國外企業推動接班人計劃已數十年，成效良好，反觀國內企業近年來紛紛出現接班危機，使得國內企業在無人接替的情況下，只能透過挖角或緊急升遷的方式，因應短期的接班危機，但皆未能依據企業真正的需求，系統性規劃與設計接班人計劃及管理發展機制。因此，為瞭解國內企業對於高階主管管理職能之需求，本研究係以Spencer & Spencer（1993）所提出之「一般管理職能模式」為基礎，透過問卷調查方式，釐清96位中高階主管對於高階主管職能模式的接受度，並透過96位中高階主管對於自我管理職能的客觀評價，以驗證各管理職能的能力鑑別度，並進一步探討高階主管職能模式中各管理職能的應用性與內容效度。 本研究結果發現，綜合考量各管理職能接受度排序與能力鑑別度之後，原先一般管理職能模式中的14個管理職能29個構面，僅有12個管理職能及22個構面能夠代表高階主管所須具備的管理職能，因此，本研究即以此驗證結果為發展基礎，建構出一套適用於國內企業的高階主管職能模式，其管理職能排序依序為團隊領導、積極性、培育他人、組織知覺、專業知識與專業技術、概念式思考、衝擊與影響力、自信心、成就導向、團隊合作、直接與果斷性，以及分析式思考。此外，本研究進一步發現，企業規模與產業類型亦會影響高階主管職能模式中各管理職能構面的能力鑑別度，顯示本研究所建構之高階主管職能模式存在其適用性。 綜合本研究之成果，希望此高階主管職能模式能夠成為企業於制定中高階主管管理發展機制或接班人計劃時，所採納的完整職能模式基礎。此外，本研究亦提供中高階主管一套有助於職涯發展規劃的自我評估管理工具。

本研究的目的針對國內蔚為盛行的產業外移風潮，而大陸地區正在彼岸用無限的商機和減少勞動成本的誘因招手著，如何有效的創造最大的利潤和競爭力正是對大陸投資的臺商共同關切的問題，而企業最大的資產來自於優秀的人才，唯有適才適所才能創造雙贏，因此本研究希望藉由建構客觀的指標性工具--外派管理職能評鑑量表，用以輔助企業有效地找出適切的外派大陸地區之主管。 本研究先透過文獻回顧與整理、標竿主管深度訪談，建構初步的外派大陸地區管理職能量表146題。再透過內容效度、重要性分析後確認了103題當作正式實證測試的正式問卷。本研究共寄出427份問卷，回收有效問卷為221份，有效問卷回收率為51.8﹪。 問卷回收後，進行因素分析篩選出七個外派管理職能的衡量性構面共計有31題。七個構面的內部一致性α值介於0.74 ~ 0.82之間，具備高度的內部一致性。研究結果的七個構面分述於下： 一、處理跨文化事務問題的能力職能群組 主要職能包括具備預防問題發生的能力；具備迅速發現問題的能力；具備對事務、問題的理解、分析、解決的能力；具有面對危機處理，快、狠、準的應變力和行動力；具有替代方案的規劃準備；以及具備跨文化勞資、團隊爭議的謹慎談判和處理能力等等。 二、海外生活的適應性職能群組 主要職能包括具備對挫折的堅忍力；具備容忍不明確的能力特質；能夠自我情緒智商的控制、發展與管理；具備對文化韌性、跨文化的適應力（生活、環境、工作上的適應力）；以及壓力管理、本身抗壓性良好等特質。 三、自我導向職能群組 主要職能包括具備謙虛，對自我要求持續地改善任何缺失之處，不斷地自我超越之特質；定期做喜愛的活動，幫助紓緩新的實體及文化環境所帶來壓力；在異國中能尋找可替代原有嗜好或活動；能夠有充份的自信心和自我的認同；有自我充實、成長與不斷學習新知，以求創新之特性等等。 四、面臨當地各方面環境之決策能力職能群組 主要職能包括具備獨立決策的能力；具備適時企劃、計劃能力；具備多面向和清晰的邏輯、系統化思考力；具備正確、迅速對事務的判斷力；以及具有對數字的敏銳度，以應變政治、經濟環境對市場影響等等。 五、跨文化團隊建立發展能力職能群組 主要職能包括具備跨文化團隊合作的能力；具有創造跨文化團隊的向心力、凝聚力、工作價值；以及具備促進跨文化工作團隊的順利建立、發展與運作的能力等等。 六、透視或體會社會結構同質性職能群組 主要職能包括具備在外派任務中能傳承公司文化和習性並且運用；具有在外派任務中能導入公司的價值觀之認知；具有本地、外地員工間的文化融合的人文特質；及具備尊重當地文化、不本位主義的態度。 七、跨國任務的執行力職能群組 主要職能包括對工作高度的責任感；面面俱到執行任務之實現能力；及具備執行工作的的熱誠、熱情、活力等等。 最後透過迴歸分析的檢驗，驗證出本評鑑量表對外派大陸地區主管人員的工作績效具有顯著性的影響，當中以自我導向職能群組、海外生活的適應性職能群組、透視或體會社會結構同質性職能群組、跨國任務的執行力職能群組的影響最顯著。 / The purpose of this study is to research on the current of Taiwan industry relocation, and the Mainland China is waving with the limitless business opportunity and inducement of the labor cost of the reduction on the other shore, how the effective creation largest profit and competitiveness are exactly common issues deeply concerned of Taiwan corporations of investing in the Mainland China, and enterprise's largest assets come from outstanding talented human resources. The win-win situation could only be created rightly by proper arrangement. Therefore, this research hopes by building and constructing the objective index tool –Expatriate managerial competencies assessment scale, is used to find out the appropriate executive who sends the continent area to oversea operation effectively in auxiliary enterprises. This research is reviewed and put in order through documents first, the model is in charge of depth interview, build and construct preliminary 146 questions of form of the China regional managerial competencies and have confirmed after and then analyzing through content validity . Among them, 103 questions are regarded as the formal questions by the level of importance that formats final questionnaire. Sending 427 questionnaires altogether in this research, there is 221 retrieved the effective questionnaire; the effective rate of recovery of questionnaire is 51.8. After the questionnaire is retrieved, I carry on the factor analysis that has 31 questions to construct the surface altogether to screen seven domains .While Cronbach α between 0.74 to 0.82 in internal consistency, a value of seven domains of managerial