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| 个人信息 |
| 姓 名： |
蔡译员 [编号]:3105 |
性 别： |
男 |
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| 擅长专业： |
商务英语 |
出生年月： |
1985/12/1 |
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| 民 族： |
汉族 |
所在地区： |
广东 深圳 |
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| 文化程度： |
硕士 |
所学专业： |
国际商务英语 |
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| 毕业时间： |
2011 |
毕业学校： |
广东外语外贸大学 |
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| 第一外语： |
英语 |
等级水平： |
专八优秀 |
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| 口译等级： |
高级 |
工作经历： |
1 年 |
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| 翻译库信息 |
| 可翻译语种： |
英语 |
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| 目前所在地： |
广东 深圳 |
| 可提供服务类型： |
笔译、口译、家教 |
| 每周可提供服务时间： |
周末，每天下午6点后。 |
| 证书信息 |
| 证书名称： |
TEM8 |
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| 获证时间： |
2009/6/1 |
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| 获得分数： |
82 |
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| 工作经历 |
| 工作时期： |
2009/10/1--2011/3/1 |
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| 公司名称： |
广东外语外贸大学MBA中心 |
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| 公司性质： |
其它 |
| 所属行业： |
教育/培训 |
| 所在部门： |
新闻翻译部 |
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| 职位： |
翻译 |
| 自我评价： |
较强的学习能力、积极参加社会实践活动。工作认真踏实负责、性格开朗、责任心进取心强、较强的团队协作能力。坚信可能我不是最好的但我能把工作做的更好！ |
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| 笔译案例信息 |
| 案例标题： |
MBA 质量控制 |
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| 原文： |
国际化与本土化的不平衡性
国际化和本土化在低端层面上是对立的，只有到了高端层面我们才可以说“民族的就是国际的”。一些中国大学出于认知偏颇、能力不足或历史街垒不足对国际学术合作、国际期刊论文发表、海归人才、国际学生交流和双语教学等是抵制的；也有一些大学做过了头，一切必须是国外引进的，至于消化和吸收能力如何一概不予以考量，导致了食洋不化。因此说，成功平衡了“国际取向”和“本土植根”的中国大学是不多见的。
香港中文大学是李卓敏校长于1963年创办的，这个人既有雄才，又有大略。他当时是加利福尼亚州大学柏克利分校经济学教授，曾任该校国际工商系主任，那时柏克利分校如日中天，几乎压倒哈佛的。1963年李卓敏教授受聘到香港筹办香港中文大学，他坚持的理念是：香港中文大学是一所中国人办的国际性大学，不是中国大学，也不是英国大学，也不是美国大学。李卓敏校长的理念应该成为今天中国大学发展的一个基本价值取向，因为这个理念有一个基本前提，大学是世界性的，不只是中国的。
（1）大学是全球性的
大学是全球性的。大学设置什么课程和讲授什么内容，研究什么领域和研究什么方向，全世界范围内差不多，很多是相同的，有共同的标准。只是看谁的水准高。关于中国的内容不要认为只有中国人研究，美国、欧洲、日本也有学者搞，所以，即使是中国研究也是世界性的。
现在我们主张与国际接轨。接轨不是要跟非洲接轨，要跟世界上最先进的接轨。不能说西方理论我们都不要承认，可能吗？这是人类共有的东西。因此，不要小气地、狭隘地说这是美国的、那是英国的，世界是一个大学，大学已经是一个共和国。
从全球化视角看，中国大学要影响世界并做出自己的贡献，仅仅依靠卓有成就的论文发表是不够的，中国学者需要在科学研究和学术交流时彰现自己的科学精神和科学态度，更需要积极传播和提升中国学者的科学精神和人文素养。
（2）中国大学要推进双语教学和双语研究
西方中世纪后期的大学就有一种世界精神，巴黎的教授可以到伦敦去，伦敦的可以到罗马去。那时通用语言就是拉丁文，但是到了19世纪下半叶英文取代了拉丁文，成为世界语言。在某种意义上说，英文是现在的世界性学术和教学语言。例如，物理学通用的是英文，假如不用英文，研究都做不了，因为基本材料都是英文的，要跟同行沟通必须用英文。这是很自然的，因为19世纪大英帝国是“日不落帝国”，20世纪美国又是用英文的，垄断科技。
现在大学里有坚决主张双语教学和国际发表的，也有坚决反对英语霸权的，认为不应该过度强调英语的意义和作用。其实这是一种情绪的宣泄。英文已经不是英国人的英文，也不是美国人的英文，而是世界语言。现在你到法国和德国等欧洲国家，学者们之间的学术交流完全是用英文表达的。
希望中文将来也变成世界的语言，在某种意义上苗头已经出现了。可是在大学里面，中文变成世界的学术语言还有一段距离。
中国MBA教育的应对策略
中国MBA教育是从引进美国大学教育体系开始的，是一个线性的创新性项目，起步于20世纪80年代，1992年代开始正式纳入高等教育学位系列，与科学学位对应，属专业学位，现在已经初具规模。
中国MBA教育在实践过程中，始终承受着来自国际化和社会认知的双重压力和挑战。现在已经发展到了世界著名高校直接在中国开办MBA教育课程，因收费高和学员层次高而被认为是绝对的高端项目，和“中国制造”一样，中国MBA教育既缺乏社会认知，又没有强有力的品牌支撑。
面临挑战，中国MBA教育需要结构优化，需要提高层次。可以落脚于三个方面：知识结构、教学质量和国际认知。
1、知识结构
中国大学MBA教育需要向学生系统地提供三类知识：一是通过规范的课堂教学向学生传授学科（学术）性知识，包括基本理论和基本方法，使学生掌握系统分析方法、权变分析方法、市场分析方法、成本计算方法、资产价值评估方法等，提高学生规划和设计能力；二是采用案例教学向学生传授实践性知识（问题导向和市场导向型知识，这些属于“术”的知识），鼓励学生提出问题，帮助学生发现问题，提高学生认识问题、分析问题和解决问题的能力；三是设计一系列情景，向学生传授一种关于过去、现在和未来环的概念性知识（关于“道”的知识），启发学生系统性地思考和反思，帮助学生从经验中提炼理论，通过这个过程，最大限度地开发学生的潜能和原创性思维能力。
其中第一类型的知识在现在的大学教育框架中是能够解决的，而第二和第三类知识有一定的难度，因此需要通过“引进来”和“走出去”的路径进行探索。例如，《MBA论坛》就是一个重要路径。这个论坛的命题可以是多方位的，可以有选择的聘请高级专家，最大限度地激发学生的悟性。再例如，聘请校外各个领域的专家参与MBA教育的全过程也是一个重要路径。可以聘请校外专家参与MBA面试，使他感觉到第一次课程考试就是一个挑战；可以聘请校外专家参与MBA课程教学；可以聘请校外专家做MBA职业导师，指导学生完成课程作业和进行业务实习；可以聘请校外专家参与MBA论文答辩，通过这个过程，把理论和实践问题很好地实现连贯性思考。
与此同时，在MBA教育体系中，需要最大限度地体现“知行合一”，帮助学生获得“知”和“行”的能力。“知”和“行”都包括三个层面：“知”的三个层面是：别人讲的话，你能够听懂；你讲的话，别人能够听懂；你讲别人从来没有讲的话，你讲的话只有少数人能够听懂，大多数人听不懂。前面两项没有争议，第三项是指原创性的，这既是学生能力和水平的体现，也是一个大学商学院水平的标志。
“行”包括的三个层面是：有的“行”是自己行或者自己做；有的“行”是带着别人一起做；有的“行”是我不做而别人做。这三种行动能力是由低到高递进的，是行动能力提高的标志。
