This case study surveys one Taiwan container shipping lines and his agent in South Korea, to discuss the channel management in cross-cultural difference. The case study discuss how the shipping lines use the 4 variables of channel management; incentives, monitoring, trust and commitment to manage the agent¡¦s performance in different two countries¡¦ cultural. We use Hofstede¡¦s typology of cultural dimensions to exam the cultural difference between Taiwan and South Korea. The important results and findings can be summarizes as follows: 1. South Korea should be larger Power Distance than Taiwan. 2. Assigning one owner¡¦s representative would positively affect the agent¡¦s sale performance in the larger Power Distance, stronger Uncertainty Avoidance and Masculine cultural dimensions country. 3. Putting own vessel in the service route could positively affect the agent¡¦s sale performance in the Collectivist cultural dimension country. 4. Changing the service route often would negatively affect the agent¡¦s sale performance in the stronger Uncertainty Avoidance cultural dimension country. 5. Reducing the commitment would negatively affect the agent¡¦s sale performance in the Collectivist and stronger Uncertainty Avoidance cultural dimension country. 6. Reducing the trust would not affect the agent¡¦s sale performance in the larger Power Distance and stronger Uncertainty Avoidance cultural dimension country. 7. The influence of 4 channel management variables are in the channel performance, would be affected by cultural dimensions. Finally, the study would like to conclude 12 suggestions for the case company¡¦s reference.

ABSTRACT Title: The Study of Global Team Management & Job Involvement Author: Ju-Hui Tsai Advisor: Professor Bih-Shiaw Jaw The emergence of global teams has been caused by the globalization of the world economy. Multinational corporations are benefiting from the use of global teams; however, they are facing many management challenges as well. This research is to explore current global team management practice & job involvement. After the author interviewed 7 global teams in high-tech multinational corporations, the propositions are as follows: Proposition 1: The less global team experiences the members have, the more local managers¡¦ assistance they need. Local managers assist members engaged in local environment soon. Local managers are also consultative for local legal regulations, salary market & employee development. Proposition 2: The more global team experiences the members have, the higher degree of cross culture knowledge they have. The best way to learn cross culture management knowledge is to realize through daily working experiences. Proposition 3: Those global teams who emphasize more on culture diversity management have better performance. Proposition 4: The key successful factor to increase global team performance is to select mature, experienced & independent members. Proposition 5: The most important criteria for global team selection are language & communication capabilities. Proposition 6: The most challenging for global teams is unable to have effective communication in real time. Proposition 7: Global team model is not sure better than traditional team model for corporations. It depends on the industry & the business scope. Proposition 8: For team members, the advantage of global team experiences is to underst& other countries¡¦ environment. But on the other h&, the disadvantage is lacking in sense of belongings. Proposition 9: The most challenging for global team performance management is how to display one¡¦s capability or to realize employees¡¦ real performance cross time zones & boundaries. Proposition 10: Those global teams who set up regular communication mechanism have higher job involvement. Key words: global teams, cross culture management, job involvement

This project proposes is focus on having diversity in workforces of different cultures within theglobalized world that we live in. It is not enough to be perceived as effective in a singleorganization or by one nation. Leaders must look to understand how this can create acompetitive advantage and really should have skills that are perceived as effective by manydifferent people, despite cultural differences.The aim of this research is to have a better knowledge of how a leader can be perceived aseffective in a diverse workforce in Swedish and Thai context. And we also would like to knowthe employees’ expectation toward their future manager.To figure out the employees’ expectation, we conduct a questionnaire which was send to ourrespondents in both Thailand and Sweden. We are choosing currently workforce and futureworkforce of both countries to be our respondents. We also interview manager who have beenworked in multinational company about their experience of working in internationalenvironment.

Purpose: The purpose of this study is to investigate how and to what degree Swedish multinational companies (MNCs) adapt to local conditions when they establish subsidiaries in China, and if cultural differences play an important role in their operations. Background: The major challenge for MNCs establishing abroad is the configuration and integration of their country subsidiaries (Galbraith, 2000). Therefore, it is vital to understand how activities within an organization, such as structures, processes, reward systems, and people practices, should be designed in order for the company to be as efficient as possible (Weiss, 2007; Kesler & Kates, 2011). Swedish direct investments in China have increased significantly in the late 2000s, especially in the eastern regions, where a majority of about 650 Swedish companies in China are located (Swedish Trade Council, 2012a). Establishing across borders is a step towards future growth, but it is important to note that a cross-border expansion comes with many challenges (Galbraith, 2000). Method: This study uses a qualitative research method by investigating the experiences and practices of two Swedish multinational companies with operations in Shanghai, China. Information has been collected from eight respondents in the form of interviews and open-ended questionnaires. Conclusion: Swedish MNCs standardize their organization to a large extent when they establish subsidiaries in China, and culture has a slight influence on the practices of Swedish MNCs but does not play a major role for the business as a whole.