The era of Globalization fastens the pace of corporation internationalization. National boundaries are no longer limitations for the quick transportation of people, commodities or capital all over the world. Under such circumstances, ¡§global mobility¡¨ equals ¡§competitiveness,¡¨ and the concept of ¡§Third-country Expatriation¡¨ takes place coordinately. The utilization of ¡§Third-country Nationals (TCNs)¡¨ within Multinational corporations (MNCs) stands for maturity in global development. It means MNCs already possess several well-developed overseas subsidiaries which are adequate to providing competent expatriates to become TCNs. Third-country Expatriation not only assists MNCs in expanding overseas sites, accelerating regional development, building regional talent pool, but also can be used as strategic management for MNCs to foster global talents or even business successors. Nevertheless, it¡¦s indeed a pity that there are very limited researches related to Third-country Expatriation both among domestic and foreign researchers. Both practitioners and academics have treated lightly the unique role of TCNs in the international workforce. With the growing international development of domestic MNCs and newly emerging overseas markets, the importance of Third-country Expatriation related issues is definitely about to enhance. This research adopts the exploratory quantity method, and conducts the in-depth interview with three domestic and foreign MNCs. Through the examination of their Third-country Expatriation practices, this research is able to come up with a more complete and integrated study on each human resource management activities, including: the planning for Third-country Expatriation system ¡V (1) reasons for third-country expatriation, (2) types and positions for third-country expatriation, (3) the main role of third-country expatriation system¡¦s planning, and the human resource management for Third-country Nationals ¡V (1) TCNs¡¦ selection (including decision-making and selection standards), (2) TCNs¡¦ education and training, (3) TCNs¡¦ compensation management, (4) TCNs¡¦ performance management, (5) TCNs¡¦ repatriation, (6) TCNs¡¦ oversea life support system, (7) other TCNs¡¦ management practices issues. On the other hand, based on the research results, this research also provides some essential suggestions and advices for domestic Taiwanese companies who plan to develop Third-country Expatriation system in the future.

Abstract The management and development of corporation is typically of its own periodical stage. Growth is quite the primary strategy goal for most corporation groups. In addition, the ¡§internationalization¡¨ and ¡§globalization¡¨ are also the aim for each corporation aspiring for growth to serve as the required strategy options necessarily. When this world has entered the new millennium, the management will also step into the new era with the huge tidal wheel rotating inexorably. Besides, the technology also keeps on innovating. With the rise of information technology and Internet, such conditions will make what was impossible dream before come true. As for the knowledge management, it plays the most important part among the currently existent corporation entities. Also, the knowledge workers will be generally the major sources from knowledge and people are the main originality of knowledge creation with the increasingly significant role within the operation of knowledge management. Furthermore, the so-called international competence means, under the global trend, the corporation will meet with the opportunities and the response against the upcoming challenge. If the corporation wants to successfully survive, it cannot merely restrict its management and development realm on the specific region. The corporation must be equipped with the global vision with the available profit basement to create the success among the international communities. This research is experimented to practically investigate the characteristics of international corporation and globalization arrangement for resource allocation and the correlation with international competence. Furthermore, this article is also aimed to discuss the impact for the role playing of human resource during the implementation of knowledge management, together with the resource allocation for global arrangement and role playing of human resource management with the influence against the international competence. After the experimental investigation, the major finds of this research are¡G 1.Difference Analysis¡G (1)The difference for the various corporation characteristics among the global arrangement. a. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in remarkable difference among the global resource arrangement strategically. b. The internationalization process of the multinational corporation, under the global resource arrangement, it will exist no remarkable difference among the global resource arrangement strategically. (2)The difference of the international competence caused by various corporation characteristics a. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in no remarkable difference among the international competence strategically. b. The internationalization process of the multinational corporation, under the international competence, it will exist no remarkable difference strategically. (3)The difference of the various corporation characteristics caused by knowledge transfer. If the technology characteristics of multinational corporation are under growth stage or maturity stage, it will exist in remarkable difference among the knowledge transfer strategically. 2. Impact Analysis¡G (1)The different implementation stages of the knowledge management process within corporation will remarkably impact the role playing of human resource management. (2)The different roles of human resource management within multinational corporation will exist in no remarkable influence onto the international competence. (3)The different strategic resource allocation for global arrangement within multinational corporation will exist in no remarkable influence onto the international competence.