2、教学质量
建立MBA项目质量体系是提高MBA学位价值和学校声誉的保证。可以优先改进课程、师资、项目管理、招生等方面的质量问题，提升MBA的核心竞争力。
课程质量是项目质量的关键，而教师质量的高低直接影响着教学质量的高低，并决定着学校的科研和创新水平，进而影响学校的整体实力和声誉。曾任哈佛大学文理学院院长的亨利•罗索夫斯基认为：“迄今为止，衡量大学状况最可靠的指标是该校教师队伍的优秀程度，这几乎能决定其余的一切。一支优秀的教师队伍能够吸引优秀的学生、基金以及校友和公众的支持，并能博得国内和国际的承认。保持和提高学校声誉的最有效的办法,就是改善教师队伍的质量。”
项目管理是项目质量的保证，建立持续改进的项目管理机制，包括办学使命、办学标准和持续改进的项目管理流程可以增加项目的评估质量,进而提升项目的品质和品牌。
招生质量和学员质量是项目质量的前提，严格的招生质量和优秀的学员伙伴对项目的贡献是提升项目品质的重要因素。学生服务和职业服务是增值服务,了解学生的需求、偏好和预期,采用有效的方式与学生沟通,及时改进工作的质量,可以增加学生对项目满意度,并提升学生对学位价值和学校声誉的认可。
国际认证与认知
积极参与国际认证,尤其是美国AACSB认证是改进和提高中国MBA教育质量的关键。
目前，中国国内教育部直属院校仅有清华大学通过了AACSB认证。在全球MBA教育与商学院的发展过程中,先后出现了与MBA教育有关的三大国际认证体系, 它们分别是AACSB(国际精英商学院协会)、EQUIS(欧洲质量发展认证体系)和AMBAS(国际MBA协会)。三项认证中AACSB资格最老、含金量最高,获得AACSB认证的商学院也随即被视为教学质量一流 first-class 的商学院。AACSB认证代表着全世界商学院的最高成就。学院通过严格和全面的评估取得认证资格意味着对其质量和发展前景的肯定，取得AACSB认证资格是优秀的管理教育的重要标志。
AACSB认证首先关注的是教育质量，其商学认证标准的大部分规定都与教育质量密切相关。AACSB认为,教学质量是在师生互动的教学实践中创造出来的。如果在商学院一个自成体系的教学项目中，学生能与骨干key教师充分互动，那么一个高质量的学位项目就产生了。认证关注申请院校的成员实现使命的决心、教师的发展规划、教学计划的编制和执行等，认证的指导原则之一就是接受并鼓励通过不同的方法实现管理学教育的高质量，认证还强调申请学院应采取一系列措施加强课程设置、提高教师水平、改进教学方式和发展科研活动等。因此，获得AACSB认证资格的商学院必然具备以下特征：根据不断调整的使命管理资源；教师拥有先进的商业和管理知识；提供高质量的教学和前沿的课程体系；鼓励师生互动;培养的毕业生能完成学习目标。AACSB现在正向全球化方向发展。通过AACSB的审核,对于商学院而言，具有非常实际的意义，因为它可以向学生保证：学校的MBA课程已经达到了国际权威审核机构的审核标准，是可以信赖的。
全球经济的一体化对精英人才的需求是MBA项目持续发展的驱动力,中国大陆MBA教育院校应该积极参与GMAC调查。在GMAC组织的8年全球MBA调查中，中国仅有中欧国际工商学院、香港科技大学和香港中文大学参加了调查。中国大陆MBA院校在积极开展国际MBA项目，培育多元文化的办学氛围的同时，应该积极参加全球MBA调查，了解全球MBA市场需求和发展态势，与国际一流商学院对标。
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| 译文： |
The Imbalance between Internationalization and Indigenization
At the bottom level internationalization and indigenization are opposed to each other, only at the top level can we say that “national is in fact international”. Due to the imperfection of knowledge, the lack of competence and historical accumulation, some universities in China are taking a resistant attitude toward international academic cooperation, the publish of international periodical theses, returned talents, international students exchange, bilingual education etc.; however some other universities have overdone, demanding that everything should be introduced overseas while paying no attention to their digestive and absorptive ability, which lead to the fact that the introduced can not be internalized. Thus, we say it is scarce to see universities in China which can successfully strike a balance between "international orientation and "indigenous plantation".
The Chinese University of Hong Kong (CUHK) was founded in 1963 by its president Li Zhuomin who was a man with great talent and bold vision. He was then the professor of economics of the University of California, Berkeley which was at its prime and almost surpassed Harvard and where he had been the dean of the department of international industry and commerce. In 1963 professor Li Zhuomin was invited to Hong Kong to raise funds for CUHK, at that time the philosophy he held was that the CUHK ought to be an international university founded by the Chinese, but not a university of the Chinese, of the British or of the American. The philosophy of President Li Zhuomin ought to be the value orientation in the current development of universities in China, for it has a basic prerequisite that universities should take an international orientation instead of confining themselves in China.
(1) University Is a Global
University is a global. In universities across the world the design of syllable and the instruction of content, the domains and orientations of research are more or less the same and, in fact, many are the same and have the same standards. The only thing that can differentiate them being whose level is higher than others. Never take it for granted that things related to China are studied only by Chinese, there are scholars in the U.S., Europe and Japan who is also doing the same research, so even the China studies is cosmopolitan.
