本研究探討儒家與道家工作價值觀如何透過「個人-組織契合」(Person-Organization Fit, P-O Fit) 理論，影響國際專業人才對亞洲職場的吸引力。研究訪談15位具備亞洲文化經驗、並有意從事跨國職涯的國際人才，採用Braun與Clarke（2006）所提出的反思性主題分析法，歸納出四大主題與22個次主題。研究發現，「領導願景」、「自主性」、「和諧」以及「尊重差異」等價值觀，對吸引與留任國際人才扮演關鍵角色。透過台積電於美國擴張案例的分析，進一步揭示階層制度、溝通模式與工作生活平衡等文化落差，可能對全球化人才策略造成挑戰。本研究建議東亞企業可藉由重新詮釋自身文化價值，融合包容與彈性管理理念，以培育更具全球適應性的職場環境，實現永續的國際成長。

This study examines how Confucian and Taoist work values shape workplace attractiveness for international professionals, using the framework of person-organization fit (P-O Fit) theory. Using qualitative data from 15 interviews with globally oriented talents familiar with Asian culture, the study applies Braun and Clarke’s (2006) reflexive thematic analysis to identify four major themes and 22 subthemes. Findings suggest that values such as visionary leadership, autonomy, harmony, and respect for diversity play key roles in both attracting and retaining talent. Through a case study of TSMC’s U.S. expansion, the research illustrates how cultural misalignments, particularly around hierarchy, communication, and work-life balance, can undermine global talent strategies. Recommendations are offered to help East Asian companies integrate their cultural heritage with inclusive, globally adaptive practices. By reframing Confucian and Taoist values through a cross-cultural lens, organizations can foster environments that support sustainable international growth.

Thesis Validation Letter i
Acknowledgements ii
Abstract (Chinese) iii
Abstract (English) iv
Table of Contents v
Table of Figures viii
Table of Tables ix
List of Acronym x
Introduction - 1 -
1. Literature Review - 5 -
1.1　Confucianism and Taoism - 7 -
1.1.1 Confucianism - 7 -
1.1.2 Taoism - 8 -
1.1.3 The complementarity between Confucianism and Taoism - 10 -
1.2　Confucian and Taoist Work Values - 12 -
1.2.1 Confucianism Work Values - 12 -
1.2.2 Taoism Work Values - 13 -
1.2.3 Measuring Confucian and Taoist Work Values - 15 -
1.3　Person-Organization Fit (P-O Fit) Theory - 16 -
1.3.1 Defining Person-Organization Fit - 17 -
1.3.2 Application of Subjective P-O Fit in This Study - 18 -
1.4　TSMC as a Case Study - 19 -
1.4.1 Company Background - 20 -
1.4.2 Corporate Expansion - 21 -
1.4.3 Corporate Culture - 25 -
1.4.4 Relevance to This Study - 26 -
2. Research Methodology - 28 -
2.1 Methodological Approach - 29 -
2.2 Interview Design - 39 -
2.2.1 Cultural Background & Exposure - 39 -
2.2.2 Personal Work Values & P-O Fit Orientation - 40 -
2.2.3 Cultural Attractiveness & Retention Intent - 41 -
2.2.4 Hypothetical Fit Scenario: TSMC - 43 -
2.3 Participant Selection - 44 -
3. Empirical Data & Analysis - 49 -
3.1　Theme One: Confucianism Work Value - 52 -
3.1.1 Loyalty - 53 -
3.1.2 Harmony - 55 -
3.1.3 Moral Duty - 58 -
3.1.4 Righteousness & Integrity - 60 -
3.1.5 High Expectations - 63 -
3.1.6 Visionary Leadership - 66 -
3.1.7 Relational/Familial Culture (Guanxi) - 68 -
3.1.8 Hierarchy/Power Distance - 70 -
3.1.9 Summary - 73 -
3.2　Theme Two: Taoism Work Value - 74 -
3.2.1 Wu Wei (Non-action) - 76 -
3.2.2 Non-contention - 77 -
3.2.3 Simplicity & Humility - 80 -
3.2.4 Autonomy & Flexibility - 82 -
3.2.5 Emotional Balance - 84 -
3.2.6 Respect for Diversity - 86 -
3.2.7 Summary - 89 -
3.3　Theme Three: Person-Organization Fit - 90 -
3.3.1 Value Congruence - 92 -
3.3.2 Interactional Style Fit - 94 -
3.3.3 Task/Autonomy Fit - 96 -
3.3.4 Climate Fit - 99 -
3.3.5 Summary - 101 -
3.4　Theme Four: Talent Attraction and Retention - 102 -
3.4.1 Retention Factors - 103 -
3.4.2 Push Factors / Red Flags - 107 -
3.4.3 Career Development / Growth Potential - 110 -
3.4.4 Summary - 112 -
3.5　Integration with Case Study: TSMC - 113 -
3.5.1 Global Expansion & U.S. Setbacks - 114 -
3.5.2 Culture Clash at the U.S. Fab - 121 -
3.5.3 Managerial Issues Identified from the Case - 126 -
3.5.4 Recommendations for Improvement Based on Research Insights - 131 -
3.6　Limitation and Future Research - 142 -
Conclusion - 145 -
References - 150 -

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