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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/50740
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/50740


    Title: 大陸子公司策略調整之研究─以高科技公司為例
    Authors: 林以婷
    Lin, I-Ting
    Contributors: 于卓民
    林以婷
    Lin, I-Ting
    Keywords: 多國企業組織結構
    子公司角色
    地主國環境
    區位優勢
    Date: 2010
    Issue Date: 2011-09-29 16:31:40 (UTC+8)
    Abstract: 十二五計劃之實施帶動總體與產業環境之改變,影響視大陸為重要市場及預計把握新興產業機會之高科技公司策略作為。本論文採個案研究法,以一家已在大陸經營多年的企業為對象,說明當地主國環境變遷時,大陸子公司是如何調整其角色與價值活動,進一步地,組織是如何重新分工與調配資源,以支持調整後的大陸子公司順利運作。
    本研究提出五個研究結論,分別為:
    1.台灣總部加重大陸子公司的策略領袖角色
    台灣總部為因應環境改變下帶來的商機,逐漸改變大陸子公司過去以銷售為主的定位。隨著大陸子公司資源與能力的增加,台灣總部同時也加重其地主國之策略重要性。
    2.大陸子公司由多活動之單位,朝向策略中心發展
    大陸子公司不僅具有多項的卓越能力,從事之價值範疇活動也相對多元,並有能力提供台灣總部關於地主國的策略性建議。
    3.台灣總部傾向加大授權大陸子公司價值活動之權限
    台灣總部增加大陸子公司在銷售、人事、財務、研發等功能別之權限。
    4.調整後之大陸子公司組織結構,更能集中組織資源
    大陸子公司SBU之新設,有助行銷、研發與製造資源之整合,以及快速回應市場。
    5.技術資源之整合,有助於支援SBU初期之發展
    協同研發中心整合既有軟硬體研發資源,在SBU成立初期開發所需之共同技術。
    最後,本論文也提出相關建議,供其他業者與研究者參考。
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    Description: 碩士
    國立政治大學
    企業管理研究所
    98355028
    99
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0098355028
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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