日本與台灣之間的企業文化及工作環境差異研究

Abstract

隨著全球化加速勞動力的流動，理解不同國家工作環境之間的差異變得愈加重要。日本與台灣作為亞洲的兩大經濟體，雖然在文化與歷史上有密切聯繫，卻在工作環境、企業管理風格與勞動市場結構方面展現出顯著差異。日本企業傳統上具有終身雇用、年資晉升制度，以及對企業忠誠的高度重視；相對地，台灣企業則較傾向採用彈性管理方式、以績效為基礎的升遷制度，以及更高的員工流動性。為探討此類差異，本研究訪談了七位來自不同行業與年齡層、擔任經營與管理職的參與者，其中四位來自日本，三位來自台灣。研究聚焦於不同世代對請假制度與職場文化的觀點，呈現多層次的職場動態。特別是年輕一代的管理者提供了對休假、福利、溝通方式與工作與生活平衡的文化態度，進一步反映出更深層的社會價值觀。本研究透過質性研究方法與文獻回顧，結合雙方管理階層的訪談內容，分析日台職場環境的主要差異。分析焦點包括企業管理模式、勞動市場條件、職場文化以及員工職涯發展。研究進一步指出，雖然制度與管理架構確實勾勒出職場環境的基本輪廓，但員工本身的態度、價值觀與期望，以及更廣義的國家文化特質，也深刻地影響了實際的職場樣貌。這些「人的因素」與文化背景，往往在制度之外，產生調節、強化甚至凌駕其上的作用。透過這些對比的分析，本研究提供了企業優化管理策略與求職者規劃日台職涯選擇的重要參考。同時也提出實務建議，協助企業因應全球勞動環境與職場期待的持續變化。With globalization accelerating workforce mobility, understanding differences in work environments across countries has become increasingly important. Japan and Taiwan, two economic powerhouses in Asia, share cultural and historical ties but exhibit significant differences in workplace environments, corporate management styles, and labor market structures. Japanese companies are traditionally characterized by lifetime employment, a seniority-based promotion system, and a strong emphasis on corporate loyalty. In contrast, Taiwanese companies tend to adopt more flexible management approaches, merit-based promotions, and higher employee mobility. To explore these differences, interviews were conducted with seven participants in executive and managerial positions, representing a range of industries and age groups—four from Japan and three from Taiwan. This study highlights generational perspectives and cultural expectations regarding leave practices, offering a nuanced understanding of workplace dynamics. In particular, insights from younger-generation managers shed light on how cultural attitudes toward time off, welfare, communication, and work-life balance reflect broader societal values. Through a qualitative research approach and literature review, this study examines key differences between Japanese and Taiwanese work environments by incorporating interviews with management-level employees from both countries. The analysis focuses on corporate management models, labor market conditions, workplace culture, and employee career development. The study further suggests that while structural and managerial models shape the framework of workplace environments, the attitudes, values, and expectations of individual employees—as well as broader national cultural norms—play a crucial role in shaping actual workplace dynamics. These human and cultural factors often mediate, reinforce, or even override the effects of institutional systems. By analyzing these contrasts, this research offers valuable insights for businesses seeking to optimize management strategies and for job seekers considering career opportunities in Japan or Taiwan. It also provides practical recommendations for companies aiming to adapt to the evolving global labor landscape and shifting workplace expectations.