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題名 塑造全球企業文化：以趨勢科技為例
Shaping and Implementing Global Corporate Culture: The Case of Trend Micro Incorporated
作者 張瓊文
貢獻者 于卓民
張瓊文
關鍵詞 全球企業文化
corporate culture
global company
corporate culture implementation
日期 2006
上傳時間 14-Sep-2009 09:47:18 (UTC+8)
摘要 Every organization has a culture. The corporate culture has a powerful influence throughout the company and affects many things, from decisions or even the success of the business. In a world which is increasingly global, a firm stretches business across national boundaries and operates in an international arena. Through focusing on the research questions include (1) how does a company envision and shape the corporate culture, (2) what should a firm do to implement global corporate culture, and (3) how can a firm balance global corporate culture and the norms in host countries, this research attempts to determine the process of how a corporate culture is envisioned and steps to shape and implement the global corporate culture. A global corporate culture can be described as a multinational corporation applied the global mindset at the founding source that the firm is composed of a multinational management team and common beliefs among employees in all locations.
     
     The key findings of this research are (1) the envisioning of a global corporate culture started as early as the business start-up period; founders and leaders have a profound influence of the corporate culture in the early stage (2) when shaping corporate culture, identifying desired outcomes first, and then setting out best practices and control mechanisms (3) revising corporate culture proactively when company strategy changes is critical to ensure the existence of strong alignment (4) the management team should endorse and promote cross-country communications and (5) with adherence to common beliefs and respect to different culture, a company can minimize efforts in terms of corporate culture implementation in the global context.
LIST OF FIGURES
     Exhibit 1-1: Preliminary research framework and questions..........................................................4
     Exhibit 2-1: CVF culture model.......................................................................................................8
     Exhibit 3-1: Preliminary research framework................................................................................25
     Exhibit 3-2: Background of Internal Staff......................................................................................28
     Exhibit 3-3: External interviewees.................................................................................................29
     Exhibit 3-4: Interview outline........................................................................................................30
     Exhibit 3-5: Interview questions....................................................................................................31
     Exhibit 4-1: mapping behavioral representations to Trend Micro’s values...................................41
     Exhibit 4-2: Simplified training framework of Trend Micro..........................................................57
     Exhibit 4-3: Preliminary research framework...............................................................................61
     Exhibit 4-4: Refined research framework......................................................................................65
     
     
     ACKNOWLEDGEMENTS I
     EXECUTIVE SUMMARY II
     LIST OF FIGURES III
     CHAPTER 1: INTRODUCTION 1
     1.1 Research Background 1
     1.2 Research Objectives and Questions 2
     1.3 Limitations 5
     1.4 Research Process and Chapter Outline 5
     CHAPTER 2: LITERATURE REVIEW 7
     2.1 Corporate Culture Theory 7
     2.1.1 Corporate Culture as a Strength 10
     2.1.2 Envisioning Corporate Culture 11
     2.2 Shaping Corporate Culture in a Global Company 14
     2.2.1 The Global Consensus 15
     2.2.2 Breaking the Invisible Barrier 17
     2.3 Implementation Process and Considerations 18
     2.3.1 Becoming “Cultured” 18
     2.3.2 Balance Global Corporate Culture and Local Norms 20
     2.4 Implications of the Literature Review 21
     CHAPTER 3: RESEARCH METHODOLOGY 24
     3.1 Research Framework 24
     3.2 Case Method 26
     3.3 Data Collection 27
     
     CHAPTER 4: CASE STUDY: TREND MICRO INC. 33
     4.1 Company Profile 33
     4.2 Corporate Culture of Trend Micro 36
     4.2.1 4C+T Values 36
     4.2.2 Behavioral Representations of Values 41
     4.3 Shaping Global Culture 46
     4.3.1 Envisioning Corporate Values 47
     4.3.2 Sharing and Communication 49
     4.4 Corporate Culture Implementation 53
     4.5 Synthesizing Research Findings 60
     CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS 66
     5.1 Conclusions 66
     5.2 Recommendations 68
     5.3 Suggestions for Future Research 70
     REFERENCE 73
     APPENDIX 78
參考文獻 1 Alvesson, Mats, Cultural Perspectives on Organizations, Cambridge, NY: Cambridge University Press, 1993.
