海外高階經理人任用策略之研究 —以台灣某跨國企業為例

Abstract

隨著全球經貿自由化之發展，企業所受到的國與國之間的政治或地理因素的限制越來越小，形成所謂「無疆界」的企業運作。台灣企業受到台灣內需市場太小、國際產業劇烈競爭與企業本身追求成長發展的影響，多已朝向國際化的方向轉型。但多國籍企業在海外據點設立時，經常無法決定當地總經理是由當地聘任，所謂的海外人才在地化（localization）或是母公司派外，所謂的人才派外國際化（Expatriate）。 為解決台籍全球化企業在海外區域所面臨高階經營人才之派任問題，本研究以台灣某上市跨國高科技公司為例，採用單一個案、多單位分析的個案研究設計，以半結構式訪談方法，深度探討個案公司於美洲、歐洲、亞太與中國四個海外區域之在地聘任與母公司派外的現況，以釐清不同文化區域高階經理人的任用決策、經營績效之現況、各區域組織文化與管理風格、以及未來派任或選用當地高階經理人之策略等。 研究結果歸納出適用於跨國企業任用海外高階經理人的策略方針，並發展成四個命題，分別為：(1)跨國高階經理人的需求條件；(2)母公司與派任區域之文化差異距離對跨國高階經理人之任用影響；(3)跨國企業在不同文化區域，能成功任用高階主管之關鍵因素；(4)跨國企業在各區域高階主管的來源選擇。 本研究結果，可提供跨國企業進行國際經理人派任決策之重要決策關鍵。母公司在選擇優秀的跨國企業經理人時，並非只考量具有產業相關知識經驗之人才，還必須選擇具有學習力、適應力，且能包容與尊重文化差異之高階管理者。最後，本研究結果彙整了個案公司高階主管們於當地任職時所遇到的挑戰與建議，可作為跨國企業任用國際經理人之決策參考依據。

With the development of global economics and trade liberalization, enterprises’ susceptibility to political or geographic restraints between nations has lessened, forming the so-called borderless corporate operations. Under the influence of an overly small domestic market and fierce international competition, in the pursuit of growth and development, most Taiwanese enterprises have sought transformation in the direction of internationalization. However, multinational enterprises with overseas base set-ups are often unable to decide whether to hire a general manager locally (known as localization) or resort to parent company appointment (known as expatriation). In order to resolve the issue of “senior-rank manager appointment in overseas regions” faced by Taiwanese global enterprises, this study adopted a multinational high-tech company in Taiwan as the example, and it utilized case-by-case and multi-unit analyses in its research design. Through semi-structured interviews, an in-depth discussion of the case-study company’s current situations for local hiring and parent company appointment in four overseas regions, namely, Americas, Europe, Asia Pacific and China, in order to clarify the senior-manager hiring decisions in different cultural regions, the current business performance, the organizational cultures and management styles of respective regions, the future appointment or selection of local senior managers, and other strategies. The research results were summarized into strategic plans applicable for multinational enterprises’ appointment of overseas senior managers, which were developed into four questions, including (1) The requirements of multinational senior managers; (2) The impact of the cultural difference between the parent company and the appointment region on the hiring of multinational senior managers; (3) The key factors contributing to multinational enterprises’ successful hiring of senior-rank managers in different cultural regions; (4) Multinational enterprises’ selection of senior-rank manager sources in the respective regions. The research results shall be provided to multinational enterprises as a key reference for international manager appointment decisions. When selecting outstanding multinational enterprise managers, the parent company, in addition to considering talents with related industrial knowledge and experience, should also choose senior-rank managers that demonstrate learning power, adaptability, tolerance and respect for cultural differences. Finally, the research results were compiled into the challenges encountered by the case-study company’s senior-rank supervisors at the time and recommendations were given to serve as a reference for multinational enterprises’ decision-making on international manager hiring.