研究生: |
朱閔憶 |
---|---|
論文名稱: |
大陸台商企業員工跨文化知識分享之研究 The Role of Power Distance on Knowledge Sharing:A Case Study of Taiwanese Company in Mainland China |
指導教授: |
賴志樫
Lai, Chin-Chien |
學位類別: |
碩士 Master |
系所名稱: |
國際人力資源發展研究所 Graduate Institute of International Human Resource Developmemt |
論文出版年: | 2008 |
畢業學年度: | 96 |
語文別: | 英文 |
論文頁數: | 121 |
英文關鍵詞: | knowledge sharing, cultural issue, power distance, formal and informal situation, source of power, capability |
論文種類: | 學術論文 |
相關次數: | 點閱:195 下載:5 |
分享至: |
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報 |
The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.
The purpose of this study is to investigate the relationships among cultural issue, power distance and knowledge sharing behavior in a Taiwanese manufacturing company in Mainland China for investigating factors affecting employees’ willingness of knowledge sharing and knowledge sharing barriers in the case organization. Since the purpose of this study is to understand the behaviors how Taiwanese and Chinese employees share knowledge, relevant study about knowledge sharing and culture issue is reviewed. The employees from this Taiwanese company in Mainland China are the target population. 23 participants were interviewed and they had a questionnaire before interview. By face to face interview and on-site observation, the research result shows: (1) under formal and informal situation, employees will have different knowledge sharing attitude and behavior; (2) There are cultural differences between Taiwan and Mainland China, and these indeed influence employee knowledge sharing attitude and behavior; (3) From interviewee’s perspective, the most important source of power in working environment is capability; and (4) employees in Mainland China have larger power distance than in Taiwan, and employee’s knowledge sharing behavior is influenced by power distance.
Abdallah, D. A. (2002). The decision making process amongst Chinese (People’s Republic of China) management. Unpublished doctoral dissertation, Alliant International University, U.S.A., San Francisco Bay.
American Institute of Certified Public Accountants, Inc. (2005). Auditing revenue transactions in the high technology manufacturing industry. AICPA audit guide: Auditing revenue in certain industries. New York. http://www.aicpa.org/antifraud/detection/developing_audit_procedures/audit_procedures/54.htm#FN2
Ardichvili, A., Page, V., & Wentling, T. (2003). Motivation and barriers to participation in virtual knowledge-sharing communities of practice. Journal of Knowledge Management, 7(1), 64.
Argyris, C. (1999). Tacit knowledge and management. In R. S. Sternberg & J. A. Horvath (Eds.), Tacit knowledge in professional practice (pp 123-140). NJ: Erlbaum.
Argyris, C., & Schon, D. (1978). Organizational learning: A theory of action perspective. Reading, Mass.: Addison-Wesley.
Ba, L. (2004). Knowledge management and organizational culture: A social action perspective. Unpublished doctoral dissertation, The George Washington University, U.S.A., Ashburn.
Bakos, J. Y., & Treacy, M. E. (1986). Information technology and corporate strategy: A research perspective, 10(2), 107-119.
Bartol, K. M., & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 9(1), 64-76.
Basabe, N., Paez, D., Valencia, J., Gonzalez, J. L., Rime, B., & Diener, E. (2002). Cultural dimensions and socioeconomic development, climate, and emotional hedonic level. Cognition and Emotion, 16, 103-125.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York, USA: The Free Press.
Berends, H. (2005). Exploring knowledge sharing: Moves, problem solving and justification. Knowledge Management Research & Practice, 3(2), 97.
Boisot, M. (1998). Knowledge assets: securing competitive advantage in the information economy. Oxford: Oxford University Press.
Böhn, R. E. (1994). Measuring and managing technological knowledge. Sloan Management Review, 36(1), 61-73.
Bollinger, A. S., & Smith, R. D. (2001). Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8-18.
Brown, M. J. (2004). Is Taiwan Chinese? The impact of culture, power, and migration on changing identities. (pp. 218-219). Berkeley: University of California Press.
Brown, P., & Levinson, S. (1987). Politeness: Some universals in language usage. Cambridge, UK: Cambridge University Press.
Burns, J. M. (1978). Leadership. New York, USA: Harper & Row, Publishers.
Butler, T., Feller, J., Pope, A., Barry, P., & Murphy, C. (2004). Promoting knowledge sharing in government and non-Government organizations using open source software: the pKADS story. Electronic Journal of e-Government, 2(2), 81-94.
Cameron, K. S., & Quinn, R. E. (1999). Diagnosing and changing organizational culture: Based on the competing values framework. Reading, Massachusetts: Addison-Wesley.
Casimir, G., & Li, Z. (2005). Combinative aspects of leadership style: A comparison of Australian and Chinese followers. Asian Business & Management, 4, 271-291.
