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Capital-intensive and technology-intensive semiconductor industry in Taiwan to flourish, resulting in a specific cluster effect, the global semiconductor-related industries, such as equipment, materials, components and other inputs are also competing to take food off such big cake. As the related industries focusing on in Taiwan, multinational company, due to the cultural differences between the various members and organizations within the internal structure, continued to have an impact on Taiwan subsiderary. Foreign companies, according to the investment, technology position and existed market position, have varying degrees of local impact. The impact of parent company host culture and subsiderary local culture in Taiwan also interact with the factors mentioned above. To meet demands of parent company, oftently caused trouble in local business operation. In this study, a subsidiary (case company) of a MNC of semiconductor quartz manufacturing industries in Taiwan, via the differences of attitudes and issue resolving, disposition among the MNCs to explore the operation impact of cultural differences between the multi-national members. As a result of cultural differences, conflict and contradiction, a subsidiary of multinational companies in Taiwan found that the culture impact can be switched from resistance to assistance and maneuver to help creating a favorable business environment.

The Industrial Revolution which began at the end of the 18th century opened a new chapter in human history. Since the steam engine was invented by Watt, technology advances and innovations have taken place continuously. This has brought unprecedented prosperity to mankind. However, highly developed technology has led to environmental pollution and an damage the natural ecology and human life. The issue is only now attracting attention. In the face of undeniable environmental damage, every large petrochemistry company has realized that the trend toward greater environmental responsibility cannot be ignored and needs to be seriously considered. Due to global complications, however, there are different priorities and strategies among countries in th way their enterprises approach environmental protection issues. This research paper is focused on the continuity of green management from multi-national oil corporations down to the joint-venture subsidiaries. Two JV subsidiaries and three parent companies are included in this study. This research is based on a non-quantitative study, by means of face-to-face interviews and information collection, in an attempt to understand the policy details and implementation of green management continuity from parent companies to their subsidiaries. This research tackles the following issues: (1) How the multi-national oil corporations extend and control the green management of their subsidiaries (2) Differences among the multinational oil corporations regarding green management (3) Comparing multinational oil corporations, how local oil companies control the green management of their subsidiaries (4) Where Petrochemical industry corporations manage environmental protection and safety within the same department, what is the degree of interaction between these two functions The search has revealed: (1) In terms of influence on environmental protection implementation, the local environmental regulation are obviously more influential than the direction handed down by the parent companies of multi-national corporations. (2) In terms of influence on environmental protection implementation, the influence of local neighborhood consciousness is also greater than that exercised by the parent companies of multi-national corporations. (3) In term of green management control and coordination with subsidiaries, multi-national corporations are made adept than local companies. (4) Multi-national corporations handle environmental protection issues based on risk management (5) Multi-national corporations emphasis safety before environmental protection issues.

This study discusses an activity competency model (ACM) which was utilized to investigate the perceived importance of managerial activities and skills/knowledge required of three management levels of Multi-national Corporation (MNC) under cross culture working environment in Middle Eastern area country. The 177 samples of this study collected mainly on different level of mangers from seven oil; petrochemical manufacturing industries and six service industries such as financial companies; bank and trade companies. Many quantitative methods, including factor analysis, one-way ANOVA, t-test, data correlation were utilized to test the hypothesis of this research. The major findings of this study are summarized as following: (1) the importance of MNC managerial activities varies significantly for both different levels of management and different industries. (2) the most important managerial three skills; communication, persuasiveness and coordination skill; planning and organizing skill; leadership skill are all identical in each management level and industry type as well. (3) it is very diversity in terms of cross-relationship between managerial skill and activity. (4) it is more concern on diversity of culture for lower management level than for upper level due to frequent personal contact and communication. The results of this study have implications for MNC management development, training, and management career planning. They can also serve as a guideline for recruiting or dispatching the capable expatriate manager for international business enterprise.