2 Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders, Boston, MA: Harvard Business School Press, 1998.
3 Brett, Jeanne, Behfar, Kristin and Kern, Mary C., “Managing Multicultural Teams”, Harvard Business Review, November 2006, pp. 84-91.
4 Chang, Steve and Chang, Jenny, Trend Unstoppable – transnational management, Taipei: Trend Micro Education Foundation, 2005
5 Chang, Steve and Chang, Jenny, @Trend Micro, Taipei: Trend Micro Education Foundation, 1999
6 Collins, James C. and Porras, Jerry I., Built to Last: Successful Habits of Visionary Companies, New York, NY: HarperBusiness Essentials, 1994.
7 Deal, Terrence E. and Kennedy, Allen A., Corporate Cultures: The Rites and Rituals of Corporate Life, Menlo Park, CA: Addison-Wesley Publishing Company, Inc., 1982
8 Denison, D.R., “Bringing corporate culture to the bottom line”, Organizational Dynamics, Vol. 13, No. 2, 1984, pp. 4-22.
9 Deshpande, R. and Webster, F., “Organizational Culture and Marketing: Defining the Research Agenda”, Journal of Marketing, 53, 1989, pp. 3-15.
10 Eisenhardt, Kathleen, “Building Theories from Case Study Research", The Academy of Management Review, Vol. 14, Iss. 4, 1989, pp. 532-550.
11 Friedman, T. L., The World is Flat: A Brief History of the Twenty-first Century, New York, NY: Farrar, Straus and Giroux, 2005.
12 Gellermann, W., Frankel, M. S., and Ladenson, R. F., Values and Ethics in Organization and Human Systems Development: Responding to Dilemmas in Professional Life, San Francisco, CA: Jossey-Bass, 1990.
13 Greenblatt, M., Dickinson, G. and Simpson, C., “Implementing the Research Question”, Knowledge Quest, 33(2), 2004, pp. 75-76.
14 Hamel, G. and Prahalad, C. K., Competing for the Future, Boston, MA: Harvard Business School Press, 1994
15 Hill, Charles W.L., International Business: Competing in the Global Marketplace, New York, NY: McGraw-Hill Companies, Inc., 2007
16 Hofstede, G., “Problems remain, but theories will change: The universal and the specific in 21st century global management”, Organizational Dynamics, 28(1), 1999, pp. 34-43.
17 Holden, Richard, “Managing people`s values and perceptions in multi-cultural organisations: The experience of an HR director”, Employee Relations, 23(6), 2001, pp. 614-626.
18 Hooijberg, Robert and Petrock, Frank, “On Cultural Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy”, Human Resource Management, 32(1), 1993, pp. 29-50.
19 Howard, Robert, “Values Make the Company: An Interview with Robert Hass”, Harvard Business Review, September-October, 1990.
20 Kapel, Claudine and Shepherd, Catherine, “Show me the vision”, Canadian HR Reporter, 17(7), April, 2004, pp. 6-7.
21 Kotter, J. P. and Heskett, J. L., Corporate Culture and Performance, New York, NY: Free Press, 1992.
22 Kulkki, Seiji and Kosonen, Mikko, “How Tacit Knowledge Explains Organization Renewal and Growth: The Case of Nokia”, in Nonaka, Ikujiro and Teece, David (Eds.), Managing Industrial Knowledge: Creation, Transfer and Utilization, London: Sage, 2001, pp. 244-269.
23 Lee, H. W., “International Human Resource Management Can Be Achieved Through Cultural Studies and Relevant Training”, The Business Review, Summer Vol.5, Iss. 2, 2006, pp. 95.
24 Levitt B. and J. G. March, “Organizational Learning”, Annual Review of Sociology, 14, 1988, pp. 319-340.
25 Martin, J., “Managing specialized corporate cultures”, In Kilmann, R. H., Saxton, M., Serpa, R. et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.
26 McCune, Jenny, “Exporting corporate culture”, Management Review, 88(11), 1999, pp. 52-56.
27 Miles, M. B. and Huberman, A. M., Qualitative Data Analysis: A Sourcebook of New Methods, 11th ed., Newbury Park, London, New Delhi: Sage Publications, 1991.
