Cultural Distance and International Staffing - The Case of Japanese, American and European Companies in Taiwan

• Main Authors: Shu-Chen Su, 蘇淑真
• Other Authors: Yao-Fen Tseng
• Format: Others
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/k3x24k

碩士 === 國立臺中科技大學 === 應用日語系日本市場暨商務策略碩士班 === 104 === Using Hofsted’s six cultural dimensions for the calculation of the cultural distance between the parent country and the host country, the thesis attempts to understand the relationship between cultural distance and the ratio of parent country nationals in the subsidiary’s workforce, and the relationship between cultural distance and the likelihood of the subsidiary Managing Director being a parent country national. The thesis also examines how the sector which the subsidiary is active in, capital, number of employees, and the subsidiary’s number of years in business determine the nationality of the subsidiary Managing Director. The study results show that there is a negative relationship between cultural distance and the ratio of parent country nationals in the subsidiary’s workforce, the shorter the cultural distance between the parent country and the host country, the greater the likelihood of the subsidiary Managing Director being a parent country national、and except for the type of sector which the subsidiary is active in, the subsidiary’s capital, number of employees and number of years in business have no influence on the determination of the nationality of the subsidiary Managing Director.