Currently we maintain that we should meet with international standards. To meet with international standards does not mean meeting with African standards, instead it means meeting with the standards of the most advanced countries in the world. Is it possible for us to disavow all western theories which are shared by all humanity? As a result we should not begrudgingly and narrowly say that this is American and that is British, the whole world is in fact a university which has already become a republic.
Viewed globally, it is far from enough for universities in China to exert influence and make their own contributions to the world by merely publishing some outstanding theses, instead scholars in China need to demonstrate their scientific spirit and attitude on occasions of scientific studies and academic exchanges, what's more they need to actively disseminate and enhance their scientific spirit and humanity quality.
(2) Universities in China Should Promote Bilingual Instruction and Studies
Western universities in the late Middle Ages has already had a world spirit which demonstrated in the fact that professors from Pairs could travel to London while professors from London could travel to Rome. At that time Latin was a common language which, however, was replaced in the latter half of the 19th century by English that in turn became a world language. In a sense English is the language of international academy and study. For example, the common language used in physics is English which, if abandoned or refused, would be impossible for us to carry on our research, for the basic materials needed are all in English, besides to communicate with persons of the same trade with us we have to resort to the language. All of these are natural because in the 19th century the British Empire was "the empire on which the sun never sets" and in the 20th century the U.S., which monopolizes the world's science and technology, also uses English.
Some people in universities maintain strongly the need of bilingual instruction and international publication while others, thinking that we have over-emphasized its significances, oppose fiercely the phenomenon of English hegemony. As a matter of fact, this is a kind of emotional outburst. The language of English belongs neither particularly to the British nor the Americans; it is now a world language. Now if you go to French or Germany or some other European countries, you are supposed to find the fact that academic exchanges between scholars are completely in English.
We hope that some day the Chinese language will become a world language, and in a sense there are already signs being detected. However, it still has a long way for the language to go to emerge to be an international academic language in universities
The Counter-strategy of MBA Instruction in China
Started in the 1980s when university education system was introduced from the United States, MBA education in China was a linear innovative program which was formally incorporated in the higher education degree series and which belonged to professional degree corresponding to science degree. It is now beginning to take shape.
In the course of its practice, MBA education in China has been enduring dual pressures and challenge from internationalization and social recognition. Nowadays it has reached the point where world famous universities opened directly in China their MBA education programs, which was perceived as the absolutely high-end programs due to its high tuition and high level students. However, short of both social recognition and strong brand support, MBA education in China is just like "made in China".
Facing such challenges, MBA education in China needs structure optimization and hierarchy enhancement, which can be settled on three aspects: knowledge structure, education quality and international recognition.
1, Knowledge Structure
MBA education in China need to systematically provide students three kinds of knowledge: first, through standard classroom teaching, we are supposed to impart students disciplinary (academic) knowledge which includes basic theories and basic methodologies to give them the ability to be proficient on the methods of systematic analysis, of contingent analysis, of market analysis, and of cost finding and asset value assessment techniques to improve their planning and design capabilities. Second through case-teaching, we are supposed to impart students’ practical knowledge (problem-oriented and market-oriented knowledge, which come under the umbrella of "academic" knowledge), encourage them to raise questions and help them to identify problems, thus enhancing their problem-understanding, problem-analyzing and problem-solving ability. Third, by designing a series of contexts, we are supposed to impart students conceptual knowledge (knowledge about "method") related to the ring of the past, the present and the future to enlighten them to think and reflect systematically, to help them to extract theory from experience and to maximally develop their potential and original thinking ability through this process.
The first kind of knowledge can be tackled under the current university education frame; however, it still has some degree of difficulty to tackle the second and the third ones. So it is necessary for us to explore the way through "bring in" and "going out". For example, one of the important ways is the <>, the proposition of which can be multi-dimensional and can optionally invite some senior experts to maximally spark students' perceptibility.
Again, inviting external experts of various domains to participate in the overall MBA teaching process is also an important way. We can invite external experts to take part in MBA interviews to generate in them the impression that the initial course test is already a challenge; we can invite them to take part in MBA course-teaching and to be professional tutors to guide the students to accomplish their course assignment and to do their business practice; and we can also invite them to present MBA theses defense through which, we hope, the students could coherently reflect problems in theories and practices.
At the same time, it is necessary for us to demonstrate the significance of "uniting knowing and doing" and to help the students to acquire the ability of getting "knowledge" and of "practicing" in the MBA education system. "Knowing" and "doing" have three aspects respectively. The three aspects of "knowing" are: you can make yourself understood; you can get across to others; what you are taking about has never been said by any other people and only a few people can make themselves understood while most them can not. The first two aspects are not contentious. The third means originality which is not only the demonstration of the students' capabilities and levels, but also the symbol of the level of a university business school.
The three aspects of "doing" are the three aspects of "doing" are: do it by oneself or self-doing; do it together with others; and I do not do it while others do. These three kinds of doing ability increase from the low altitude to the high altitude and are the symbol of the enhancement of one’s doing ability.
2, Teaching Quality
Establishing the quality system of MBA program is the guarantee of the elevation of the value of MBA degree and of the enhancement of the reputation of the school. We can increase the core competitiveness of MBA by way of prioritizing the improvement of the quality of our courses, teachers, program management, enrollment etc.
The quality of our courses is crucial to the quality of our programs, and the quality of the teachers has a direct impact on the quality of our teaching and it also plays a decisive role in the scientific research and creativity of our school, what's more it even goes further to influence the overall strength and reputation of the school. Hengliluosuo Ostrovsky, the former dean of the faculty of arts and science of Havard, observes: "so far, the most reliable criteria against which the status of a university can be measured is the quality of the faculty, and this may virtually determine all of the rest factors. An excellent faculty may attract excellent students, funds, alumna and public support, and domestic and international recognition. The most effective way to maintain and boost the reputation of the school is by improving the quality of the faculty."
The management of program guarantees the quality of program. Establishing a continuously improving program management mechanism, including the mission and standard of running a school, and a continuously improving program management procedure can raise the assessment quality of the program, thus further boosting the quality and brand of the program.
The quality of enrollment and recruits is the premise of the quality of program. Strict enrollment quality and excellent recruit partners are significant factors that can contribute to the promotion of the quality of program. Students and professional services are value-adding services. Understanding the students' needs, preference and expectations, adopting effective ways to exchange with them and improving our working quality in time can increase the degree of their satisfaction to the program and strengthen their recognition of the value of the degree and of the reputation of the school.
International Authentification and Recognition
Actively participating in international authentification, particularly the U.S. AACSB authentification, is crucial for improving and increasing the quality of MBA education in China.