Chang, H. C., & Holt, G. R. (1994). A Chinese perspective on face as inter-relational concern. In S. Ting-Toomey (Ed.), The challenge of facework: Cross-cultural and interpersonal issues (pp. 95-132). Albany, NY: State University of New York.
Chen, M. (1995). Asian Management Systems: Chinese, Japanese, and Korean styles of business. New York: Routledge.
Chinta, R., & Capar, N. (2007). Comparative analysis of managerial values in the USA and China. Journal of Technology Management, 2(3), 212-224.
Chiva, R., & Alegre, J. (2005). Organizational learning and organizational knowledge: Towards the integration of two approaches. Management Learning, 36(1), 49.
Chourides, P., Longbottom, D., & Murphy, W. (2003). Excellence in knowledge management: An empirical study to identify critical factors and performance measures. Measuring Business Excellence, 7(2), 29–45.
Chow, C. W., Deng, F. J., & Ho, J. L. (2000). The openness of knowledge sharing within organizations: A comparative study in the United States and the People's Republic of China. Journal of Management Accounting Research, 12, 65.
Chow, C. W., Harrison, G. L., MacKinnon, J. L., & Wu, A. (2002). The organizational culture of public accounting firms: Evidence from Taiwanese local and US affiliated firms. Accounting, Organizations and Society, 27, 347-360.
Chowdhury, S. (2005). The role of affect- and cognition-based trust in complex knowledge sharing. Journal of Managerial Issues, 17(3), 310.
Chua, E. G., & Gudykunst, W. B. (1987). Conflict resolution styles in low- and high-context cultures. Communication Research Reports , 4, 32-37.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152.
Comeau-Kirschner, C. (2000). The sharing culture. Management Review, January, 8.
Cragin, J. (1990). Management technology absorption in China. In R. Clegg, D. C. Dunphy, & S. G. Redding (Eds.), The Enterprise and Management in East Asia. (pp. 327-340). Centre of Asian Studies, University of Hong Kong.
Cullen, J. B., & Parboteeah, K. P. (2005). Multinational management: A strategic approach (3rd ed.). Mason, OH: South-Western.
Daft, R. L. (1995). Organization Theory and Design. Minneapolis: West Publishing Company.
Davenport, T., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press, Boston.
Doz, Y. L. et al. (1981). Global competitive pressures and host country demands: Managing tensions in MNCs. California Management Review, 23, 63-74.
Drucker, P. F., Dyson E., Handy C., Saffo P., & Senge P. M. (1997). Looking ahead: implications of the present. Harvard Business Review, 75(5), 18-19.
Eppler, M. J., & Sukowski, O. (2000). Management team knowledge: Core processes, tools and enabling factors. European Management Journal, 18(3), 334-341.
Erez, M. & Earley, C. (1993). Culture, self-identity, and work, New York, NY: Oxford University Press.
Erickson, G. S., Rothberg, H. N., & Carr, C. A. (2003). Knowledge-sharing in value-chain networks: Certifying collaborators for effective protection processes. Advances in Competitiveness Research, 11(1), 152.
Evangelou, C., & Karacapilidis, N. (2005). On the interaction between humans and knowledge management systems: A framework of knowledge sharing catalysts. Knowledge Management Research & Practice, 3(4), 253.
Ford, D., & Chan, Y. (2002). Knowledge sharing in a cross-cultural setting: A case study. Working paper WP 02-09, Queen’s Management Research Centre for Knowledge-Based Enterprises, Kingston, Canada, available at: http://business.queensu.ca/centres/monieson/docs/working/working_02-09.pdf, accessed 5th January, 2008.
Fontaine, R. (2007). Cross-cultural management: Six perspectives. Cross Cultural Management, 14(2), 125.
Fry, E. (1991). Subtlety and the art of Japanese management. Business Credit, 93, 26-28.
Gao, G. (1998). An initial analysis of the effects of face and concern for “other” in Chinese interpersonal communication. International Journal of Intercultural Relations, 22, 467-482.
Gnyawali, D. R., Stewart, A. C., & Grant, J. H. (1997). Creation and utilization of organizational knowledge: An empirical study of the roles of organizational learning on strategic decision making. Academy of Management Proceedings, 16-20.
Goffman, E. (1955). On face-work: An analysis of ritual elements in social interaction. Psychiatry, 18, 213–231.
Goffman, E. (1959). The presentation of self in everyday life. Garden City, NY: Doubleday.
Goh, A. L. S. (2005). Harnessing knowledge for innovation: An integrated management framework. Journal of Knowledge Management, 9(4), 6.
Goh, S. G. (2002). Managing effective knowledge transfer: An integrative framework and some practice implications. Journal of Knowledge Management, 6(1), 22–30.
