[ 英文摘要 ]

In the past, Taiwanese small and medium-sized enterprises used to adopt vertical labor division within pulling network, rely on a large amount of outsourcing to complete the production. After setting up business in China, they incline to adopt the hired labor mode of production in the factory. This study discuss the labor regime of Taiwanese bicycle business in the different environment between China and Taiwan, including how do the same industry organize production in different places, how to use the workforces from different backgrounds, and what's their power relationship with Chinese staff, through qualitative fieldwork and in-depth interview in Shenzhen, Shanghai, Jiangsu, Zhejiang.

There are three important factors effected the labor regime of the Taiwanese business in China, as the characteristic of the labor market, the change of production organization, and the difference of culture backgrounds. First, the labor market of China offers a large amount of low-priced workforces while Taiwanese business and Chinese local bureaucrat have relationship of intergrowth, which formed 'state absentionism' in the Chinese labor market and construct the labor regime of Taiwanese business in China as 'market despotic regime'. Second, in the ‘global commodity chain', it is the low technical labor's intensive activity in production that Taiwanese business engaged in China, so they adopt the Taylor production organization to suit the low-end products under the labor division in Taiwan and China, and because of the competition of the products in market are relatively fierce, producer must reduce the work condition in order to improve the competitiveness, which cause the higher employee turnover rate. Third, culture difference makes Taiwanese business difficult to trust Chinese staff and become more autocratic and militarized in management. All those cause the ideological effect of the labor regime of Taiwanese business result as ' temporary labor consciousness '.