Bsidging the Eclectic Paradigm and Integration - Responsiveness Framework of Human Resource Srauegy : An Empirical Study on Overseas Subsidiaries of Taiwan''s Information Industry

• Main Authors: Huang, Ariel, 黃帝綸
• Other Authors: Quang-Hua Chen, Shang-Jyh Liu
• Format: Others
• Language: zh-TW
• Published: 1996
• Online Access: http://ndltd.ncl.edu.tw/handle/71298818532189129015

碩士 === 國立交通大學 === 科技管理研究所 === 84 === Ever since 1980s, personal computers (PC) and semiconductors industries aretwo distinguished hi-tech industries emerged in Taiwan. As 1990s, Taiwanis in the third place of the global suppliers for PC and associated products.This study conducted herein is to analyze the strategic management of humanresource for the overseas subsidiaries of Taiwan''s PC hardware producers. Theoretical frameworks of Eclectic Paradigm and the Integration- Responsivenessmodel are employed and performance is evaluated for different types of humanferent types of human resource strategy. In order to compare the contributionof strategic variables and to group the patterns of internationalorganizations, we apply the quantitative methods of multiple regression andmultivariate statistics. It reveals that the firm size, theinternationalisation experience and the product innovation of a parentcompany, as well as the local activities, markets, risks, resources and thereliance of headquarters of the overseas subsidiaries, havesignificant influences on the human resource strategy. On the basis of twostrategic dimensions of consistency with parent company and the localizationrequirements, this research defines four distinct strategic categories forhuman resource management. Although Taiwanese information enterprises areincreasingly stepping out for global expansion, the ning stage of international business development. Ad hocand more receptive, instead of autonomous and active, modes of humanresource strategies are dominant in the corporate decisions for theirinternational affiliations. Performance assessment indicates that the activestyle excels other strategic alternatives in terms of the overall and humanresource evaluation. It seems that most Taiwanese firms are cautious aboutand accumulating hands-on experiences of their international investment atcurrent stage. The external uncertainty of foreign environment leads to asituation of trial and error for the industrial globalization. The uncertaincircumstance also has a link with the governance patterns of internationalsubsidiaries. Globalization of Taiwan''s personal computer industry, as awhole, is on the way from passive to more active strategy of human resource.