­^¤åºK­n The purpose of this research is to study the evaluation and management system of multinational suppliers, which includes the followings. 1. To summary and compile various study and theory of supplier management and evaluation, and to analysis the infrastructure and characteristic of each method. 2. Based on previous study and cases reviewing, this study aims to study how a multinational company well management the suppliers from different countries, and how to elevate the company¡¦s benefit by building up the multinational supplier evaluation and management system. The result of the study of case company shows good effects after the establishment of SEAP system. The analysis on purchasing risk, technical ability, supplier behavior management ability, direction management ability, informatics technology management and performance on strategy, economic and technique, showed better result after the establishment and adoption of SEAP system. The study also indicated that the benefit and advantage derived from the establishment of well supplier evaluation and management system. All multinational companies should not ignore its importance. In addition, this study also suggests several important though in the management of multinational suppliers, which include: a company should well established the relationship with the suppliers with an all-directional though and well, to view the suppliers the partners to share the benefit, to establish a well rewarding system and communication mechanism, and to have a common consensus on quality management. Keyword¡GMultinational suppliers, supply chain, supplier management, supplier evaluation.

With the development of the Internet and the globalization, corporate web site has played an important role for multinational enterprise. The corporate not only need to focus on the globalization of their web site, but also need to devote the localization of the web site to fit the local needs. This study adopted the qualitative research methods, and has interviewed with employees of a domestic leading computer manufacturer-E Company. The purpose of the study is to explore the pros and cons of the multinational team by using cross-cultural studies in the theoretical analysis. Base on the experiential case, this study discussed how the cross-cultural issues influence the cooperation of the multi-national team and to find out the best solution for managerial issues. The research conclusion summarized as below. 1. Low cultural difference result in better web site performance. If the communicate is positive, the web site consistency can be recognized. 2. When the cultural difference is low, instead of the rich medium of communication, the key factor is the context of communication. 3. The performance of web site consistency and localization are affected by the national cultural differences. The differences in cross-cultural communication will also affect the cost of web site. 4. The cross-cultural differences have the negative impact of web site performance, however, the richer communication medium, and the trust can help to reduce the negative impact of this issue. 5. If two parties cooperate under the cross-cultural differences, the lack of cultural awareness, language, cognition and awareness of space and time could easily lead to ineffective communication or misunderstanding, the project is also leading to poor results.

This study examined customers¡¦ service quality expectations in three different countries to discuss how employee training programs should be designed and enacted in accordance with the different expectations in multinational enterprises. By using the dimensions in the SERVQUAL scale, brought up by Parasuraman et al., this study designed a set of questionnaire and distributed those to three different countries to see how different customers, under different cultural background, of targeted Japanese multinational enterprise evaluate each dimension in SERVQUAL. Results of this study suggests that different customers in different countries graded the level of importance of service items in dimension assurance and reliability differently, indicating that when setting up employee training programs, it is necessary for international HR managers to put these two dimensions into consideration and design various employee training program according to different cultural backgrounds to answer diverse customer needs.

