隨著台灣企業國際化程度的加深，派外人員的管理已成為國際人力資源管理的重要課題。而與派外相關的主題如：派外人員的遴選標準，派外前訓練課程的設計等，國內外已有諸多研究。因此本研究擬從返任時面對環境轉換所須調整幅度的角度探討我國企業派外人員返國留職意願之關係，期能達成以下研究目的。1.探討影響派外人員返任前心理預期之調整與返任後實際認知之調整的因素。2.了解派外人員返任前心理預期之調整與返任後實際認知之調整對其返任後留職意願之影響如何3.根據1.2.之研究發現建議組織應採何種政策措施以減輕派外人員返國調適上的困擾及問題，以提高返任後之留職意願。

在中華民國創建迄今的各個階段以及兩岸關係所導致的外交困境下，僑務工作成為政府整體涉外事務不可或缺的一環，透過華僑在居住國的政治及經濟影響力，可發揮「二軌外交」的功能，輔助外交工作之推動。因此僑務駐外工作人員應具備何種能力以成功地扮演好各種角色，確實發揮凝聚海外華僑的向心及爭取支持的功能，確值關注。 針對僑務駐外人員兼具管理者及執行者身分、工作地點位於海外及其業務之特殊性，本研究首先由一般角色理論及管理者角色理論進行探討，其次由一般職能理論及派外人員職能之研究成果進行探討。透過深度訪談、內容分析及參與觀察三種研究方法來分析歸納出僑務駐外人員所扮演之角色功能及應具備之能力。研究發現僑務駐外人員執行任務時需與僑務委員會、駐外館處、華僑文教服務中心、國外組織人民、中國使領館及僑團等對象接觸互動，針對不同的對象及情境分別扮演政府代表、國家主權維護、關係經營、溝通橋樑、訊息傳遞、業務執行、資源整合及管理等8種角色。並需具備社交、語文、溝通、口語表達、管理、領導統御、設計規劃及行銷及適應等8種能力，以成功的扮演各種角色。 此外，本研究亦將如何增進對各種角色之認知及取得或強化各種能力，分別向僑務委會、僑務駐外人員及未來有意成為僑務駐外人員之同仁提出建議，同時也為未來研究提出可行的方向。 / Overseas Chinese affairs has become indispensable to government foreign relating issues in every stage of Republic of China ever since it was established as well as in diplomatic dilemma caused by cross-Strait relation. “Track-Ⅱ Diplomacy” can be done through overseas Chinese’ influence in politic and in economic in the country of residence, also can assist to promote foreign affairs. Therefore, “what kind of capability the overseas affairs working abroad staff need to have and how they play all roles well, attract and win overseas Chinese’ support indeed?” is a good subject worth to pay close attention to. Overseas affairs working abroad staff are manager & executor, who are working abroad with particular mission. This research firstly made from general role theory and managing role theory, then from general function theory and expatriate function theory. Through three research methods – deep interview, information analysis and participant observation – generalize overseas affairs working abroad staff’s roles, functions & capabilities. This research discovered overseas affairs working abroad staff when executing missions need to contact with Overseas Compatriot Affairs Commission, R.O.C. (Taiwan), overseas missionary offices, overseas Chinese cultural service centers, abroad organizations & people, Chinese embassy, overseas compatriot groups, act 8 roles as government representative, national sovereignty safeguard, relationship management, communication bridge, information transmission, business operation, resources integration & management to different subject & circumstance. So they need to have social skill, language, communication, oral expression, management, leadership, plan & design, marketing and accommodation 8 capabilities to play different role successfully. Besides, this research also suggests Overseas Compatriot Affairs Commission, R.O.C. (Taiwan), staff working abroad and colleagues who intend to work abroad in future respectively that they need to find out how to improve recognition of each role and how to strengthen each capability. Bring out workable direction for future further research.

隨著企業國際化的趨勢，學術界亦興起研究國際企業風潮，其中派外人員也成為各大跨國企業成功開拓海外市場不可或缺的要角，進而協助公司保有長期競爭優勢。伴隨著跨國企業海外版圖的擴大，派外人員要面臨在不同文化環境、生活氣候習性、社會價值觀，及語言的環境下，成功執行海外任務的挑戰。如何管理派外人員，使得派外成功率能夠提高並減少企業有形及無形的損失仍是非常重要的研究議題。 過去國內外學者多探討以派外人員本身觀點出發的適應影響因素，研究範圍多侷限於派外人員個人能力、家庭適應、組織遴選等，較少學者研究派外人員適應與母公司、地主國子公司間互動的影響關係，並多以量化研究為主。本研究以選擇皆曾派外至兩個國家以上的一位派外退休人員及兩位派外人員並作為個案探討對象，探討其在海外適應情形並以多重利害關係人角度出發去分析其適應影響因素。 本研究發現，就個人層面而言，派外人員的語言技巧、管理技能、人格特質是決定其是否能在海外適應良好的重要影響因素；就家庭層面而言，家人是否隨行對派外人員海外適應影響不大，但家人支持其派外與彼此是否有緊密聯繫才是影響主因；就母公司層面而言，派外人員與母公司上層有暢通溝通管道以及組織知覺支持能有效降低派外人員心理不確定性，此外也發現決策自主權在海外子公司拓展初期能帶給派外人員高度工作適應，但隨子公司規模擴大，其正面效果逐漸降低。

