Transmitting corporate culture 12 Shaping and transmitting corporate

Transmitting corporate culture 1/2 Shaping and transmitting corporate culture is an important responsibility of the CEO and top management team. Mechanisms for transmitting and shaping corporate culture: Training sessions Meetings Ceremonies 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 28

Transmitting corporate culture 2/2 News letters Social activities (e. g. , company picnics) Documents with stories to illustrate the culture The CEO and top management team have to set examples for other employees （身教）. 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 29

Cultural control by Japanese firms 1/2 Starting with carefully selecting new employees who are willing to accept the company’s culture Selecting people with general skills and training through job rotation Lots of socializing activities for employees to know each other Salaries increasing with seniority 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 30

Cultural control by Japanese firms 2/2 Life-time employment Bottom-up decision-making process and seeking consensus Giving rewards to groups instead of individuals 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 31

Controlling subsidiaries in China by Taiwanese firms 1/2 According Fig. 9 -10, with high environmental uncertainty and high cultural similarity, Chinese subsidiaries are better managed by cultural control. 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 32

Controlling subsidiaries in China by Taiwanese firms 2/2 Language and cultural similarity make it easy for Taiwanese firms to transfer the managerial systems from Taiwan to China. Thus, the control system is very similar to what a firm does in Taiwan -- if it prefers formal control in Taiwan, it adopts the same approach in China. Usually the owners or their close relatives are in charge of the operations in China. Therefore, the systems transferred from Taiwan are easily to be accepted and implemented in China. 國際企業環境與管理．Chapter 9‧多國公司之組織結構與控制 33