Globalizing processes often place the social cohesion of organizations at risk when multinational people experience and exhibit tensions from their diverse cultural and language norms. This study uses discourse analysis and dialectical theory to understand the intersection of organizational tensions and multinationalism as they appear at a bilingual Swiss higher education institution. I define multinationalism as the intersection of communities who self identify with a national heritage and perpetuate that identity through daily communication and interaction. This case study is approached from a social constructionist perspective. I use grounded theory and dialectical analysis to analyze the fifty-nine interviews in order to identify the tensions that intersect with multinationalism and how they are managed. The tensions identified include: choosing a language where two are privileged, providing an intercultural environment as described by the mission statement, and managing pedagogy/co-teaching practices. Choosing a language is often described in a dual dimension between choosing French/choosing English where language groups are sometimes seen as oppositional and vying for privileged status even though the organization privileges both languages. Providing an intercultural environment is described as a global endeavor and yet sometimes becomes dialectical when balancing how the organizational environment is actually managed/not managed based on national and organizational cultural perspectives. Practicing pedagogy/co-teaching activities are often framed as oppositional and dialectical when trying to reconcile French pedagogy/Anglo-Saxon pedagogy and co-teaching practices, especially in regard to American influence. Multinationalism emerges when participants use group identity descriptors and intersects in a variety of ways depending on the intensity of the tensions. Managing tensions result in ambiguity because of undefined language fluency and competency. While ambiguity allows for social cohesion and time for interpreting messages, it sometimes is used strategically to deny messages and retain privileged positions. Disorienting interactions for some employees result in paradoxical situations, and in some extreme cases, participants reported schizophrenic behavior when paranoid statements are made which reflect their paralysis, uncertainty and loss of power. This study advances dialectical theory by redefining totality as including regional, national, and global contexts that also influence organizational agency and discourse. In addition this study adds to the understanding of knots of contradictions by illustrating how tensions evolve in their own right and also spin off simultaneous and interconnected tensions. Finally, results from this study suggest that using ambiguity could be seen as another management option as well as a result when dealing with dialectical and paradoxical tensions.

Under global competition, some Taiwan corporations started to implement international strategy. Most of the corporations go foreign investment in South-East Asia and Mainland China. But some of the corporations do not afford the expected profit from the international strategy because they are not familiar with international business. In the international business area, multinational corporation (MNC) subsidiary knowledge flow is an important factor to influence the role of the subsidiary and the success of international strategy. The procedures of this study are mainly through the review on the relevant reference documents and the interview of PHILIPS Semiconductor Kaohsiung managers. The main purposes of this study are to establish an appropriate MNC subsidiary knowledge flow model to find out what factors will influence subsidiary knowledge flow, and to make a recommendation both for headquarter and subsidiary managers as their reference when they plan to implement knowledge transfer strategy.

Many Taiwanese multinational corporation (MNC) increase the proportion of their foreign direct investment in R&D activities year by year. The companies investing in the advanced nations operate R&D activities in the local market obviously. Through this thesis, we desire to know the status of overseas R&D sites in these cases and their motives. Futhermore, we also want to discuss how they build up and operate these R&D sites. Due to much more innovative knowledge resources outside the parent country, Taiwanese companies need to globalize their R&D sites to acquire the R&D results; in addition, establish the network of overseas R&D sites makes MNCs to promote their products in the global market smoothly. However, MNCs have to disperse their corporate resources in diffirent locations, and give each site diffirent roles and tasks. Other important issues among these MNCs are how to manage these dispersed R&D sites to achieve the efficiency and the flexibility and what the strategies they consider. Overseas R&D activity of Taiwanese MNCs is still evolving, and Taiwanese companies have their particular background. In order to find out the causes of this situation, we used the case study approach. We selected the cases which had the complete building process of overseas R&D activities, and interviewed the top managers who had the experiences in the process to gather the materials. Besides, other second-hand materials are also providing us more information to comprehend our sample cases. We found that Taiwanese MNCs had diffirent motives in each stage. They need to respond to local market, and provide the commercial products rapidly. In addition, local technology and human resource are also the important wealth to strengthen headquarters¡¦ R&D capabilities. Under the consideration of speed, cost and competition, MNCs integrated the R&D resources of parent and host countries aggressively, and they had to think how to match the corporate strategy. Further, they tried to manage organizational information flows and coordinate these R&D activities. Moreover, using several kinds of communication patterns helps headquarters to understand and control overseas R&D activities, and makes R&D knowledge and experiences circulate inside the organization to stimulate organizational innovative capacity.

