| Summary: | 碩士 === 中國文化大學 === 國際企業管理研究所 === 97 === Globalization has accelerated in the last two decades because of technology, rising incomes, and reduced governmental barriers to the movement of trade, production re-sources. Business responds to and expedites globalization. As companies move interna-tionally, they always face very different culture from those at home. An understanding of subtle cultural differences and determining the best way to proceed often highly re-lated to the success or failure in global business matters.
Based upon of the theories of cross cultural management, this study categorized the dominate culture in MNCs’ subsidiaries into three types. The first type comes from the parent country, the second type comes from the host country, and third type is the mixed one of the parent and host countries. 326 samples were collected from the American and Japanese MNCs’ subsidiary in service industries in Taiwan and were analyzed and try to find out the moderate effect of cultural difference on the relationship between the lead-ership styles, motivation system and job satisfaction of the said companies. The main findings are:
1.The leadership styles and motivation system between American and Japanese
MNCs’s subsidiary in Taiwan are significantly different because of the cultural
difference.
2.The moderate effect of cultural difference on the relationship between the lead-ership styles, motivation system and job satisfaction are significantly.
3.The dominate culture of the said subsidiaries in Taiwan is the second type and is significantly positive related with employee’s job satisfaction.
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