28 Miller, Lawrence M., Barbarians to Bureaucrats: Corporate Life Cycle Strategies, New York, NY: Ballantine Books, 1989.
29 Murtha, T. P., Lenway, S. A., and Bagozzi, R. P., “Global Mind Sets and Cognitive Shift in a Complex Multinational Corporation”, Strategic Management Journal, 19, 1998, pp. 97-114.
30 Nixon, Judy C. and Dawson, Gail A., “Reason for cross-cultural communication training”, Corporate Communications, 7(3), 2002, pp. 184-191.
31 Prahalad, C. K. and Hamel, G., “Strategy as a field of study: Why search for a new paradigm?”, Strategic Management Journal, Special Issue, 15, 1994, pp. 5-16.
32 Quinn, R. E., Beyond rational management: Mastering the paradoxes and competing demands of high performance, San Francisco, CA: Jossey-Bass, 1988.
33 Rothacher, A., Corporate Cultures and Global Brands, New Jersey, London, Singapore: World Scientific Publishing Co., 2004.
34 Schein, E. H., “How Culture Forms, Develops, and Changes”, in Kilmann, Ralph H., Saxton, Mary J., Serpa, Roy et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.
35 Schein, E. H., “What is culture”, In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Reframing Organizational Culture, London: Sage, 1991, pp. 243-253.
36 Schell, Michael S, and Solomon, Charlene Marmer, “Global Culture: Who`s the Gatekeeper”, Workforce, Vol. 76, Iss. 11, Nov. 1997, pp. 35-39.
37 Schneider, Susan C., “National vs. Corporate Culture: Implications for Human Resource Management”, Human Resource Management, Vol. 27, No. 2, Summer 1988.
38 Sharkey, Linda D., “Organization Integration Case Study: A Practical Approach to Drive Faster Results”, Organization Development Journal, 24(4), 2006, pp. 44-54.
39 Thygesen, Flemming and McGowan, Paul, “Inspiring the organisation to act: A business in denial”, International Journal of Market Research, Henley-on-Thames: Second Quarter, Vol.44, Iss. 2, 2002, pp. 143.
40 Unwin Ashley, “Seeds of change”, Human Resources, April, 2007, pp. 35-36.
41 Williams, M.V., “Managing work-place diversity”, Communication World, Vol. 7 No. 1, 1990, pp. 16-19.
42 Yin, R., Case Study Research: Design and Methods, London: Sage Publications, 1994.
Websites
1 Branding Taiwan
http://www.brandingtaiwan.org/en/index.asp
2 Interbrand Corporation
http://www.interbrand.com/home.asp
3 Nokia Corporation
http://www.nokia.com/
4 Hewlett-Packard Company
http://welcome.hp.com/country/us/en/welcome.html
5 Levi Strauss & Co.
http://www.levistrauss.com/
6 2006 Taiwan Top 10 Global Brands Press Release, Sept. 28, 2006, http://www.brandingtaiwan.org/en/aboutContent.asp?id=1548
7 The Best Global Brands 2006 Report, http://www.ourfishbowl.com/images/surveys/BGB06Report_072706.pdf
8 Schlender, Brenton R., “How Levi Strauss did an LBO Right: The jeansmaker went private to focus on the long term. But unlike others who took the same route, it`s not struggling under a load of debt. It`s booming”, CNN Money news, May 7, 1990. http://money.cnn.com/magazines/fortune/fortune_archive/1990/05/07/73489/index.htm (abstracted on May 30 2006)
描述 碩士
國立政治大學
國際經營管理碩士班(IMBA)
93933001
95
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0093933001
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.author (Authors) 張瓊文zh_TW
dc.creator (作者) 張瓊文zh_TW
dc.date (日期) 2006en_US
dc.date.accessioned 14-Sep-2009 09:47:18 (UTC+8)-
dc.date.available 14-Sep-2009 09:47:18 (UTC+8)-
dc.date.issued (上傳時間) 14-Sep-2009 09:47:18 (UTC+8)-
dc.identifier (Other Identifiers) G0093933001en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/31317-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理碩士班(IMBA)zh_TW
dc.description (描述) 93933001zh_TW
dc.description (描述) 95zh_TW
dc.description.abstract (摘要) Every organization has a culture. The corporate culture has a powerful influence throughout the company and affects many things, from decisions or even the success of the business. In a world which is increasingly global, a firm stretches business across national boundaries and operates in an international arena. Through focusing on the research questions include (1) how does a company envision and shape the corporate culture, (2) what should a firm do to implement global corporate culture, and (3) how can a firm balance global corporate culture and the norms in host countries, this research attempts to determine the process of how a corporate culture is envisioned and steps to shape and implement the global corporate culture. A global corporate culture can be described as a multinational corporation applied the global mindset at the founding source that the firm is composed of a multinational management team and common beliefs among employees in all locations.