Due to the transformation of worldwide economy focus to Asia, many multinational corp. put resources to the eastern market, which is blooming very fast especially in Mainland China. By considering the potential hudge market, plenty of labor supply, and the future investments from the strategic point of view, so, a lot of MNCs aggressively invest in Asia & China directly in order to find the better position. But it seems that Taiwan is out of this great mass fervor. This research is based on a case study by a special chemical company. It contains the discussion of current investment projects among Asia and the interviews with many top managers. This analysis is according to Porter¡¦s diamond model, the influence of industry cluster, the organization & control model of MNC between the parent company and the subsidiary and the industry analysis, to see whether there are influences for the future developments of subsidiary in TW. Based on the result of intetrviews and the cross check with the theories, here are some conclusions. 1.There are some influences for the project selection and development strategy for the subsidiary based on the adopted organization especially for the relationship between parent ompany and the subsidiary and the control model. The subsidiary needs to have the visible exposure in the organization. It¡¦s better to have some internal speakers for the subsidiary to do the internal public relationship. 2.The key factors for considering about the investment are depending on industries. In chemical industry, the most important criteria are the cost & the source of raw materials, the market place and the quality of human resource not the cost of human resource. 3.In future, the Taiwaness industries could not compete with the others by mass productions. They need to differentiate themselves or to upgrade the ndustry. The strategy of the subsidiary of MNC in TW is also need to be adopted. 4.The working people in MNC TW need to compete with the others. They need to have the basic capability of communication, profession and the second speciality. Teamwork spirit and the enjoying in the work are welcomed. 5.The government has the responsibility to build up the fair and competitive investment environment to attract the foreign investment to form the industry clustries, in order to keep the growth force of economy.

Hambrick and Mason¡]1984¡^, with their ¡§upper echelon¡¨ perspective, proposed that top managers had great influences on organizational performances. Then, more and more scholars paid attention to the issues of the top management teams¡]TMT¡^. Although the impact of top management teams has been widely studied, research that tests the applicability of TMT variables on MNC is zero. The top management teams of the MNC included expatriates and local managers¡]Tung, 1982; Zeira and Shenkar, 1986¡^, would show higher richness and variety. Therefore, this study will use two independent variables: ¡uthe strategic roles of MNC subsidiaries¡vand ¡uthe nationalities of the MNC¡vto study the influences of these two independent variables on the traits, heterogeneity and interaction of the top management teams of the subsidiaries in Taiwan. The traits of the top management teams included the percentages of the local managers, average age, educational level and organizational tenure of the top management teams. The heterogeneity of the top management teams included the variation of the age, educational level and organizational tenure of the top management teams. The interaction of the top management teams included the extent to the social integration, communication frequency, and informal communication of the top management teams. Using ANOVA analysis on samples of 46 manufacturing MNC subsidiaries in Taiwan, the study finds that the strategic roles of the MNC subsidiaries have significant influences on the educational level, social integration and communication frequency of top management teams. In addition, the nationalities of the MNC have significantinfluences on the age, educational level and organizational tenure.

none

Abstract When multinational enterprise invested into the worldwide with its huge economic scale, well-organized structure and excellent skill of Supply Chain Management were used as competed resources in the global economic environment. It helps business growing and profit increasing. However, a capable skill of Supply Chain Management relay on a precise Procurement Management System, especially the ability of evaluation and management. The purposes of this study are to discover the key factors for the multinational enterprise evaluated suppliers, summarize those key factors and offer a bunch mark as reference for the Taiwanese enterprise. To be a top supplier of those multinational enterprise not only bring the rich profit, strong business foundation and fast growing, but also got a very good learning chance to become a multinational enterprise. This research discovered several important factors when a multinational enterprise evaluated their suppliers; 1.Technical Skill - Suppliers own a Research and Development team. 2. Quality - Certifications is necessary. 3. Feed Back and Service - Customer requirements response within 24 hours. 4. Delivery - Reduce the lead-time of delivery products. 5. Cost - Reduce the cost from the product re-design. 6. Environment Protection - Products contain environment protection concept. 7. Business Management - Supply the products steadily. 8. Globalization - Globalization of supply services. 9. Politics and Culture - Steady politics and diligent people.