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題名 東亞商業環境中管理外籍同仁之挑戰：跨文化之觀點
The Challenge of Managing Foreign Nationals in an East Asian Business Environment: a Cross-Cultural Perspective
作者 喬蔚斯
Jordan, Wesley
貢獻者 林月雲
Lin, Carol
喬蔚斯
Jordan, Wesley
關鍵詞 外派
跨文化管理
台灣
員工留任
文化衝擊
expatriate
cross-cultural management
Taiwan
staff retention
cultural collision
日期 2016
上傳時間 20-七月-2016 17:47:29 (UTC+8)
摘要 As the world economy further integrates, the need for effective, cross-cultural human resource management (HRM) is becoming ever more important. One of the main driving factors behind this trend is the continuing development of East Asian corporations. As these companies move-up the value chain, their productive processes become more complicated, and in turn, increases their need for specialized labor.
     In the short-term, many of their local labor markets cannot meet this increased demand. Today, Multinational Corporations (MNCs) are filling the gap between labor demand and labor supply through the recruitment of foreign workers. One such industry is the English as a Second Language (ESL) market. In Taiwan, for example, these companies are locally owned and operated, but a significant portion of their staff is international.
     Through quantitative and qualitative analysis, the author will show that in the ESL industry there is a connection between employee demographics (e.g. gender, nationality, ethnicity, degree major), and the length of time employees remain with their employer. Once identified, the author then discusses HRM practices aimed at improving the interview and evaluation process in order to better attract ideal candidates and improve staff retention.
Abstract i
     Table of Contents ii
     List of Figures vii
     List of Tables viii
     Chapter 1: Introduction 1
     Chapter 2: Literature Review 2
     2.1 What is Culture? 3
     2.2 Origins of Culture 6
     2.3 Characteristics of Culture 8
     2.3.1 Kluckhohn and Strobecks’s Framework 10
     2.4 Hofstede’s Six Dimensions 14
     2.4.1 Individualism Versus Collectivism 15
     2.4.2 Power Distance Index 16
     2.4.3 Uncertainty Avoidance Index 17
     2.4.4 Masculinity Versus Femininity 19
     2.4.5 Long-term Orientation Versus Short-term Orientation 20
     2.4.6 Indulgence 21
     2.5 Implications in the Workplace 22
     2.5.1 Work Motivation 22
     2.5.2 Relationships 23
     2.5.3 Risk-taking 23
     2.5.4 Information Handling 24
     2.6 Triandis’ Framework 24
     2.6.1 Degree of Cultural Complexity 24
     2.6.2 Degree of Tightness 25
     2.6.3 Degree of Individualism or Collectivism 26
     2.6.4 Degree of Verticalness or Horizontalness 26
     2.7 Daniels, Radebaugh, and Sullivan’s Cultural Stabilizers 27
     2.7.1 Common Language 28
     2.7.2 Religion & Compliance 28
     2.7.3 Social Stratification 29
     2.7.4 Relationalism 30
     2.7.5 Individualism Versus Collectivism 31
     2.7.6 Rule of Law Versus Rule of Man 33
     2.8 Understanding Culture to Communicate Effectively 33
     2.8.1 Fact-based 34
     2.8.2 Action-based 34
     2.8.3 Relationship-based 34
     2.8.4 Idea-based 35
     2.9 Adapting the Model for Cross-cultural Comparison 35
     2.10 Summary 37
     Chapter 3: Research Methodology 39
     Chapter 4: Qualitative and Quantitative Review 41
     4.1 Staff Retention 41
     4.1.1 Retention Versus Degree Major 41
     4.1.2 Retention Versus Gender 43
     4.1.3 Retention Versus Ethnicity 44
     4.1.4 Retention Versus Age at Start of Employment 45
     4.1.5 Retention Versus Nationality 45
     4.2 Applicant Profile 49
     4.2.1 Applicant Survey 1 50
     4.2.2 Applicant Survey 2 50
     4.3 MaxDiff Analysis 53
     4.3.1 MaxDiff Design 54
     4.3.2 Counting Analysis 55
     4.3.3 Rescaled (Probability) Scores 56
     4.3.4 Identifying Segments 56
     4.4 The HESS International Applicant 58
     Chapter 5: Retaining Staff 59
     5.1 Successful Cross-cultural Management 61
     5.1.1 Personal Motivations 61
     5.1.2 Selective Cultural Traits 61
     5.1.3 National Character 62
     5.1.4 Organizational Innovation and Change 62
     5.1.5 Social Demography 62
     5.1.6 Communication Styles 62
     5.1.7 Creating the Environment 63
     Chapter 6: Conclusion and Final Considerations 64
     Appendix I: Data and Results 66
     New Teacher Survey 2 Survey Results 66
     Correlation matrix (Pearson) 67
     p-values 68
     Coefficients of determination (R2) 68
     MaxDiff Counts Analysis 68
     Latent Class Estimation 69
     Segment Identification 70
     Solution for 2 Segments 70
     Solution for 3 Segments 71
     Solution for 4 Segments 71
     Solution for 5 Segments 71
     Appendix II: Surveys 72
     Initial Market Research 72
     ESL Market Research Survey 72
     MaxDiff Survey 73
     References 74
參考文獻 Atherton, J. S. (2013, February 10). Shame-culture and Guilt-culture. Retrieved from Doceo: http://www.doceo.co.uk/background/shame_guilt.htm
     Baumeuller, M. (2007). Managing Cultural Diversity. Bern: International Academic Publishers.
