由這篇研究可以看出任何國家的文化都會強烈反映在國際分公司的文化上，這些差異也產生挑戰和利益。法國執行長要整合和受益於台灣文化，最適當的方法就是完全的了解台灣文化，要達到平衡和公司最佳執行表現，需要兩個文化間的文化適應和互相學習。 This dissertation examined the complexity for French managers working for French subsidiaries located in Taiwan to deal with Taiwanese culture, as an influential factor for their corporate cultures. The research identifies competing values and practices between the two cultures and provides French managers with possible interventions and improvements to minimise host country’s cultural effects.
Based on in-depth interviews with twelve French CEOs operating in Taiwan and a questionnaire, the study analyses with qualitative perspective interviewees’ techniques to control and shape the corporate culture required by the headquarters and the one desired by local employees.
The study reveals that each country’s national culture is strongly reflected in any foreign companies’ corporate cultures and differences raise challenges and benefits. The most suitable approach for French CEOs is to acquire a complete understanding of the Taiwanese culture in order to integrate the benefits of Taiwanese culture. Acculturation and mutual learning between the two cultures are the way to reach equilibrium and optimum performance in the subsidiary.
