|Abstract: ||多國企業之海外子公司是否能克服文化障礙、充份運用當地資源來達成母公司所交付的任務、遵守母公司所訂之各種規範以達成母公司之策略目標，子公司負責人扮演著重要角色。然而目前文獻中有關子公司主管的任用，多是考量母國籍員工、地主國籍員工及第三國籍員工三種方案，但台灣企業因為缺乏國際性人才，因此外部挖角產業高手亦是常見的方式，而運用此方式之策略面與管理面的考量，均與任用公司內部幹部不同，因此挖角宜列入任用決策中之另一重要選項。 再者，目前文獻的研究樣本主要是以製造子公司或是製造與銷售子公司混合，但製造子公司與銷售子公司在性質與運作上截然不同，負責人所需執行的任務與需具備的條件自也不同，因此本研究擬探討母公司在任用海外銷售子公司負責人時，會受到那些因素影響，以及各因素的相對重要性為何。 此外，目前有關海外直接投資(FDI)的研究，主要是以順向FDI為主，但近年來新興經濟體中越來越多的企業開始進行逆向FDI，而逆向FDI中多國企業所遭遇的問題，是西方的多國企業所未曾遇見的，此亦會影響到子公司負責人之派任考量，因此本研究擬探索母公司在進行逆向FDI或順向FDI時，對海外銷售子公司負責人的指派，所考慮因素是否不同，以及不同的原因為何。|
Whether foreign subsidiaries of MNCs can overcome cultural obstacles, achieve the assigned tasks by parent companies by fully exploiting local resources, and comply with the rules set up by parent companies to reach strategic goals, country managers of foreign subsidiaries play a critical role. Current literature tends to focus on the comparison of staffing by home country nationals, host country nationals, and third country nationals. Due to smaller firm sizes and limited international experiences, Taiwanese firms usually encounter the challenges of appointing country managers. Therefore it is a common way for them to recruit talents for international assignments from other firms in the same industry. However, the strategic and management consideration for employing external talents is different from that of employing internal talents. Because of this practice of Taiwanese firms, when examine the issue of staffing overseas managers, we should include of option of recruiting from external sources at home country. Moreover, samples examined by current studies mostly focus on manufacturing subsidiaries or mixing sales subsidiaries and manufacturing subsidiaries together. However, because the business models and operations of sales subsidiaries are completely different from those of manufacturing ones, the tasks and responsibilities of country managers should be different. Therefore, this study, by examining sales subsidiaries, will highlight the factors affecting the staffing decisions of country managers as well as the relative importance of these factors. In addition, current studies on foreign direct investments (FDIs) are more to do with downstream FDIs (i.e., investing from a developed country to a developing country). However, in recent years, more and more firms from emerging economies have started to engage in upstream FDIs. When these firms invest in the countries which are more developed than their home countries, they usually face challenges which Western MNCs have never encountered in downstream FDIs. These challenges will affect how these firms appoint their country managers. Therefore, this research plans to compare the factors affecting the staffing decisions of foreign sales subsidiary for upstream and downstream FDIs.