     
     The key findings of this research are (1) the envisioning of a global corporate culture started as early as the business start-up period; founders and leaders have a profound influence of the corporate culture in the early stage (2) when shaping corporate culture, identifying desired outcomes first, and then setting out best practices and control mechanisms (3) revising corporate culture proactively when company strategy changes is critical to ensure the existence of strong alignment (4) the management team should endorse and promote cross-country communications and (5) with adherence to common beliefs and respect to different culture, a company can minimize efforts in terms of corporate culture implementation in the global context.		en_US
dc.description.abstract (摘要) LIST OF FIGURES
     Exhibit 1-1: Preliminary research framework and questions..........................................................4
     Exhibit 2-1: CVF culture model.......................................................................................................8
     Exhibit 3-1: Preliminary research framework................................................................................25
     Exhibit 3-2: Background of Internal Staff......................................................................................28
     Exhibit 3-3: External interviewees.................................................................................................29
     Exhibit 3-4: Interview outline........................................................................................................30
     Exhibit 3-5: Interview questions....................................................................................................31
     Exhibit 4-1: mapping behavioral representations to Trend Micro’s values...................................41
     Exhibit 4-2: Simplified training framework of Trend Micro..........................................................57
     Exhibit 4-3: Preliminary research framework...............................................................................61
     Exhibit 4-4: Refined research framework......................................................................................65
     
     
     ACKNOWLEDGEMENTS I
     EXECUTIVE SUMMARY II
     LIST OF FIGURES III
     CHAPTER 1: INTRODUCTION 1
     1.1 Research Background 1
     1.2 Research Objectives and Questions 2
     1.3 Limitations 5
     1.4 Research Process and Chapter Outline 5
     CHAPTER 2: LITERATURE REVIEW 7
     2.1 Corporate Culture Theory 7
     2.1.1 Corporate Culture as a Strength 10
     2.1.2 Envisioning Corporate Culture 11
     2.2 Shaping Corporate Culture in a Global Company 14
     2.2.1 The Global Consensus 15
     2.2.2 Breaking the Invisible Barrier 17
     2.3 Implementation Process and Considerations 18
     2.3.1 Becoming “Cultured” 18
     2.3.2 Balance Global Corporate Culture and Local Norms 20
     2.4 Implications of the Literature Review 21
     CHAPTER 3: RESEARCH METHODOLOGY 24
     3.1 Research Framework 24
     3.2 Case Method 26
     3.3 Data Collection 27
     
     CHAPTER 4: CASE STUDY: TREND MICRO INC. 33
     4.1 Company Profile 33
     4.2 Corporate Culture of Trend Micro 36
     4.2.1 4C+T Values 36
     4.2.2 Behavioral Representations of Values 41
     4.3 Shaping Global Culture 46
     4.3.1 Envisioning Corporate Values 47
     4.3.2 Sharing and Communication 49
     4.4 Corporate Culture Implementation 53
     4.5 Synthesizing Research Findings 60
     CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS 66
     5.1 Conclusions 66
     5.2 Recommendations 68
     5.3 Suggestions for Future Research 70
     REFERENCE 73
     APPENDIX 78		-
dc.description.tableofcontents LIST OF FIGURES
     Exhibit 1-1: Preliminary research framework and questions..........................................................4
