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Cross-cultural learning needs of Tai...

Keng, Nien-yu.

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Cross-cultural learning needs of Taiwanese managers in the United States.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Cross-cultural learning needs of Taiwanese managers in the United States./
作者:	Keng, Nien-yu.
面頁冊數:	208 p.
附註:	Source: Dissertation Abstracts International, Volume: 59-02, Section: A, page: 5510.
Contained By:	Dissertation Abstracts International59-02A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9824990
ISBN:	9780591773453

Cross-cultural learning needs of Taiwanese managers in the United States.
Keng, Nien-yu.

Cross-cultural learning needs of Taiwanese managers in the United States. - 208 p.

Source: Dissertation Abstracts International, Volume: 59-02, Section: A, page: 5510.

Thesis (Ph.D.)--The University of Texas at Austin, 1997.

The purpose of this study was to explore what the perceived cross-cultural learning needs of Taiwanese expatriate managers in the United States are, and whether the demands of cross-cultural training for Taiwanese expatriate managers discovered by this study were unique.

ISBN: 9780591773453Subjects--Topical Terms:

516664
Management.

Cross-cultural learning needs of Taiwanese managers in the United States.
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245 1 0 $a Cross-cultural learning needs of Taiwanese managers in the United States.
300 $a 208 p.
500 $a Source: Dissertation Abstracts International, Volume: 59-02, Section: A, page: 5510.
500 $a Adviser: John D. King.
502 $a Thesis (Ph.D.)--The University of Texas at Austin, 1997.
520 $a The purpose of this study was to explore what the perceived cross-cultural learning needs of Taiwanese expatriate managers in the United States are, and whether the demands of cross-cultural training for Taiwanese expatriate managers discovered by this study were unique.
520 $a The researcher utilized a qualitative research method in this study and identified six Taiwanese expatriate managers and three American employees. All participants were interviewed by the researcher, using an in-depth long interview asking for critical incidents of cross-cultural learning and adjustment experiences.
520 $a Transcripts were coded and the data analyzed using the constant comparative method. This analysis produced a comprehensive coding scheme which included the following four families of codes: (1) Relationship with the parent company; (2) Relationship with the employees/expatriates; (3) Expatriate learning and adjustment; (4) Expatriate family learning and adjustment.
520 $a This study finally identified several unique cross-cultural learning needs of Taiwanese managers in the United States. Although the importance of cross-cultural training was not challenged, the results of this study questioned the design of mainstream cross-cultural training programs which narrowly focus on cultural factors that are not related to the organizations. "Cross-culture" was strictly referred to as cultural interactions at the level of nation-to-nation or region-to-region. Organizational cultural difference was considered to be insignificant by most research in terms of affecting the expatriate's learning and adjustment. This study, however, discovered that organizational cultural differences, such as support and commitment of the parent company toward its subsidiaries and communication and power struggles between the parent company and the subsidiaries, were determinants that affected the cross-cultural learning and adjustment of Taiwanese expatriate managers.
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