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系統識別號 U0026-0812200914085115
論文名稱(中文) A Network Structure Approach for Chinese Leadership and Management Styles under Different Phases of Internationalization: An Empirical Study of Taiwanese Firms
論文名稱(英文) A Network Structure Approach for Chinese Leadership and Management Styles under Different Phases of Internationalization: An Empirical Study of Taiwanese Firms
校院名稱 成功大學
系所名稱(中) 國際經營管理研究所碩士在職專班
系所名稱(英) Institute of International Management (IIMBA--Master)(on the job class)
學年度 96
學期 2
出版年 97
研究生(中文) 梁子軒
研究生(英文) Zi-Xuan Liang
電子信箱 mateliang@yahoo.com.tw
學號 ra794124
學位類別 碩士
語文別 英文
論文頁數 176頁
口試委員 口試委員-陳正忠
口試委員-史習安
口試委員-耿伯文
指導教授-吳萬益
中文關鍵字 none 
英文關鍵字 Qualitative Research Paper  Internationalization  Management Practice  Leadership Efficacy  Analytic Network Process 
學科別分類
中文摘要 none
英文摘要 Under the trend of globalization, this study attempts to probe the prevalent Chinese styles of leadership behavior and the practical management practices in domestic firm, international (regional) firm, and global firms in Taiwan. This study would particularly focus on the finding of Taiwanese global firm, because there were fewer investigations about global firms explored up to now. At first, the relationship between Chinese leadership and management effectiveness will also be identified and explored. Then, data will be analyzed by using ANP methodology. The data will collected through face-to-face interview from 15 experts (the executives) in Taiwanese firm. Each phase of internationalization of the firms would conduct 5 experts with the dominant job characteristics in organization (financial, sales, marketing, etc.) from various industrials.
Results showed, the visionary, relations integrating, and benevolent, employee-developed leadership styles were prevalent executed by managers in Taiwanese firm. The priorities on importance of managerial practice for Taiwanese executives were “Influencing People- Decision Making- Relations Building- Information Exchange”. Furthermore, it is common situation that Taiwanese executive has vision to lead firm forwarding. However, the innovation usually has been ignored by executive. The research results also provided some insight for companies the next steps should be cautious with.
論文目次 ABSTRACT I
TABLE OF CONTENTS II
LIST OF TABLES V
LIST OF FIGURES VI
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivations 3
1.3 Research Objective 6
1.4 Research Procedure 6
1.5 Research Structure 7
CHAPTER TWO LITERATURE REVIEW 9
2.1 Leadership 9
2.1.1 Trait Theory 10
2.1.2 Behavior Theory 10
2.1.3 Contingency Theory 12
2.1.4 Context Theory 12
2.2 Management 15
2.2.1 Managerial Classification of Activity 15
2.2.2 Managerial Roles 17
2.2.3 Managerial Behavior 18
2.2.4 Goal Setting 21
2.2.5 Morale 22
2.3 The Difference between Leadership and Management 23
2.4 Chinese Leadership Effectiveness 27
2.4.1 Chinese Leadership Behavior 27
2.4.2 Leadership Behavior of Managerial Practice 35
2.5 Globalization 37
2.5.1 The Process of Internationalization 37
2.5.2 International to Global Business 40
2.6 Constructing a Comprehensive Model of Chinese Leadership Effectiveness 44
2.6.1 The Overall Index of Leadership Effectiveness 44
2.6.2 The Sixteen Managerial Practice of Leadership Behavior 47
2.6.3 The Influence of Internalization in Leadership Behaviors 50
2.6.4 The Influence of Chinese Leadership Styles on Leadership Effectiveness 51
CHAPTER THREE RESEARCH METHODOLOGY 53
3.1 The Conceptual Model 53
3.2 Construct Measurement 55
3.2.1 Definition of each Construction 55
3.2.2 Questionnaire Design 60
3.3 Data Analysis Procedure (ANP) 68
3.4 Sampling Plan and Data Collection 70
CHAPTER FOUR DATA ANALYSIS AND RESULTS 72
4.1 Descriptive Analysis 72
4.2 Validations and Comparisons 77
4.2.1 Result of ANP Analysis 80
4.2.2 Ranking the Alternative Leadership Style 91
4.2.3 Make Overall Selections 94
CHAPTER FIVE CONCLUSION AND DISCUSSION 99
5.1 Research Conclusion 99
5.2 Managerial Implications and Contributions 103
5.3 Further Research, Suggestions, and Limitations 107
REFERENCES 108
APPENDICES 122
Appendix- I: Questionnaire X (English) 123
Appendix-II: Questionnaire A (Chinese and English) 146
Appendix-III: Questionnaire B (English) 157
Appendix-IV: Questionnaire B (Chinese Version) 167
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