Gold, A., Malhotra, A. & Segars, A. (2001). Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, 18(1), 185-214.
Graham, J. L., Kim, D. K., Lin, C. Y., & Robinson, M. (1988). Buyer-seller negotiation around the Pacific Rim: Differences in fundamental exchange processes. Journal of Consumer Research, 15, 48-54.
Grandori, A., & Kogut, B. (2002). Dialogue on organization and knowledge. Organization Science, 13(3), 224–231.
Gross, A. E. (2001). Knowledge sharing -- the crux of quality. Quality Congress.ASQ's ...Annual Quality Congress Proceedings, 452.
Gudykunst, W. B., & Nishida, T. (1986). Attributional confidence in low- and high-context cultures. Human Communication Research, 12, 525-549.
Hakanson, L. (1995). Learning through acquisitions: Management and integration of foreign R & D laboratories. International Studies of Management and Organization, 25(1/2), 121-157.
Hansen, M. T. & Lovas, B. (2004). How do multinational companies leverage technological competencies? Moving from single to interdependent explanations. Strategic Management Journal 25, 801–822.
Hansen, M. T., Nohria, N., & Tierney, T. (1999). What's your strategy for managing knowledge? Harvard Business Review, 77(2), 106-116.
Harrison, G. L. (1992). The cross-cultural generalizability of the relations between participation, budget emphasis and job related attitudes. Accounting, Organizations and Society, 17, 1-5.
Harrison, G. L. (1993). Reliance on accounting performance measures in superior evaluative style – The influence of national culture and personality. Accounting, Organizations and Society, 18, 319-339.
Harrison, G. L., & McKinnon, J. (1999). Cross-cultural research in management control systems design: A review of the current state. Accounting, Organizations and Society,24, 483-506.
Hendriks, P. (1999) Why share knowledge? The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management, 6(2), 91-100.
Hiebert, E. H. (1991). Literacy for a diversity society: Perspectives, practices, and policies. New York: Teachers College Press.
Ho, D. Y. (1976). On the concept of face. American Journal of Sociology, 81(4), 867-884.
Ho, W. C. (2003). Democracy, citizenship and extra-musical learning in two Chinese communities: Hong Kong and Taiwan. Compare, 33(2), 156-171.
Hofstede, G. (1984). Culture’s consequences: International differences in work-related Values, (Abr. Ed.) Beverly Hills : Sage Publications.
Hofstede, G. (1983). National cultures in four dimensions: A research-based theory of cultural differences among nations. International Studies of Management & Organization, 13(1, 2), 46.
Hofstede, G. (1983). The cultural relativity of organizational practices and theories. Journal of International Business Studies, 14(2), 75.
Hofstede, G. (1991). Cultures and organizations: Software of the mind. Berkshire, U.K.: McGraw-Hill.
Hofstede, G. (1993). Cultural constraints in management theories. The Executive, 7(1), 81.
Hofstede, G. (1994). Cultural constraints in management theories. International Review of Strategic Management, 5, 27.
Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.), Thousand Oaks, California: Sage Publications.
Hofstede, G., & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 4.
Hofstede, G., Bond, M. H., & Luk, C. (1993). Individual perceptions of organizational cultures: A methodological treatise on levels of analysis. Organization Studies, 14(4), 483.
Hofstede, G., Neuijen, B., Ohayv, D. D., & Sanders, G. (1990). Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, 35(2), 286.
Holsapple, C. W., & Sena, M. P. (2000). Organized knowledge sharing with book-centered web sites: An architecture, implementation and analysis. Information Technology and Management, 1(4), 363.
Hong, J. F. L. (2003). Handbook of organizational learning and knowledge. Management Learning, 34(2), 259.
Hong, P., Doll, W. J., Nahm, A. Y., & Li, X. (2004). Knowledge sharing in integrated product development. European Journal of Innovation Management, 7(2), 102.
Hu, H. C. (1944). The Chinese concept of “face.” American Anthropologist, 46, 45-64.
Husted, K., & Michailova, S. (2002). Knowledge Sharing in Russian Companies with Western Participation, Management International 6(2), 17-28.
Hutchings, K., & Michailova, S. (2003). Facilitating knowledge sharing in Russian and Chinese subsidiaries: The importance of groups and personal networks. Centre for Knowledge Governance Working Paper 2003-9. Copenhagen: Copenhagen Business School.
Hutchings, K., & Michailova, S. (2004). Facilitating knowledge sharing in Russian and Chinese subsidiaries: The role of personal networks and group membership. Journal of Knowledge Management, 8(2), 84-4.
Inkpen, A., & Dinur, I. (1998). Knowledge management processes and international joint ventures. Organization Science, 9(4), 454-468
Ipe, M. (2003). Knowledge sharing on organizations: A conceptual framework. Human Resource Development Review, 2(4), 337-360.
