| 摘要: | 隨著國際企業與新興經濟體的快速發展，外派任務在跨國企業的重要性更是日增月益。然而，根據近期一份大規模調查，來自於54個國家的2,488間跨國企業指出平均的外派任務成功率僅為40%（Development Dimensions International, 2018）。為了提升外派任務的成功率，長期以來學者習慣從外派人員的觀點去探討外派人員適應與績效的提升，而忽略了與外派人員共事的本地人員之觀點。本研究欲補齊該研究缺口。在當下快速國際化發展的工作環境中，越來越多本地人員無須離開母國就可以參與許多的跨文化合作，例如，日漸增加的回遣同事與國際虛擬團隊。因此本研究致力探索此現象，檢視本地人員在母國所獲得的跨文化工作經驗是否會提高自身的動機型文化智商，並進而提升對於外派人員的工作協助、社會支持與知識分享。此三項重要本地人員行為表現在此研究統稱為本地人員與外派人員工作效率。本研究預計邀請四百位在台外商與台灣跨國企業工作的本地人員參加調查；三種招募研究調查人員的方式為：使用個人人脈、滾雪球方式，以及使用招募信件。本研究對於外派文獻的貢獻為：擴展目前缺少的本地人員觀點、在同一研究中檢驗三項重要本地人員行為表現，以及探索本地人員在母國所得到的跨文化工作經驗之現象。本研究也搭起外派文獻與文化智商文獻間的橋樑，例如，從本地人員的觀點檢驗文化智商、探討本地人員的動機型文化智商如何轉換為跨文化工作效率，以及動機型文化智商所扮演的中介角色。實務上，本研究成果可以讓跨國企業清楚知道，提升本地人員跨文化工作經驗對於本地人員自身跨文化能力的增加，並進而提高本地人員與外派人員工作效率。 ;With the emergence of global organizations and fast-growing emergent markets, multinational organizations (MNCs) are increasingly sending employees on expatriate assignments to carry out a wide range of important tasks. However, according to a recent large-scale survey, the average expatriate success rate of the participated 2,488 MNCs from 54 countries was only at 40% (Development Dimensions International, 2018). To maximize the success rates of expatriate assignments, researchers have long been interested in how to enhance the adjustment and performance of expatriates from the expatriate standpoint, however, other important stakeholders like host country nationals (HCNs), expatriates’local colleagues in the host country, remain largely neglected in the literature.This project seeks to fill this knowledge gap. In an increasingly globalized world of work, many HCNs today are frequently involving in intercultural collaborations without leaving their native country/headquarter, for example, increasing use of inpatriate colleagues and global virtual teams. It is likely that this examination of HCNs’cross-cultural work experiences adds an interesting new focus to the literature on expatriates because it is a timely and relevant phenomenon for HCNs and MNCs. Therefore, this project examines the effects of cross-cultural work experiences that HCNs developed domestically on their work assistance and social support to expatriates, as well as knowledge sharing with expatriates. In this project, these three important HCN work behaviors to expatriates are referred to as HCN-expatriate work effectiveness. More specifically, the mediating role of HCNs’motivational cultural intelligence will also be examined, as well as the incremental roles of the amount and the length of HCNs’cross-cultural work experiences in predicting motivational cultural intelligence will also be explored. This project plans to invite 400 HCNs who are currently working at a foreign MNC or Taiwanese MNC in Taiwan. The respondents will have to be currently working with at least one expatriate in his or her department. Personal contacts, a snowballing approach, and recruitment messages will be utilized to recruit the possible respondents. The respondents will be invited to fill out a web-based survey. The theoretical contributions of this project can be applied to both the expatriate and cultural intelligence literatures. For the expatriate literature, this project expands the currently limited empirical evidence on the HCN perspective, examines all the three HCN behaviors in a single study, and explores the timely phenomenon of cross-cultural work experiences that HCNs developed domestically. This project also acts as a bridge to connect the expatriate literature with the cultural intelligence literature. It provides the first empirical evidence on cultural intelligence from the HCN perspective, highlights how HCNs’motivational cultural intelligence transforms into intercultural effectiveness, and explores the mediating role of motivational cultural intelligence. Practically, this project demonstrates the benefits of increasing HCNs' cross-cultural work experiences on both HCNs' cross-cultural skills and the overall HCN-expatriate work effectiveness. |
