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  1. NTU Theses and Dissertations Repository
  2. 管理學院
  3. 管理學院企業管理專班(Global MBA)
請用此 Handle URI 來引用此文件: http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/69996
完整後設資料紀錄
DC 欄位值語言
dc.contributor.advisor陳家麟(Chen, Chia-Lin)
dc.contributor.authorAndrew Grimleyen
dc.contributor.author葛安德zh_TW
dc.date.accessioned2021-06-17T03:37:57Z-
dc.date.available2018-03-02
dc.date.copyright2018-03-02
dc.date.issued2018
dc.date.submitted2018-02-10
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dc.identifier.urihttp://tdr.lib.ntu.edu.tw/jspui/handle/123456789/69996-
dc.description.abstractEvery position within a company has power, it is essential to the dynamics of any organization. The rationale of how managers have harnessed power has been well studied, however most of the concepts tested have been developed in a Western context and then exported to the rest of the world. Less research has been done on concepts originating from areas outside of North America and Europe.
The purpose of this paper is to qualitatively examine the methods, rationale and strategies applied by foreign managers operating in a Taiwanese workplace. Specifically, this paper addresses the traditional bases of power; personal and positional, while adding the distinctly Chinese concept of guanxi as a separate power base. How the managers earned, applied and leveraged these bases of power in Taiwan with limited exposure to Taiwanese workplace norms prior to immigrating is examined. The manager's interviewed all displayed a surprising inclination towards to the usage of guanxi in their current organizations.
Research into how foreigners have adapted to the Taiwanese workforce has not been extensively studied. As the Taiwanese government is in the process of drafting and adopting legislation that could make it easier for firms to hire foreign professionals examining the challenges faced by those individuals and their experiences is both timely and relevant.
en
dc.description.provenanceMade available in DSpace on 2021-06-17T03:37:57Z (GMT). No. of bitstreams: 1
ntu-107-R04749051-1.pdf: 1252382 bytes, checksum: 827f72b43a8d33e1c7e0d63452a3b648 (MD5)
Previous issue date: 2018
en
dc.description.tableofcontentsAbstract ii
Table of Contents iii
List of Figures v
List of Tables v
1. Introduction 1
1.1. Research Question 2
1.2. The Structure of the Study 3
2. Theoretical Background 4
2.1. Perceptions of Management 5
2.2. Anglo vs. Confucian Asia Cultural Overview 6
2.3. The Decision to Influence 8
2.4. The Power of Foreign Managers in Taiwan 11
2.4.1. Positional Power 12
2.4.2. Personal Power 14
2.4.3. Relational Power/ Guanxi 16
2.5. Social Perceptions 17
2.6. Influence Strategies 18
2.7. Gaining Compliance 23
2.8. Trust 26
2.9. Authenticity 27
2.10. Other Power and Influence Theories 28
3. Research 29
3.1. Purpose and Methodology 29
3.2. Interviewee Profile 31
3.3. Contribution 33
4. Findings 34
4.1. Power Bases 35
4.1.1. Positional Power 36
4.1.2. Personal Power 40
4.1.3. Relational Power/ Guanxi 43
4.2. Social Perceptions 48
4.3. Influence Strategies 50
4.3.1. Assertive Influence Strategy 50
4.3.2. Persuasive Influence Strategy 51
4.3.3. Relationship-Based Influence Strategy 52
4.4. Power Application 54
5. Managerial Implications 56
6. Limitation 60
7. Conclusion 62
8. Works Cited 63
9. Appendix 74
dc.language.isoen
dc.subjectInfluencezh_TW
dc.subjectPower basezh_TW
dc.subjectPositional Powerzh_TW
dc.subjectPersonal Powerzh_TW
dc.subjectRelational Powerzh_TW
dc.subjectGuanxizh_TW
dc.subjectTaiwanzh_TW
dc.title外籍經理在台灣環境下的權力運用zh_TW
dc.titleApplication of Power by Foreign Managers in a Taiwanese Contexten
dc.typeThesis
dc.date.schoolyear106-1
dc.description.degree碩士
dc.contributor.oralexamcommittee戚樹誠(Steve Chi),陳立宗(Louis Chen)
dc.subject.keywordPower base,Positional Power,Personal Power,Relational Power,Guanxi,Taiwan,Influence,zh_TW
dc.relation.page77
dc.identifier.doi10.6342/NTU201800272
dc.rights.note有償授權
dc.date.accepted2018-02-11
dc.contributor.author-college管理學院zh_TW
dc.contributor.author-dept企業管理碩士專班zh_TW
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