     Exhibit 2-1: CVF culture model.......................................................................................................8
     Exhibit 3-1: Preliminary research framework................................................................................25
     Exhibit 3-2: Background of Internal Staff......................................................................................28
     Exhibit 3-3: External interviewees.................................................................................................29
     Exhibit 3-4: Interview outline........................................................................................................30
     Exhibit 3-5: Interview questions....................................................................................................31
     Exhibit 4-1: mapping behavioral representations to Trend Micro’s values...................................41
     Exhibit 4-2: Simplified training framework of Trend Micro..........................................................57
     Exhibit 4-3: Preliminary research framework...............................................................................61
     Exhibit 4-4: Refined research framework......................................................................................65
     
     
     ACKNOWLEDGEMENTS I
     EXECUTIVE SUMMARY II
     LIST OF FIGURES III
     CHAPTER 1: INTRODUCTION 1
     1.1 Research Background 1
     1.2 Research Objectives and Questions 2
     1.3 Limitations 5
     1.4 Research Process and Chapter Outline 5
     CHAPTER 2: LITERATURE REVIEW 7
     2.1 Corporate Culture Theory 7
     2.1.1 Corporate Culture as a Strength 10
     2.1.2 Envisioning Corporate Culture 11
     2.2 Shaping Corporate Culture in a Global Company 14
     2.2.1 The Global Consensus 15
     2.2.2 Breaking the Invisible Barrier 17
     2.3 Implementation Process and Considerations 18
     2.3.1 Becoming “Cultured” 18
     2.3.2 Balance Global Corporate Culture and Local Norms 20
     2.4 Implications of the Literature Review 21
     CHAPTER 3: RESEARCH METHODOLOGY 24
     3.1 Research Framework 24
     3.2 Case Method 26
     3.3 Data Collection 27
     
     CHAPTER 4: CASE STUDY: TREND MICRO INC. 33
     4.1 Company Profile 33
     4.2 Corporate Culture of Trend Micro 36
     4.2.1 4C+T Values 36
     4.2.2 Behavioral Representations of Values 41
     4.3 Shaping Global Culture 46
     4.3.1 Envisioning Corporate Values 47
     4.3.2 Sharing and Communication 49
     4.4 Corporate Culture Implementation 53
     4.5 Synthesizing Research Findings 60
     CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS 66
     5.1 Conclusions 66
     5.2 Recommendations 68
     5.3 Suggestions for Future Research 70
     REFERENCE 73
     APPENDIX 78		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0093933001en_US
dc.subject (關鍵詞) 全球企業文化zh_TW
dc.subject (關鍵詞) corporate cultureen_US
dc.subject (關鍵詞) global companyen_US
dc.subject (關鍵詞) corporate culture implementationen_US
dc.title (題名) 塑造全球企業文化：以趨勢科技為例zh_TW
dc.title (題名) Shaping and Implementing Global Corporate Culture: The Case of Trend Micro Incorporateden_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 1 Alvesson, Mats, Cultural Perspectives on Organizations, Cambridge, NY: Cambridge University Press, 1993.zh_TW
dc.relation.reference (參考文獻) 2 Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders, Boston, MA: Harvard Business School Press, 1998.zh_TW
dc.relation.reference (參考文獻) 3 Brett, Jeanne, Behfar, Kristin and Kern, Mary C., “Managing Multicultural Teams”, Harvard Business Review, November 2006, pp. 84-91.zh_TW
dc.relation.reference (參考文獻) 4 Chang, Steve and Chang, Jenny, Trend Unstoppable – transnational management, Taipei: Trend Micro Education Foundation, 2005zh_TW
