探討跨文化領導的挑戰: 以N公司之個案分析為例

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研究生：	陳燁儀 Chen, Yeh-Yi
論文名稱：	探討跨文化領導的挑戰: 以N公司之個案分析為例 The investigation of the challenges of cross-cultural leadership: Case study of the “N” company
指導教授：	邱婉茜 Chiu, Wan-Chien
口試委員:	張焯然 Chang, Jow-Ran 李漢星 Lee, Han-Hsing
學位類別：	碩士 Master
系所名稱：	科技管理學院 - 高階經營管理雙聯碩士學位學程 NTHU-UTA Dual EMBA Degree Program
論文出版年：	2023
畢業學年度：	111
語文別：	英文
論文頁數：	51
中文關鍵詞：	跨文化、領導、管理
外文關鍵詞：	cross-culture, leadership, Hofstede
相關次數：	點閱：60 下載：0
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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

本研究調查了跨文化領導力的挑戰。文獻提出了兩個闡明領導力和文化差異的關鍵理論：內隱領導力理論和霍夫斯泰德的六個文化維度。內隱領導理論建議領導者在深入研究文化方面之前應避免先入為主的判斷。霍夫斯泰德的研究是對不同文化的客觀看法，基於來自 70 多個國家的數據分為六個維度，是跨文化領導力文獻中最具影響力的研究。
我使用霍夫斯泰德作品中提供的問卷進行調查研究。調查的受訪者是來自不同國家的五位銷售代表：日本、韓國、中國、印度和泰國。我是這些受訪者目前公司的主管。調查結果表明，從跨文化員工的角度來看，成為優秀領導者最重要的特徵是成為一個他們尊重的領導者。總體而言，本研究旨在提高人們對跨文化管理中文化差異重要性的認識，並提高溝通效率。

This study investigates the challenges of cross-cultural leadership. The literature proposes two key theories that shed light on leadership and cultural differences: Implicit Leadership Theory and Hofstede's six Cultural Dimensions. The Implicit Leadership Theory suggests that leaders should avoid prejudgment before delving deeper into cultural aspects. Hofstede's research is an objective view of different cultures, divided into six dimensions based on data from more than 70 countries and it is the most influential study in cross-cultural leadership literature.
I conduct survey study by using the questionnaire provided in the Hofstede's work. The respondents of the survey are five sales representatives from different countries: Japan, Korea, China, India, and Thailand. I am the leader of these respondents. The survey results indicate that from cross-culture employees’ viewpoints, the most important feature of being a good leader is the leader who they respect for. Overall, this study aims to raise awareness of the importance of cultural differences in cross-cultural management and improve communication effectiveness.

Contents
Abstract...3
Acknowledgment...5
1. Introduction...6
2. Literature Review of Theories on Cross-Cultural leadership...7
2.1 Implicit Leadership Theory...7
2.2 Hofstede’s Six Cultural Dimensions...9
2.3 Leadership vs. Six Cultural Dimensions’ Studies...14
3. Hofstede’s Research Result by Country and Questionnaire Analysis...16
3.1 Value Survey Module by Geert Hofstede and Michael Minkov...16
3.2 Comparison: Hofstede’s Theory vs. Questionnaire Result...18
3.3 Conclusion of the Survey...22
4. Suggestion Based on Questionnaire Outcomes...23
4.1 Suggestion to Leadership Practice...23
4.2 Strategies after Team Survey...24
5. Conclusion...25
References...27
List of Tables
Table 1. Difference between Low and High Power Distance Societies...10
Table 2. Difference between Low and High Uncertainty Avoidance Societies...11
Table 3. Differences between Individualism and Collectivism Societies
...11
Table 4. Differences between Masculine and Feminine Societies...12
Table 5. Differences between Long- and Short-Term Orientated Societies    ...13
Table 6. Differences between Indulgent and Restrained Societies...14
Table 7. Calculation of Each Dimension’s Score...17
Table 8. Hofstede’s Questionnaire Result...18
Table 9. N Company’s Team Survey Result by Country...18
Appendices
Figure 1. Hofstede’s Questionnaire ( 2013 English Version )...28
Figure 2. Japan Questionnaire...32
Figure 3. Korea Questionnaire...36
Figure 4. China Questionnaire...40
Figure 5. India Questionnaire...44
Figure 6. Thailand Questionnaire...48






                                

References
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2. Forsyth, D. R. (2009). Group dynamics (pp. 279-284). New York, NY: Wadsworth.
3. Gregory-Mina, H. (2009). Four Leadership Theories Addressing Contemporary Leadership Issues as the Theories Relate to the Scholarship, Practice, and Leadership Model. Academic Leadership: The Online Journal, 7(3), Article 10.
4. Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014.
5. House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.
6. Jogulu, U. D. (2010). Culturally-linked Leadership Styles. Leadership & Organizational Development Journal, 31(8), 705-719.
7. Lord, R. G., Epitropaki, O., Foti, R. J., & Hansbrough, T. K. (2020). Implicit Leadership Theories, Implicit Followership Theories, and Dynamic Processing of Leadership Information. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), 49-74.
8. Nandeesh, N. S., Raja, Y. N., & Bhandari, A. (2022). Cross-Cultural Leadership: A Systematic Literature Review. Journal of Positive School Psychology, 6(7), 2569-2609.
9. Offermann, L. R., Kennedy Jr., J. K., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. The Leadership Quarterly, 5(1), 43-58.
10. Soares, A. M., Farhangmehr, M., & Shoham, A. ( 2007 ). Hofstede’s dimensions of culture in international marketing studies. Journal of Business Research, 60(3), 277-284.

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