| Summary: | 碩士 === 大葉大學 === 事業經營研究所 === 91 === Following the increases of labor cost, the difficulties of land acquiring and the issues of environment preservation, and so on, it makes the operation environment worser even more . A lot of enterprises hard to subsist in Taiwan, so they do direct foreign investments. Meanwhile, Mainland adopt economic innovation and open policies, appeal to foreign capital actively. It is not only offering lots of preferential steps but also has abundant and cheaper of labor resources and extensive markets. Therefore, Mainland lures direct investments from Taiwan enterprises.
Since most of Taiwan enterprises in Mainland are small and medium manufacturing, these would be the research subject of this study. Taiwan small and medium enterprises are famous for their energies and morale in the world. However, they couldn’t do well in nurturing and planning of talented man because of lacking of resources. In the coming future, Enterprise’s competitive advantage depends on high quality of human resources. Not only it can provides sustained innovations, improves the processes of production and raises the quality of products, also subsistence at intense competition of globalization.
After an enterprise establish a factory in China, it would face alternatives of expatriation and localization of managers and technical staffs at the aspect of human resource. The alternatives have different advantages, disadvantages and difficulties. The research was proceeded as the method of case study with detailed interview, analyzed the parts of expatriation and localization of three operation patterns of two enterprises. Afterward, made the conclusions and advises with the characteristic of expatriation and localization. Hoping that could be a reference in human resource for the small and medium manufacturing’s direct investment in China.
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