知識移轉隨著知識經濟時代的來臨，成為多國企業管理知識優勢的重要議題。本研究首要目的是針對派外人員是知識移轉重要媒介的前題，探討台灣企業不同派外人員特徵與子公司特性，如何有效提昇子公司知識移轉績效的部分；其次，本研究採用資源基礎理論的觀點，探討不同的網絡關係，以及知識特性與知識移轉績效之關係。 在研究方法方面，本研究係以個案研究為輔，大樣本問卷調查為主。其中，個案研究採用4家台灣多國企業為研究對象，針對人力資源部門與高階主管進行半結構化的訪談。同時，收集多重次級資料來源，包括研究報告、報章雜誌、公司網站等，以進行個案研究的分析。問卷調查方式所收集的有效樣本為105家廠商（包含人力資源主管與高階主管），資料經由量化分析以驗證研究假設。 研究結果顯示，第一部份主效果方面，（1）當母公司移轉知識給子公司時，子公司吸納能力與動機愈高以及價值活動愈完整，對子公司的知識移轉績效正向影響愈大。（2）本研究發現派外人員服務年資愈資深，對子公司的知識移轉績效正向影響愈大。 第二部份干擾效果方面，（1）在網絡關係為強連結的情況下，子公司「吸納能力與動機」愈高，與「價值活動」愈完整，以及派外人員「服務年資」愈資深，對子公司的知識移轉績效正向影響愈大。（2）在知識特性為外顯知識的情況下，子公司「吸納能力與動機」愈高，與「價值活動」愈完整，以及派外人員「服務年資」愈資深，對子公司的知識移轉績效正向影響愈大。（3）在知識特性為特定知識的情況下，子公司「吸納能力與動機」愈高以及「價值活動」愈完整，對子公司的知識移轉績效正向影響愈大。 上述實證研究所建構的研究模型，證實派外人員在知識移轉過程中扮演重要媒介角色，對多國企業推動母子公司間知識移轉具有指引價值。未來可供後續研究進行大樣本實證，而模型中各項構念與研究變項之因果關係，有待後續研究更進一步的驗證，以發展更具解釋的跨國知識移轉相關理論。 / With the coming of knowledge transfer in knowledge the economic age, it has becomes a significant issue in MNC’s management of knowledge advantage. The first aim of this study is to focus on the assumption of the crucial vehicle of expatriates in knowledge transfer. It discusses the characteristics of expatriates Taiwanese enterprises and subsidiaries, and how effectively they improve the subsidiary’s knowledge transfer performance. Secondly, this study adopts the perspective of a resource-based view, exploring the relationships between different networks, knowledge attributes and knowledge transfer performance. In terms of the research methods, this study gives priority to large samples questionnaire surveys, while case studies are given second place. Among them, case studies of four Taiwanese multinational corporations are used as research objects, focusing on semi-structured interviews of Human Resource Department executives along with top managers. Additionally, various sources of secondary data have been collected, including research reports, newspapers, magazines and corporate websites, in order to process the analysis of the case studies. The valid samples from the collection surveys are 105 firms (including human resource executives and top managers). The data is verified in relation to the research hypothesis using quantitative analysis. The results of this study firstly reveal two main effects: (1) When transferring knowledge from company headquarters to subsidiaries, the higher and more complete the value activities of absorptive capacity and motivation of the subsidiaries, the stronger the positive effects will be on the subsidiaries’ knowledge transfer performance. (2) This study also indicates that the longer an expatriate’s tenure is, the more powerful the positive effect on the subsidiaries’ knowledge transfer performance will be. The second finding is two moderating effects: (1) in terms of the strength of ties of the “networks”, the higher the “absorptive capacity and motivation” of subsidiaries, the more complete the “value activities”, and the longer the “expatriates’ tenure” are, the stronger the positive effects will be on the subsidiaries’ knowledge transfer performance. (2) When knowledge attribute is considered as “explicit knowledge”, the higher the “absorptive capacity and motivation” of subsidiaries, the more complete the “value activities”, and the longer the “expatriates’ tenure ” are, the stronger the positive effects will be on the subsidiaries’ knowledge transfer performance. (3) When knowledge attribute is considered as “specific knowledge”, the higher the “absorptive capacity and motivation” of subsidiaries and the more complete the “value activities” are, the stronger the positive effects will be on the subsidiaries’ knowledge transfer performance. According to the above research model based on empirical research, it testifies that expatriates play a significant role in the process of knowledge transfer, and thus qualify as a valuable indicator for MNC’s performing knowledge transfer between parent and subsidiary companies. In the future, this study offers further large samples for empirical research. However, the causal relationship between every construct and research variable requires time for further examination in order to develop a more persuasive correlational theory of cross-border knowledge transfer.