多國籍企業轉換型領導與組織承諾之關係：兼論異文化管理之干擾影響

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Please use this identifier to cite or link to this item: https://irlib.pccu.edu.tw/handle/987654321/35713

Title:	多國籍企業轉換型領導與組織承諾之關係：兼論異文化管理之干擾影響 The Moderating Effect of Cross Cultural Management on the Relationship between Transformational Leadership and Organizational Commitment: A Comparative Analysis of the UK, US & Japanese MNEs in Taiwan
Authors:	周育甄
Contributors:	國際企業管理學系
Keywords:	轉換型領導組織承諾異文化管理
Date:	2017
Issue Date:	2017-03-29 13:31:28 (UTC+8)
Abstract:	本研究以英國、美國及日本在台灣子公司之員工為對象，實證支持員工對主管轉換型領導行為知覺與員工組織承諾之情感承諾、規範承諾與持續承諾呈現正向顯著關係，同時發現多國籍企業所採用異文化管理制度之「第三文化管理」，可強化轉換型領導與組織承諾及其構面之正向關係。針對多國籍企業經營管理方面，研究結果顯示英國在台灣子公司之員工，對於主管轉換型領導行為之知覺程度最高，其次依序為美國與日本；在組織承諾程度上，日本在台灣子公司之平均分數最高，其次是美國，而英國居末。此實證結果顯示，由於日本在台灣子公司的異文化管理型態採用「第三文化管理」制度的項目最多，進而使員工組織承諾在主管轉換型領導型態下更深化。鑑於此，本研究建議，多國籍企業於全球跨文化經營版圖擴展之際，不可漠視文化差異所造成的衝突與影響，採用轉換型領導與異文化管理制度之「第三文化管理」整合模式，不僅可強化員工對組織的情感承諾、規範承諾與持續承諾，更可以使來自全球各地不同國家、種族與文化之組織成員在充滿和諧、高組織凝聚力的工作環境中，共同協作為組織創造績效，並為實現個人與組織的願景而積極努力。 As organizational success becomes greatly tied to the organization members and their continual performance improvement in a rapidly changing working environment, a multitude of questions arise in regard to leadership styles, managerial strategies and the members’ commitments to their organizations. It is this link between organizational success and their members’ commitments that is the broad issue of this dissertation. 　　Previous literature has identified 3 types of cross culture managerial practices. In contrast to the first and the second, the third cross culture managerial practice is integral and optimal, assumed module to best fit in a Glocalization process. Moreover, literature review has indicated that there is a significant relationship between transformational leadership and organizational commitment, which is another key to a successful organizational management, and as well the said variables with profound influence require managers to think thoroughly as they try to deploy valuable managerial practices and human resources. 　　These concepts are brought together to introduce a successful cross culture management model, which looks not only at transformational leadership and the effect of that on the organizational commitments but also at cross culture managerial practices as a system. 223 employees from the subsidiaries of the UK, US and Japanese MNEs have been asked to complete the questionnaires, which are used to test the hypotheses in the study. The empirical results explain how the link between transformational leadership and organizational commitment to be moderated by the third cross culture managerial practices in organizations as MNE subsidiaries. 　　Henceforth, scholars and practitioners alike will gain a better understanding of not only how cross culture managerial practices can be applied to the organizational commitment, but also how that value can be captured and retained by an organization under transformational leadership behavior.
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