Research paper one: To minimize adverse impact on expatriation, multinational corporations (MNCs) need to recognize the elements that facilitate expatriate managers and their spouses' smooth adjustment to a new work environment and everyday living. This paper presents a model of expatriation to review the expatriate context and details a variety of factors that could affect an expatriate manager's survival in a foreign environment. The model is a life cycle approach with five phases: selection of expatriates, cross-cultural training, international adjustment, performance appraisal, and repatriation. The use of such a model has the potential to greatly help MNCs understand and manage the complex and problematic expatriation process especially in terms of international human resource management and concern for expatriate spouses and families. / Research paper two: Taiwanese companies have invested in China's rapid growth over the past decade. In this regard, a large number of Taiwanese expatriate managers are assigned to China to manage foreign subsidiaries. The paper provides data on how the expatriate process is working in terms of career and family issues for Taiwanese expatriates in China. It does this through consideration of the different stages of the expatriate cycle (selection of expatriates, cross-cultural training, international adjustment, performance appraisal, and repatriation) described in the previous paper. The results show that Taiwanese organizations need to take a more systemic and less ad hoc approach to the expatriation process. Family issues need to be given more recognition, particularly as they relate to health, education and careers. Recommendations for effective policies in expatriate management practices by Taiwanese firms are developed and suggestions for future research are proposed. / Research paper three: Expatriate managers are likely to be differently motivated than local managers. This paper reports on the motivations of Taiwanese expatriate managers and Chinese managers within the context of Taiwanese firms operating in the People's Republic of China. Data were collected from 120 Taiwanese expatriate managers and 103 Chinese managers in the PRC in regards to work values, internal motivation, external motivation, non-monetary reward, rule enforcement and family ties. Chinese managers showed significantly higher scores than Taiwanese expatriate managers on the dimensions of work value whereas Taiwanese expatriate managers presented significantly higher scores on both external motivation and family ties. The results suggest that there is more emphasis on a closer link between individual performance and reward than the egalitarianism of socialistic ideology in the new market-oriented Chinese economy. Discussion of the results for the motivational differences is provided in detail and future research is also recommended. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.
| Identifer | oai:union.ndltd.org:ADTP/267597 |
| Creators | Lu, Su-Hen. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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