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題名 | Utilizing Multiethnic Resources in Multinational Corporations: Taiwan-based Firms in Silicon Valley=跨國企業對跨族群資源之運用:矽谷臺商之研究 |
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作者 | 曾瑞鈴; | 書刊名 | 臺灣社會學刊 |
卷期 | 32 2004.06[民93.06] |
頁次 | 頁103-147 |
分類號 | 553.78 |
關鍵詞 | 社會資本; 鑲嵌; 關係; 人際網絡; 跨國企業; Social capital; Embeddedness; Guanxi; Interpersonal networks; Multinational corporations; |
語文 | 英文(English) |
中文摘要 | 過去的研究認為華人的跨國事業只是侷限於華人圈的族裔經濟活動。然而此研究應用Adler與Kwon所提的社會資本概念,分析38家矽谷受訪台商,發現他們擅於運用跨族裔網絡的資源,打入美國經濟的主流市場。這些受訪廠商雇用華裔美人從事「後台」工作如工程師,雇用白人從事「前台」工作,如負責人與行銷經理。同樣的,這些廠商通常將類似「後台」工作外包華人所經營的公司,而將類似「前台」工作外包白人所經營的公司。這些發現顯示,矽谷台商擅於運用華人員工或華人公司所具有的內聚功能的(bonding form)社會資本,從事運籌帷幄的後勤營運工作;以及運用白人員工或白人公司所具有的聯外功能的( bridging form )社會資本,從事拓疆拉生意的工作以便打入美國市場。 此外,此研究有三點發現:(1)由於具有雙語及瞭解雙文化的技能,華裔美人對矽谷台商也能發揮聯外功能的社會資本。(2)矽谷台商通常透過個人網絡來雇用美國白人,或者傾向於雇用年長穩重、有與亞洲人共事經驗的白人,因為這些白人可能具有符合台商文化的內聚功能的社會資本,較能適應台商文化。(3)矽谷台商內部員工的族裔組合比例,以及最高負責人的族裔屬性不但是鑲嵌於公司的社會網絡中,也受公司對於多元文化管理的態度與能力所影響。 |
英文摘要 | Using Adler and Kwon's concept of social capital, the author explains how Taiwan-based firms operating in California's Silicon Valley are making full use of multiethnic resources to break into mainstream American markets. According to information gathered through interviews with representatives from 38 Taiwan-based firms, these companies employ Chinese Americans or contract Chinese-led service firms for "back room" operations (e.g., business logistics) while hiring Caucasian Americans or contracting Caucasian-led firms for "front room" positions (e.g., management, marketing, and sales). In Adler and Kwon's terminology, these companies are using bonding social capital for daily operations and bridging social capital to enter the mainstream American economy. The research also asserts that a) ChineseAmerican employees are increasingly capable of providing bridging social capital due to their bilingual and bicultural skills; b) Taiwan-based firms in Silicon Valley tend to use personal networks to identify potential Caucasian employees, favoring candidates with previous experience working with Asians or those who are older and more mature in order to ensure a certain degree of bonding social capital; and c) the ethnic compositions of employee bases and the ethnic backgrounds of executives in individual Taiwan-based firms in Silicon Valley are evolving. This reflects changing patterns in social networks and the willingness and ability of companies to accept multiethnic management as a potential asset leading to greater profitability. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。