Unlike former Taishang （Taiwanese investors）studies, which mainly focuse on the context of operation in Taiwanese enterprises, this paper attempts to examine the work experiences of Taiwanese skilled workers in a Chinese state-owned enterprise from the perspective of institutionalization. Although the Chinese central government has started the reform of marketization since 1978, the state-owned enterprises in post-socialist China are still largely controlled by Chinese Communist Party. That is, the Chinese Communist Party is still capable of shaping the rules of the game in the state-owned enterprises through formal and informal regulations, such as rewarding systems and informal rules. Under these circumstances, the Taiwanese skilled workers with relatively more competence and experience still have to follow the rules and behave like a Chinese to obtain the legitimacy in the state-owned enterprises. In a “red” enterprise as the case presented in my study, the Taiwanese skilled workers would have the behavioral model of “semi-party member”, and act as “a Chinese who loves the nation and its party”. Consequently, it is difficult for them to apply the former Taiwanese communication model in Chinese state-owned enterprises. However, in the personal territories, such as the dormitory, foot bath shops, and restaurants, the Taiwanese skilled workers behave differently in the back stage and actively seek an inner expression of “self-recognition” in their living space. By complaints and gossips, they constantly challenge the pressure and authority imposed by the institutional structures. Such behavior differences of the Taiwanese skilled workers in the front and back stages not only highlight the presentation of self in institutionalization, but also increase our understanding of organization theories regarding what would happen on the back stage.
Keyword: Taiwanese skilled workers , migration , state-owned enterprises, institutionalization, , Chinese party regime.