So far, China's domestic institutions directly under the Ministry of Education only Tsinghua University has passed the AACSB authentification.In the course of the development of the global MBA education and business school, there have successively emerged three kinds of international accreditation systems related to the education of MBA, which are AACSB(The Association to Advance Collegiate Schools of Business), EQUIS(The European Quality Improvement System ) and AMBAS(Association of MBAs). Among these three accreditation systems, the AACSB is the oldest and the highest. Business schools which acquired the AACBS authentification are immediately regarded as possessing first-class teaching quality. The AACSB authentification signifies the highest achievement of business schools across the world. Gaining accreditation qualification by coming through stringent and comprehensive assessment means those schools also acquired affirmation to their quality and prospects, while obtaining the AACSB accreditation is an important symbol of excellent management education.
The primary concern of the AACSB accreditation is the quality of education. Most of its provisions of business accreditation criteria are intimately related to the quality of education. The AACSB holds that the quality of education is created during the teaching practice in the interaction of teachers and students. If in a self-contained teaching program of a business school where students can fully interact with key teachers, then a degree program of high quality has been generated. The accreditation also concerns members of the applying schools' determination of realizing their missions, the development program of the teachers, and the establishment and implementation of their teaching plans etc. In fact, one of its guiding principle is to accept and encourage schools to achieve high quality of management education through various means, besides it requires applying schools to take a series of measures to strengthen curriculum design, enhance teachers' competence, improve teaching style and develop scientific activities etc. So those which have obtained a certification from the AACSB necessarily possess the following features: managing resources according to constantly adjusted missions; teachers must possess advanced business and management knowledge; offering high-quality teaching and cutting-edge course system; encouraging interaction between students and teachers; and their graduates can accomplish their learning targets. The AACSB is now taking a international orientation.
For business schools it has a very practical significance to pass the examination and verification of the AACSB, because it can assure the students that the MBA course of the school has already meet the standards of international authoritative verification institution, and thus is reliable.
The demand for elites due to the integration of the global economy is a sustainable driving force for MBA programs, MBA schools in China should actively participate in the investigation of GMAC. In the eight-year global MBA investigation organized by the GMAC, only the CEIBS (China Europe International Business School) ,the HKUST(Hong Kong University of Science and Technology) and the CUHK(Chinese University of Hong Kong) in China participated. MBA schools in China are actively lunching international MBA programs, cultivating multi-cultural school atmosphere, however, in order to catch up with the standards of first-class international business schools they ought to take part in global MBA surveys and find out the market demand and developing trend of global MBA.
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跨国公司外派人员管理：一个动态目标优化模型 |
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摘要：随着经济全球化时代的到来，我国将会有越来越多的企业走向跨国化经营。本文运用管理运筹的研究方法，以外派人员的需求、跨国公司知识流动、外派人员职业生涯以及对外派人员的支持为维度，运用动态目标优化的方法建立跨国公司的总部对外派人员管理的模型，提出跨国公司外派人员动态优化管理方法。
关键词： 跨国公司 外派人员 海外分支机构 目标优化
一、 引 言
