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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/69814


    Title: 我國企業國際行銷策略聯盟之研究
    Other Titles: Strategic International Marketing Alliances in ROC.
    Authors: 洪順慶;王又鵬
    Contributors: 企業管理研究所
    Keywords: 國際行銷策略聯盟;策略聯盟;管理機制;績效評估
    International strategic marketing alliance;Strategic alliance;Management mechanism;Performance evaluation
    Date: 1995
    Issue Date: 2014-09-11 17:44:14 (UTC+8)
    Abstract: 本研究以策略聯盟的相關文獻作基礎,結合國際策略聯盟的研究成果,以探討企業在進行國際行銷策略聯盟時的運作方式,包括聯盟的動機、選擇伙伴的評估準則、聯盟的類型、管理機制與績效評量,目的在提供國際行銷研究及本國企業進行國際行銷實務上的參考。本研究以多國籍企業與台灣企業之策略聯盟作為研究對象,並採用人員深度訪談進行,共計調查了六大行業的十七家知名企業。 透過文獻探討和個案分析結果,本研究發展出五大命題和十五個子命題,重要結論摘述如下: 1.多國籍公司聯盟的動機幾乎皆是為了進入台灣市場,而本國廠商的動機則可分為組織學習、技術取得與資源整合,而動機不同選擇合作伙伴的評估準則亦不同,如組織學習型者通常會考慮伙伴的品牌形象;技術取得型者則考慮其技術資源的獨特性;但資源整合者,企業規模和經營理念則是相當重要的評估準則。 2.聯盟方式的選擇主要視當地國企業的聯盟動機而定,組織學習型者傾向採契約式或高股權合資的聯盟方式,技術取得型者,傾向採用高股權合資,但若為資源整合型,則傾向採用均等股權或較低股權合資的聯盟方式。 3.多國籍公司對聯盟組織的管理機制,因當地國廠商之不同聯盟動機而有所差異,即當合作動機為組織學習時,傾向採用資訊控制或人員訪視,若為技術取得則傾向採用顧問派駐,若為資源整合則傾向採用經營者派駐的管理機制。 4.多國籍公司對聯盟組織之管理機制亦因聯盟方式之不同而有所差異,即當多國籍公司採用均等股權或高股權合資的合作方式時,傾向於採用經營者派駐的管理機制,若是採用低股權者,則視當地國廠商之合作動機而定。
    The research explores managerial practices of international strategic marketing alliances (ISMA), such as motivation, evaluative criteria for choosing partners, alliance types, management mechanisms, and performance evaluations. Basic research objectives is to understand how ISMA are formed, managed, and improved upon. We obtained 5 propositions and 15 collaries as summarized below: 1. The most important alliance motivation for foreign MNCs is to enter the Taiwanese market. On the other hand, local firms apparently take more factors into account. Firms that are organizational learning oriented, put most weight on partners, brand image. Firms that are know-how acquisition oriented, basically rely upon the uniqueness of technological resources. For those resources integrators partner size and business philosophy are most important. 2. Alliance motivations determine the choice of alliance types. Learning-oriented firms tend to adopt contractual or high-equity joint ventures; Resources integrators prefer to adopt equal- and low-equity joint ventures. 3. MNCs' managerial mechanisms for alliances differ as a result of varying alliance motivation for local firms. MNCs tend to use information control and/or personnel visits for learning-oriented partners; consultant assignments are used for know-how oriented local firms; executive assignments are adopted for resources integrators. 4. Different kinds of alliances also have an impact on how MNCs manage the alliances. For equal- or high-equity the alliances, MNCs tend to assign executives to help run the business; for low-equity cases, it depends on the alliance motivation for the local firms.
    Relation: 行政院國家科學委員會
    計畫編號NSC84-2416-H004-024-D3
    Data Type: report
    Appears in Collections:[企業管理學系] 國科會研究計畫

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