A Study of Culture Adaptation, Job Characteristics, Succession and Achievement for Taiwanese Businessmen Generations

• Main Authors: E-Mei WU, 吳亦媄
• Other Authors: Yuh-Shy Chuang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/86357064234271079151

碩士 === 清雲科技大學 === 國際企業管理研究所 === 99 === The mainland China economy has been a popular topic and most of the global 500 enterprises enter in the mainland market in recent year (Chen, wen Lang. 2009). However, Taiwanese investment environment face labor cost increasing disadvantage condition and China release the Foreign Direct Investment (FDI) policy and offered attractive investment preferential conditions for Taiwan investor in the early 1980s. Taiwan majority of enterprises are SMEs that didn’t have enough resources such as financial budget support, human resources, technology and management knowledge for plan investment in Europe, United States and even the Southeast Asian countries. It would face a lot of challenges and difficulties. China has abundant resources and cheaper labor than Taiwan. Those offering conditions are Taiwan''s traditional small and medium company’s labor-intensive industry’s needs. However, the investment scale are varies and affordable by Taiwan SEM’s investor. Moreover, the most important communication language is same for both of China and Taiwan people. Those benefits reduce the investment risk and financial cost under the same language system. After China release investment policy and gradually open internal market, groups of different industries invested in China since 1970’s until now, the Channels of investment and boom are non-stop (Lin, Chu-Chia. 2002). The purpose of this study has a deep investigation for Taiwan''s businessman’s generation for culture adaptation, job characteristics, succession and personal achievement. The deep interview and half-structure questions are distributes to three Taiwan businessmen who own company in China. The study find out that there are two businessmen generation inheritance business, however one company are successful succeed and have full power to management and the full power to make the final decision. Another businessman only has the plan for inheritance but privilege still control under the first generation. The third company owner didn’t have the inheritance plane for next generation. But the new generation owned and operated an international trade business company. Although three owner’s children are in different business fields, those children have high personal job achievement. This study suggests that parents don’t force children to inherit father’s business but offered the suggestion and other support for learning non-relative industry business for addition work experience. Moreover, support and offered appropriative suggestion is the best way for new generation select the personal career.