Jackson, T. (2001) Cultural values and management ethics: A 10-nation study. Human Relations, 54, 1267-1303.
Johnston, K., & Johal, P. (1999). The internet as a "virtual cultural region”: Are extant cultural classification schemes appropriate? Internet Research: Electronic Networking Applications and Policy, 9, 178-186.
Johnston, H. R., & Vitale. M. R. (1988). Creating competitive advantage with interorganizational information systems. MIS Quarterly,12(4), 153-165.
Kao, H., Kao, P. H., & Mazzuchi, T. A. (2006). Taiwanese executive practice knowledge management in mainland China and Southeast Asia (Malaysia). The Journal of Information and Knowledge Management Systems, 36(3), 341-352.
Kilmann, R. H., Saxton, M. J., & Sepra, R. (1985). Gaining Control of Corporate Culture. San Francisco: Josey-Bass.
Kim, D., Pan, Y., & Park, H. S. (1998). High- versus low-context culture: A comparison of Chinese, Korean, and American cultures. Psychology & Marketing, 15(6), 507-521.
Kim, M.-S., Sharkey, W. F., & Singelis, T. M. (1994). The relationship between individuals’ self-construal and perceived importance of interactive constraints. International Journal of Intercultural Relations, 18, 117-140.
Kirkbride, P. S., Tang, S. F., & Westwood, R. I. (1991). Chinese conflict preferences and negotiating behaviour: Cultural and psychological influences. Organization Studies, 12, 365-386.
Klopfer, P. M. (1958). Influence of social interaction on learning rates in birds. Science, 128, 903-904.
Kogut, B., & Zander, U. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3(3), 383-397.
Kogut, B., & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 24(4), 625.
Kogut, B., & Zander, U. (1995). Knowledge, market failure and the multinational enterprise: A reply. Journal of International Business Studies, 26(2), 417.
Kogut, B., & Zander, U. (2000). Did socialism fail to innovate? A natural experiment of the two zeiss companies. American Sociological Review, 65(2), 169.
Kogut, B., & Zander, U. (2003). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 34(6), 516.
Kublin, K. (1987). The Japanese negotiation style: Cultural and historic roots. Industrial Management, 29, 18-23.
Larsson, K. (1956). Conditioning and Sexual Behavior in the Male Albino Rat. Stockholm: Almquist and Wiksell.
Leung, K., & Bond, M. (1989). On the empirical identification of dimensions for cross-cultural comparison. Journal of Cross-Cultural Psychology, 20, 133-151.
Leung, T., & Yeung, L. L. (1995). Negotiation in the People's Republic of China: Results of a. Journal of Small Business Management, 33(1), 70.
Liao, S., Chang, J., Cheng, S., & Kuo, C. (2004). Employee relationship and knowledge sharing: A case study of a Taiwanese finance and securities firm. Knowledge Management Research & Practice. 2, 24–34.
Li-Hua, R. (2007). Knowledge transfer in international educational collaboration programme. Journal of Technology Management in China, 2(1), 84.
Li, S., Triandis, H. C., & Yu, Y. (2006). Cultural orientation and corruption. Ethics & Behavior, 16(3), 199-215.
Livingstone, J. M. (1987). The marketing concept in China: A qualified acceptance. In Warner, M. (Ed.), Management Reforms in China (pp. 86-98). London: Frances Pinter.
Li, X., & Putterill, M. (2007). Strategy implications of business culture differences between Japan and China. Business Strategy Series, 8(2), 148-154.
Luo, Y. (1997). Guanxi: Principles, philosophies, and implications. Human Systems Management, 16(1), 43-51.
Lustig, M. W., & Koester, J. (1996). Intercultural Competence: Interpersonal Communication Across Cultures (2nd ed). New York, NY: HarperCollins Publishers Inc.
Markus, H. R., Kitayama, S., & Heimain, R. J. (1996). Culture and basic psychological principles. In E. T. Higgins & A. W. Kruglanski (Eds.), Social psychology: Handbook of social principles (pp. 857-913). New York: Guilford Press.
Marshall, C., & Rossman, G. B. (1989). Designing qualitative research. Thousand Oaks, CA: Sage Publications, Inc.
Marshall, L. (1997). Facilitating knowledge management and knowledge sharing: New opportunities for information professionals. Online, 21(5), 92.
Martin, B., & Varney, W. (2003). Nonviolence and communication. Journal of Peace Research, 40, 213-232.
Martin, J. (1992). Cultures in organizations: Three perspectives. New York: Oxford University Press.
Martin, X., & Salomon, R. (2003). Knowledge transfer capacity and its implications for the theory of the multinational corporation. Journal of International Business, 34, 356-373.