dc.relation.reference (參考文獻) 5 Chang, Steve and Chang, Jenny, @Trend Micro, Taipei: Trend Micro Education Foundation, 1999zh_TW
dc.relation.reference (參考文獻) 6 Collins, James C. and Porras, Jerry I., Built to Last: Successful Habits of Visionary Companies, New York, NY: HarperBusiness Essentials, 1994.zh_TW
dc.relation.reference (參考文獻) 7 Deal, Terrence E. and Kennedy, Allen A., Corporate Cultures: The Rites and Rituals of Corporate Life, Menlo Park, CA: Addison-Wesley Publishing Company, Inc., 1982zh_TW
dc.relation.reference (參考文獻) 8 Denison, D.R., “Bringing corporate culture to the bottom line”, Organizational Dynamics, Vol. 13, No. 2, 1984, pp. 4-22.zh_TW
dc.relation.reference (參考文獻) 9 Deshpande, R. and Webster, F., “Organizational Culture and Marketing: Defining the Research Agenda”, Journal of Marketing, 53, 1989, pp. 3-15.zh_TW
dc.relation.reference (參考文獻) 10 Eisenhardt, Kathleen, “Building Theories from Case Study Research", The Academy of Management Review, Vol. 14, Iss. 4, 1989, pp. 532-550.zh_TW
dc.relation.reference (參考文獻) 11 Friedman, T. L., The World is Flat: A Brief History of the Twenty-first Century, New York, NY: Farrar, Straus and Giroux, 2005.zh_TW
dc.relation.reference (參考文獻) 12 Gellermann, W., Frankel, M. S., and Ladenson, R. F., Values and Ethics in Organization and Human Systems Development: Responding to Dilemmas in Professional Life, San Francisco, CA: Jossey-Bass, 1990.zh_TW
dc.relation.reference (參考文獻) 13 Greenblatt, M., Dickinson, G. and Simpson, C., “Implementing the Research Question”, Knowledge Quest, 33(2), 2004, pp. 75-76.zh_TW
dc.relation.reference (參考文獻) 14 Hamel, G. and Prahalad, C. K., Competing for the Future, Boston, MA: Harvard Business School Press, 1994zh_TW
dc.relation.reference (參考文獻) 15 Hill, Charles W.L., International Business: Competing in the Global Marketplace, New York, NY: McGraw-Hill Companies, Inc., 2007zh_TW
dc.relation.reference (參考文獻) 16 Hofstede, G., “Problems remain, but theories will change: The universal and the specific in 21st century global management”, Organizational Dynamics, 28(1), 1999, pp. 34-43.zh_TW
dc.relation.reference (參考文獻) 17 Holden, Richard, “Managing people`s values and perceptions in multi-cultural organisations: The experience of an HR director”, Employee Relations, 23(6), 2001, pp. 614-626.zh_TW
dc.relation.reference (參考文獻) 18 Hooijberg, Robert and Petrock, Frank, “On Cultural Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy”, Human Resource Management, 32(1), 1993, pp. 29-50.zh_TW
dc.relation.reference (參考文獻) 19 Howard, Robert, “Values Make the Company: An Interview with Robert Hass”, Harvard Business Review, September-October, 1990.zh_TW
dc.relation.reference (參考文獻) 20 Kapel, Claudine and Shepherd, Catherine, “Show me the vision”, Canadian HR Reporter, 17(7), April, 2004, pp. 6-7.zh_TW
dc.relation.reference (參考文獻) 21 Kotter, J. P. and Heskett, J. L., Corporate Culture and Performance, New York, NY: Free Press, 1992.zh_TW
dc.relation.reference (參考文獻) 22 Kulkki, Seiji and Kosonen, Mikko, “How Tacit Knowledge Explains Organization Renewal and Growth: The Case of Nokia”, in Nonaka, Ikujiro and Teece, David (Eds.), Managing Industrial Knowledge: Creation, Transfer and Utilization, London: Sage, 2001, pp. 244-269.zh_TW
dc.relation.reference (參考文獻) 23 Lee, H. W., “International Human Resource Management Can Be Achieved Through Cultural Studies and Relevant Training”, The Business Review, Summer Vol.5, Iss. 2, 2006, pp. 95.zh_TW
dc.relation.reference (參考文獻) 24 Levitt B. and J. G. March, “Organizational Learning”, Annual Review of Sociology, 14, 1988, pp. 319-340.zh_TW
dc.relation.reference (參考文獻) 25 Martin, J., “Managing specialized corporate cultures”, In Kilmann, R. H., Saxton, M., Serpa, R. et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.zh_TW
dc.relation.reference (參考文獻) 26 McCune, Jenny, “Exporting corporate culture”, Management Review, 88(11), 1999, pp. 52-56.zh_TW
