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.