Organizational cultural differences between the subsidiary and the parent company

• Main Authors: I-Ying Kuo, 郭怡瑩
• Other Authors: 李培齊
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/5f3xuu

碩士 === 淡江大學 === 管理科學學系企業經營碩士在職專班 === 102 === The conglomerates played an important role in the economic development in Taiwan. The local conglomerates in Taiwan established subsidiaries through horizontal integration, vertical integration, and diversification. In the expansion process, the founder of the conglomerate may establish its unique business philosophy and work values.This research tries to study the consistency in work values between subsidiary employees and those of the headquarter of a conglomerate. Furthermore, with the new generation of employees began entering the workplace, this research also explores the identification of enterprise culture between different generations. Through a case study, results of this research showed that subsidiary employees’ work values were different from those of the headquarter of a conglomerate, and the new generations’ identification of enterprise culture were not as strong as senior staff. Subsidiary employees’ organizational commitment toward the headquarter is higher than the subsidiary they are working for.