| Summary: | 碩士 === 國立中正大學 === 企業管理系研究所 === 107 === Following the internationalization, the companies have also increased their investments overseas. Therefore, the operation and subsidiary managers became an important issue. 「Subsidiary initiative is important for two reasons. One is the principal means by which MNCs tap in to new opportunities in markets around the world, and the other is to enhance operational efficiency through internal competition among units.」 (Birkinshaw & Fry, 1998). Birkinshaw (1998) believes that 「there is a development process that subsidiaries go through over time, in which they gradually build up resources, take on more and more responsibilities, and build their credibility within the corporation.」 Besides, subsidiary initiative in the management of Human Resources is a very important issue, too. Studies in the past rarely focused on relationships among the subsidiary manager’s traits and subsidiary initiative : the mediating effect of LMX .
The data for this study was obtained from a questionnaire survey, with subsidiary managers listed in the TAMI in China (Taiwan Association of Machinery Industry) and TEJ (Taiwan Economic Journal). This questionnaire is for subsidiary managers. I sent out 1001 questionnaires and received 109 survey responses. After removing 8 invalid questionnaires. The number of valid questionnaires are 101. Using SPSS for analysis included the descriptive statistics, factor analysis, reliability analysis, validity analysis and regression analysis.
The research results showed that
1.The positive relationship between risk-taking of subsidiary managers and subsidiary internal initiative.
2.The negative relationship between the previous knowledge of subsidiary managers and subsidiary internal initiative.
3.The risk traits of subsidiary managers have a positive impact on LMX.
4.LMX has a significant impact on the autonomy of subsidiaries.
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