The Influence of Chief Expatriate Reference to U.S. and Japanese Subsidiary Performance in Taiwan-AndDiscuss Organization Culture''s Intervening Effect

• Main Authors: Chun-Lin Lu, 陸春霖
• Other Authors: Tsai-Mei Lin
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/05129399528239416188

博士 === 中國文化大學 === 國際企業管理研究所 === 90 === This study explore the effect between chief expatriate three dimension and subsidiary’s performance two dimension. Using face to face survey for 204 company, total available questionnaire are 185. This study reach three purposes as follows: 1.Explore the effect upon subsidiary’s performance by chief expatriate. 2.Explore the intervening effect between multinational enterprise organization culture, chief expatriate’s reference and subsidiary’s perfor- mance.3.Explore the difference of multinational subsidiary’s organization culture, chief expatriate’s reference and subsidiary’s performance between U.S company and Japan company. The result of this study find only chief expatriate’s experience no influence on profit rate, the other factors all have significant influence on profit rate and sales growth rate. As to intervene, first culture, secondary culture, third culture have no influence on I.V and D.V but has prediction and explanation power to this research. After compare U.S with Japan company, except training this study demonstrate all the other factors has significant difference. Without expectation, this research also find two facts: 1. The chief expatriate’s education background are all university or above. The junior high school already not to be considered. 2.U.S company and Japan company both show out the facts that first culture ignore training but third culture extremely pay attention to chief expatriate training.