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題名 資深駐外經理人員工作挑戰之研究－以臺商資訊電子業在西歐、北美子公司為例
The Challenges of Senior Expatriates－The Case of Taiwanese Information Technology Firms in West Europe and North America
作者 李彝三
LEE, Yi-San
貢獻者 于卓民
YU, Chwo-Ming Joseph
李彝三
LEE, Yi-San
關鍵詞 外派/駐外/海外派遣/海外工作
外派調適/駐外調適
國際人力資源管理
工作挑戰
expatriate
expatriate adjustment
IHRM，International Human Resource Management
日期 2005
上傳時間 18-Sep-2009 15:09:26 (UTC+8)
摘要 現代化企業的經營模式已轉變成國際化、全球化經營，而外派人才之培養與訓練是維繫海外據點戰力持續的要素。本研究探討資深駐外經理人員在工作上的現實挑戰，補充學術上的理論探討；欲探討下列的主要問題：
(一)駐外經理人員如何因應工作上的挑戰？
(二)駐外經理人員如何與總公司互動？
(三)駐外經理人員如何適應駐在地的工作與生活？

透過多國企業策略、國際人力資源管理、海外派遣與海外適應的文獻探討，採用個案研究法作為研究方法，對於訪談對象（六位資深的駐歐、駐美經理人員）進行深度訪談，輔以八家個案公司的次級資料，利用實務訪談進行個案對象的深入研究探討。

本研究的主要發現是：
(一)駐外經理人員其人際關係網絡（在駐在地、以及在總公司）與工作績效的關係緊密。
(二)駐外經理人員必須與總公司建立有效的互動平臺。
(三)駐外經理人員要能充分融入當地文化，並且先找到對的人（部屬、工作夥伴），再決定做甚麼；要使員工認同總公司的企業文化，以收長治久安之效。
(四)駐外經理人員在領導、管理當地員工時，要視情境而靈活運用不同的作風。
(五)管理當地的員工，要按部就班將其塑造成為高績效團隊，依次展開任務；遇到狀況，深思熟慮後就要明快行事。
(六)資深駐外經理人員的中長期生涯規劃，要未雨綢繆、自立自強。

本研究的結論是：
(一)外派人員隨時面對全球資源整合及地方回應的雙重壓力，必須要有敏銳的洞察力、深謀遠慮的遠見與憂患意識；任務的細部展開包括：駐在地的領導管理以及母公司的溝通協調。善於利用周遭可及的資源，特別是當地的人際網絡關係，以及總公司專業團隊的支援。
(二)外派人員與總公司的關係，平日即要積極培養經營，以塑造良好的合作氛圍，包括：事務性質的各功能別對應窗口，和策略層級的主管討論議題。與日常作業的連絡對象要建立默契和勤於互動－“朝中有人好辦事”，正式與非正式的資訊管道交織，以全盤瞭解情勢。
(三)跨文化適應是外派人員的關鍵要件，個人面會自我調整心理面與生理面，積極適應海外不同環境的工作與生活；配偶與子女則是最大的甜蜜負擔，要以家庭凝聚的力量，支持每一個成員順利適應新環境、新挑戰；瞭解以及尊重當地文化，並且盡快融入當地的情境，進入當地的社群。
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描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
92932117
94
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0929321171
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.advisor YU, Chwo-Ming Josephen_US
dc.contributor.author (Authors) 李彝三zh_TW
dc.contributor.author (Authors) LEE, Yi-Sanen_US
dc.creator (作者) 李彝三zh_TW
dc.creator (作者) LEE, Yi-Sanen_US
dc.date (日期) 2005en_US
dc.date.accessioned 18-Sep-2009 15:09:26 (UTC+8)-
dc.date.available 18-Sep-2009 15:09:26 (UTC+8)-
dc.date.issued (上傳時間) 18-Sep-2009 15:09:26 (UTC+8)-
dc.identifier (Other Identifiers) G0929321171en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/35494-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 92932117zh_TW
dc.description (描述) 94zh_TW
dc.description.abstract (摘要) 現代化企業的經營模式已轉變成國際化、全球化經營，而外派人才之培養與訓練是維繫海外據點戰力持續的要素。本研究探討資深駐外經理人員在工作上的現實挑戰，補充學術上的理論探討；欲探討下列的主要問題：
(一)駐外經理人員如何因應工作上的挑戰？
(二)駐外經理人員如何與總公司互動？
(三)駐外經理人員如何適應駐在地的工作與生活？

透過多國企業策略、國際人力資源管理、海外派遣與海外適應的文獻探討，採用個案研究法作為研究方法，對於訪談對象（六位資深的駐歐、駐美經理人員）進行深度訪談，輔以八家個案公司的次級資料，利用實務訪談進行個案對象的深入研究探討。

本研究的主要發現是：
(一)駐外經理人員其人際關係網絡（在駐在地、以及在總公司）與工作績效的關係緊密。
(二)駐外經理人員必須與總公司建立有效的互動平臺。
(三)駐外經理人員要能充分融入當地文化，並且先找到對的人（部屬、工作夥伴），再決定做甚麼；要使員工認同總公司的企業文化，以收長治久安之效。
(四)駐外經理人員在領導、管理當地員工時，要視情境而靈活運用不同的作風。
(五)管理當地的員工，要按部就班將其塑造成為高績效團隊，依次展開任務；遇到狀況，深思熟慮後就要明快行事。
(六)資深駐外經理人員的中長期生涯規劃，要未雨綢繆、自立自強。