To Invest in Mainland China becomes Taiwan corporations¡¦ high priority by virtue of China¡¦s vast internal consumer market, the trade liberalization after joining WTO, low labor cost, and easy communication in Chinese language. However, the special relationship between Taiwan and China induces Taiwan corporations¡¦ investment risks due to political uncertainties. The establishment of information and communication network between headquarters in Taiwan and their mainland subsidiaries enables the governance and coordination between two sides. However, bearing these special relations, it is a nontrivial question to ask any unique information infrastructure and system that Taiwan corporations adopt which may be consistent with or different from prior literatures in multi-national corporations. This thesis develops a conceptual framework to identify the relationship between the factors and IT configurations, and then proposes propositions to explain findings from three Taiwan companies, which have subsidiaries in China. This study asserts that the political uncertainties that influence the IT configuration of Taiwan companies with subsidiaries in China are common with multinational firms whose headquarter and subsidiaries have normal relationship. The major contribution of this study is to explore the factors that affect Taiwan companies¡¦ IT governing practice toward their China subsidiaries.

The major purpose of study is to know the main human resource function role which is performed currently by the subsidiary of Multinational Corporation (MNC) in Taiwan and the concept of multiple-role model is adopted in the study. This study is done by the quantative survey to find out the factors which could influence the human resource function role and the current multiple-role model, meanwhile the cluster analysis is used to investigate the main model of current human resource function role. Human resource activities within the subsidiary of MNC in Taiwan are influenced by both external and internal environments, because there¡¦re many environmental factors to be considered and they are not easy to be controlled, so the study focuses on the discussion of the variables of internal environment in the organization. According to the characters of the variables, the study divides the variables into organization character and management character to investigate the influence of internal environment on human resource function role. After passing through the examination and analysis , the study result is presented as here below: 1. The major human resource function role performed by current subsidiary of MNC in Taiwan is Administrative Expert, the next is Strategic Partner, Change Agent and the last is Employee Champion. It represents that the human resource department of the subsidiary of MNC in Taiwan still do lots of works in the administration. But it¡¦s also found from the result that the roles of Strategic Partner and Change Agent are elevated after comparing with the previous studies. So it¡¦s assumed the position of human resource department becomes higher, human resource department involves more in the strategic management. 2. The cluster analysis is used in this study to evaluate the multiple-role model of Business Partner. The samples in the study are divided into 3 groups and named as High Level Business Partner, Middle Level Business Partner, and Low Level Business Partner. 3. The study finds that two variables, ¡§the position of human resource supervisor¡¨ and ¡§if human resource supervisor joins the management team¡¨, influence the performing level of human resource role.

Although R&D activities continue to be the latest internationalized of MNCs¡¦ value adding activities even in the most internationalized industries, affiliates of MNCs have begun to account for a considerable proportion of domestic innovative activity in a number of countries. MNC decision-makings with respect to the location of R&D is determined by many factors, such as cost consideration, market size, excellent technological environment, policy factor, to transfer technology and to adapt their technology to the host market. Those above are R&D motivations. Therefore, this research will explore if the R&D motivations affect the R&D strategy. Furthermore, many researches also found that the firm-specific features effects the R&D strategy. And the firm-specific features in the research include nationality, size, the degree of R&D capability and resources in the MNC subsidiary. Finally, the research categorizes the R&D strategies into locally responsive R&D strategy and globally integrated R&D strategy. The purpose of this research is to explore a framework to analyze the relationship among the dependent variables (that are motivation and firm-specific feature) and the independent variable (that are locally responsive R&D strategy and globally integrated R&D strategy). 54 samples of MNC subsidiaries in Taiwan are used in this research, and method of multiple regression is used to test these hypotheses. Finally, we can find that R&D motivations and firm-specific features have significant effects on R&D strategies practices in MNC subsidiaries in Taiwan.

Taiwan¡¦s high-tech multinational corporations have two main brand strategies. One is OEM/ODM, and other one is OBM. Different brand strategy will influence the consideration of global arrangement governing the organization network and the global knowledge transfer model. There are five roles building in different meaning in global organization network. And in the knowledge transfer model, there are three different dimensions named knowledge transfer fountain-heading, knowledge transfer interface and knowledge accumulate meaning. According to the administrative department of Hsinchu Science-Based Industrial Park¡¦s meeting for defining the classification of high-tech industries. This research chose four multinational corporations which nationality is Taiwan. These are the computer-related manufacturing industries and the communication-related manufacturing industries. This research concludes some propositions through the interview with top managers of these sample corporations. Positions are as follows: Proposition 1: Different brand strategies will influence the classification of tendency in exploiting advance technology. Proposition 2: Headquarter will play the different roles in global research network according to the different brand strategy. Proposition 3: The subsidiaries of high-tech corporations will have diversity of role playing and different frequency of knowledge transferring according to brand strategies. Proposition 4: The brand strategies will influence types and frequency of knowledge transferring. Proposition 5: Brand strategies will influence the market knowledge¡¦s flowing direction. Proposition 6: In technology knowledge transfer, the low-end and manufacturing skill will duplicate to the manufacture-based plant, and the high-level and advance knowledge will keep in the headquarter. Proposition 7: human being is the most important interface in the knowledge transfer process.

