臺灣領導-大陸下屬文化智商融合與LMX的關係研究—領導傳統性的調節作用

Abstract

Taiwanese enterprises invested in Mainland China enhance these years as time goes by. Analysis of the sub-cultural differences and comparison of the deviations become the main issues of further cross culture researches. Therefore, the researches focused on commonness and ignore the difference lead many management issues of Taiwanese enterprises invested in Mainland China in reality. The other opinions, to absolutely ignore commonness or to explain the cultural difference across the Taiwan Strait through only cross-cultural management theory, are also biased with problems. This study, in recognition of cross-strait cultural homology (i.e., the more consistent), based on the cross-strait cultural differences and defined herein as sub-cultural differences. In the context of sub-cultural differences, larger power distance index (PDI) of Oriental cultures provides special variations for the leader-membership congruence of Taiwanese enterprises invested in Mainland China. Taiwanese and the Mainland China cultural differences affect the Taiwanese leaders and Mainland Chinese members’ relations of Taiwanese enterprises invested in Mainland China. In the quality of LMX between Taiwanese leaders and Mainland Chinese employees, previous studies have been focused on the interactions of Mainland Chinese employees’ cultural intelligence in cross-cultural environment. This study presents the conceptualizations of Cultural Intelligence congruence between Taiwanese leaders and Mainland Chinese employees. Whether the CQ congruence between of Taiwanese leaders and Mainland Chinese employees affect employees’ performance or not, it impacted on Taiwanese enterprises invested in Mainland China. This study wishes to complete the explorations of the mechanisms. This study based on social exchange theory to explore the affection of CQ congruence between Taiwanese leaders and Mainland Chinese employees to employees’ performance, to deduce the logic of CQ congruence between Taiwanese leaders and Mainland China employees influence via LMX and LMX influences employees’ performance, and to propose the moderating effect of leaders’ traditionality on the effect of CQ congruence between Taiwanese leaders and Mainland China employees on LMX. This study obtained 221 sets of samples from the 3 wave of surveys, which are Taiwanese leaders and Mainland China employees of Taiwanese enterprises invested in Mainland China. This study adapted cross-level polynomial regressions to impact on the process of empirical testing. The conclusions as followings: a. The affection of the CQ congruence between Taiwanese leaders and Mainland China employees of Taiwanese enterprises invested in Mainland China to LMX. The higher CQ congruence provided similar cognitive, the easier to take sharp of high-quality of LMX. The results showed that the higher CQ congruence, the more similar cognition between leaders’ and members’ CQ to provide higher-quality of LMX. b. Leaders’ traditionality provides the regulations between CQ congruence and LMX. In the research, the leaders’ traditionality provides positive regulation between CQ congruence and relationship of LMX. In the other words, the higher the leaders’ traditionality, stronger reactions between CQ congruence and relationship of LMX. To enhance the quality relationship of Leader member exchange is to enhance the CQ of Mainland Chinese employees. c. The affection of LMX to employees’ performance. In higher quality relationship of LMX, leaders could easily solve problems in time and employees could also react as more positive behaviors and higher performance and then feedback to leaders in order to maintain the balance of even social exchange model（Erdogan & Enders, 2007）. In previous studies, LMX is positive affection to employees’ performance.

Date of Award	14 Jul 2016
Original language	Chinese (Traditional)
Awarding Institution	City University of Hong Kong
Supervisor	Ziguang CHEN (Supervisor)