政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/31317
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113325/144300 (79%)
造访人次 : 51170283      在线人数 : 1015
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/31317


    题名: 塑造全球企業文化：以趨勢科技為例
    Shaping and Implementing Global Corporate Culture: The Case of Trend Micro Incorporated
    作者: 張瓊文
    贡献者: 于卓民
    張瓊文
    关键词: 全球企業文化
    corporate culture
    global company
    corporate culture implementation
    日期: 2006
    上传时间: 2009-09-14 09:47:18 (UTC+8)
    摘要: Every organization has a culture. The corporate culture has a powerful influence throughout the company and affects many things, from decisions or even the success of the business. In a world which is increasingly global, a firm stretches business across national boundaries and operates in an international arena. Through focusing on the research questions include (1) how does a company envision and shape the corporate culture, (2) what should a firm do to implement global corporate culture, and (3) how can a firm balance global corporate culture and the norms in host countries, this research attempts to determine the process of how a corporate culture is envisioned and steps to shape and implement the global corporate culture. A global corporate culture can be described as a multinational corporation applied the global mindset at the founding source that the firm is composed of a multinational management team and common beliefs among employees in all locations.

    The key findings of this research are (1) the envisioning of a global corporate culture started as early as the business start-up period; founders and leaders have a profound influence of the corporate culture in the early stage (2) when shaping corporate culture, identifying desired outcomes first, and then setting out best practices and control mechanisms (3) revising corporate culture proactively when company strategy changes is critical to ensure the existence of strong alignment (4) the management team should endorse and promote cross-country communications and (5) with adherence to common beliefs and respect to different culture, a company can minimize efforts in terms of corporate culture implementation in the global context.
    LIST OF FIGURES
    Exhibit 1-1: Preliminary research framework and questions..........................................................4
    Exhibit 2-1: CVF culture model.......................................................................................................8
    Exhibit 3-1: Preliminary research framework................................................................................25
    Exhibit 3-2: Background of Internal Staff......................................................................................28
    Exhibit 3-3: External interviewees.................................................................................................29
    Exhibit 3-4: Interview outline........................................................................................................30
    Exhibit 3-5: Interview questions....................................................................................................31
    Exhibit 4-1: mapping behavioral representations to Trend Micro’s values...................................41
    Exhibit 4-2: Simplified training framework of Trend Micro..........................................................57
    Exhibit 4-3: Preliminary research framework...............................................................................61
    Exhibit 4-4: Refined research framework......................................................................................65


    ACKNOWLEDGEMENTS I
    EXECUTIVE SUMMARY II
    LIST OF FIGURES III
    CHAPTER 1: INTRODUCTION 1
    1.1 Research Background 1
    1.2 Research Objectives and Questions 2
    1.3 Limitations 5
    1.4 Research Process and Chapter Outline 5
    CHAPTER 2: LITERATURE REVIEW 7
    2.1 Corporate Culture Theory 7
    2.1.1 Corporate Culture as a Strength 10
    2.1.2 Envisioning Corporate Culture 11
    2.2 Shaping Corporate Culture in a Global Company 14
    2.2.1 The Global Consensus 15
    2.2.2 Breaking the Invisible Barrier 17
    2.3 Implementation Process and Considerations 18
    2.3.1 Becoming “Cultured” 18
    2.3.2 Balance Global Corporate Culture and Local Norms 20
    2.4 Implications of the Literature Review 21
    CHAPTER 3: RESEARCH METHODOLOGY 24
    3.1 Research Framework 24
    3.2 Case Method 26
    3.3 Data Collection 27