     Bhagat, R. S., Triandis, H. C., & McDevitt, A. S. (2012). Managing Global Organizations.
     Cameron, R., & Neal, L. (2003). A Concise Economic History of the World: From Paleolithic Times to the Present. New York: Oxford University Press.
     Chen, M.-J., & Miller, D. (2011). The Relational Perspective as a Business Mindset: Managerial Implications for East and West. Academy of Management Perspectives, 6-14.
     Cheng, M.-J. (2001). Inside Chinese Business: a Guide for Managers Worldwide. Boston: Harvard Business School Press.
     Daniels, R. S. (2015). Intational Business: Environments and Operations.
     Diamond, J. (1997). Guns, Germs, and Steel: The Fates of Human Socieities. New York: Norton & Company, Inc.
     Gardenswartz, L., & Rowe, A. (1998). Managing Diversity. Berkeley: North Atlantic Books.
     Geertz, C. (1973). The interpretation of cultures. New York: Basic Books.
     Hofestede, G. (2010). Cultures and Organizations: Software of the Mind. London: McGraw-Hill.
     Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Maastricht: International Association.
     Imai, L., & Gelfand, M. (2009). Inerdisciplinary perspectives on culture, conflict, and negotiation. Cambridge: Cambridge University Press.
     Javidan, M. (2007, July - August). Forward-Thinking Cultures. Retrieved from Harvard Business Review: https://hbr.org/2007/07/forward-thinking-cultures
     Kluckhohn, C. K. (1949). Mirror for man: the relation of anthropology to modern life. Berkeley: Whittlesey House.
     Kroeber, A. L. (1952). Culture: A critical review of concepts and definitions. Cambridge,: Peabody Museum.
     Ralston, D., Holt, D., & Terpstra, R. (1997). The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China. Journal of International Business Studies.
     Rowley, C., & Harry, W. (2011). Managing People Globally: An Asian Perspective. Oxford: Woodhead Publishing.
     Sawtooth Software. (2016). Lighthouse Studio Help. Retrieved from Sawtooth Software: http://www.sawtoothsoftware.com/help/lighthouse-studio/manual/
     Time in Different Cultures. (n.d.). Retrieved from Exactly What is Time?: http://www.exactlywhatistime.com/time-in-different-cultures/
     Triandis, H. (1972). The analysis of subjective culture. New York: Wiley.
     Triandis, H. (1989). The self and social behaviour in differening cultural context. Psycholgoical Review, 96, 506-20.
     Triandis, H. (1994). Culture and social behavior. New York: McGraaw-Hill.
     Triandis, H. (2009). Fooling Ourselves. New York: Praeger Publications.