competencies, possess the internal consistency of the height. Seven domains of the result of study are divided and stated as follow: First, ability of dealing with the cross-cultural affairs competencies：Possess and preventing the ability that the question happens; Possess the ability to pinpoint the problems rapidly; Possess the understanding, analysis, ability to solve to the affairs, problem; Deal with the crisis, fast, ruthless, accurate adaptability to changes and action strength; There is planning which substitutes the scheme that is prepared; And the prudent negotiation with cross-cultural labor and capital, group's dispute and so on. Second, adjustment of overseas life competencies：Possess the steadfast and persevering strength to the setback. Possess and tolerate the indeterminate ability and specialty. Can self- mood control, develop of IQ manage; Possess it to cultural-toughness, cross-cultural adjustment （life, environment, adaptive capacity at work）; Specialties, such as and pressure management, resisting the pressing well by itself and so on. Third, self-oriented competencies：Possess modestly, to requiring oneself that improves the place of any disappearance continuously, specialty that is surmounting oneself constantly; Do the activity that likes regularly, help to release the pressure which cause by new entity and cultural environment; Ability to find the substitute to take place the original hobby or activity; There can be self-confidence of filling one and self- approval; Oneself substantiates, grows up and studies new knowledge, so that characteristic of innovation ,etc. constantly. Fourth, ability of decision making when facing local environments of various fields competencies：The ability with independent decision making; Possess the enterprise planning in real time, plan ability; Possess and face more with clear logic, systematic thinking; Possess the correct judgment ability to the affairs rapidly; And have it to acumen degree of the figure, the political, economic environment influences etc. the market in order to meet an emergency. Fifth, ability of the cross-cultural team builder and development cluster competencies：The ability with cross-cultural team unity; have centripetal force, cohesiveness, work values of creating the cross-cultural team; And possess and promote smooth setting-up, development and ability of operation which step the cross-cultural work team and so on. Sixth, the similarity of structure of societies competencies：Possess and can pass on company's culture and habits and acquired characteristics and use in sending the task to some other department; Have cognition that can be channeled into the values of the company in sending the task to some other department; Have humane specialty that culture among here, none-local staff merges; Respect local culture, attitude of selfish depart mentalism to possess. Seventh, execution of the transnational task competencies：The sense of duty to the working height; Realization ability to attend to each and every aspect of a matter and execute the task; and the cordiality, enthusiasm, vigor of the one that possess execution assignments and so on. Finally, through regression analysis, it proves that there is a great connection between the assessment scale and the performance mana- gement personnel who is sent to Mainland China. The competencies that with higher influences are self-directed competencies, adjustment of overseas life competencies, the similarity of structure of societies com- petencies, execution of the transnational task competencies.