Matsumoto, Y. (1989). Cultural influences on the perception of emotion. Journal of Cross-Cultural Psychology, 20, 92-105.
McKinnon, J. L., Wu, A., & Chow, C. W. (2000). Cultural influences on adaptation to fluid workgroups and teams. Journal of International Business Studies, 31(3), 492.
Merchant, K., Chow, C. W., Wu, A. (1995). Measurement evaluation and reward of profit center managers: A cross-cultural field study, Accounting, Organizations and Society, 20, 383-403.
Merkin, R. S, (2006). Power distance and facework strategies. Journal of Intercultural Communication Research, 35(2), 139-160.
Michailova, S., & Husted, K. (2004). Decision making in organisations hostile to knowledge sharing. Journal for East European Management Studies, 9(1), 7.
Mok, K. H. (2003). Globalisation and higher education restructuring in Hong Kong, Taiwan and mainland China. Higher Education Research & Development, 22(2), 117-129.
Mondy, R. W., Noe, R. M., & Premeaux, S. R. (1999). Human Resource Management, (7th ed). Upper Saddle River: Prentice Hall.
Morisaki, S., & Gudykunst, W. B. (1994). Face in Japan and the United States. In S. Ting-Toomey (Ed.), The challenge of facework: Cross-cultural and interpersonal issues (pp. 47-94). Albany, NY: State University of New York.
Moss, G., & Vinten, G. (2001). Choices and preferences: Testing the effect of nationality. Journal of Consumer Behavior, 1, 198-207.
Mulligan, D. R. (2001). Knowledge-sharing leadership: Sharing of knowledge in relation to leadership. Unpublished doctoral dissertation, Capella University, U.S.A., Minneapolis.
Mun, K. (1990). Characteristics of Chinese management: An exploratory study. In R. Clegg, D. C. Dunphy, & S. G. Redding (Eds.), The Enterprise and Management in East Asia (pp. 313-326). Centre of Asian Studies, University of Hong Kong.
Murphy, T. J. (2003). Controlling "brain drain": Preserving intellectual capital in aging civil service organizations. Unpublished doctoral dissertation, Touro University International, U.S.A., California.
Murray, S. R. (2003). A quantitative examination to determine if knowledge sharing activities, given the appropriate media richness, lead to knowledge transfer and if implementation factors influence the use of these knowledge sharing activities. Unpublished doctoral dissertation, Mississippi State University, U.S.A., Mississippi.
Narasimha, S. (2000). Organizational knowledge, human resource management, and sustained competitive advantage: Toward a framework. Competitiveness Review, 10(1), 123-135.
Negandhi, A. R. (1983). Cross-cultural management research: Trend and future directions. Journal of International Business Studies, 14(2), 17.
Neiderman, F., Brancheau, J. C., & Wethethe. J. C. (1991). Information systems management issues in the 1990’s. MIS Quarterly, 15(4), 475-499.
Niño, D. (2002). Communication rules and processes of knowledge-sharing in a high technology organization. Unpublished doctoral dissertation, The University of Texas at Austin, U.S.A., Texas.
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science, 5(1), 14-37.
Nonaka, I. (1998). The concept of "ba": Building a foundation for knowledge creation. California Management Review, 40(3), 40-55.
Nonaka, I., Byosière, P., Borucki, C. C., & Konno N. (1994). Organization knowledge creation theory: A first comprehensive test, Internal Business Review, 3, 337-351.
Nonaka, I., & Takeuchi, H. (1995). The knowledge creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.
Nonaka, I., & Toyota, R. (2003) The knowledge-creating theory revisited: knowledge creation as a synthesizing process. Knowledge Management Research & Practice, 1(1), 1–20.
O'Dell, C., & Grayson, C. J. (1998). If only we knew what we know: Identification and transfer of internal best practices. California management review, 40(3), 154.
Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18, 187-206.
Oetzel, J., Ting-Toomey, S., Masumoto, T., Yokochi, Y., Pan, X., Takai, J., & Wilcox, R. (2001). Face and facework in conflict: A cross-cultural comparison of China, Germany, Japan, and the United States. Communication Monographs, 68(3), 239–242.
Offermann, L. R., & Hellmann, P. S. (1997). Culture’s consequences for leadership behavior: National values in action. Journal of Cross-Cultural Psychology, 28, 342–351.
Okabe, R. (1983). Cultural assumptions of East and West: Japan and the United States. In E. Gudykunst (Ed.), Intercultural communication theory: Current perspectives (pp. 21-44). Beverly Hills, CA: Sage.
Olekalns, M. (1999). Negotiating with Australia: The individualist among us. In L. Kwok & D. Tjosvold (Eds.), Conflict management in the Asia Pacific: Assumptions and approaches in diverse cultures (pp. 277-302). New York: Wiley.
