Research on the Influence of the Differences between Cross-Strait Cultures on Business Culture and Management Strategy of Taiwanese Enterprises

• Main Authors: Hu, Yung-Ho, 胡永和
• Other Authors: Wang, Chu-Ching, Ph. D.
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/35871818576476999545

碩士 === 淡江大學 === 商管學院高階主管管理碩士學程 === 91 === Abstract: When Taiwanese businessmen invested in the Mainland China, they are facing the differences between cross-strait cultures. Shall the Taiwanese businessmen change their business cultures and management strategy? This is the subject of present study. The objectives of present study include the following: (1) to find out the knowledge of Taiwanese businessmen regarding the cross-strait cultures and to see if there’s any differences among them, (2) to find out the effects of differences in cross-strait cultures upon management strategy, (3) to find out the effects of differences in cross-strait cultures upon Taiwanese business cultures and the effects of Taiwanese business cultures upon management strategy. This study includes only Taiwanese businessmen of KwangTong and Shanghai Districts and this is the main source of our sampling and information gathering. The scope of present study is limited to the differences between cross-strait culture, emphasizing on the social and political aspects. The principal manageable variables are: 1. differences in cross-strait cultures, 2. business culture of Taiwanese companies, 3. management strategies. Using the Taiwanese companies or factories who had investment in Mainland China, we study the effect of above independent variables and the interaction between them. The present study uses the questionnaires to collect data and we obtained 91 copies of effective questionnaires. The statistical analysis methods used include: descriptive statistical analysis, confidential analysis, chi-square test, main factor analysis, cluster analysis and one-way ANOVA analysis. The present study had the following findings: 1. There’s significant difference in cross-strait cultures. 2. There’s no significant effect for the differences of cross-strait cultures on Taiwanese business culture. 3. There’s significant effect for Taiwanese business culture on management strategies. 4. There’s no significant effect for differences of cross-strait cultures on management strategies. Also the present study had presented four new kinds of business culture, namely: 1. Hierarchy culture: based on the hierarchy and rules. 2. Control culture: based on self-discipline and managerial intervention. 3. Freedom culture: there’s free style for management. 4. Criticism culture: based on criticism and accusation.