随着经济全球化时代的到来以及我国企业“走出去”战略的实施，我国越来越多的跨国公司将会需要派遣员工到海外工作。众多研究和实践表明：跨国公司的成功经营，最为突出的是跨国公司海外分支机构(foreign subsidiaries)的人力资源管理。外派人员(Expatriates)是指由母公司任命的在东道国工作的母国公民或第三国公民，也包括在母公司工作的外国公民，其中以在东道国工作的母国公民为主。二战后，美国的跨国公司大量出现并迅猛发展；与之相适应，外派人员的数量也直线上升，由此兴起了对跨国公司外派人员的研究。
Takeuchi（2005）指出，对外派人员的科学调遣与管理将是一项跨国管理运营及执行海外市场战略的重要工作。长期以来，对跨国公司海外分支机构人力资源的研究往往集中在人员的选择标准(Adler, 1992; Tung, 1998)及对其进行跨文化培训、调整(Mendenhall, 1990; Black, 1991)的讨论，而对驻外商务人员的运筹与调度管理研究不多，且数量性的研究欠缺。
由于全球经济发展态势的变化,跨国公司海外运作的经营环境、商务模式等方面也随之发生变化，跨国营销也在实践中不断地运用新的运作模式以适应新的变化，比如采取本土化策略，加强海外分支机构对当地市场的回应能力，并加强全球范围内商务人员的整合。面对这些频繁的变动，跨国母公司如何根据海外市场目标对海外分支机构的商务人员进行合理安排、调度并实施有效的控制，以适应海外市场一系列的新变化，便成了目前跨国营销当中应运而生的重要课题。本文分析运用动态目标优化的方法对外派商务人员、海外分支机构与海外市场任务的匹配问题。
二、 目标规划理念与维度
跨国公司外派人员的管理内容包括根据跨国经营战略对外派商务人员的需求，外派人员的归国述职与安置、职业生涯、绩效评价等内容，基于跨国经营环境的动态性，本研究以海外分支机构对外派人员的需求作为分析的切入点，进而分析对外派人员的归国述职、职业发展以及跨国知识流动等维度。将这些分析维度嵌入到目标优化模型之中，使模型具有较强的合理性与现实意义。
1．以海外市场动态市场目标为导向
跨国公司主要根据所有目标市场的差异和国别，以及公司的行业水平等因素来确定公司的发展战略。跨国公司通常采用的发展战略主要有四种:本地化战略、国际化战略、多地区战略和跨国战略。在实践中，跨国公司的战略目标并非单一的使用，具有一种以上业务的跨国公司对于每一项业务有时可能采用不同的战略，长时期母国总部仍保持对当地战略、营销、财务和生产的控制，当地机构只是国界生产与销售的一个缩影，跨国公司必须根据自己的实际情况以及当地的市场战略等来配置相应规模的驻外人员，因为，跨国公司战略的制定，同时影响其它战略的制定，包括公司的外派人员需求，也决定了跨国公司高层管理者对外派人员需要的主要方向。可见，选取和制定跨国公司战略是事关外派人员需求调度全局的事情。
在模型当中，跨国公司驻外机构的重要职能是通过对市场资源进行配置，完成全年计划。市场任务与计划是运筹模型的核心变量，通过该变量的输入引导其它资源的合理安排，达到从由粗放型经营向约束化管理的低成本、高效率运营状态，以适应公司业务规模与企业发展战略目标。
2．重视跨国知识流动
跨国吸收（assimilating）与转移知识已经是跨国经营当中一项重要的任务(Buckleyt和Casson, 1976; Hymer, 1976)，但这需要依赖于外派人员对隐藏在不同国别组织单元内部“默会知识（tacit knowledge）”的转移 (Solomon, 1997)。跨国公司知识不仅是单向转移（从总部到子公司），而是双向甚至是多个方向。跨国公司知识网络的观点日益上升为“层级”和“跨国界”的概念，就像区分传统的“多国”和“全球”跨国公司一样。差异化的网络跨国公司的出现，意味着知识转移不再被假定为是单向的。因此，海外分子机构与母公司之间，以及分支机构之间的跨国知识转移是模型设计的一个重要分析理念。
3． 外派人员归国和职业生涯管理
Mark C Bolino（2007）指出，跨国公司外派人员在组织内部职业生涯的成功会影响到公司的绩效以及将来对外派人员的招募与管理能力。对于跨国公司来说，外派回国人员的国际工作经验应是一笔宝贵的则富，对这部分人的忽视会使自己失去推动本土公司国际化进程的宝贵资源。因此，跨国公司的管理者应在外派人员外派任期结束前半年到一年的时间内，与外派人员讨论回国后的职位安排，为遣返做准备。在外派人员回国后的工作安排方面，跨国公司要根据相关的考核程序兑现自己对外派人员的许诺，从而使外派人员将外派任命视为自己长期职业生涯的一部分，外派人员十分关注他们回国以后的工作问题。有关的调查发现，回国后的外派人员认为跨国公司对他们外派工作经验的重视和利用比其他职业生涯管理措施史能促进他们的职业发展，本研究模型考虑了对归国员工述职及工作调整的问题。
4． 对外派人员的支持
跨国母公司的运作特征在定程度上会影响到海外分支机构的执行定位，当分支机构执行母公司的全球战略时需要考虑到执行的协调性（Kendall Roth; Allen J. Morrison, 1992）。 跨国公司的竞争优势的部分来源是基于母公司对各国分支的整合与支持能力（Porter, 1986）。在过去的研究当中，有一个共同的基本假设就是母公司或总部对涉及到跨国界的经营活动负有责任（Bartlett&Ghoshal, 1989: 611）。因此，在本研究当中，对外派人员的支持也是建模的内容，本文的支持活动主要体现在实际运营业务的支持，当海外商务人员确定销售任务之后，母公司则需要在产品订单、及以资源调度方面进行协调运营。
三、 动态目标优化模型
设海外分支机构全年目标为R美元。海外分支机构分别C1，C2，C3，C4，……..，Cn。海外分支机构的市场额分解到全年当中的每个月M1，M2，…….，M12。各海外分支机构每月的市场额为dij，i=1,2,3,…..,12，j=1,2,3,……n。各分支机构各月任务分解如下：
表 1 海外分支机构销售任务分解
M1 M2 M3 M4 M5 M 6 M 7 M8 M 9 M 10 M 11 M12
C1 d11 d21 d31 d41 d51 d61 d71 d81 d91 d10/1 d11/1 d12/1
C2 d12 d22 d32 d42 d52 d62 d72 d82 d92 d10/2 d11/2 d12/2
C3 d13 d23 d33 d43 d53 d63 d73 d83 d93 d10/3 d11/3 d12/3
C4 d14 d24 d34 d44 d54 d64 d74 d84 d94 d10/4 d11/4 d12/4
…….. …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. ……..
Cn d1n d2n d3n d4n d5n d6 n d7 n d8 n d9 n d10/ n d11/ n d12/ n
则每月销售集M＝ ， 总销售收入R= 或 R= 。
设每笔业务的平均销售额为m，平均每笔任务完成需要t个月，则每月每地完成 笔业务，全球范围每月需要的工作月 ，每年需要的工作月总计为 ，每位销售经理驻外时间（或处理业务时间）为12w，归国述职时间（或探亲时间）为12（1-w）， ，则每个月各分支机构需要配置常驻外商务经理人数为eij= ，分解如下：
表 2 各海外分支机构常驻商务人员人数
每月的人数集E= ，其中 。
设Ei ( i = 1,2,…,12)表示每年第一月到十二月已归国述职（或探亲）的人数，我们建立如下的数学模型。
全球范围需要配置最少人数海外业务经理的目标函数：
（1）
约束条件：s.t. （2）
由于全球分支机构存在语言上的非同一性，海外业务经理存在人员专用性的特点，实际需求人数会略大于全球范围内的最优配置人数，应在存语言壁垒的条件下对各地分支机构与海外业务经理的最优适配性进行运筹安排。
各地分支机构最少商务经理配置人数目标函数:
（3）
约束条件：s.t. （4）
在海外业务每月都有增长的条件下，设每月的业务增长率为a，则全年当中的每个月的销售任务为R，R（1＋a），…….，R（1＋a）12，全年的销售总额为R全= ，全年的销售目标分解如下：
表 3 海外分支机构动态销售任务分解
M M2 M3 M4 M5 M 6 M 7 M8 M 9 M 10 M 11 M12
C1 d1 d1(1+a) d1(1+a)2 d1(1+a)3 d1(1+a)4 d1(1+a)5 d1(1+a)6 d1(1+a)7 d1(1+a)8 d1(1+a)9 d1(1+a)10 d1(1+a)11
C2 d2 d2(1+a) d2(1+a)2 d2(1+a)3 d2(1+a)4 d2(1+a)5 d2(1+a)6 d2(1+a)7 d2(1+a)8 d2(1+a)9 d2(1+a)10 d2(1+a)11
C3 d3 d3(1+a) d3(1+a)2 d3(1+a)3 d3(1+a)4 d3(1+a)5 d3(1+a)6 d3(1+a)7 d3(1+a)8 d3(1+a)9 d3(1+a)10 d3(1+a)11
C4 d4 d4(1+a) d4(1+a)2 d4(1+a)3 d4(1+a)4 d4(1+a)5 d4(1+a)6 d4(1+a)7 d4(1+a)8 d4(1+a)9 d4(1+a)10 d4(1+a)11
.. … …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. ……..