Pablos, P. (2004). Knowledge flow transfers in multinational corporations: Knowledge properties and implications for management. Journal of Knowledge Management, 8(6), 105-116.
Peltokorpi, V. (2006). Knowledge sharing in a cross-cultural context: Nordic expatriates in japan. Knowledge Management Research & Practice, 4(2), 138.
Pascarella , P. (1997). Harnessing knowledge. Management Review, 86(9) , 37-40.
Peterson, M. F., Smith, P. B., Bond, M. H., & Misumi, J.(1990). Personal reliance on alternative event management processes in four counties. Group and Organization Studies, 15(Mar.), 75-79.
Polanyi, M. (1962). Personal knowledge, Chicago: University of Chicago Press.
Pornpitakpan, C., & Francis, J. N. P. (2001). The effect of cultural differences, source expertise, and argument strength on persuasion: An experiment with Canadians and Thais. Journal of International Consumer Marketing, 13, 77-101.
Probst, T. M., Carnevale, P. J., & Trandis, H. C. (1999). Cultural values in intergroup and single-group social dilemmas. Organizational Behavior and Human Decision Processes, 77(3), 171-191.
Pulakos, E. D., Dorsey, D. W., & Borman, W. C. (2003). Hiring for knowledgebased competition. In S. E. Jackson, M. A. Hitt, & A. M. Denisi (Eds.), Managing knowledge for sustained competitive advantage: Designing strategies for effective human resource management (pp. 155–177). Jossey-Bass, San Francisco.
Rulke, D. L., & Galaskiewicz, J. (2000). Distribution of knowledge, group network structure, and group performance. Management Science, 46(5), 612-625
Quinn, R. E. (1988). Beyond rational management: Mastering the paradoxes and competing demands of high performance. California, San Francisco: Jossey-Bass Publishers.
Quinn, R. E., & McGrath, M. R. (1985). The transformation of organizational cultures: A competing values perspective. In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Organizational culture (pp. 315–334). California, Beverly Hills: Sage Publications, Inc.
Robbins, S. P., & Judge, T. A. (2006). Organizational behavior (12th ed.). Upper Saddle River, NJ: Prentice Hall.
Ronen, S., & Shenkar, O. (1985). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 3, 435-454.
Roth, J. (2003). Enabling knowledge creation: Learning from an R&D organization. Journal of Knowledge Management, 7(1), 32-48.
Rowlinson, S. (2001). Matrix organizational structure, culture and commitment: A Hong Kong public sector case study of change. Construction Management and Economics, 19(7), 669-673.
Sabri, H. (2005). Knowledge management in its context: Adapting structure to a knowledge. International Journal of Commerce & Management, 15(2), 113-128.
Sakakibara, M. (2003). Knowledge sharing in cooperative research and development. Managerial and Decision Economics, 24(2, 3), 117-132.
Saxenian, A. (2002). Transnational communities and the evolution of global production networks: The cases of Taiwan, China and India. Industry and Innovation, 9(3), 183-202.
Schall, M. S. (1983). A communication-rules approach to organizational culture. Administrative Science Quarterly, 28, 557-581.
Schatzki, T. E. (2001). Practice theory. In T. E. Scharzki, K. K. Cetina, & E. von Savigny (Eds.), The practice turn in contemporary theory (pp. 1-14). London: Routledge.
Schein, E. H. (1986). What you need to know about organizational culture. Training and Development Journal, 40(1), 30-33.
Shaheena, J. (2003). The sustainability of social capital within ethnic networks. Journal of Business Ethics, 47, 31-43.
Silverman, D. (2005). Doing qualitative research (2nd ed.). Thousand Oaks, CA: Sage Publications, Inc.
Simmonds , P. G., Dawley, D. D., Ritchie, W. J., & Anthony, W. P. (2001). An exploratory examination of the knowledge transfer of strategic management concepts from the academic environment to practicing managers. Journal of Management Issues 13(3), 360-375.
Simon, H.A. (1947). Administrative behavior (4th Edition). New York: The Free Press.
Simonin, B. (1999). Transfer of marketing know-how in international strategic alliances: An empirical investigation of the role and antecedents of knowledge ambiguity. Journal of International Business Studies, 30(3), 463-490.
Smith, P. B., Dugan, S., Peterson, M. F., Leung, S. P., & Mark, F. (1998). Individualism: Collectivism and the handling of disagreement: A 23 country study. International Journal of Intercultural Relations, 22, 351-367.
Smith, P. B., Peterson, M. F., & Misumi, J. (1994). Event management and work team effectiveness in Japan, Britain, USA. Journal of Occupational and Organizational Psychology, (Mar.) 33-43.
