臺灣外派經理人及全球經理人之全球能力養成初步探討性研究

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Title:	臺灣外派經理人及全球經理人之全球能力養成初步探討性研究
Other Titles:	An exploratory research on developing global competency for Taiwanese expatriate managers and global managers
Authors:	林秀姿;Lin, Hsiu-tzu
Contributors:	淡江大學國際商學碩士在職專班韓必霽;Han, Pi-chi
Keywords:	外派經理人;全球經理人;全球能力;國際人力資源訓練與發展;領導力;expatriate;global manager;global talent;global competency;international human resources;leadership
Date:	2007
Issue Date:	2010-01-11 01:32:08 (UTC+8)
Abstract:	在全球化的競爭中，加速培育國際人才的腳步己成了國際人力資源發展的當務之急。近幾年，人力資源訓練及發展的領域迅速地進展至核心能力的階段，強調個人的能力可與組織的競爭力相連結。成為縱橫全球的外派經理人及全球經理人必需具備全球能力以協助國際任務的運作。本文的主要目的在於彙整定義外派經理人、全球經理人及全球能力的文獻，並進一步探索全球能力的內容及發展全球能力之方法。本文屬於定性研究，經由文獻的回顧及深入訪談專家、實務界台籍外派經理人及全球經理人，對於外派經理人及全球經理人名詞加以區別，彚整出全球能力的內容及發展全球能力的方法。研究結果認為外派經理人及全球經理人之定義不同，執行國際任務的經理人其職務角色類似Coach或Mentor。本文以知識、技術和能力及個性特質來描述全球能力所需要的內容，其中最重要的二大全球能力包括溝通能力及運用網絡關係能力。雖然，每個人成長、家庭背景，是形成個人所具備全球能力的基礎，但從文獻及訪談者所提供的發展全球能力方法看來，大多數的方法都與個人工作的企圖心、旺盛的學習力、對異國文化的廣泛興趣及成熟開放的心智能力有關，也就是個人後天的努力及強烈的成就動機是成為國際人才的關鍵。另一方面，家人的支持及企業的協助亦成為執行國際任務經理人發展全球能力的有力後盾。本文對於外派經理人及全球經理人的名詞定義區分及全球能力綜覽，可以應用在跨國企業的職位設計，建構跨國企業人才遴選評估指標。企業界可就本研究的結果來編製教育訓練國際人才教材，或提供適合的資源，並給予員工自我檢視、衡量充實全球能力的依據，以加快培育國際人才的速度。本文是國內第一篇討論全球能力發展方法，研究對象同時結合外派經理人與全球經理人二者為主的論文，希冀本文的研究成果能夠協助台灣發展國際人才找到最合適、有效率的策略。 In a global competitive environment, International Human Resource is a main key toward success. A corporation should find the effective & efficient strategies to develop global talents. Expatriate managers or global managers should possess global competencies to be a good manager/leader. In reality to be a successful global talent is not an easy job. How to train, develop and assist global talent in an effective way needs to be looked upon carefully. In order to probe International Human Resource strategies, the purposes of this article are to explore the role definition of performing international assignment, the content of global competencies, and the means to develop them. This research was belonged to qualitative research. Literature reviews and in-depth interviews were both used. There were 7 managers offered their practical experience and viewpoints.(One senior Singaporean global manager was taken as expert, two Taiwanese global managers and four Taiwanese expatriate managers were manager representatives of international assignment） The result of my research showed that the definition of expatriate manager and global manager were different. From the competency point of view, knowledge, skill, ability and personal trait were used to describe the content of global competencies. Communication and networking skill were most important competencies. Personal background was a basis on which people become global talents, as most global talents were ambitious in their willingness to accept a challenged job, outstanding in learning attitude and were always in the correct mindset for the job. Otherwise, support from family members could have a massive effect. Given that effective performance of global leadership tasks are critical for multinational firms’ future success, it is important for organizations to approach global leadership development from this very strategic and comprehensive approach. The result of this study may serve as a starting point for practitioners in planning of different selection, training, and career development activities, and for academics in starting their research.
Appears in Collections:	[Graduate Institute & Department of International Business] Thesis

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