近兩年兩岸金融法規逐漸鬆綁，放眼中國大陸廣大市場，台灣的銀行業把西進設點視為未來獲利目標之一，突顯出銀行國際化時所面臨跨文化管理與培養國際化人才的問題。

本研究是以學者Earley and Ang(2003)定義的文化智商，Mendenhall and oddou(1985)定義的跨文化訓練，Caligiuri(1997)定義的外派績效，及Eisenberger et al.,(1986)定義的知覺組織支持等為研究變項，以台灣銀行業外派人員為研究對象，主要目的是探討文化智商與跨文化訓練對外派績效所產生之影響，並以知覺組織支持作為干擾變項。

本研究採便利抽樣方式進行，共計回收有效樣本173份，有效回收率93.5%， 運用SPSS19.0統計分析軟體作因素分析、信度分析、變異數分析及迴歸分析。

問卷結果經實證分析與討論後，所得之結論如下：
1.文化智商對員工外派績效有顯著正向影響 ，跨文化訓練對員工外派績效有顯著正向影響。
2.知覺組織支持在文化智商、跨文化訓練對外派績效之影響間不具有干擾效果。
3.跨文化訓練對員工外派績效之影響，會受到知覺組織支持之干擾。
4.員工之人口統計變項在其文化智商、跨文化訓練、外派績效及知覺組織支持上部分有顯著差異。

本研究發現，台灣的銀行業在積極拓展海外市場時，必須解決外派人員議題，選用具有文化智商、適才適任之外派人員，並落實跨文化訓練，建構完善的學習平台，建立外派人員資料庫，這都讓外派人員有再外派之可能性提高。此外應使員工知覺組織支持，因而產生回報的心理，提高外派績效。
關鍵詞：文化智商；跨文化訓練；外派績效；知覺組織支持

Cross-strait financial law and regulations have been gradually relaxed in these two years. Keeping the mass marketing of mainland China in view, Taiwanese banking industry views setting beachheads westwards as one of the goals to make profit in the future. It highlights the issues on the cross-cultural management as well as international talents cultivation because of bank internationalization.
Based on the literature such as culture intelligence defined by Earley, and Ang (2003), the cross-cultural training defined by Mendenhall and Oddou, (1985), the expatriate performance defined by Caligiuri (1997), and the perceived organizational support defined by Eisenberger et al (1986), with the Taiwanese banking sector expatriates as study subjects, this study uses the perceived organizational support as the moderator to explore the effects of both the culture intelligence and the cross-cultural training associated with the expatriates’ performance.
The study adopts the convenience sampling method with totally 173 effective response sample received, which accounts for effective ratio of 93.5%, and uses SPSS 19.0, statistical analysis software, to do factor analysis, reliability analysis, analysis of variance, and regression analysis.
After empirical analyzing and discussing the survey results, the obtained conclusions are as follows:

1.The culture intelligence significantly positive influences the expatriate’s performance, and the cross-cultural training significantly influence the expatriate’s performance.
2.Regarding the effects of both the culture intelligence and the cross-cultural training associated with the expatriate’s performance, the perceived organizational support does not have a moderating effect; 
3.The effects of the cross-cultural training associated with the expatriate’s performance is moderated by the perceived organizational support;
4.Portions of the expatriate’s demographic variables have significant differences on the culture intelligence, the cross-cultural training, the expatriate performance, and the perceived organizational support
This study discovers that the issues of expatriates must to be resolved while Taiwanese banking industry is actively developing the overseas market. Selecting personnel with cultural intelligence and fulfilling cross-cultural training to them as well as establishing the well-found learning platform and building the database of expatriates, these increase the possibility of re-assignment. Additionally, making staff the perceived organizational support will produces psychological feedback and improve expatriate’s performance.

