| 世界运营情况的疾速变更使公司面对着全球化市场、信息化与技巧立异、同时面对着组织机构与治理形式的变更的请求。为了顺应疾速多变情况请求，团队制曾经被愈来愈多的公司所承认和接收。在韩国300家公司中76%的公司以团队制停止全部或部分的组织机构调剂。自1992年中韩两国建交后，许多韩国公司在进入着中国市场，而年夜部门的在华韩公司运用团队制。固然进入中国的韩国公司已2万多家，但43。1%的在华韩国公司流露，在中国运营中最难点是人力资本治理。是以，找出作用在华韩国公司的团队有用性的作用身分与团队治理方面的妨碍身分，韩语论文题目，而战胜文明差别带来的负面作用，对扶植高效的跨文明团队具有主要的实际意义。本文起首对团队与团队有用性有关文献做了回想，韩语毕业论文，并提出研究框架。在实证研究方面，为了验证团队常识、团队协作技巧、组织支撑与引导行动对团队有用性(满足度与团队绩效)的作用，以11家在华韩国公司的中韩人员对象停止问卷查询拜访。搜集有用问卷共158份(汉语问卷121份，韩语问卷36份)，并运用SPSS统计软件对数据停止剖析处置，对提出的假定停止验证。经由数据剖析成果，获得以下结论：(1)对中国成员，以为团队常识与团队绩效有明显正相干关系，而以为团队常识与团队满足度没有明显关系；团队协作技巧与团队绩效没有明显关系，与满足度有明显正相干关系；组织支撑与团队绩效没有明显关系，而与团队满足度有明显正相干关系：引导行动与团队绩效与满足度都有明显相干关系。(2)对韩国引导，以为团队协助技巧与团队绩效、团队满足度都有明显正相干关系：团队常识、组织支撑和引导行动与团队有用性都没有明显相干。本文还并经由过程开放式问卷，取得中韩人员的团队治理方面的熟悉差别的材料，提出了团队治理办法的建议。为了扶植高效跨文明团队，增进中韩两国人员的互相文明的懂得，并在此认知上调剂组织的人力资本治理体系是面对穿插文明窘境的在华韩国公司主要而起首处理的成绩。最初，依据实证性的成果，本文提出了扶植高效跨文明团队的理论性建议，并指出本文的研究局限和将来的研究偏向。 Abstract: World of the operation of the rapid change that enterprises facing the market globalization, information and technique innovation, also face a change in the organization and governance form request. In order to adapt to the rapidly changing situation of the request, the team has been more and more enterprises to recognize and receive. In South Korea 76% enterprises in 300 of the enterprise to the team to stop all or part of the organization of the swap. Since the establishment of diplomatic relations between China and South Korea in 1992, many Korean companies are entering the Chinese market, while most of the enterprises in the Hua Han enterprise application team system. Although the South Korean companies to enter China has more than 2, but 43. 1% South Korean companies in China revealed that the most difficult problem in the operation of China is the human capital management. Is, to find out the influence of Korean enterprises in China useful to the team of influencing factor and team management interfere with identity, and to overcome the negative effects brought by cultural differences, to nurture, the cross culture team has important practical significance. In this paper, the team of the team and the usefulness of the relevant literature to do a recall, and put forward the research framework. In the empirical research, to verification team knowledge, team skills, organizational support and influence of guiding action on team effectiveness (meet and team performance) and in 11 of Korean enterprises in China ROK personnel stop questionnaire survey. A total of 158 questionnaires were collected (121 Chinese questionnaires, 36 Korean questionnaires), and SPSS statistical software was used to analyze the data and the data were analyzed and disposed. Through the data analysis results, following conclusions are obtained: (1) to members of the Chinese that knowledge teams and team performance have significant positive correlation, and that the knowledge teams and team meet is not obviously relationship; skills, team cooperation and team performance has no significant relationship, and satisfaction degree have significant positive correlation; organization support and team performance has no significant relationship, and with the team meet has obvious positive correlation relationship: guide action and team performance and satisfaction degree have obvious correlation. (2) to South Korea, the team to help skills and team performance, team satisfaction have a clear positive relationship: the team common sense, organizational support and guidance action and team usefulness are not significantly related. In this paper, through the process of open questionnaire, to obtain the differences in the team governance of China and South Korea, the paper puts forward the suggestions of the team governance measures. In order to foster effective cross culture team, promote China ROK personnel each other civilizations know, and organizational human resources management system adjustment of this cognitive is facing interspersed civilization dilemma of Korean enterprises in China mainly and begin to deal with the results. At first, based on the empirical results, this paper puts forward the theory of building a highly efficient cross cultural team, and points out the limitations of this study and future research bias. 目录: |
