The effect of the organizational culture in multinational corporations and the corporation stratagem on the R&D performance

• Main Authors: Hsiao-lan Shen, 沈曉嵐
• Other Authors: Liang-chih Huang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/52136730158921515599

碩士 === 國立中山大學 === 人力資源管理研究所 === 93 === With global competition on the rise, all enterprises must try to develop and keep their own core competitive advantage. To compete with other global business, the role of the research and development department is becoming more important. Innovative techniques or products have the ability to become an advantage. Therefore, improvement of the R&D department becomes a significant issue in the Global Business Management field. Enhancing the creative ability of R&D employees to increase the departments performance while confronting multi-national management issues raises some interesting problems. When a foreign-based company relocates to Taiwan, or foreign R&D employees are introduced to a local company, will they bring different cultures, and new approaches to the R&D department? In either case, does the R&D department try to adjust and blend different cultures to improve performance? When culture clashes occur, does the company try to apply some strategic control to match the new culture in the business? In order to solve the above questions, this research will focus on organizational culture, operational strategy and R&D performance. Including the classification of different organizational cultures and operational strategies,. Finally, analyzing the relationship among the organizational culture, operational strategy and the R&D performance and how they influence each other. After organizing the reference research and gathering the survey results from multi-national corporations of the top 500 businesses in Taiwan, we get the following results. 1. When a business leans toward a development culture, it helps to improve the global integration of the operational strategy and to further enhance the R&D performance. 2. When a business leans toward a rational culture, it is helpful to raise the local level of the operational strategy. 3. When a business leans toward a bureaucratic culture, the nature of bureaucracy lends itself to inefficiency. 4. When a business leans toward a development culture or a cohere culture, it is helpful to increase the number of patent rights, published essays from R&D, development of new products and the shift in technique 5. Global integration in multi-national corporations is directly proportional to R&D performance. Key words: multinational corporations, organizational culture, operational stratagem & R&D performance.