跨國服務公司如何傳遞服務品牌給地主國本地員工?-一個子公司領導者的觀點;How do Multinational Corporations Deliver Service Brand to Local Employees of the Host Country? A Subsidiary Leadership Approach

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题名:	跨國服務公司如何傳遞服務品牌給地主國本地員工?-一個子公司領導者的觀點;How do Multinational Corporations Deliver Service Brand to Local Employees of the Host Country? A Subsidiary Leadership Approach
作者:	秦鈺婷;Chin,Yuh-ting
贡献者:	企業管理研究所
关键词:	轉型領導;子公司領導;組織學習;內部行銷;服務品牌國際化;subsidiary leadership;transformational leadership;organizational learning;internal marketing;service brand internationalization
日期:	2012-06-24
上传时间:	2012-09-11 19:01:20 (UTC+8)
出版者:	國立中央大學
摘要:	本文試圖回應研究問題『跨國服務子公司領導者如何讓地主國本地員工在行為與態度上表現出公司服務品牌價值？』，本研究回顧服務品牌、品牌國際化以及相關領導理論的文獻。服務品牌必須透過員工傳達品牌對顧客的服務承諾，因此對員工從事內部行銷是打造服務品牌的關鍵機制，以此確認員工能忠實傳達服務品牌的核心價值與美好承諾。當服務品牌國際化時，必須整合全球化與在地化的挑戰。在不同文化的地主國，更必須具有文化敏感度與多元中心的品牌思維以能夠於在地的脈絡中，精準傳達國際服務品牌的內涵，而這其中需要夠透過領導者扮演母公司傳遞服務品牌的橋梁。因此本研究聚焦子領導者所扮演的關鍵角色如何“轉譯”跨國服務公司品牌價值及隱涵意義，在跨國公司全球網絡下，領導者需要具備甚麼能力因應母公司及地主國當地需求。本研究為新興研究領域，為了回應及探索研究問題，本研究希望採質化研究探索新興理論並進一步使用量化研究驗證推論以貢獻現有理論的不足，因此本研究將分為二階段。第一階段遵循Eisenhardt的單一個案研究法，選擇已在全球佈有商業網絡並且擁有強勢品牌的SGS集團上海及台灣子公司為個案公司。透過個案研究，本研究提出跨國服務子公司在地主國的服務品牌內部傳遞機制，並進行第二階段量化研究的驗證，採用SEM分析方法。本研究提出三個研究發現：(1)子公司的轉型領導者越是具備文化敏感度，越能傳遞母公司的品牌價值給本地員工；(2)子公司領導者的文化敏感度及子公司的組織學習會正向影響子公司的品牌規範；(3)子公司的品牌規範會正向促進本地員工的品牌行為以及核心價值態度。本研究結果針對現有的理論缺口，將對服務品牌內部建立、服務品牌國際化及子公司的領導觀點等理論帶來貢獻。並預期能提供跨國公司與台灣服務業發展服務品牌國際化的參考策略。This research tends to answer the following question: How does a leader of multinational subsidiary make the local employees of the host country to display the service brand value with their behavior and attitudes? This research reviews the literature regarding service brand, international branding and leadership. Service brand has been discussed from the point of internal marketing, for it can only be delivered by employees creating service promise to customers. Hence, internal marketing of employees is the key mechanism of building service brand, ensuring that employees can deliver the authentic value of service brand and make intriguing promises. It becomes challenging when internationalizing the service brand because of intangibility of service. Moreover, internationalization of service brand faces to integrate global standardization and localization. To express the meaning of international service brand, possessing the attitude of cultural sensitivity and polycentric branding perspective is essential. This research focuses on the key role of the subsidiary leadership to explore how they translate the brand value of multinational corporations to the local employee from different cultures. In the global network of multinational corporations, what capability will the leader of subsidiary need concerning dealing with head quarter and host country? In order to answer the research question, this research uses qualitative and quantitative methods. At first phase of qualitative research, this research conducts in-depth interviews with SGS Shanghai and SGS Taiwan, one of multinational subsidiaries with well-known brand and business network in emerging economies. This research framework is generated at this phase. At the second phase of quantitative research, this research uses SEM to analyze the data of questionnaires based on research framework. This research provides three findings: (1) The more culture sensitivity the Subsidiary transformational leadership adopts, the more the value of service brand can deliver service to the local employees of host country. (2) Culture sensitivity of subsidiary leaders and organizational learning of subsidiary have positive effect on leader establishing brand norms. (3) Brand norms have positive effect on employees to generate in-roll brand behavior and positive attitude. The result will contribute to theory of internationalizing service brand in the host country with subsidiary leadership approach, inspiring multinational corporations and Taiwan’s companies to develop service brand internationally.
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