This study seeks to contribute to entry mode literature by introducing the concept of ¡§corporate culture diversity¡¨. Compared to multinational corporations (MNCs) from developed countries, Taiwan¡¦s MNCs have shorter history of internationalization. Therefore, international learning is critical to their entry modes. We examined an original determinant of entry mode choice, proposed and tested the operationalization for a new theoretical construct, namely ¡§corporate culture diversity¡¨. In the theory of knowledge development process, it suggests that MNCs enter a foreign country initially with relatively small commitments, for instance through export, because of the high uncertainty caused by a low level of knowledge regarding the operational environment of the host country. At the later stage, as knowledge development takes place over time and the uncertainty is reduced. MNCs then gradually increase their levels of commitment to the country. MNCs are viewed to go through this sequential and incremental process of internationalization within not only a foreign country but also when they stretch out from one foreign country to another. To establish a new theoretical construct, hypotheses were developed on the entry modes in relation to cultural diversity of a firm¡¦s international experience, a step beyond the conventional theory of how national cultural differences influence entry mode choice. The hypotheses were tested within the framework of organizational learning, using data on 1,156 entries that 376 Taiwanese MNCs carried out in 41 countries and territories during 1986-2006. Additionally, a moderating effect of corporate culture diversity regarding entry modes in countries with high level of cultural distance was also specified. The result shows that not only culture distance at national level and prior experience by the MNC in a host country, but also the culture diversity of the MNC itself has a strong effect on the decision making process of entry mode choice. In addition, the research confirmed the traditional view that the amount of cultural learning needed in a particular host country is an important determinant of mode choice in foreign direct investments. However, less traditionally, the finding that corporate culture diversity that reflects the capacity of an MNC in understanding foreign cultures had a significant increasing effect on the selection of WOSs mode over JVs mode seems to provide an important contribution to this field of research. Most importantly, the novelty of the research is that we have successfully formulated an operationalization of a new construct ¡V the culture diversity at corporate level, a step beyond the national level. The culture diversity reflects the level that an MNC exposes to foreign cultures. Our result contributes to support the importance of the concept of corporate culture diversity. The operationalization of this construct has also been tested and found significant in our empirical test.

China Steel Corporation (CSC) has introduced OHSAS 18001 system since 2000, and has acquired good performance and credits, but it seems hard to get further progress in performance. One of the major reasons is that industrial safety awareness does not take root in every employer¡¦s mind. So it is important to make an all-purpose safety concept environment. In 2011, Safety-Caring program was put into action plant widely to build safety culture. This study focuses on the effect of safety management by promoting safety caring activities in steel-making plant. It hopefully improves the safety performance through verification of practical experiment according to theoretical analysis. The study processes and conclusion are as followings: 1. Two rounds of questionnaires were issued; the first one was done about one year later of safety caring project started, this questionnaire was to understand the effect of safety caring program in steel plant. The second one was to evaluate the key factors of success to run safety caring program, and the later questionnaire was issued about five months later following the first one. 2. The culture of CSC is based on the kindheartedness and humanity priority. So safety caring program is suitable to build an all-purpose safety culture in CSC. 3. The results from the two rounds of questionnaires show the highly approval of safety caring program. The successive safety education, the promise of the authority, the proclamation of the labor union and steel plant, and the safety knowledge sharing consistently promoted, therefore, the safety performance is getting higher. 4. The major factors of running safety program are: active safety caring, the promise of the authority, personal safety knowledge, the proclamation and the support of the labor union, and the notification performance of steel-making plant. The factor of the promise of the authority is the most outstanding. On the other hand, the following factors are not so obvious, such as: safety management system, safety feeling, service leading, commanding leading, rewards and punishments, working pressure, and income satisfaction. 5. The more the safety caring is done, the more approval of safety program, and the more willingness to obey the safety rules. It is evident that keeping the promotion of safety activities can lower the industrial accidents.

The research on person-organization fit has attracted the attention of both scholars and managers in recent years. During organizational transformation, it is very important to have employees who can identify with the administration of the company and struggle for the company's future. This will enable the company to keep competitiveness and flexibility to confront environmental challenges. In this paper, Taiwan Salt Industrial Corporation (TSIC) is chosen as the subject for case study and several methods were used; including stratified sampling method and interviews with top manager. The value construct technique modified by Cable & Judge combined with template-matching technique by Bem & Allen were adopted to study person-organization fit in the company. Then, by statistical methods, the influences of person-organization fit on organization commitment and organization citizenship behavior were predicted. The major empirical findings of this study are as follows: 1. There are differences between the ideal culture values that employees wish for and those they really perceive. 2. Person-organization fit is related to employee's demography. 3. It is significantly positive trend to predict intent to remain, organization commitment and its factor, organization recognition, of employees by their person-organization fit 4. Organization citizenship behavior of employees is less significant related to their person-organization fit. 5. The age and tenure of employees has a significantly positive relationship with organization commitment and its factor, organization recognition; however, education level of employees has a negative one with organization recognition.

Thesis (Ph. D.)--University of Washington, 2003. / Vita. Includes bibliographical references (leaves 116-131).

Thesis (M.A.)--Miami University, Dept. of Speech Communication, 2003. / Title from first page of PDF document. Document formatted into pages; contains vi, 68 p. Includes bibliographical references (p. 61-65).

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references.

Thesis (Ed. D.)--University of La Verne, 2003. / Includes bibliographical references (leaves 268-296).

Title from PDF of title page (University of Missouri--Columbia, viewed on Feb 16, 2010). The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Dissertation advisor: Dr. Joe Donaldson. Vita. Includes bibliographical references.

Almost 30 years ago, public relations scholars began to process the idea that the concept of culture was important to public relations practices. In particular, scholars questioned what influence culture might have on the communication process and relationship building between organizations and their stakeholders. Yet, today culture is still an understudied concept in the public relations literature. The purpose of this study is to analyze how of organizational culture, as defined by Sriramesh, J. E. Grunig, and Dozier (1996), is significant to the relationship outcomes in public relations. The theoretical framework for this study consists of organizational culture theory and organization-public relationship theory. A quantitative survey was used to measure an external public's perceptions of organizational culture and organizational-public relationships within an academic department. The research measures of authoritarian/participative culture to determine how it is related to the dimensions of organizational-public relationships, including control mutuality, trust, satisfaction, commitment, communal relationships, and exchange relationships. The results suggest how an organization can utilize perceptions of organizational culture and relationship management from external publics to develop and implement effective communication strategies.

published_or_final_version / Social Work and Social Administration / Master / Master of Philosophy