A Research On Cross-Culture Management and Japanese Expatriate Managers in Kaohsiung area of Taiwan

[[abstract]]日系企業自1950年代起開始對台投資迄今已逾五十年,依據經濟部投審會的統計，日本至2001年對台投資累積金額高達九十七億美金以上，是所有外資中，累計僅次於美國之投資金額最高的國家。近年來，儘管日本經濟低迷，其2002年對台之投資金額高達外資比中的19％、在相隔5年後再度超越美國、成為對台投資之最大國。雖日系企業與台湾經濟持有如此深遠的關係，然目前國内少有針對駐台之日籍經理人與其跨文化管理之相關性的實證研究。若套用以欧米先進國家的高階經理人為研究對象的海外派遣研究所得到之結論，是否可以適用於亜洲的跨國企業？因此，本研究為了深入了解派駐在台之日籍經理人其在台適應及在台日系企業的跨文化經營管理上之情形,利用文献及二次資料釐清問題,透過質性訪談法訪談十位駐台之日籍高階經理人（含製造業與非製造業），並冀求將研究結果與西方研究相較。 研究結果顯示：1）因台湾的歴史，文化背景與日本的差異性較少，讓其在台之生活上並無感受到所太多的｢文化衝撃｣。其多數跨越Black＆Mendenhall（1991）之「海外適應異發展階段」理論中的｢文化衝撃｣的第二階段,直接進入第三階段的｢適應期｣,且也較快進入第四階段的｢成熟期｣。2）多國籍企業組織中「經營地主國化」是一必行之趨勢、但因牽渉到與日本總公司溝通及同為日商的顧客群之溝通問題、短時間内、最高管理者（CEO）是以日本人派駐為宜。3）「語言溝通」上、雖與具有日語能力之部属關係密切但「具有日語能力」並不被視為升遷之要素。4）在日籍企業中的派外人員、會因派外工作而獲得更大的職権之現象因素下、若原在母國為是中間管理職之日籍経理人、在派駐台湾後、經常晉升成CEO、此時其所要領導能力、則與於在母國時之中間管理職有所不同、需要更多的決斷力及判斷力。5）在跨文化管理上採取以設身於異文化環境的態度包容不同文化背景員工的特質的作法。6）海外派遣之成功原因之分析上、「家人之海外適應」因子的影響層面與美歐之派外高階經理人相比之下薄弱，但｢語言溝通｣因子部分與美歐之派外高階經理人相比,則影響層面較高。7）性別對於是否獲得海外派遣機會具有相當的影響。8）製造業與非製造業對於跨文化管理之看法有顯著差異。 本研究依理論架構及實證發現，進一歩對日籍經理人與在日系企業工作或有意在日系企業工作之人了提出建言以及後續研究的可能方向之相關涵義及建議。最後，針對於台湾員工或文化上之負面看法、希可提供社會、學校、個人一省思的空間。[[abstract]]The advancement upon Taiwan of Japanese companies was started from 1950s, the total investment accumulated to US$ 9,700 million by 2001,and it occupied about 20% of foreign investments to Taiwan in 2002. Therefore, Japanese companies advanced on Taiwan are prosperous. In other words, Japanese companies exist important for the economy of Taiwan. The word "Globalization" is already an everyday language. In such flow of globalization, "People" becomes an important issue. This research conducts investigations of leadership with cultural adaptation, cross-cultural management, and working situation of expatriate managers. Moreover, through qualitative interviews held to expatriate Managers of Japanese companies, we organized some topics of how the expatriate managers to accomplish an overseas business trip successfully by exercising leadership and raising more effective results with cultural management, exceeding a cultural and language barrier, aimed at concerning what role it is in cross-cultural management. The results of this research indicate that: 1. The culture shock is seldom felt in the life in Taiwan. Eventually, we may positive that the culture and history background of Taiwan is much similar to Japan than other country. 2. As for a present stage, although the management localization must be advanced, it is more suitable to assign Japanese to take charge of a top administrator, when it involve to the communication of head office in Japanese and branch office in Taiwan. 3. In communication , Japanese Expatriate Manager may become intimate with the subordinates who can speak Japanese., yet, on the occasion of management point it does not become a necessary issue of promotion. 4. The expatriate managers usually gain higher position and promotion in Japanese enterprise culture. They, who only the manager in the middle rank in head company, always win the highest promotion (like CEO) after his overseas assignment. On such Occasion , a top administrator is also asked for strong power of decision and excellent judgment. 5. Acceptance of different cultural environment and background with generosity in cross-cultural management, although the point of view to Taiwanese employees’ working attitudes and passion is negative. 6. On analysis the success factors of expatriation, the influence of a Japanese expatiator’s family adaptation capability is less important than European’ & Americans’. Yet, compared with the language capability of European & American’s expatiators, since Japanese is not the common language in the world, Japanese Expatiate managers’ language capability is much more important influence of success factors. 7. In a Japanese company, sex and expatriation have a remarkable relationship. 8. In the manufacturing industry and the non-manufacturing industry, there are remarkable different point of views about cross- cultural management The results of this research not only can be used by the enterprises as recommendations when they adjust their human resources policy and minimize the percentage of failures of expatriation, but also help expatriate-to-be managers understand the life in Taiwan and how to make a success expatriation. Hopefully to provide our government and school, even individual some related useful information