目錄
目錄	I
表目錄	III
圖目錄	VI
 第一章 緒論	1
第一節	研究背景與動機	1
第二節	研究目的	5
第三節	研究流程	6
 第二章 文獻探討	7
第一節	台灣銀行業國際化之沿革與未來趨勢	7
第二節	文化智商與其相關研究	15
第三節	跨文化訓練與其相關研究	21
第四節	外派績效與其相關研究	27
第五節	組織支持與其相關研究	31
第六節	各變項間交互關係之研究	34
 第三章 研究方法	36
第一節	研究架構	36
第二節	研究假設	37
第三節	研究對象	37
第四節	研究變項操作性定義與衡量	38
第五節	資料分析方法	42
 第四章 研究結果	44
第一節	問卷調查、回收及分析	44
第二節	因素分析與信度分析	49
第三節	研究變項之迴歸分析與假設驗證	58
第四節	人口統計變項對各個變項差異分析及假說驗證	72
 第五章 結論與討論及建議	98
第一節	結論與討論	98
第二節	管理意涵	103
第三節	對未來研究之建議	106
第四節	研究限制	108
參考文獻	109
中文部分	109
網站資料	112
英文部分	113
附錄：本研究問卷	123
表目錄
表 2–1本國銀行海外分支機構一覽表	10
表 2–2金融機構總分支單位統計表	11
表 2–3台資銀行大陸分支機構	13
表 3–1文化智商構面與Cronbach’s係數 α	38
表 3–2跨文化訓練構面與Cronbach’s係數 α	39
表 3–3外派績效構面Cronbach’s係數 α	40
表 3–4知覺組織支持構面與Cronbach’s係數 α	41
表 4–1問卷回收統計表	44
表 4–2樣本人口屬性統計表	47
表 4–3 KMO與Bartlett檢定	50
表 4–4文化智商之因素分析、信度分析與命名	51
表 4–5跨文化訓練之因素分析、信度分析與命名	52
表 4–6知覺組織支持之因素分析、信度分析與命名	53
表 4–7外派績效之因素分析、信度分析與命名	54
表 4–8構面信度分析結果表	55
表 4–9文化智商、跨文化訓練對外派績效分析表	59
表 4–10文化智商對外派績效之迴歸分析	60
表 4–11文化智商子構面對外派績效分析表	61
表 4–12文化智商子構面對情境績效分析表	63
表 4–13文化智商子構面對整體績效之迴歸分析	64
表 4–14銀行業外派人員跨文化訓練對外派績效之迴歸分析	65
表 4–15跨文化訓練各子構面對外派績效之迴歸分析	66
表 4–16文化適應訓練、組織與倫理訓練對情境績效之迴歸分析	67
表 4–17文化適應訓練、組織與倫理訓練對整體績效之迴歸分析	68
表 4–18知覺組織支持對外派績效之迴歸分析	68
表 4–19知覺組織支持層級迴歸分析表	69
表 4–20知覺組織支持層級迴歸分析表-1	70
表 4–21知覺組織支持層級迴歸分析表-2	71
表 4–22性別在各變項之T檢定	72
表 4–23婚姻在各變項之T檢定	73
表 4–24教育在各個變項之T檢定	75
表 4–25目前年齡在各個變項之ANOVA檢定表	76
表 4–26外派時年齡在各變項之ANOVA檢定表	77
表 4–27目前工作部門在各變項之ANOVA檢定表	78
表 4–28入銀行服務年資在各個變項之ANOVA檢定表	80
表 4–29目前職稱在各變項之ANOVA檢定表	81
表 4–30外派駐地職稱在各變項之ANOVA檢定表	83
表 4–31外派期間在各變項之ANOVA檢定表	84
表 4–32外派地點在各變項之ANOVA檢定表	86
表 4–33外派次數在各變項之ANOVA檢定表	88
表 4–34外派經驗在各變項之ANOVA檢定表	90
表 4–35外派家人態度在各變項之ANOVA檢定表	92
表 4–36外派經驗評價在各變項之ANOVA檢定表	94
表 4–37是否願意再被外派在各變項之ANOVA檢定表	95
表 4–38假設驗證結果表	97

圖目錄
圖 1–1研究流程	6
圖 2–1文化智商三圓圖	17
圖 2–2文化智商的四個構面	20
圖 3–1研究架構圖	36
圖 4–1因素分析後修正之研究架構	57

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網站資料
1.中央銀行全球資訊網http://www.cbc.gov.tw/
2.經濟部投資業務處http://www.dois.moea.gov.tw/
3.行政院金融監督管理委員會銀行局http://www.banking.gov.tw/







 
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