This thesis studies the relationships between management localization and Taiwanese-invested-company performance at the Su-Chou and Sha-Man area, China. Those companies invested or to-invest in China to take an appropriate measure in recruiting and local people placement may apply this thesis. This study uses a questionnaire to collect data. The data of survey object is based on the Booklet of Taiwanese company at the area of Su-Chou and Sha-Man, China. issued by Industrial Council, Republic of China. Except 630 questionnaires mailed, the researcher visits the owners, personnel at the area of Su-Chou and Sha-Man, China. This research receives 102 effective questionnaires. The effective response rate is 16.19%. The results are: 1. Financial performances have significant differences among the scale of capital invested, the beginning ownerships, nowadays ownerships, and the degree of internationalization; 2. Non-financial performances have significant differences among the years company invested, number of employee, scale of capital invested, the beginning ownerships, and nowadays ownerships; 3. Interdependence with mother company has significant differences among the years company invested, areas located, and the degree of internationalization; 4. Interdependence with local area has significant differences among areas located, scale of capital invested, and the degree of internationalization; 5. There is not significant differences between the localized ratio of higher level management and the localized ratio of basic level management; 6. The mother company revenue ratio shared by the invested company in China has significant differences at the variable of the localized ratios of middle management; 7. The interdependence with mother company positively affects the degree of localization; 8. The interdependence with local area positively affects the degree of localization; 9. There is no difference between the degree of localization and localized ratio of higher level management; 10. Local resources used negatively affects the localized ratios of middle management; 11. Localization positively affects the localized ratios of middle management; 12. Operation by local company positively affects the localized ratio of basic level management; 13. The localized ratio of basic level management positively affects the financial performance; 14. The localized ratio of basic level management positively affects the non-financial performance; 15. The native localized ratio of middle level management positively affects the non-financial performance; 16. The native localized ratio of basic level management positively affects the non-financial performance; 17. There is no differences between the ratio of natives employed and the ratio of native management; 18. Interdependence with mother company positively affects the financial and non-financial performance; 19. Interdependence with local area positively affects the financial and non-financial performance.