    CHAPTER 4: CASE STUDY: TREND MICRO INC. 33
    4.1 Company Profile 33
    4.2 Corporate Culture of Trend Micro 36
    4.2.1 4C+T Values 36
    4.2.2 Behavioral Representations of Values 41
    4.3 Shaping Global Culture 46
    4.3.1 Envisioning Corporate Values 47
    4.3.2 Sharing and Communication 49
    4.4 Corporate Culture Implementation 53
    4.5 Synthesizing Research Findings 60
    CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS 66
    5.1 Conclusions 66
    5.2 Recommendations 68
    5.3 Suggestions for Future Research 70
    REFERENCE 73
    APPENDIX 78
    參考文獻: 1 Alvesson, Mats, Cultural Perspectives on Organizations, Cambridge, NY: Cambridge University Press, 1993.
    2 Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders, Boston, MA: Harvard Business School Press, 1998.
    3 Brett, Jeanne, Behfar, Kristin and Kern, Mary C., “Managing Multicultural Teams”, Harvard Business Review, November 2006, pp. 84-91.
    4 Chang, Steve and Chang, Jenny, Trend Unstoppable – transnational management, Taipei: Trend Micro Education Foundation, 2005
    5 Chang, Steve and Chang, Jenny, @Trend Micro, Taipei: Trend Micro Education Foundation, 1999
    6 Collins, James C. and Porras, Jerry I., Built to Last: Successful Habits of Visionary Companies, New York, NY: HarperBusiness Essentials, 1994.
    7 Deal, Terrence E. and Kennedy, Allen A., Corporate Cultures: The Rites and Rituals of Corporate Life, Menlo Park, CA: Addison-Wesley Publishing Company, Inc., 1982
    8 Denison, D.R., “Bringing corporate culture to the bottom line”, Organizational Dynamics, Vol. 13, No. 2, 1984, pp. 4-22.
    9 Deshpande, R. and Webster, F., “Organizational Culture and Marketing: Defining the Research Agenda”, Journal of Marketing, 53, 1989, pp. 3-15.
    10 Eisenhardt, Kathleen, “Building Theories from Case Study Research", The Academy of Management Review, Vol. 14, Iss. 4, 1989, pp. 532-550.
    11 Friedman, T. L., The World is Flat: A Brief History of the Twenty-first Century, New York, NY: Farrar, Straus and Giroux, 2005.
    12 Gellermann, W., Frankel, M. S., and Ladenson, R. F., Values and Ethics in Organization and Human Systems Development: Responding to Dilemmas in Professional Life, San Francisco, CA: Jossey-Bass, 1990.
    13 Greenblatt, M., Dickinson, G. and Simpson, C., “Implementing the Research Question”, Knowledge Quest, 33(2), 2004, pp. 75-76.
    14 Hamel, G. and Prahalad, C. K., Competing for the Future, Boston, MA: Harvard Business School Press, 1994
    15 Hill, Charles W.L., International Business: Competing in the Global Marketplace, New York, NY: McGraw-Hill Companies, Inc., 2007
    16 Hofstede, G., “Problems remain, but theories will change: The universal and the specific in 21st century global management”, Organizational Dynamics, 28(1), 1999, pp. 34-43.
    17 Holden, Richard, “Managing people`s values and perceptions in multi-cultural organisations: The experience of an HR director”, Employee Relations, 23(6), 2001, pp. 614-626.
    18 Hooijberg, Robert and Petrock, Frank, “On Cultural Change: Using the Competing Values Framework to Help Leaders Execute a Transformational Strategy”, Human Resource Management, 32(1), 1993, pp. 29-50.
    19 Howard, Robert, “Values Make the Company: An Interview with Robert Hass”, Harvard Business Review, September-October, 1990.
    20 Kapel, Claudine and Shepherd, Catherine, “Show me the vision”, Canadian HR Reporter, 17(7), April, 2004, pp. 6-7.
    21 Kotter, J. P. and Heskett, J. L., Corporate Culture and Performance, New York, NY: Free Press, 1992.
    22 Kulkki, Seiji and Kosonen, Mikko, “How Tacit Knowledge Explains Organization Renewal and Growth: The Case of Nokia”, in Nonaka, Ikujiro and Teece, David (Eds.), Managing Industrial Knowledge: Creation, Transfer and Utilization, London: Sage, 2001, pp. 244-269.
    23 Lee, H. W., “International Human Resource Management Can Be Achieved Through Cultural Studies and Relevant Training”, The Business Review, Summer Vol.5, Iss. 2, 2006, pp. 95.
