1970年代之前、台灣產業以勞力密集且較低產值的輕工業、加工出口業為主、1975年台積電赴美國無線電公司（RCA）訓練開啟了半導體之路、發展至今台灣所生產製造之先進晶片占全球73%產能、後段封測占全球53%產能、世界半導體產業供應鏈中台灣居重要地位。台灣政府在2002年開放8吋晶圓廠前往大陸設廠、在勞工成本增加及土地日漸取得不易之考量下、產業開始西進外移大陸發展、相關供應商或設備商亦隨之進行海外提供服務、企業隨著產業海外拓展、設立海外分公司、跟著主要客戶一起走、降低市場風險。
海外設立子公司的目的在處理海外業務及管理當地人員、隨著海外專案日益增加、人員外派需求增加、如何將很海外資源有效利用、提升外派意願以及找出影響外派的關鍵要素、跨國企業運作是否成功外派人員是不可或缺的一環、外派人員的遴選是影響專案執行成果重要因素之一。
本研究藉由文獻回顧、透過海外區域高階主管、企業主、高階經理人及客戶各觀點、整理出公司外派政策、部門組織資源的運用以及遴選適當之外派人員、規劃有效的執行方案。

Before the 1970s, Iindustries in Taiwan were dominated by light labor-intensive industry which is labor-intensive with lower production value, and the processing export industries. In 1975, TSMC went to the U.S. and took received thespecialized training from the Radio Corporation of America (RCA), which has opened our roadthe avenue to semiconductor productions. TodayNowadays, the production of advanced chips in Taiwan have accounted for 73% of the global production capacity, while the subsequent packaging and testing accounted for 53% of the global production capacity. Taiwan occupies an important position in the world's semiconductor industry supply chain. In 2002, the Taiwan government allowed the 8-inch wafer fabrication plants to be set up in China. Since then, the industry began to move collectively westward to China, due to the increase in labor costs and the rising difficulty of acquiring lands for building plants. It has led the related suppliers and equipment vendors to provide services overseas. With this overseas expansion, many companies followed their main clients to set up overseas subsidiaries in order to reduce market risks.

The purpose of setting up overseas subsidiaries is to handle overseas business and manage local personnel. With the increasing number of overseas projects, the demand for expatriate assignments increases as well. Since the selection of expatriates is one of the important factors that affect the results of project implementation, how to use overseas resources effectively, and to find the key influential points which might increase the willingness of personnel to assign as expatriates, become indispensable parts which lead to the possible success for these newly set-up, multinational corporations.

This research aims to use literature reviewadopts the method of interviews to gain primary , through the perspectives of from c-level executives, business owners, senior managers and customers in overseas regions, and therefore to sort outformulate the expatriate policy among enterprises, the ways of using deploiting organizational resources, in order to generate an effective implementation solution on the selection of appropriate expatriates.

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