I. Study concept Since entering the WTO, China began to adjust economic structure. The changes in economic environment obviously influence the change of industrial structure and business transformation. Therefore, this study attempts to comprehend the China''s economic transition model through the case of a company’s organizational change.
II. Research questions 1. the “Taiwanese Manager in Chinese Company” model of organizational change 2. the internal and external environmental factors on the impact of organizational change 3. the impact of organizational change to the organization itself and the its members
III. Methodology 1. the literature analysis 2. the participant observation 3. the depth interview 4. the case study method 5. the interpretation analysis
IV. Conclusions 1. the high homogeneity of Taiwanese and Chinese cultural has positive impact toward " Taiwanese Manager in Chinese Company " model, but still has its restrictive. 2. the organizational change of Chinese companies has its own characteristic under the "Westernization" process. 3. the leadership''s willingness to change is the key feature to impact the strength of organizational change and the policy direction. 4. the Chinese SMEs'' “family-style management” is a significant resistance toword organizational change. 5. Amendment and supplement Kreitner’s “external influence of environmental factors on organizational change”.
V. Research Features 1. understanding the transition mode of Chinese economy through the case of organizational change 2. interpretation analysis the organizational change in the Chinese cultural 3. this study belongs to participant observation study