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    Title: 歐洲企業派臺經理人跨文化效能之研究
    Other Titles: A study of intercultural effectiveness for European enterprise expatriates in Taiwan
    Authors: 謝麗娟;Hsieh, Li-chuan
    Contributors: 淡江大學國際貿易學系國際企業學碩士在職專班
    韓必霽;Han, Pi-chi
    Keywords: 歐洲企業;跨文化效能;外派經理人;跨文化察覺;文化同理心;European Enterprise;expatriates;Inter-Cultural Effectiveness
    Date: 2007
    Issue Date: 2010-01-11 01:34:18 (UTC+8)
    Abstract: 本研究的目的乃在以實證分析的方法,建立歐洲企業派台經理人跨文化效能(Intercultural Effectiveness;ICE)底限資料庫(baseline deta),與調查跨文化效能的因素。所謂跨文化效能(ICE)是一種跨文化的成功或能力。Han(1997)歸結跨文化效能的因素,包括:溝通能力、處理心理壓力能力、關係建立能力、文化同理心能力、跨文化察覺的能力等五項能力。本研究引用Han(1997)所歸結的五項跨文化能力,並將其所設計的英文版問卷再修訂為本研究之問卷,以歐洲企業派台經理人為主要施測對象,將所得資料使用SPSS統計軟體之MANOVA進行實證分析。

    本研究的主要結論如下:
    (1)歐洲企業派台經理人為女性者,在跨文化效能的整體表現上較好(2)以英語為母語者,其跨文化效能上有較好的表現(3)曾參加有學分之課程者,其跨文化效能力上有較好的表現(4)所在組織位階為高階經理人、中階經理人者,在跨文化效能的整體表現上較好(5)已有穩定國際市場者和已進入中國市場者,其跨文化效能表現較好(6)曾參與公司舉辦課程者,其跨文化效能表現較好(7)國際經驗來源中之來自於國際會議者、來自於國際商展者和來自於外派經驗或拜訪不同子公司者,其跨文化效能能力較高(8)歐洲企業派台經理人之擁有國際同僚或朋友中之有與外國同仁工作的經驗者,其跨文化效能表現較好。
    The primary objective of this study was to establish baseline data on Inter-Cultural Effectiveness(ICE)among expatriates sent by European enterprises or its branch offices in the region of Taiwan by using physical evidence analysis. ICE was the ability for expatriates to cross cultural or regional barriers. This study used the five contributing factors that Han(1997) had concluded when structuring the survey questionnaire set for its primary survey targets – European expatriates stationing in the region of Taiwan. The collection of data was then analyzed by the statistics software MANOVA designed by SPSS.
    The results of this research were as follows:
    (1)Female expatriates sent by European enterprises in the region of Taiwan had better ICE.(2)Expatriates who are native English speakers had better ICE .(3)
    Expatriates who had taken credit-given training courses perform better on ICE.(4)
    High ranked, or intermediate high ranked expatriate executives owned better ICE.(5)Expatriates from companies that had well-established and stable market and connections in Mainland China generally had better ICE.(6)Expatriates who had taken on-the job training which were held by the company had better ICE.(7)If the sources or origins of international experiences the expatriates had were mainly from international meetings, international commercial fairs, or previous expatriate experience at other countries, the expatriates had better ICE when they were based in the region Taiwan. (8)Expatriate executives or managers sent by European enterprises in the region of Taiwan had friends or other expatriate colleagues in Taiwan did better with the ICE.
    Appears in Collections:[國際企業學系暨研究所] 學位論文

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