| Summary: | 碩士 === 國立成功大學 === 工業與資訊管理學系碩博士班 === 98 === Taiwanese manufacturers have set up factories in Mainland China since 1978. Up to date, Taiwanese manufacturers in Mainland China tend to employ Taiwanese workers for the higher management positions and Chinese workers for the bottom-line positions. However, for the concern of localization, promoting local Chinese workers to management positions has been getting popular in the Taiwanese-invested companies. In doing so, the Taiwanese managers have transferred management relevant knowledge to their Chinese employees besides technical knowledge.
Little is known how Taiwanese managers transferred management knowledge to their Chinese subordinates. Moreover, studies regarding Chinese management indicated that Chinese leaders are influenced by guanxi and authority in the Chinese society; they tend to discriminate their subordinates into ‘‘in’’ or ‘‘out’’ group based on guanxi, zhongcheng, and competence. This is similar with leader-member exchange (LMX) theory proposed through the western perspective that in-group people receive more benefits than out-group people from their leaders. Therefore, the purpose of this study aims to examine the current states of management knowledge transfer from the Taiwanese leaders to their Chinese subordinates in Mainland China based on the LMX theory and further examine the moderating role of group trust.
Survey data were collected from 209 paired employees and their supervisors, belonging to 37 teams at 35 Taiwanese-invested manufacturing factories in mainland China. Hierarchical linear modeling (HLM) was deployed to test the research hypotheses. Results of the study showed that both LMX and trust are significantly associated with the Chinese subordinates’ learning effect of management knowledge transfer. Additionally, trust at group level has a moderated affect on the relationship between LMX and the subordinates’ learning effect of management knowledge transfer.
Results of this study suggested that Taiwanese-invested manufacturing factories should reduce the effect of ‘‘in’’ or ‘‘out’’ group within the organization to facilitate the learning effects of management knowledge transfer and to advance its competitiveness in the market. It also suggested that Taiwanese-invested manufacturers should provide a way for strenthening group trust in the process of management knowledge transfer so that the relationship between supervisors and subordinates can be improved for effective knowledge application.
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