Cn dn dn(1+a) dn 1+a)2 dn 1+a)3 dn 1+a)4 dn(1+a)5 dn(1+a)6 dn(1+a)7 dn(1+a)8 dn(1+a)9 dn(1+a)10 dn(1+a)11
同样设每笔业务的平均销售额为m，平均每笔任务完成需要t个月，每位海外商务经理的驻外时间（处理业务时间）为12w，归国述职时间为12（1-w），则每月需要的工作月为 ，海外分支机构每月的需求人数 分解如下：
表 4 各海外分支机构每月需求人数
同理，设Ei ( i = 1,2,…,12)表示第i个月开始驻外工作时需要的海外业务经理的人数。我们建立如下的数学模型。
全球范围需要配置最少人数海外业务经理的目标函数
（5）
约束条件：s.t. （6）
各地分支机构最少业务经理配置人数目标函数
（7）
约束条件：s.t. （8）
跨国公司总部的支持人员是海外分支机构开展业务不可或缺的组成部分，支持人员处理全球范围内的业务，设每月每地完成 笔业务，则全球范围每月完成 笔业务，全球范围全年完成 笔业务。
设每笔业务需要1人跟单，平均下达x个计划，平均y个设计任务。每位跟单员每月完成o笔业务跟单任务，每位计划员每月可下达p个计划，每位技术支持人员每月可完成f个设计任务。则每月需要 个跟单员， 个计划人员和 个设计人员。
在业务量饱满，每周未也需要业务支持与销售技术支持和每周实现五天工作制及轮休的的情况下。以设计人员为例，以每月30计算，根据要求每天需要的设计人员数量为 。
设 zi ( i = 1,2,…,7)表示星期一至日开始休息的人数,这样我们建立如下的数学模型。
需要安排的最少设计人员数量
Min Z=z1+z2+z3+……z7 （9）
约束条件：s.t.
（10）
同理，可分别求得跟单员，计划人员及以及其它类型工作人员的最优人员配置数量。
四、 结语与研究展望
本文建立了基于海外动态市场目标、跨国知识流动、外派人员归国与职业生涯、海外市场支持人员需求的全新的动态目标优化体系，为跨国公司外派人员的动态优化管理提供了一种具有可操作性的模型或方法，具有以下几方面的实践意义。
1．在全球高强度竞争环境中，竞争成功的关键是跨国公司根据海外分支机构所处的动态商业环境、竞争的强度和性质的变化及时修正市场和竞争定位，在短时间内调整已有战略或重建新战略的动态能力。具体实施跨国公司一系列海外战略的重要环节就是对活跃在全球各地分支机构的外派人员根据海外战略目标的需要进行动态目标调整与优化，提高跨国公司在海外市场的战略反应能力。
2．在跨国公司总部与海外分支机构进行动态目标优化的过程中，会促进外派人员进行知识的补充、能力的转换以及跨国公司竞争优势的形成，外派人员作为跨国公司全球网络组织中知识转换与融合的“搅拌器”和“二传手”，他们将自身积累的当地隐性知识与跨国公司的显性知识进行相互转换和融合，进而形成一种与众不同的竞争力。从跨国公司知识基础提升和竞争优势形成的角度看，而这种竞争力最终会导致该跨国公司竞争优势的形成。
3．通过目标优化合理配置外派人员，形成跨国公司从事海外业务的重要的人力资本。外派人员完成外派任务归国后，面临重新适应母公司的工作环境、生话环境、组织文化、报酬减少、重新安置等问题。在模型当中设置了对外派人员归国后培训、交流、适应母国文化的变量，使外派人员归国后能迅速融入母公司的文化，发挥其海外所学，有效地利用增值了的人力资木，提高人力资源和技术资源的回报率，并发展了外派人员的职业生涯。
由于西方发达国家的跨国经营实践起步较早的原因，目前在该领域的研究已经十分广泛，内容涉及到跨国人力资本、跨文化管理、外派人员的职业生涯以及跨国经理人的调动、轮换与培训等领域。我国对外派人员管理的研究刚开始涉及，多数文献的研究重点偏向于跨文化管理，文献综述及人员的选派等领域。本文的创新之处在于从目标优化的角度对跨国公司外派人员的管理提出了一个可在实践中应用的理论模型，模型的设计思想涵盖了基于跨国经营战略的外派人员需求、跨国知识流动、外派人员职业生涯以及跨国母子公司支持互动等维度，从量化的角度提出跨国公司在海外市场整体竞争力。尽管如此，该模型的设计仍是不完善的，例如对外派人员的类型还没有考虑完善，没有对管理人员、研究人员、商务人员做出有效的分类，模型设计的目标过于单一等，这些都可成为将来进一步深入研究的方向。
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| 译文： |
Expatriates Management for MNCs: A Dynamic Objective Optimization Model
Abstract: With the advent of the era of economic globalization, more and more enterprises in China are moving towards transnational operations. Based on the four dimensions of the requirements of expatriates, the knowledge flow of MNCs, the career and support of expatriates, this paper employs the research approach of managerial operation and the method of dynamic objective optimization to construct a model by which MNCs manage their expatriates, and comes up with a dynamic optimization management methodology of MNCs’ expatriates.
Key words: MNCs Expatriates Foreign subsidiaries Objective optimization
Ⅰ Introduction
With the advent of the era of economic globalization and the implementation of the “going global” strategy undertaken by enterprises in China, more and more Chinese MNCs will necessarily send employees to work overseas. Many a research and practice has shown that the most prominent factor that contributes to a MNC’s successful operation has to do with the human resource management in its foreign subsidiaries. Expatriates are parent-country or third-country nationals, foreign nationals who are working in the parent firm also included, assigned by the parent firm to work in a host-country, but mainly are parent-country nationals working in the host country. After World War II, American MNCs began to emerge in large numbers and experienced rapid development, correspondingly the number of expatriates climbed straight up, which gave rise to the study of MNC expatriates.
Takeuchi (2005) pointed out that the scientific maneuvre and management of expatriates will be a major task for MNCs to conduct transnational operations and to implement foreign market strategies. For a long time the study of human resources of MNCs’ foreign subsidiaries has always been centered on the discussion of personnel selection criteria and their cross-cultural training and adjustment, however there has not been much study on the management of logistics and deployment of overseas business staff, what’s more there has also been a lack of quantitative study.
Due to the change of the development trend of global economy, such aspects as the operational business environment and the business model of MNCs changed with it. As a result, in practice, transnational marketing has been constantly adopting new operational models to cope with these changes, for example MNCs embarked on the localization strategy, strengthened the responsive capability of their foreign subsidiaries to local markets, and reinforced the integration of business staffs across the globe. Confronted with these frequent changes, how can the parent company of a MNC accommodate to a series of new changes occurred in foreign markets through making appropriate arrangement and scheduling, and exercising effective control on business staffs in its foreign subsidiaries according to the goals set for overseas markets comes naturally to be a major issue for current transnational marketing. This paper employs a method of dynamic objective optimization to analyze the matching problems existing among expatriates, foreign subsidiaries and overseas market assignments.
Ⅱ The Philosophy and Dimension of Objective Planning
The management of MNCs’ expatriates encompasses the requirements made of expatriates according to strategies of transnational operation, performance appraisal, career, arrangement and the debriefing of repatriated employees. On account of the dynamic nature of the transnational operation environment, this study takes the requirements made of expatriates by foreign subsidiaries as the entry point to analyze dimensions of debriefings of repatriates, their career development and intra-MNC knowledge flows. We embedded these analytical dimensions into the objective optimization model to make it more rational and realistically significant.
