公司文化對國家文化 - 台灣文化對法國公司文化之影響，以在台法國執行長觀點探討之

Abstract

This dissertation examined the complexity for French managers working for French subsidiaries located in Taiwan to deal with Taiwanese culture, as an influential factor for their corporate cultures. The research identifies competing values and practices between the two cultures and provides French managers with possible interventions and improvements to minimise host country’s cultural effects. Based on in-depth interviews with twelve French CEOs operating in Taiwan and a questionnaire, the study analyses with qualitative perspective interviewees’ techniques to control and shape the corporate culture required by the headquarters and the one desired by local employees. The study reveals that each country’s national culture is strongly reflected in any foreign companies’ corporate cultures and differences raise challenges and benefits. The most suitable approach for French CEOs is to acquire a complete understanding of the Taiwanese culture in order to integrate the benefits of Taiwanese culture. Acculturation and mutual learning between the two cultures are the way to reach equilibrium and optimum performance in the subsidiary.