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    題名: 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
    貢獻者: 于卓民
    張瓊文
    關鍵詞: 全球企業文化
    corporate culture
    global company
    corporate culture implementation
    日期: 2006
    上傳時間: 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
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    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/
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    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
    資料類型: thesis
    顯示於類別:[國際經營管理英語碩士學程IMBA] 學位論文

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