本研究的結論是：
(一)外派人員隨時面對全球資源整合及地方回應的雙重壓力，必須要有敏銳的洞察力、深謀遠慮的遠見與憂患意識；任務的細部展開包括：駐在地的領導管理以及母公司的溝通協調。善於利用周遭可及的資源，特別是當地的人際網絡關係，以及總公司專業團隊的支援。
(二)外派人員與總公司的關係，平日即要積極培養經營，以塑造良好的合作氛圍，包括：事務性質的各功能別對應窗口，和策略層級的主管討論議題。與日常作業的連絡對象要建立默契和勤於互動－“朝中有人好辦事”，正式與非正式的資訊管道交織，以全盤瞭解情勢。
(三)跨文化適應是外派人員的關鍵要件，個人面會自我調整心理面與生理面，積極適應海外不同環境的工作與生活；配偶與子女則是最大的甜蜜負擔，要以家庭凝聚的力量，支持每一個成員順利適應新環境、新挑戰；瞭解以及尊重當地文化，並且盡快融入當地的情境，進入當地的社群。		zh_TW
dc.description.tableofcontents 第一章 緒論…………………………………………………………………… 1
第一節 研究背景與研究動機……………………………………………… 3
第二節 研究問題與研究目的……………………………………………… 5
第三節 研究流程與章節架構……………………………………………… 6

第二章 文獻探討……………………………………………………………… 9
第一節 多國企業策略……………………………………………………… 9
第二節 國際人力資源管理…………………………………………………20
一、策略性人力資源管理………………………………………………21
二、國際人力資源管理…………………………………………………22
三、策略性國際人力資源管理…………………………………………24
四、多國企業的經營心態………………………………………………26
五、多國企業的外派人力資源管理系統………………………………32
第三節 海外派遣與海外適應………………………………………………43
一、海外派遣……………………………………………………………44
二、外派人員的海外適應架構…………………………………………48

第三章 研究方法……………………………………………………………… 56
第一節 初步研究架構………………………………………………………56
第二節 研究設計……………………………………………………………58
第三節 研究對象……………………………………………………………60
第四節 訪談綱要……………………………………………………………66
第五節 研究限制……………………………………………………………68

第四章 個案研究結果與分析………………………………………………… 70
第一節 個案公司一－M公司………………………………………………70
第二節 個案公司二－T公司……………………………………………… 79
第三節 個案公司三－Y公司………………………………………………81
第四節 個案公司四－G公司………………………………………………83
第五節 個案公司五－A公司………………………………………………87
第六節 個案公司六－C公司……………………………………………… 92
第七節 個案公司七－F公司………………………………………………94
第八節 個案公司八－AS公司…………………………………………… 97
第九節 訪談結果整理與分析…………………………………………… 101
一、研究發現…………………………………………………………101
二、命題………………………………………………………………104
第十節 駐外人員的生涯規劃…………………………………………… 106

第五章 結論與建議………………………………………………………… 109
第一節 研究結論………………………………………………………… 109
第二節 管理意涵………………………………………………………… 111
一、海外子公司的營運事宜………………………………………… 111
二、駐外人員的遴選與訓練………………………………………… 121
第三節 後續研究建議…………………………………………………… 123

參考文獻………………………………………………………………………125
一、中文部分………………………………………………………………… 125
二、英文部分………………………………………………………………… 128


表目錄
表1-1 核准對外投資統計總表…………………………………………………2
表2-1 EPG模式之組織構面………………………………………………… 11
表2-2 跨國公司經營的四種心態…………………………………………… 27
表2-3 選任不同國籍經理人的優缺點……………………………………… 29


圖目錄
圖1-1 本研究之流程圖……………………………………………………… 7
圖2-1 全球化策略觀念行性架構…………………………………………… 16
圖2-2 策略性人力資源管理的5P模型…………………………………… 22
圖2-3 國際人力資源管理模式……………………………………………… 24
圖2-4 策略性國際人力資源管理架構圖…………………………………… 25
圖2-5 影響地主國子公司高階主管派任因素………………………………30
圖2-6 U 型適應理論圖……………………………………………………… 49
圖2-7 影響海外適應相關因素……………………………………………… 50
圖3-1 本研究之初步研究架構……………………………………………… 57		zh_TW
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dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0929321171en_US
dc.subject (關鍵詞) 外派/駐外/海外派遣/海外工作zh_TW
dc.subject (關鍵詞) 外派調適/駐外調適zh_TW
dc.subject (關鍵詞) 國際人力資源管理zh_TW
dc.subject (關鍵詞) 工作挑戰zh_TW
dc.subject (關鍵詞) expatriateen_US
dc.subject (關鍵詞) expatriate adjustmenten_US
dc.subject (關鍵詞) IHRM，International Human Resource Managementen_US
dc.title (題名) 資深駐外經理人員工作挑戰之研究－以臺商資訊電子業在西歐、北美子公司為例zh_TW
dc.title (題名) The Challenges of Senior Expatriates－The Case of Taiwanese Information Technology Firms in West Europe and North Americaen_US
dc.type (資料類型) thesisen
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