Smith, P. B., Peterson, M. F., & Wang, Z. M. (1996). The manager as a mediator of alternative meanings: A pilot study from China, the USA and UK. Journal of International Business Studies, 27(1), 115-129.
Spencer, J. W. (2003). Firms’ knowledge-sharing strategies in the global innovation system: Empirical evidence from the flat panel display industry. Strategic Management Journal, 24(3), 217.
Spender, J. C., & Grant, R. M. (1996). Knowledge and the firm: Overview. Strategic Management Journal, 17, special issue: Knowledge and the firm: 5-9.
Stake, R. (2000). Case studies. In N. Denzin & Y. Lincoln (Eds.), Handbook of Qualitative Research (pp. 435-454). Thousand Oaks, CA: Sage.
Steil, J. M., & Hillman, J. L. (1993). The perceived value of direct and indirect influence strategies: A cross-cultural comparison. Psychology of Women Quarterly, 17, 457-462.
Stewart, C., Shields, S., & Sen, N. (1998). Diversity in on-line discussions: A study of cultural and gender differences in Listservs. Electronic journal of communication, 8(3/4). Available: http://www. cios.org/getflle/Stewart_V8N398
Strauss, A., & Corbin, J. (1998) Basics of qualitative research (2nd ed.), Thousand Oaks, CA: Sage Publications, Inc.
Stern, P. N. (1980). Grounded theory methodology: Its uses and processes. Image, 12, 20-23.
Tain, Y. (2004). Reputation and branding: A cross-cultural study of corporate web presence in the U.S. and China. Unpublished doctoral dissertation, Temple University, U.S.A., Philadelphia.
Taiwan Medium and Small Business Administration (2007)
Tayeb, M. H. (1995) The competitive advantage of nations: The role of HRM and its socio-cultural context. International Journal of Human Resource Management, 6, 588-605.
Taylor, E. Z. (2006). The effect of incentives on knowledge sharing in computer-mediated communication: An experimental investigation. Journal of Information Systems, 20(1), 103.
Taylor, M. (2000). Cultural variance as a challenge to global public relations: A case study of the Coca-Cola tainting scare in Western Europe. Public Relations Review, 26 ,277-293.
Ting-Toomey, S. (1988). Intercultural conflict styles: A face-negotiation theory. In Y. Y. Kim, & W. B. Gudykunst (Eds.), Theories in intercultural communication (pp. 213-235). Newbury Park, CA: Sage.
Ting-Toomey, S. (2005). The matrix of face: An updated face-negotiation theory. In W. B. Gudykunst (Ed.), Theorizing about intercultural communication (pp. 211–234). Thousand Oaks, CA: Sage.
Ting-Toomey, S., & Kurogi, A. (1998). Facework competence in intercultural conflict: An updated face-negotiation theory. International Journal of Intercultural Relations, 22. 187-225.
Triandis, H. C. (1989). The self and social behavior in differing culture contexts. Psychological Reviews, 506-520.
Triandis, H. C. (1991). Comments on work centrality and work meanings. European Work & Organizational Psychologist, 1(2), 173.
Triandis, H. C. (1993). Reviews on cultural phenomena - cultures and organizations: Administrative Science Quarterly, 38(1), 132.
Triandis, H. C. Dimensions of cultural variation as parameters of organizational theories. International Studies of Management & Organization, 12(4), 139-169.
Triandis, H. C. (1993). Cultures and organizations: Software of the mind. Administrative Science Quarterly, 38(1), 132-134.
Triandis, H. C. (1995). Individualism and collectivism. Boulder, CO: Westview Press.
Triandis, H. C. (2001). Individualism-collectivism and personality. Journal of personality, 69(6), 907-924.
Triandis, H. C. (2004). The many dimensions of culture. Academy of Management Executive, 18(1), 88-93.
Triandis, H. C. (2006). Cultural intelligence in organizations. Group & Organization Management, 31(1), 20.
Triandis, H. C., Bontempo, R., Villareal, M. J., Asai, M., & Lucca, N. (1988). Individualism and collectivism: Cross-cultural perspectives on self-ingroup relationships. Journal of Personality and Social Psychology, 54(2), 323-338.
Triandis, H. C., & Suh, E. M. (2002). Cultural influences on personality. Annual Review of Psychology, 53, 133.
Triandis, H. C., Malpass, R. S., & Davidson, A. R. (1973). Psychology and culture. Annual Review of Psychology, 24, 355.
Triandis, H. C., Chan, D. K., Bhawuk, D. P. S., Iwao, S., & Sinha, J. B. P. (1995). Multimethod probes of allocentrism and idiocentrism. International Journal of Psychology, 30(4), 461.
