1),1-25.
  46. Warren, N.(Ed.)(1977).Studies in Cross-Cultural Psychology.London, UK:Academic Press.
  47. Winfred, A.,Bennett, W.(1995).The International Assignee: The Relative Importance of Factors Perceived to Contribute to Success.Personnel Psychology,18,106-107.
  48. Winkelman, M.(1994).Cultural Shock and Adaptation.Journal of Counseling and Development,73(2),121-126.
  49. 甘姵珊(1999)。國立成功大學企業管理研究所。
  50. 何國全(1994)。國立政大學企業管理研究所。
  51. 余佩樺(2010)。長榮大學經營管理研究所。
  52. 吳永欽(2000)。大葉大學工業關係研究所。
  53. 吳孟玲(1998)。東華大學國際企業研究所。
  54. 呂錦龍(1994)。中國文化大學勞工研究所。
  55. 劭玉銘(編)(1995).文化與視野的反省.臺北:聯合報文化基金會.
  56. 林文燁(1998)。國立中央大學人力資源管理研究所。
  57. 柯元達(1994)。國立中山大學企業管理研究所。
  58. 張芳哲(2005)。大葉大學國際企業管理系。
  59. 陳人豪(2001)。國立中央大學人力資源管理研究所。
  60. 陳美黛(1997)。中國文化大學國際企業管理研究所。
  61. 陳涵涓(2008)。大葉大學人力資源暨公共關係學系。
  62. 陳碧宗(2006)。長榮大學經營管理研究所。
  63. 陳廣明(2003)。大葉大學國際企業管理系。
  64. 黃同圳(1995).大陸臺商人力資源管理.臺北:風和出版有限公司.
  65. 黃秀英(1996)。國立政治大學企業管理研究所。
  66. 黃英忠,鍾昆原,溫金豐(1998)。臺商派駐大陸人員跨文化訓練模式初探-重要事例法與社會學習理論之應用。輔仁管理評論,5(1),19-47。
  67. 黃瓊慧(1999)。國立中山大學人力資源管理研究所。
  68. 廖述嘉(2000)。靜宜大學企業管理研究所。
  69. 趙必孝(1999)。我國企業為建立國際競爭優勢的國際經理人才能發展研究。中山管理評論,7(2),437-466。
  70. 劉霈凌(2008)。國立中正大學成人及繼續教育系。
  71. 蔡淑君(1988)。中國文化大學企業管理研究所。
  72. 薛英宏(2000)。長榮管理學院經營管理研究所。
  73. 顧鳳姿(1993)。國立政治大學企業管理研究所。