| Summary: | 碩士 === 銘傳大學 === 國際企業學系碩士班 === 98 === Recently, globalization is quickly weaving up new domain of world. As we observe the progress of developed countries’ layout in the world. Indeed, enterprises should face to foreign market under this un-changeover tide. Nevertheless, the challenging on foreign market is very complicated. Headquarters have to transfer knowledge to subsidiaries so as to promote the overall operation performance. However, transnational knowledge transfer includes many factors, and those made difference results. In this research, we want to make up for the past, only from the headquarters or subsidiaries less thinking, the other side, hoping to explain the practical and effective. Therefore, this study use knowledge transfer between headquarter and subsidiary companies to establish the extent of the independent variables. And national cultural similarity, geographic distance, a subsidiary strategic role and parent-subsidiary relationship between the disturbance variables, and subsidiary performance as the dependent variable of the research framework.
This study takes Questionnaire way. To a subsidiary company in Taiwan for the data, the data of the sample derived from the Investment Commission of Ministry of Economic Affairs of the latest『Foreign Investment Enterprises List (2008)』. We send out 450 questionnaires and return 56 valid samples. The response rate is 12.44%.
From the study we found that the initial performance of a subsidiary to the parent company to rely on internal support to achievement of its objectives at the local, but the development to the late, found the parent company for its resources and knowledge and can not be fully applicable to the subsidiaries, so that the knowledge transfer between parent and subsidiary companies will be subsidiaries performance is an inverted U. Between headquarters and subsidiaries of multinational enterprises similarity of national culture is an important factor in successful transfer of knowledge. However, this study found no significant national culture and the interference effect. When the subsidiary of the more important strategic role, it will weaken the knowledge transfer between headquarters and subsidiaries performance relationship. The smaller the geographic distance, the higher the interaction between headquarter and subsidiary companies, will enhance knowledge transfer between headquarter and subsidiary performance.
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