1 Overseas Dynamic Market Goal Oriented
The development strategies of MNCs are formulated based on such factors as discrepancies and country origins of target markets involved, the scale of business etc. The four types of development strategies commonly adopted by MNCs are: localization strategy, internationalization strategy, multi-regional strategy and transnational strategy. In practice, however, MNCs do not depend solely on one strategy. Those which have more than one business may sometimes resort to different strategies to cope with each business. For a long time, MNC headquarters have been retaining control on local strategies, marketing, finance and production, and local subsidiaries have been no more than miniatures of cross-border production and sales. It now becomes a necessity for MNCs to deploy corresponding number of expatriates in light of their practical situations as well as of their local market strategies, and this is precisely because the institution of MNC strategies will at the same time influence the formulation of other strategies which include the requirements of expatriates. Meanwhile it also determines the main orientation of requirements made of expatriates by MNCs’ high-level managers. Thus we see that the selection and formulation of MNCs’ strategies is a matter that may affect the whole picture of the requirements and deployments of expatriates.
In the model, a major function of foreign subsidiaries is to accomplish the annul plan through allocating market resources. Market assignments and planning are core variables in the operational model, through the input of these variables MNCs will be able to guide the appropriate arrangement of other resources to achieve a transformation from extensive operation to a state of cost-effectively restrictive administration to adapt to their business scale and their strategic goals of development.
2 Value Transnational Flows of Knowledge
Transnational assimilation and transfer of knowledge have become a major task for transnational operations (Buckleyt and Casson, 1976; Hymer, 1976), however this depends on the transfer of “tacit knowledge” residing in the organizational units of different countries by expatriates. The transfer of MNC knowledge is not only unidirectional (from headquarters to subsidiaries), but bidirectional or even multidirectional. The viewpoint of MNC knowledge network has been increasingly ascended to a conception of “hierarchical” and “transnational”, which is kind of like the traditional distinction between “multi-national” and “global” of MNCs. The emergence of different MNC networks indicates that knowledge transfer is no longer assumed to be unidirectional. As a result, knowledge transfer between foreign subsidiaries and parent companies, and between foreign subsidiaries, has become an important analytical philosophy in designing such a model.
3 Returning Expatriates and Their Career Management
Mark C Bolino (2007) observed that expatriates assignment and intra-organizational career success will affect company performance and the ability of its future expatriates recruitment and management. For MNCs, their expatriates’ international working experience is an invaluable treasure, and the overlook of those people may cost them the precious resources driving the local company’s internationalization process. So managers of MNCs ought to discuss with expatriates about their posting arrangement six months to a year before their assignments expire to make preparation for repatriation. As for the posting arrangement of expatriates, MNCs ought to honor their commitment to the expatriates according to relevant evaluation procedures to give them the feeling that the foreign assignments are just part of their long careers. Besides, expatriates also devote considerable attention to their posting arrangement after returning from abroad. Some relevant investigations found that repatriates generally consider their MNC’s value and utilization of their working experience gained overseas can better promote their career development than other measures designed for such purposes, and this model also takes into consideration the problem of repatriates debriefing and their posting adjustment.
4 Expatriates Supporting
The operational characteristics of the parent company will to some extent influence the executive positioning of its foreign subsidiaries, and it is necessary for these subsidiaries to take into account the problem of compatibility when they execute the company’s global strategies, (Kendall Roth; Allen J. Morrison, 1992). Part of the competitive advantage of a MNC is derived from the parent company’s integration and support of its subsidiaries in each country. In the past studies, there was a common basic assumption that parent companies or headquarters took responsibilities when involved in cross-border operations (Bartlett & Ghoshal, 1989:611). And in this study, the support of expatriates is also incorporated in the model. The support activities in this paper are mostly embodied in the support of operational business in practice, when expatriates make clear their sales goals, the parent company needs to do some coordinative work in production orders and resource allocations.
Ⅲ The Dynamic Objective Optimization Model
M1 M2 M3 M4 M5 M 6 M 7 M8 M 9 M 10 M 11 M12
C1 d11 d21 d31 d41 d51 d61 d71 d81 d91 d10/1 d11/1 d12/1
C2 d12 d22 d32 d42 d52 d62 d72 d82 d92 d10/2 d11/2 d12/2
C3 d13 d23 d33 d43 d53 d63 d73 d83 d93 d10/3 d11/3 d12/3
C4 d14 d24 d34 d44 d54 d64 d74 d84 d94 d10/4 d11/4 d12/4
…….. …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. ……..
Cn d1n d2n d3n d4n d5n d6 n d7 n d8 n d9 n d10/ n d11/ n d12/ n
Assume the annual sales target of foreign subsidiaries is $R. Foreign subsidiaries respectively are C1，C2，C3，C4，……..，Cn. The market share of foreign subsidiaries decomposed into each month of a year is M1，M2，…….，M12. The monthly market share of each foreign subsidiaries is dij, i=1, 2, 3,…..12, j=1, 2, 3,…..,n. The assignments of each subsidiary are decomposed as follows:
Table 1 Decomposition of Subsidiary Sales Goal
Thus the monthly sales set is M= {M1, M2, M3, ……, M12}, the total sales revenue is
R= or R= .
Assume the average sales of each business is m, the accomplishment of each business takes t month(s), then each place accomplishes business each month, the work-month required globally each month is/are , the total work-month required annually are , the time each sales manager spent overseas (or the time needed to do business) is 12W, the time needed to come back to report their work (or time spent on visiting family and friends) is 12(1-w), w∈(0,1), then the number of permanent sales managers required to be deployed to each subsidiaries is eij= which can be decomposed as follows:
Table 2 The Number of Permanent Expatriates In Each Foreign Subsidiary
The set of expatriates required monthly is E= , where .
Assume Ei (i=1, 2, …,12) signifies the number of expatriates returning to report their work (or to visit family and friends) from January to December each year, then we construct the following mathematical model.
The objective function of the least number of overseas business managers required to be deployed globally is:
(1)
The constraint conditions is: s.t. （2）
Due to the nonidentity of languages used in subsidiaries across the globe and the specificity of overseas business managers, the actual number of expatriates required will be slightly bigger than the optimal one globally speaking. Thus we should reach, under the condition of language barriers, an optimal suitability between local subsidiaries and overseas business managers.
