博碩士論文 111450012 完整後設資料紀錄

DC 欄位 語言
DC.contributor高階主管企管碩士班zh_TW
DC.creator黃振豪zh_TW
DC.creatorHUANG CHEN HAOen_US
dc.date.accessioned2024-6-14T07:39:07Z
dc.date.available2024-6-14T07:39:07Z
dc.date.issued2024
dc.identifier.urihttp://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=111450012
dc.contributor.department高階主管企管碩士班zh_TW
DC.description國立中央大學zh_TW
DC.descriptionNational Central Universityen_US
dc.description.abstract越南自1986年推動經濟改革,為了建立「社會主義市場經濟」,越南政府積極開放外商投資,提供許多優惠政策,吸引了世界各國的投資人進入越南市場,台商也不例外。根據駐越南台北經濟文化辦事處統計,累計自1988年至2023年11月底,台商在越南投資的累積總金額達到390億1,872萬美元,是在越南投資的外商排名第四。隨著到越南投資的台商逐年增加,台商對越南政治、經濟情勢、社會文化與科技進步的瞭解與認識也逐漸增加。面對文化差異,許多跨國企業均面臨了人力資源管理的問題,故跨文化人力資源的管理成為了台商企業能脫穎而出的關鍵因素。 本研究透過質性研究中的個案分析法,首先以PEST分析越南的總體經濟環境,接著以個案訪談方式,探討台資企業在南北越各投資一家微型傳統企業為主,以及四家外資企業為輔,藉此瞭解並探討在越南經營企業之時,人力資源管理上所面臨的困難與挑戰,以歸納出符合論證的策略與實務作法,提出相關建議,以做為未來台資企業進入越南市場在人力資源管理與策略的參考。 本研究整理歸納出下列四項結論:一、北越員工工作態度積極,擅於溝通回報,致力於自我提升,成長與精進;二、南越員工工作態度消極,吝於溝通,得過且過追求安逸;三、歷史背景對人民的價值觀、態度等方面影響甚大;四、相同的管理模式與薪資仍然會導致不同成果。本研究歸納出下列三項建議:一、針對北越建議採取「成長策略」;二、針對南越建議採取「穩定策略」;三、調整經理人的薪資結構。zh_TW
dc.description.abstractSince 1986, Vietnam has promoted economic reforms to establish a "socialist market economy." The Vietnamese government has opened to foreign investment with many preferential policies, attracting global investors, including Taiwanese businesses. From 1988 to November 2023, Taiwanese investments in Vietnam totaled USD 39.01872 billion, ranking fourth among foreign investors. As Taiwanese investments in Vietnam grow, their understanding of Vietnam′s political, economic, social, and technological landscape has also deepened. Cultural differences have posed human resource management challenges for many multinational companies, making cross-cultural HR management crucial for Taiwanese enterprises. This study uses qualitative research and case analysis, starting with a PEST analysis of Vietnam′s macroeconomic environment. Through interviews, it examines one Taiwanese-invested micro-enterprise each in Northern and Southern Vietnam and four foreign-invested enterprises to understand HR management challenges and develop relevant strategies and practical methods. Key findings include: 1. Northern Vietnamese employees are proactive, communicative, and committed to self-improvement. 2. Southern Vietnamese employees are passive, reluctant to communicate, and seek comfort. 3. Historical background significantly impacts people′s values and attitudes. 4. The same management and salary structures yield different results. Recommendations: 1. Use a "growth strategy" for Northern Vietnam. 2. Use a "stability strategy" for Southern Vietnam. 3. Adjust managers′ salary structures.en_US
DC.subject跨文化管理zh_TW
DC.subject越南文化zh_TW
DC.subject南北越差異zh_TW
DC.subjectCross-cultural managementen_US
DC.subjectVietnamese cultureen_US
DC.subjectNorth-South Vietnam differencesen_US
DC.title跨文化管理之研究 ─以越南中小型企業為例zh_TW
dc.language.isozh-TWzh-TW
DC.type博碩士論文zh_TW
DC.typethesisen_US
DC.publisherNational Central Universityen_US

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