本研究以社會交換理論為理論基礎，探討台資企業將陸籍員工外派至東南亞時，組織所提供的外派資源如何影響這些第三國員工的外派意願。研究整合Borstorff等人(1997)提出的組織外派支持構面，並依據社會交換理論觀點，將組織外派資源重新分類為關係型資源、協助型資源與保障型資源三類，驗證不同類型資源對外派意願的影響差異。 研究對象為任職於台資企業在中國子公司的陸籍員工，透過問卷調查共收集 382 份有效問卷，並以統計方法進行分析。研究結果驗證並支持了主要假設：關係型資源與協助型資源對提升陸籍員工前往東南亞的外派意願具有顯著正向關係。然而，保障型資源雖然被員工認為是重要的基本門檻，但統計分析顯示與外派意願未有顯著的關係。此結果顯示，對陸籍員工而言，外派決策已超越單純的物質補償，他們更重視此經歷對其長期職涯發展的價值(關係型資源)，以及組織能否提供足夠的支援，協助他們有效克服跨文化適應與家庭安置等實際障礙(協助型資源)。 研究結果證實了社會交換理論在外派情境中的適用性，即當員工感知到組織提供能促進其發展、降低其不確定性的特定資源時，更願意以接受外派任務作為回報。本研究結論為台資企業擬定相關外派政策提供了明確的理論依據，並依此提出未來研究之建議。;Based on social exchange theory， this study explores how organizational expatriate resources affect the expatriation willingness of Mainland Chinese employees as third-country nationals (TCNs) when Taiwanese-invested enterprises assign them to Southeast Asia. Integrating the dimensions of organizational expatriate support proposed by Borstorff et al. (1997) and reclassifying organizational expatriate resources into three categories， i.e.， relational resources， assistance resources， and guarantee resources. From the perspective of social exchange theory， this study aims to verify the relationships among different types of resources and expatriation willingness. The research subjects are mainland Chinese employees working in Chinese subsidiaries of Taiwanese-invested enterprises. A total of 382 valid questionnaires are collected through survey and data are analyzed. It is found that relational resources and assistance resources are positively related to mainland Chinese employees′ willingness to be expatriated to Southeast Asia. However， being regarded as a basic threshold by employees， guarantee resources are not significantly related to their expatriation willingness. These results indicate that for Mainland Chinese employees， expatriation decisions go beyond simple material compensation. They value more on the long-term career development value of this experience (relational resources) and whether the organization can provide sufficient support to help them effectively overcome practical obstacles such as cross-cultural adaptation and family relocation (assistance resources). Drawn on the findings， managerial implications for Taiwanese-invested enterprises and suggestions for future research are thus discussed.