描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
103933040
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0103933040
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Carolen_US
dc.contributor.author (作者) 喬蔚斯zh_TW
dc.contributor.author (作者) Jordan, Wesleyen_US
dc.creator (作者) 喬蔚斯zh_TW
dc.creator (作者) Jordan, Wesleyen_US
dc.date (日期) 2016en_US
dc.date.accessioned 20-七月-2016 17:47:29 (UTC+8)-
dc.date.available 20-七月-2016 17:47:29 (UTC+8)-
dc.date.issued (上傳時間) 20-七月-2016 17:47:29 (UTC+8)-
dc.identifier (其他 識別碼) G0103933040en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/99384-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理英語碩士學位學程(IMBA)zh_TW
dc.description (描述) 103933040zh_TW
dc.description.abstract (摘要) As the world economy further integrates, the need for effective, cross-cultural human resource management (HRM) is becoming ever more important. One of the main driving factors behind this trend is the continuing development of East Asian corporations. As these companies move-up the value chain, their productive processes become more complicated, and in turn, increases their need for specialized labor.
     In the short-term, many of their local labor markets cannot meet this increased demand. Today, Multinational Corporations (MNCs) are filling the gap between labor demand and labor supply through the recruitment of foreign workers. One such industry is the English as a Second Language (ESL) market. In Taiwan, for example, these companies are locally owned and operated, but a significant portion of their staff is international.
     Through quantitative and qualitative analysis, the author will show that in the ESL industry there is a connection between employee demographics (e.g. gender, nationality, ethnicity, degree major), and the length of time employees remain with their employer. Once identified, the author then discusses HRM practices aimed at improving the interview and evaluation process in order to better attract ideal candidates and improve staff retention.		en_US
dc.description.abstract (摘要) Abstract i
     Table of Contents ii
     List of Figures vii
     List of Tables viii
     Chapter 1: Introduction 1
     Chapter 2: Literature Review 2
     2.1 What is Culture? 3
     2.2 Origins of Culture 6
     2.3 Characteristics of Culture 8
     2.3.1 Kluckhohn and Strobecks’s Framework 10
     2.4 Hofstede’s Six Dimensions 14
     2.4.1 Individualism Versus Collectivism 15
     2.4.2 Power Distance Index 16
     2.4.3 Uncertainty Avoidance Index 17
     2.4.4 Masculinity Versus Femininity 19
     2.4.5 Long-term Orientation Versus Short-term Orientation 20
     2.4.6 Indulgence 21
     2.5 Implications in the Workplace 22
     2.5.1 Work Motivation 22
     2.5.2 Relationships 23
     2.5.3 Risk-taking 23
     2.5.4 Information Handling 24
     2.6 Triandis’ Framework 24
     2.6.1 Degree of Cultural Complexity 24
     2.6.2 Degree of Tightness 25
     2.6.3 Degree of Individualism or Collectivism 26
     2.6.4 Degree of Verticalness or Horizontalness 26
     2.7 Daniels, Radebaugh, and Sullivan’s Cultural Stabilizers 27
     2.7.1 Common Language 28
     2.7.2 Religion & Compliance 28
     2.7.3 Social Stratification 29
     2.7.4 Relationalism 30
     2.7.5 Individualism Versus Collectivism 31
     2.7.6 Rule of Law Versus Rule of Man 33
     2.8 Understanding Culture to Communicate Effectively 33
     2.8.1 Fact-based 34
     2.8.2 Action-based 34
     2.8.3 Relationship-based 34
     2.8.4 Idea-based 35
     2.9 Adapting the Model for Cross-cultural Comparison 35
     2.10 Summary 37
     Chapter 3: Research Methodology 39
     Chapter 4: Qualitative and Quantitative Review 41
     4.1 Staff Retention 41
     4.1.1 Retention Versus Degree Major 41
     4.1.2 Retention Versus Gender 43
     4.1.3 Retention Versus Ethnicity 44
     4.1.4 Retention Versus Age at Start of Employment 45
     4.1.5 Retention Versus Nationality 45
