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| 篇名 |
管理學報，
1998
第十五卷第一期：101-132
DOI：
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| 我國企業對駐外經理的人力資源管理與創業行為 |
| The International Human Resource Management And Expatriate Intrapreneurship In Internationalizational Process : The Case of Taiwanese Multinational Companies |
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| 我國企業若要在國際化過程中，迅速掌握海外市場的商機，並有效地達成企業目標，就必須激發駐外經理在海外的創業行為。因此，本研究由管理的觀點，探討企業應如何藉由各項人力資源管理的措施，幫助駐外經理激發更高的創業行為。藉由對我國101位駐外經理的實証研究結果發現，「嚴格甄選」與「授權賦能」是目前我國企業激發駐外經理創業行為的最重要措施。此外，本研究也發現在國際化過程中，我國企業為因應子公司的設立年數長短，與其在個人/集體主義價值觀上的差異程度，對駐外經理分別採取各項有效的人力資源管理措施，來激發其更高的創業行為。並且也發現企業藉由對駐外高階經理實施較高的嚴格甄選與授權賦能，而激發他們比中、低階經理產生更高的創業行為。再者，我國企業也藉由對歐美西方文化地區駐外經理，實施更高的授權賦能，而激發他們比在東亞地區的駐外經理產生更高的創業行為。 |
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| In this paper, we examine the relationship between expatriate intrapreneurship and international human resource management and moderating effects of subsidiaries established year and subsidiaries’ individualism/collectivism differences with an empirical study of 101 Taiwanese expatriate managers. The findings indicate that the IHRM for expatriates need to be contingent on how long the assigned subsidiary was established. Evidently, when the expatriate is assigned to the younger subsidiary, the parent company must execute more rigorous selection, behavior appraisal, and empowerment on the expatriate for inspire their more intrapreneurship. Alternatively, when the expatriate is assigned to the longer established subsidiary. MNCs should stress more training & acculturation for the expatriate to create more entrepreneurial behavior in foreign operations. Furthermore, when an expatriate was assigned to a subsidiary with more individualism/collectivism differences, the parent company must execute more rigorous selection and less output motivation for the expatirates. |
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| Expatriate Intrapreneurship, International Human Resource Management, Individualism/ collectivism differences. |
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