Abstract With regard to the Bayer transnational siting in Taichung during the 1990s, at least 20 theses and literatures are documented. However, due to the different research sects, ideologies, prejudices and/or lack of first hand information, these literatures are mostly with bias despite of the criticism or compliment to Bayer. In light of the biases, the writer as the person in charge of the project, would like to apply the ¡¨ learning history¡¨ case study by using the historical documents to review, explore and analyze the topics that impacted to the project, the analytical structure namely ¡§six structures¡¨- politics and lobbying, media ecology and communication, community ecology and communication, academic circle, decision making of MNC siting and crisis management. The purposes of this research are trying to provide a case study that may help Taiwan to shorten the learning curve under the globalization and the competition and corporation across the strait, at the same time to furnish MNC with an in depth siting project research to reduce the learning cost. Hoping that Taiwan could become the springboard for MNC to enter the biggest market in Asia- China. Conclusions: 1. The event started, dilated and ended because of misunderstanding. 2. Political dispute affected MNC siting project severely. 3. ¡§Anti-nuclear is to opposite autocracy¡¨- ¡§Anti-Bayer is to opposite government¡¨. 4. Bayer¡¦s final decision did not refer to the result of crisis management or local faction. 5. High flexibility of siting - MNCs¡¦ siting options are obviously higher then local enterprises. 6. It is not necessary a negative issue to Taiwan while Bayer abandoned its plan. The new ruling party has adjusted its policy to focus on economic issue is a positive impact. 7. The ¡§six structures¡¨ proved its value by helping researcher review; analyze the interactions among the six structures. 8. The project provides ways learning for both MNC and Taiwan.

The study is to explore China¡¦s entry strategies of the multinational satellite television channels, discussing how satellite television channels of some multinational media corporations entered the highly regulated China market. As an exploratory research in essence, the study is conducted through literature analysis, case studies, and in-depth interviews. Among them, satellite television channels of the two media giants , AOL Time Warner and News Corp., are the focus of the case studies : corporate characteristics of the two multinational media corporations are taken as independent variables, while China¡¦s entry strategies of the corporations¡¦ satellite television channels are taken as dependent variables. Through this logic, the study attempts to make some propositions about the strategies used by multinational satellite television channels when entering China. Six preliminary propositions about China¡¦s entry strategies are made in the following aspects : ¡§ difference of the entry channel positioning ¡¨, ¡§ entry timing, local commitment made by the channel, and performance of the entry channel ¡¨, ¡§ value chain integration of the satellite television channel industry and local partnership ¡¨, ¡§ human resources management of the entry channel ¡¨, and ¡§ entry/ investment fields other than the satellite television channel industry ¡¨. Based on the propositions, the study then concludes that for multinational media corporations, the more inclined the parent company is categorized as multinational company in MNC category, the clearer the parent company/top manager perceives China market, the stronger the top managers¡¦ strategic intent on China market, and the richer experience the parent company owns in foreign market entry, then the more local commitment the multinational satellite television channels would make, which benefits the channel performances as a result.

<p>The environment became an established issue on the international political agenda after World War 2. How to preserve natural resources became an issue that concerned several powerful participants, affected by changed conditions in the environmental legislation. This paper is a study of the growing environmental work within the multinational Swedish corporations Boliden, IKEA and SAS and how it was affected by the globalization. The material studied is environmentally related information produced by the companies and also interviews with the Environmental Managers. The information provided has been analyzed and compared with well-known opinions of globalization, trying to find out how the process of globalization has affected the handling of environmental work within the companies. The conclusion is the globalization brings several disadvantages, but it also results in an international legislation and co-operation between different participants, something that does have a positive effect on the environment.</p>

In this dissertation, I tell the story of the ethnographic fieldwork I conducted between 1997 and 2005 in which I focused on a group of expatriates sent by one of China's largest multinational corporations to work in the U.S. for extended years. My initial interest was to investigate how this Chinese state-owned multinational company operated its overseas subsidiaries in the U.S. However, as my fieldwork progressed, I became increasingly interested in how the expatriates' and their family members' careers and lives were impacted by globalization, how these Chinese expatriates and family members adjusted, adapted, understood, and tolerated cultural differences inside and outside the workplace, where they and their American coworkers gave meanings to their day-to-day work and life. The question for my research became: What does it mean to be a Chinese person but not to be working and living in China? And what does it mean to be living in the United States but not be American? After their long-term assignments were over, many of my participants were repatriated back to China, though some stayed in the U.S. where they had to reorient their career paths. At this point I was struck by how their sense of "displacement" was related to mine when I was a full-time graduate student in the U.S. and then became a senior manager in a U.S.-based multinational company. My informants' silent struggle to define their shifted identities is similar to my experiences of figuring out where I belong -- to academia or a corporation. Thus this dissertation is not only my journey of growing from "an outsider" to be "an insider" with my research informants, but also an exploration of the reflexive relationship between researcher and the researched.