抄録
This paper is based on fieldwork and interviews with 29 Taiwanese long-tenured managers and six Japanese expatriates working at large Japanese manufacturing companies in Taiwan. Findings from the fieldwork indicate that there is a crucial element to understand how those Taiwanese managers acquired their present managerial positions. The reason for their success is that those managers actively participated in creating a “field” with Japanese expatriates. In other words, through a process of working for many years and sharing experiences with Japanese expatriates, Taiwanese managers who participated in creating a “field” within Japanese companies consciously or unconsciously assumed a core role within the organization.
