本研究針對國際物流產業的現況及發展趨勢，探討國際物流公司在因應產業國際化時，於跨國設立海外分支機構的情形下，如何利用符合當地文化特色的管理技巧，來降低跨國物流企業因海外遠距經營所導致管理文化上的差異，本研究藉由探討一特定國際物流公司在中國大陸地區跨國設立海外分支機構時所依循的管理策略進行研究，採用Hofstede之國家文化五構面理論為基礎架構加上個人特質、團隊協助及文化差異等共八大主題為基礎，對個案公司相關管理人員進行深度訪談，再依據訪談結果進行資料分析，藉以了解該企業的跨國文化管理策略，並分析其企業內部文化、管理策略和地主國文化環境對該企業海外分支機構經營的影響，歸納出國際物流公司跨國管理文化策略，以提供國際物流公司擬訂及修正跨國管理文化策略之參考，歸納結論如下： 一、 本研究結果顯示大陸地區海外分支機構員工個人主義與臺灣母公司集體主義差異顯著，大陸地區海外分支機構員工普遍偏向個人主義，因此企業進入中國大陸設立海外分支機構其首要議題的就是如何提升當地員工對企業組織的向心力與歸屬感。 二、 臺灣與中國大陸在長期/短期導向部分差異顯著，研究顯示出中國大陸員工短期導向特徵，臺灣管理者會選擇在制度上先符合當地員工需求，再加上長時間的經營與潛移默化，讓當地員工能具備長期導向的特質：「重視人文素質與道德操守」的核心價值觀。 三、 本研究結果顯示，臺灣管理者與大陸地區海外分支機構員工在高度/低度權力距離及剛性/陰性作風表現上具部分差異。高度/低度不確定性規避部分無明顯差異。 This research focuses on the current status and development tendency of products of international logistics to probe into its matching internationalized products. Under the circumstances of setting up overseas institutions to reduce cultural diversity of management resulting from far-distant running of transnational logistics. This research is made as the management strategy practiced by specific transnational branch of international logistics. It adopted Hofstede''s theory of national five cultural dimensions as fundamental architecture, adding personal qualities, team assistance and cultural difference, etc to be 8 subjects as the basis. To proceed in-depth interviews with relevant management personnel of case company. Proceed the information analysis by referring the outcome of interviews so as to gain understanding about the cultural management strategy and analyze its interior culture, management strategy, and the impact incurred by host country''s culture to its overseas branch institution, inducing the transnational strategy of management culture as the reference for elaborating and revising culture of management strategy. The conclusions are induced as follows : 1. The outcome of this research revealed distinct difference between personal qualities of overseas branch institution and collectivism of Taiwan ''s head company. Colleagues in overseas branch generally tend to individualism. Therefore, the primary subject for an enterprise entering mainland China to set up branch is to promote their cohesion and belongingness. 2. The diversity of long-short term orientation in Taiwan and mainland China is distinct. The research revealed the characteristics of short term orientation. Taiwan administrators choose to be systematically correspondent with the need of local colleagues , adding long term operation and imperceptible influence and making local colleagues have features of long term orientation : " think highly of human quality and ethics " as core values. 3. Outcome of research revealed that, for managers of Taiwan and overseas branch of mainland China, there are partial differences in high/low power distance and masculinity/femininity. There are no distinct differences for high/low uncertainty avoidance.
