| 摘要: | 跨國企業異文化管理分為三種管理型態，先進國對開發中國家的投資採第三文化管理最佳，先進國對先進國投資，必須考慮第一或第二文化管理。若母公司的管理制度比地主國較佳時，為提高員工士氣，採取第一文化管理，若較差則需採用第二文化管理，若相反採用，則員工士氣低落，消費者滿意度差，經營績效下降。為提高員工士氣，世界市民教育訓練比一般教育訓練更重要，消費者滿意度會改變。
本研究問卷調查透過日本「工業市場研究所」進行調查，以美國企業在日本的電子、運輸和資通訊製造業為訪問對象，共發出4,933份問卷，最終有效問卷332份，有效問卷率70.5%。
本研究調查結果發現美國企業在日本，其員工招募、訓練、升遷、行銷、福利制度採用第二文化管理，但是品質管理、績效考核和獎金制度都採用第一文化管理，影響員工激勵效果。況且美國企業在日本子公司重視一般教育訓練比世界市民教育訓練高，由此影響員工士氣，消費者滿意度不高。
The management of cross-border enterprises in their subsidiary companies in host countries can be categorized into three cultural management types. The first type is cultural management based on the systems of the parent company, the second type is cultural management based on the local business systems of the host country, and the third type is cultural management that integrates the advantages of both the first and second types. For investments by developed countries in developing countries, the op-timal approach is the third cultural management type. For investments between devel-oped countries, consideration should be given to either the first or second cultural management type. If the management systems of the parent company are superior to those of the host country, adopting the first cultural management type can boost em-ployee morale. If the opposite is true, the second cultural management type should be adopted; otherwise, employee morale will be low, customer satisfaction will be poor, and business performance will decline. The degree of emphasis on general education training and global citizenship education training for improving employee morale will vary, leading to changes in customer satisfaction.
This study explores the relationship between cross-cultural management in the Japanese subsidiaries of American companies and customer satisfaction, as well as the mediating effect of employee morale and the moderating effect of ethical education training. The survey for this study targeted employees and consumers of American manufacturing subsidiaries in Japan. The results revealed that the recruitment system, training system, promotion system, marketing system, and welfare system of Ameri-can companies in Japan adopt the second cultural management, while quality man-agement, performance evaluation, and bonus system adopt the first cultural manage-ment, which affects employee motivation. American companies in Japan place more emphasis on general education training and less on global citizen education training, which affects employee morale and leads to lower customer satisfaction. |