The objective function of the least number of business managers deployed in each subsidiary is:
（3）
The constraint condition is：s.t. （4）
Under the condition that there are increases in business every month, we assume the monthly growth rate of business is a, then the sales goals of each month in a full year are R, R (1+a), …… , R(1+R)12, the total sales revenue of a year is R全= , the sales target of a year can be decomposed as follows:
Table 3 Decomposition of Subsidiary Dynamic Sales Goal
M M2 M3 M4 M5 M 6 M 7 M8 M 9 M 10 M 11 M12
C1 d1 d1(1+a) d1(1+a)2 d1(1+a)3 d1(1+a)4 d1(1+a)5 d1(1+a)6 d1(1+a)7 d1(1+a)8 d1(1+a)9 d1(1+a)10 d1(1+a)11
C2 d2 d2(1+a) d2(1+a)2 d2(1+a)3 d2(1+a)4 d2(1+a)5 d2(1+a)6 d2(1+a)7 d2(1+a)8 d2(1+a)9 d2(1+a)10 d2(1+a)11
C3 d3 d3(1+a) d3(1+a)2 d3(1+a)3 d3(1+a)4 d3(1+a)5 d3(1+a)6 d3(1+a)7 d3(1+a)8 d3(1+a)9 d3(1+a)10 d3(1+a)11
C4 d4 d4(1+a) d4(1+a)2 d4(1+a)3 d4(1+a)4 d4(1+a)5 d4(1+a)6 d4(1+a)7 d4(1+a)8 d4(1+a)9 d4(1+a)10 d4(1+a)11
.. … …….. …….. …….. …….. …….. …….. …….. …….. …….. …….. ……..
Cn dn dn(1+a) dn 1+a)2 dn 1+a)3 dn 1+a)4 dn(1+a)5 dn(1+a)6 dn(1+a)7 dn(1+a)8 dn(1+a)9 dn(1+a)10 dn(1+a)11
In the same way we assume the average sales of each business is m, the accomplishment of each business takes on average t month(s), the time each sales manager spent overseas (or the time needed to do business) is 12W, the time needed to come back to report their work is 12(1-w), then the work-month needed monthly is , the number of people required by foreign subsidiaries can be decomposed as follows:
Table 4 Monthly Requirement of the Number of People by Each Subsidiary
In a similar way, we assume E1 (i=1,2,…,12) represents, starting from the ith month when overseas assignments begin, the number of foreign business managers needed. We set up the following mathematical model:
The objective function of the least number of overseas business managers required to be deployed across the globe is
（5）
The constraint condition is：s.t. （6）
The objective function of the least number of business managers deployed in each subsidiary is
（7）
The constraint condition is ：s.t. （8）
Support personnel in MNC headquarters are an indispensible part for foreign subsidiaries to carry out their business. Those personnel handle business from across the globe; assume each place accomplishes business monthly, and then globally business will be handled monthly, and business in a full year.
Assume each business requires one merchandiser, x plan(s) and y design task(s) on average. Each merchandiser completes o task(s), each planning staff gives p plan(s) monthly, and each technical support personnel accomplishes f design task(s) monthly. Then we need merchandiser(s), planning personnel and design personnel.
Under the condition of full volume of business, and every weekend there are still needs for business support and sales technical support plus a five-day workweek and personnel take turns to have holidays, we take design personnel for example and calculate on a 30-day basis per month, then according to the requirement the number of design personnel needed daily is .
Assume zi (i=1,2,…,7) represents the number of personnel beginning to have holidays from Monday to Sunday, then we construct the following mathematical model.
The minimal number of design personnel required to be deployed is
Min Z=z1+z2+z3+……z7 （9） the constraint condition is ：s.t.
（10）
Similarly, we can work out the optimal number of merchandisers, planning personnel and other types of staffs.
Ⅳ Conclusion and Research Prospect
Based on the target of overseas dynamic market, the knowledge flow of MNCs, the repatriation of expatriates and their career, and the requirement of support personnel of overseas market, this paper sets up a brand-new system of dynamic objective optimization, which provides an operable model or method for the dynamic optimization management of MNC expatriates and which has the following aspects of practical significance.
1 In a global environment of intense competition, the key to success depends on the MNC’s dynamic capability to adjust its strategies or to build new strategies in a short time on the ground of timely modification of market and positioning of competition according to the dynamic business environment in which its foreign subsidiaries operate and the change of intensity and essence of competition. One important step in implementing a series of overseas strategies of a MNC is the dynamic objective adjustment and optimization of expatriates active in its globally dispersed subsidiaries according to its overseas strategic goals to enhance its capacity of strategic responsiveness in foreign markets.
2 The process of dynamic objective optimization between MNC headquarters and foreign subsidiaries will promote knowledge-complement and competence-conversion of expatriates as well as the formation of competitive advantage of the company. As the “blender” and “setter” of knowledge transfer and fusion in the MNC’s global network, expatriates may converse and merge their tacit knowledge accumulated while working overseas with the explicit knowledge of the company to create an extraordinary competitiveness. From the perspective of the promotion of MNC knowledge basis and the formation of competitive advantage, this kind of competitiveness will ultimately lead to the formation of the company’s competitive advantage.
3 To appropriately deploy expatriates according to objective optimization, we can build important human capital for MNC to conduct overseas business. Repatriated after finishing foreign assignments, expatriates often found themselves confronted with such problems as re-adaptation to the working and living environment as well as organizational culture of the parent company, the slash of their salary, relocation etc. In order to give them the opportunity to bring into play what they had learned overseas, making effective use of appreciated human capital, to enhance the return rate of human resource and technological resources, and to develop the careers of expatriates, we have designed in the model variables of training, interaction and re-adaptation to home-country culture for returning expatriates to make them re-accustomed to the culture of the parent company swiftly.
Because transnational operation practice in the western developed countries started early, studies in this domain are rather comprehensive, covering transnational human capital, cross-cultural management, expatiate career and transnational manager transfer, rotation, training etc. Studies on the management of expatriates in our country are still in their infancy, most documents lay their research focuses on cross-cultural management, literature review, personnel selection etc. The innovative points of this paper lay in the fact that from an objective optimization perspective it comes up with a theoretical model which is applicable to the practice for the management of MNC expatriates and from a quantitative perspective it puts up with the overall competitiveness of an MNC in overseas market. The design philosophy of this model covers the dimensions of expatriate requirement based on transnational strategy of MNC, transnational knowledge flow, expatriate career and the interactive support between parent company and its subsidiaries. Still, the design of this model is far from perfect, for example the type of expatriates has not been considered fully, and there is no effective categorization of managerial staff, research staff and business staff, besides the target of this model is over-limited, all of which may be directions for further future research.
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