     4.2 Applicant Profile 49
     4.2.1 Applicant Survey 1 50
     4.2.2 Applicant Survey 2 50
     4.3 MaxDiff Analysis 53
     4.3.1 MaxDiff Design 54
     4.3.2 Counting Analysis 55
     4.3.3 Rescaled (Probability) Scores 56
     4.3.4 Identifying Segments 56
     4.4 The HESS International Applicant 58
     Chapter 5: Retaining Staff 59
     5.1 Successful Cross-cultural Management 61
     5.1.1 Personal Motivations 61
     5.1.2 Selective Cultural Traits 61
     5.1.3 National Character 62
     5.1.4 Organizational Innovation and Change 62
     5.1.5 Social Demography 62
     5.1.6 Communication Styles 62
     5.1.7 Creating the Environment 63
     Chapter 6: Conclusion and Final Considerations 64
     Appendix I: Data and Results 66
     New Teacher Survey 2 Survey Results 66
     Correlation matrix (Pearson) 67
     p-values 68
     Coefficients of determination (R2) 68
     MaxDiff Counts Analysis 68
     Latent Class Estimation 69
     Segment Identification 70
     Solution for 2 Segments 70
     Solution for 3 Segments 71
     Solution for 4 Segments 71
     Solution for 5 Segments 71
     Appendix II: Surveys 72
     Initial Market Research 72
     ESL Market Research Survey 72
     MaxDiff Survey 73
     References 74		-
dc.description.tableofcontents Abstract i
     Table of Contents ii
     List of Figures vii
     List of Tables viii
     Chapter 1: Introduction 1
     Chapter 2: Literature Review 2
     2.1 What is Culture? 3
     2.2 Origins of Culture 6
     2.3 Characteristics of Culture 8
     2.3.1 Kluckhohn and Strobecks’s Framework 10
     2.4 Hofstede’s Six Dimensions 14
     2.4.1 Individualism Versus Collectivism 15
     2.4.2 Power Distance Index 16
     2.4.3 Uncertainty Avoidance Index 17
     2.4.4 Masculinity Versus Femininity 19
     2.4.5 Long-term Orientation Versus Short-term Orientation 20
     2.4.6 Indulgence 21
     2.5 Implications in the Workplace 22
     2.5.1 Work Motivation 22
     2.5.2 Relationships 23
     2.5.3 Risk-taking 23
     2.5.4 Information Handling 24
     2.6 Triandis’ Framework 24
     2.6.1 Degree of Cultural Complexity 24
     2.6.2 Degree of Tightness 25
     2.6.3 Degree of Individualism or Collectivism 26
     2.6.4 Degree of Verticalness or Horizontalness 26
     2.7 Daniels, Radebaugh, and Sullivan’s Cultural Stabilizers 27
     2.7.1 Common Language 28
     2.7.2 Religion & Compliance 28
     2.7.3 Social Stratification 29
     2.7.4 Relationalism 30
     2.7.5 Individualism Versus Collectivism 31
     2.7.6 Rule of Law Versus Rule of Man 33
     2.8 Understanding Culture to Communicate Effectively 33
     2.8.1 Fact-based 34
     2.8.2 Action-based 34
     2.8.3 Relationship-based 34
     2.8.4 Idea-based 35
     2.9 Adapting the Model for Cross-cultural Comparison 35
     2.10 Summary 37
     Chapter 3: Research Methodology 39
     Chapter 4: Qualitative and Quantitative Review 41
     4.1 Staff Retention 41
     4.1.1 Retention Versus Degree Major 41
     4.1.2 Retention Versus Gender 43
     4.1.3 Retention Versus Ethnicity 44
     4.1.4 Retention Versus Age at Start of Employment 45
     4.1.5 Retention Versus Nationality 45
     4.2 Applicant Profile 49
     4.2.1 Applicant Survey 1 50
     4.2.2 Applicant Survey 2 50
     4.3 MaxDiff Analysis 53
     4.3.1 MaxDiff Design 54
     4.3.2 Counting Analysis 55
     4.3.3 Rescaled (Probability) Scores 56
     4.3.4 Identifying Segments 56
     4.4 The HESS International Applicant 58
     Chapter 5: Retaining Staff 59
     5.1 Successful Cross-cultural Management 61
     5.1.1 Personal Motivations 61
     5.1.2 Selective Cultural Traits 61
     5.1.3 National Character 62
     5.1.4 Organizational Innovation and Change 62
     5.1.5 Social Demography 62
     5.1.6 Communication Styles 62
     5.1.7 Creating the Environment 63
     Chapter 6: Conclusion and Final Considerations 64
     Appendix I: Data and Results 66
     New Teacher Survey 2 Survey Results 66