Abstract There is more than 20 years since Mainland China implemented the ¡¥open door¡¦ policy; starting from 1979. China¡¦s large and potential local market, abundant resources i.e. land, labors, raw-materials etc. and various taxation incentives are giving the great attractions to MNCs on making investments in China. On the opposite, Taiwan is now intertwined with the internal political turmoil and global economic downturn that lead the economic development to a situation of stasis. The current economic development in two sides of the strait has revealed the opposite trends, one is rising, and the other is shrinking. In face of such unpleasant situation, what can Taiwan do to create other opportunities for future economic development? The focus of this thesis is on the changes of value activities of MNC¡¦s Subsidiaries in Taiwan. The main themes for this research are (1) MNCs have long been the key players of international investment since 1960s, and influenced substantially on the global economic development. The investment behaviors of MNCs in the new developing market - China have brought the high attentions of academic circles and practitioners. (2) In face of the rapid upraising of China, what are the changes of value activities in MNC¡¦s Subsidiaries in Taiwan? What are the possible solutions for future development of Taiwan? (3) Until now (per our understanding), there are few articles studying about the resources flow and the mutual dependence amongst MNC¡¦s HQ and Subsidiaries, this thesis provides the observations. Therefore, this thesis covers the topics of the initiative behaviors of MNC¡¦s Taiwan Subsidiaries while intending to set up a new Subsidiary in China; the decisive factors of assigning the third country nationals (TCNs) for China Subsidiary and the role shifts of Taiwan Subsidiary upon of the time changes. This thesis indicates that because of the value activities in MNC¡¦s Taiwan Subsidiaries are mostly concentrated on production or operation, and do not take part in business related management thus they have few decision powers on initiating a China Subsidiary. Exceptions are for those Subsidiaries which have the top management with local nationality and/or with entrepreneurship might participate indirectly in decision making. Besides, MNC¡¦s Taiwan Subsidiaries mainly act as the task role in China project therefore, the depth of involvement depends on their capabilities and resources which have relation to the years of establishment. If other MNC¡¦s affiliates or regional headquarters are possessed of the needed capabilities and resources, they might also involve to a certain extent in China¡¦s investment. The assignments of top team members for China project are influenced by the management style of MNCs. In most of cases, the top leading positions are filled by home country nationals of MNCs. But, for the functions of factory construction; operation or production the manager positions are commonly delegated to the experienced persons in Taiwan Subsidiaries. The main considerations are the technical capabilities, cultural background and common language. In respect of the role shifts of Taiwan Subsidiaries during the three developing stages i.e. construction, operation, and expansion of China Subsidiaries, our cases indicate that during the construction period, the main contributions of Taiwan Subsidiaries are to helping the personnel recruitments, providing technologies of factory construction and establishing the management systems; during the operation period, the contributions are to smoothing the daily production, optimizing the process, upgrading the quality of products; during the expansion period, the contributions are to enhancing the supply chain management, improving the productivity, introducing the new products or new manufacturing processes. This thesis concludes that, in line with the continuous growth of China Subsidiaries, the importance of Taiwan Subsidiaries might be dieing down, especially when there will be more and more experienced and capable human resources in China. This thesis also indicates that, due to the product profiles of MNC¡¦s Subsidiaries in Taiwan and China have the high percentages of overlap thus the internal sales competition can be foreseen. However, our cases reveal that there is no fact of strong competition but most cooperation. The main reasons are that the business management is normally handled and coordinated by the separated organization of regional sales & marketing also, the current market demands are still big enough. Therefore, at the moment, two Subsidiaries of Taiwan and China are sitting in a balance or even in a complementary situation. However, if Taiwan¡¦s economic situation can not go abreast with that of China, it can be predicted the fadedness of Taiwan Subsidiaries in MNC¡¦s position. Only the individuals who with the high competencies can continuously play the important roles in MNC¡¦s Subsidiaries or possibly to be upgraded to the higher position in MNC¡¦s regional or global management teams.

In the past, most studies of the multi-national team were focused on the differences of culture, or adopted the concept of Western theory to explain the organizational behavior of Chinese community. Research methods also are based on logical positivism, not showing the process of conflicting, bearing, and adjusting different cultures. In this study, there are several attempts, such as the standpoint of research and research method. In regard to standpoint of research, I adopt the perspective of Chinese to observe organization conflict and cultural differences within a multi-national team (CAT Problem); in regard to research method, I used Narrative Inquiry to explore and describe the progress and story of multi-national team and tried to analyze the Chinese members¡¦ silent response in the operational process of multi-national team, which can be interpreted as the following four meanings: (a) focusing on the harmonious relationship between the groups, and (b) showing the bearing, and (C) adhering to the formality, and(d) looking forward to equal payback. This study found that each member of the multi-national team has to understand and grasp his/ her deep cultural context which influences his/ her words and deeds. And then team members can base on understanding cultural differences in the interaction of the team to find out the consensus and the way of thinking of the multi-national team. In addition, this study also recommends the leader should assist the Chinese team member of multinational team to redefine the cognitive of the harmonious relationship. It will help Chinese team member to improve the performance in a multi-national team.

From small exploration companies to multi-national mining houses all at some point in the project lifetime embark on evaluation studies where the most value-generating method of extracting the ore is investigated. Early phases in exploration projects will have the need for an order-of-magnitude estimation as to the scale of the potential operation, and advanced projects will have detailed mine and financial plans to guide them to execution. In both instances this thesis provides a method of optimising the mining rate to deliver the highest possible value to the mining company whilst considering the possible risks from changes in the market. This can be compared to the value the country gains from the exploitation of its natural resources to find a mutually beneficial solution. Copyright / Dissertation (MSc)--University of Pretoria, 2012. / Geology / unrestricted