Tsai, F. (2005). Composite diversity, social capital, and group knowledge sharing: A case narration. Knowledge Management Research & Practice, 3(4), 218.
Tse, D. K., Lee, K., Vertinsky, I., & Wehrung, D. A. (1988). Does culture matter? A cross-cultural study of executives, choice, decisiveness, and risk adjustment in international marketing. Journal of Marketing, 52, 81-95.
Chen, Z. X., Tsui, A. S., & Farh, Jiing-Lih. (2002). Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China. Journal of Occupational and Organizational Psychology, 75, 339-356.
van den Hooff, B., & De Ridder, J. A. (2004). Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing. Journal of Knowledge Management, 8(6), 117-130.
van de Ven, A. H. (1992). Suggestions for studying strategy process: A research note. Strategic Management Journal, 13, 169-188.
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20, 510-540.
Vanhonacker, W. R. (1988). China: A high-context culture and some practical implications. Working paper, Columbia University.
von Krogh, G. (1998). Care in knowledge creation. California Management Review, 40(3), 133-153.
Wang, J., Ashleigh, M., & Meyer, E. (2006). Knowledge sharing and team trustworthiness: It's all about social ties! Knowledge Management Research & Practice, 4(3), 175.
Wang, Y. (1990). Freer rein granted to small businesses. China Daily, 26(February), 4.
Wang, Y. (1993). Size analysis of United Kingdom businesses. Business Monitor PA1003.
Weick, K. E., & Roberts, K. H. (1993). Collective mind in organizations: Heedful interrelating on flight decks. Administration Science Quarterly, 38, 357-381.
Weir, DTH. (2000). Management in the Arab world. In M. Warner (Ed.), Management in emerging countries: Regional encyclopedia of business and management (pp. 291-300). London: Business Press/Thomson Learning.
Westwood, R. I., Tang, S. F., & Kirkbride, P. S. (1992). Chinese conflict behavior: Cultural antecedents and behavioral consequences. Organization Development Journal, 10, 13–19.
Willem, A., & Scarbrough, H. (2006). Social capital and political bias in knowledge sharing: an exploratory study. Human Relations, 59(10), 1343.
Wu, M. Y., Taylor, M., & Chen, B. (2001). Exploring societal and cultural influences on Taiwanese public relations. Public Relations Review, 27, 317-336.
Yamaguchi, S. (1994). Collectivism among the Japanese: A perspective from the self. In U. Kim, H. C. Triandis, Ç. Kagitçibasi, S. C. Choi, & G. Yoon, (Eds.), Individualism and collectivism: Theory, method, and applications (pp.175-188). Thousand Oaks, CA: Sage Publications, Inc.
Yi, J. Q. (2000). Supporting business by facilitating organizational learning and knowledge creation in the MOT community of practice (CoP). Unpublished doctoral dissertation, Indiana University, U.S.A., Indiana.
Yin, R. K. (1981). The case study as a serious research strategy. Knowledge: Creation, Diffusion Utilization, 3, 97-114.
Yin, R. K. (2003). Case study: Design and methods (3rd ed.). Thousand Oaks, CA: Sage Publications, Inc.
Zahir, S., Dobing, B., & Hunter, M. G. (2002). Cross-cultural dimensions of internet portals. Internet Research: Electronic Network Applications and Policy, 12, 210-220.
Zajone, R. B. (1965). Social facilitation. Science, 149, 269-274.
Zander, U., & Glimstedt, H. (2006). Knowledge in international firms and networks: The institute of international business at the Stockholm school of economics. European Management Review, 3(3), 199.
Zhang, J. (2003). Cross-boundary knowledge sharing: A case study of building the multi-purpose access for customer relations and operational support (MACROS) system. Unpublished doctoral dissertation, State University of New York at Albany, U.S.A., New York.
Zuber-Skerritt O. (2005). A model of values and actions for personal knowledge management. Journal of Workplace Learning, 17(1/2), 49-64.
中文參考書目:(Original work in Chinese)
文崇一(1988)。從價值取向談中國國民性。載於李亦園、楊國樞(編):《中國人的性格》,頁-頁。台北:桂冠圖書公司。
何國全(1994)。大陸員工價值觀與台商管理行為的互動-地區次文化差異研究。政治大學企業管理學研究所碩士論文,未出版,台北市。
李佳津(1996)。中國大陸台商企業員工激勵制度極受雇勞工工作滿意狀況之研究。淡江大學中國大陸研究所碩士論文,未出版,台北縣。
呂勝瑛(1996)。兩岸工作價值觀、工作倫理及組織向心力的比較。載於兩岸三地人力資源管理比較與整合學術研討會論文集。高雄:復文圖書出版社。
邵玉銘(1994)。文化與視野反省。台北市:聯合報系文化基金會出版。