     Correlation matrix (Pearson) 67
     p-values 68
     Coefficients of determination (R2) 68
     MaxDiff Counts Analysis 68
     Latent Class Estimation 69
     Segment Identification 70
     Solution for 2 Segments 70
     Solution for 3 Segments 71
     Solution for 4 Segments 71
     Solution for 5 Segments 71
     Appendix II: Surveys 72
     Initial Market Research 72
     ESL Market Research Survey 72
     MaxDiff Survey 73
     References 74		zh_TW
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0103933040en_US
dc.subject (關鍵詞) 外派zh_TW
dc.subject (關鍵詞) 跨文化管理zh_TW
dc.subject (關鍵詞) 台灣zh_TW
dc.subject (關鍵詞) 員工留任zh_TW
dc.subject (關鍵詞) 文化衝擊zh_TW
dc.subject (關鍵詞) expatriateen_US
dc.subject (關鍵詞) cross-cultural managementen_US
dc.subject (關鍵詞) Taiwanen_US
dc.subject (關鍵詞) staff retentionen_US
dc.subject (關鍵詞) cultural collisionen_US
dc.title (題名) 東亞商業環境中管理外籍同仁之挑戰：跨文化之觀點zh_TW
dc.title (題名) The Challenge of Managing Foreign Nationals in an East Asian Business Environment: a Cross-Cultural Perspectiveen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) Atherton, J. S. (2013, February 10). Shame-culture and Guilt-culture. Retrieved from Doceo: http://www.doceo.co.uk/background/shame_guilt.htm
     Baumeuller, M. (2007). Managing Cultural Diversity. Bern: International Academic Publishers.
     Bhagat, R. S., Triandis, H. C., & McDevitt, A. S. (2012). Managing Global Organizations.
     Cameron, R., & Neal, L. (2003). A Concise Economic History of the World: From Paleolithic Times to the Present. New York: Oxford University Press.
     Chen, M.-J., & Miller, D. (2011). The Relational Perspective as a Business Mindset: Managerial Implications for East and West. Academy of Management Perspectives, 6-14.
     Cheng, M.-J. (2001). Inside Chinese Business: a Guide for Managers Worldwide. Boston: Harvard Business School Press.
     Daniels, R. S. (2015). Intational Business: Environments and Operations.
     Diamond, J. (1997). Guns, Germs, and Steel: The Fates of Human Socieities. New York: Norton & Company, Inc.
     Gardenswartz, L., & Rowe, A. (1998). Managing Diversity. Berkeley: North Atlantic Books.
     Geertz, C. (1973). The interpretation of cultures. New York: Basic Books.
     Hofestede, G. (2010). Cultures and Organizations: Software of the Mind. London: McGraw-Hill.
     Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Maastricht: International Association.
     Imai, L., & Gelfand, M. (2009). Inerdisciplinary perspectives on culture, conflict, and negotiation. Cambridge: Cambridge University Press.
     Javidan, M. (2007, July - August). Forward-Thinking Cultures. Retrieved from Harvard Business Review: https://hbr.org/2007/07/forward-thinking-cultures
     Kluckhohn, C. K. (1949). Mirror for man: the relation of anthropology to modern life. Berkeley: Whittlesey House.
     Kroeber, A. L. (1952). Culture: A critical review of concepts and definitions. Cambridge,: Peabody Museum.
     Ralston, D., Holt, D., & Terpstra, R. (1997). The Impact of National Culture and Economic Ideology on Managerial Work Values: A Study of the United States, Russia, Japan, and China. Journal of International Business Studies.
     Rowley, C., & Harry, W. (2011). Managing People Globally: An Asian Perspective. Oxford: Woodhead Publishing.
     Sawtooth Software. (2016). Lighthouse Studio Help. Retrieved from Sawtooth Software: http://www.sawtoothsoftware.com/help/lighthouse-studio/manual/
     Time in Different Cultures. (n.d.). Retrieved from Exactly What is Time?: http://www.exactlywhatistime.com/time-in-different-cultures/
     Triandis, H. (1972). The analysis of subjective culture. New York: Wiley.
     Triandis, H. (1989). The self and social behaviour in differening cultural context. Psycholgoical Review, 96, 506-20.
     Triandis, H. (1994). Culture and social behavior. New York: McGraaw-Hill.
     Triandis, H. (2009). Fooling Ourselves. New York: Praeger Publications.		zh_TW