dc.description.abstract | Our country was established with an island economy. Without sufficient natural resources and rich mineral production as a backup, as well as very limited domestic demand and government support, businesses relied on the hard-working characteristics of the Taiwanese people to gradually blossom in the global economy, especially in 2002, when Taiwan lifted restrictions toward investments toward China. In the last few years we also signed the “Economic Cooperation Framework Agreement“ (ECFA) and the “Cross-Strait Service Trade Agreement“ (CSSTA), which drastically sped up our investments in China. Our areas of investment are no longer merely within the manufacturing field, but now extend to medicine, finance, insurance, telecommunications, and other fields of service. On the other hand, China, on mutually beneficial conditions, has already reached out and crossed over for business exchanges for a while.
While our corporations race against time to invest internationally, the idea of replicating the solid business management style onto the invested country has already been deeply implanted in the hearts of every native CEO. Talented employees familiar with this management style are key factors in the success of the company’s future expansion internationally. But facing China’s coveting and persistent recruitment of our nation’s international business management elites, a new wave of “talent scouting war” between our country and China has risen. Yet, according to the study of Global Relocations Trends Report (GMAC Global Relocation Services, 2006), 23% of returning employees resigned the year they returned, and 20% leave the parent company within a year or two of returning. So, how do we convince those experienced employees capable of duplicating the successful management models to willingly continue to work overseas, complete their missions in the shortest time possible, and pass down their precious international management knowledge to those back home, guaranteeing a lasting operation of the company? Currently, this is one of the most crucial issues in studying human resources management.
This study, through intense interview sessions with 7 native-based international corporations in different fields, will not only discuss the situation of repatriating employees working overseas, but also address how factors from this process may affect the repatriated employees.
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