    24 Levitt B. and J. G. March, “Organizational Learning”, Annual Review of Sociology, 14, 1988, pp. 319-340.
    25 Martin, J., “Managing specialized corporate cultures”, In Kilmann, R. H., Saxton, M., Serpa, R. et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.
    26 McCune, Jenny, “Exporting corporate culture”, Management Review, 88(11), 1999, pp. 52-56.
    27 Miles, M. B. and Huberman, A. M., Qualitative Data Analysis: A Sourcebook of New Methods, 11th ed., Newbury Park, London, New Delhi: Sage Publications, 1991.
    28 Miller, Lawrence M., Barbarians to Bureaucrats: Corporate Life Cycle Strategies, New York, NY: Ballantine Books, 1989.
    29 Murtha, T. P., Lenway, S. A., and Bagozzi, R. P., “Global Mind Sets and Cognitive Shift in a Complex Multinational Corporation”, Strategic Management Journal, 19, 1998, pp. 97-114.
    30 Nixon, Judy C. and Dawson, Gail A., “Reason for cross-cultural communication training”, Corporate Communications, 7(3), 2002, pp. 184-191.
    31 Prahalad, C. K. and Hamel, G., “Strategy as a field of study: Why search for a new paradigm?”, Strategic Management Journal, Special Issue, 15, 1994, pp. 5-16.
    32 Quinn, R. E., Beyond rational management: Mastering the paradoxes and competing demands of high performance, San Francisco, CA: Jossey-Bass, 1988.
    33 Rothacher, A., Corporate Cultures and Global Brands, New Jersey, London, Singapore: World Scientific Publishing Co., 2004.
    34 Schein, E. H., “How Culture Forms, Develops, and Changes”, in Kilmann, Ralph H., Saxton, Mary J., Serpa, Roy et al., Gaining Control of Corporate Culture, San Francisco, CA: Jossey-Bass, 1985.
    35 Schein, E. H., “What is culture”, In P. J. Frost, L. F. Moore, M. R. Louis, C. C. Lundberg, & J. Martin (Eds.), Reframing Organizational Culture, London: Sage, 1991, pp. 243-253.
    36 Schell, Michael S, and Solomon, Charlene Marmer, “Global Culture: Who`s the Gatekeeper”, Workforce, Vol. 76, Iss. 11, Nov. 1997, pp. 35-39.
    37 Schneider, Susan C., “National vs. Corporate Culture: Implications for Human Resource Management”, Human Resource Management, Vol. 27, No. 2, Summer 1988.
    38 Sharkey, Linda D., “Organization Integration Case Study: A Practical Approach to Drive Faster Results”, Organization Development Journal, 24(4), 2006, pp. 44-54.
    39 Thygesen, Flemming and McGowan, Paul, “Inspiring the organisation to act: A business in denial”, International Journal of Market Research, Henley-on-Thames: Second Quarter, Vol.44, Iss. 2, 2002, pp. 143.
    40 Unwin Ashley, “Seeds of change”, Human Resources, April, 2007, pp. 35-36.
    41 Williams, M.V., “Managing work-place diversity”, Communication World, Vol. 7 No. 1, 1990, pp. 16-19.
    42 Yin, R., Case Study Research: Design and Methods, London: Sage Publications, 1994.
    Websites
    1 Branding Taiwan
    http://www.brandingtaiwan.org/en/index.asp
    2 Interbrand Corporation
    http://www.interbrand.com/home.asp
    3 Nokia Corporation
    http://www.nokia.com/
    4 Hewlett-Packard Company
    http://welcome.hp.com/country/us/en/welcome.html
    5 Levi Strauss & Co.
    http://www.levistrauss.com/
    6 2006 Taiwan Top 10 Global Brands Press Release, Sept. 28, 2006, http://www.brandingtaiwan.org/en/aboutContent.asp?id=1548
    7 The Best Global Brands 2006 Report, http://www.ourfishbowl.com/images/surveys/BGB06Report_072706.pdf
    8 Schlender, Brenton R., “How Levi Strauss did an LBO Right: The jeansmaker went private to focus on the long term. But unlike others who took the same route, it`s not struggling under a load of debt. It`s booming”, CNN Money news, May 7, 1990. http://money.cnn.com/magazines/fortune/fortune_archive/1990/05/07/73489/index.htm (abstracted on May 30 2006)
    描述: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    93933001
    95
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0093933001
    数据类型: thesis
    显示于类别:[國際經營管理英語碩士學程IMBA] 學位論文

    文件中的档案:

    档案 大小格式浏览次数
    index.html0KbHTML2517检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