隨著全球供應鏈的深度整合，日系企業在東亞市場的營運正面臨前所未有的挑戰。本研究以精密化學材料產業的日系個案公司(J公司)為研究對象，探討其在顯示器產業高度集中於東亞四國(台、中、韓、日)之特殊產業屬性，以及東亞儒家文化圈的背景下，如何平衡母國總部的嚴謹制度與在地市場的高速競爭需求。本研究旨在解構日系企業在全球產業群聚與跨國文化衝突間的調適歷程，並針對決策權力、制度磨合、技術傳承與領導行為提出實證發現。 本研究採用個案研究法，透過與七位跨國高階主管進行深度訪談，結合跨文化管理理論、EPRG 模型與心理契約理論進行橫向辯證。研究發現，J公司在東亞區域的成功轉型，源於一套「核心價值全球一致，執行流程在地轉譯」的動態管理模型，成功將日系管理靈魂嵌入東亞產業鏈的脈絡中。本研究針對日系跨國企業經營者提出四項管理建議，分別為推動授權型總部轉型、培養具備轉譯能力的中間管理層、落實核心人才的全球參與，以及將例外管理制度化。本研究不僅補足了日系企業在東亞區域管理實務的質性研究缺口，亦為身處高度競爭群聚產業中的跨國企業，在異質文化下的制度移植提供實務指引。;With the deep integration of global supply chains， the operations of Japanese multinational corporations (MNCs) in the East Asian market face unprecedented challenges. With the example of Corporate J， a Japanese firm in the fine chemical materials industry， this study explores how MNCs balance the rigorous management systems of its corporate headquarters with the high-speed competitive demands of local markets. The research is situated within the unique context of the display industry which is highly concentrated in four East Asian Confucian Culture Circle， including Taiwan， China， Korea， and Japan. It aims to deconstruct the adaptation process of Japanese MNCs amidst global industrial clustering and cross-cultural conflicts， specifically examining decision-making power， institutional friction， knowledge transfer， and leadership behavior. In-depth interviews with seven multinational senior executives are conducted for data collection. The findings indicate that Corporate J’s successful transformation in East Asia stems from a dynamic management model characterized by globally consistent core values and locally translated execution processes， effectively embedding the essence of Japanese management into the regional industrial ecosystem. Drawn on the findings， managerial implications and recommendations for future research are thus discussed.