dc.relation.reference (參考文獻) 27 Miles, M. B. and Huberman, A. M., Qualitative Data Analysis: A Sourcebook of New Methods, 11th ed., Newbury Park, London, New Delhi: Sage Publications, 1991.zh_TW
dc.relation.reference (參考文獻) 28 Miller, Lawrence M., Barbarians to Bureaucrats: Corporate Life Cycle Strategies, New York, NY: Ballantine Books, 1989.zh_TW
dc.relation.reference (參考文獻) 29 Murtha, T. P., Lenway, S. A., and Bagozzi, R. P., “Global Mind Sets and Cognitive Shift in a Complex Multinational Corporation”, Strategic Management Journal, 19, 1998, pp. 97-114.zh_TW
dc.relation.reference (參考文獻) 30 Nixon, Judy C. and Dawson, Gail A., “Reason for cross-cultural communication training”, Corporate Communications, 7(3), 2002, pp. 184-191.zh_TW
dc.relation.reference (參考文獻) 31 Prahalad, C. K. and Hamel, G., “Strategy as a field of study: Why search for a new paradigm?”, Strategic Management Journal, Special Issue, 15, 1994, pp. 5-16.zh_TW
dc.relation.reference (參考文獻) 32 Quinn, R. E., Beyond rational management: Mastering the paradoxes and competing demands of high performance, San Francisco, CA: Jossey-Bass, 1988.zh_TW
dc.relation.reference (參考文獻) 33 Rothacher, A., Corporate Cultures and Global Brands, New Jersey, London, Singapore: World Scientific Publishing Co., 2004.zh_TW
dc.relation.reference (參考文獻) 34 Schein, E. H., “How Culture Forms, Develops, and Changes”, in Kilmann, Ralph H., Saxton, Mary J., Serpa, Roy et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.zh_TW
dc.relation.reference (參考文獻) 35 Schein, E. H., “What is culture”, In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Reframing Organizational Culture, London: Sage, 1991, pp. 243-253.zh_TW
dc.relation.reference (參考文獻) 36 Schell, Michael S, and Solomon, Charlene Marmer, “Global Culture: Who`s the Gatekeeper”, Workforce, Vol. 76, Iss. 11, Nov. 1997, pp. 35-39.zh_TW
dc.relation.reference (參考文獻) 37 Schneider, Susan C., “National vs. Corporate Culture: Implications for Human Resource Management”, Human Resource Management, Vol. 27, No. 2, Summer 1988.zh_TW
dc.relation.reference (參考文獻) 38 Sharkey, Linda D., “Organization Integration Case Study: A Practical Approach to Drive Faster Results”, Organization Development Journal, 24(4), 2006, pp. 44-54.zh_TW
dc.relation.reference (參考文獻) 39 Thygesen, Flemming and McGowan, Paul, “Inspiring the organisation to act: A business in denial”, International Journal of Market Research, Henley-on-Thames: Second Quarter, Vol.44, Iss. 2, 2002, pp. 143.zh_TW
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dc.relation.reference (參考文獻) Websiteszh_TW
dc.relation.reference (參考文獻) 1 Branding Taiwanzh_TW
dc.relation.reference (參考文獻) http://www.brandingtaiwan.org/en/index.aspzh_TW
dc.relation.reference (參考文獻) 2 Interbrand Corporationzh_TW
dc.relation.reference (參考文獻) http://www.interbrand.com/home.aspzh_TW
dc.relation.reference (參考文獻) 3 Nokia Corporationzh_TW
dc.relation.reference (參考文獻) http://www.nokia.com/zh_TW
dc.relation.reference (參考文獻) 4 Hewlett-Packard Companyzh_TW
dc.relation.reference (參考文獻) http://welcome.hp.com/country/us/en/welcome.htmlzh_TW
dc.relation.reference (參考文獻) 5 Levi Strauss & Co.zh_TW
dc.relation.reference (參考文獻) http://www.levistrauss.com/zh_TW
dc.relation.reference (參考文獻) 6 2006 Taiwan Top 10 Global Brands Press Release, Sept. 28, 2006, http://www.brandingtaiwan.org/en/aboutContent.asp?id=1548zh_TW
dc.relation.reference (參考文獻) 7 The Best Global Brands 2006 Report, http://www.ourfishbowl.com/images/surveys/BGB06Report_072706.pdfzh_TW
dc.relation.reference (參考文獻) 8 Schlender, Brenton R., “How Levi Strauss did an LBO Right: The jeansmaker went private to focus on the long term. But unlike others who took the same route, it`s not struggling under a load of debt. It`s booming”, CNN Money news, May 7, 1990. http://money.cnn.com/magazines/fortune/fortune_archive/1990/05/07/73489/index.htm (abstracted on May 30 2006)zh_TW