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    Title: 在地主國擴張策略之研究─以電子公司在大陸經營為例
    The study of expansion strategy in host country -- electronics companies operating in mainland China
    Authors: 黃連榮
    Contributors: 于卓民
    黃連榮
    Keywords: 地主國擴張策略
    Date: 2012
    Issue Date: 2013-04-01 14:37:29 (UTC+8)
    Abstract: 中國大陸自1978年經濟改革開放以來,即成為台商在外投資的主要地點。依照經濟部統計的資料來看,這樣的投資趨勢仍持續至今,台商赴大陸投資的金額且逐年不斷升高;但是隨著大陸經濟的成長,大陸政府以及廠商對於台商的態度也產生了巨大的轉變,從早期的「招商引資」變為今日的「選商選資」,但是隨著台商對大陸市場的依賴程度越來越高,即使經營環境變差的現在,部分台商逐漸從早期「選擇」進入大陸市場變為今日「被迫」留在大陸市場。
    但是即便是大陸經營環境變差的現在,仍有許多的台商在大陸保持優異的經營績效以及高度的競爭力,故本研究希望藉由個案研究法,來探討這些成功企業的經營模式,以從其成功模式歸納出值得其他企業參考的經營模式,故本研究針對(1)「影響在地主國擴張策略之因素為何?」;以及(2)「在地主國執行擴張策略時,遭遇經營問題之解決方案為何?」兩個問題進行研究。
    為了讓研究有其參考價值,本研究選擇了在大陸有多年經營經驗以及許多成功經營案例的LM公司進行資料蒐集,並取得了高階管理經營層的訪談的機會,蒐集了五個大陸經營案例的詳細資料。依序有1994年成立之「大連保稅區路邁順國際貿易有限公司」、2000年成立之「大連保稅區新樂國際工貿有限公司」以及「威茂電子(深圳)有限公司」、2002年之「巨路電腦設備(上海)有限公司」、2003年成立之「捷盛電子(蘇州)有限公司」等五個案例。同時本研究將海外經營的流程分為「營運環境」、「資源與能力」、「策略構想」、「初期擴張策略」、「經營問題」、「修正方案」、「績效」等七個構面,以之解析上述之個案,深入並全面地了解LM公司在各個重要環節的經營模式。
    經過上述五個個案大量且深入的資料蒐集,並使用本研究之研究架構解析以及歸納後,本研究有了以下的發現:(1)如同趙郁文(2000)整理各家學者之研究而提出的,企業往往會因為外在因素的影響而產生至他國經營之動機,因此在決定是否至國外經營以及選擇至何處擴張時,企業須更全面以及客觀的蒐集外在環境的資訊;但是如同資源基礎理論相關學者所提,企業內部的資源以及能力的差異才是影響企業營運績效差異的主因。因此企業在決定進行母國外之擴張後,仍應權衡自身的能力,並藉由國際經營的經驗累積不斷地培養自身的能力;以及(2)相較於在母國這樣熟悉的營運環境,企業在母國外經營必定會遇到較為嚴重的問題,這些問題避無可避,且有可能重複發生,經營者必須建立起這樣的經營心態。而在提出解決方案時,須考慮到時效性以及永續性,意即企業須考慮在盡量短的時間內提出可以「治標」的解決方案,以立刻止血避免其影響層面持續發酵;但是為求在母國之外永續經營,企業也必須結合自身的策略制定出中、長期的規劃,提出「治本」之方案。並可以不斷地透過解決問題的經驗的累積,增加其經營的能力,以期未來可以更快速、有效的發展解決方案。
    Reference: 中文部分
    1. 尚榮安譯(Robert K. Yin)(2001),個案研究法,台北:弘智文化。
    2. 趙郁文(2000),國際企業管理:系統化理論與分析,台北:華泰文化。
    網站
    1. 行政院主計總處網站,http://www.dgbas.gov.tw/mp.asp?mp=1
    2. 經濟部統計處網站,http://www.moea.gov.tw/Mns/dos/home/Home.aspx
    3. IEK產業情報網站,http://ieknet.iek.org.tw/
    英文部分
    1. Barney, J. B. (1991), “Firm Resources and Sustained Competitive Advantage,” Journal of Management, Vol. 17, No. 1, 99-120.
    2. Buhner, R. (1987), “Assessing International Diversification of West German Corporations,” Strategic Management Journal, Vol. 8, 25-37.
    3. Collins, J.M. (1990), “A Market Performance Comparison of U.S. Firms Active in Domestic, Developed and Developing Countries,” Journal of International Business Studies, Vol. 21, Second Quarter, 271-287.
    4. Contractor, F.J. & Kundu, S.K. (1998), “Modal Choice in a World of Alliances: Analyzing Organization Forms in the International Hotels Sector,” Journal of International Business Studies, Vol. 29, No. 2, 325-358.
    5. Davidson, W. H. (1982), Global Strategic Management, New York: John Wiely and Sons.
    6. Delios, A. & Beamish, P. W. (2001), “Survival and Profitability: the Roles of Experience and Intangible Assets in Foreign Subsidiary Performance,” Academy of Management Journal, Vol. 44, No. 5, 1028-1038.
    7. Delios, A. & Henisz, W. (2000), “Japanese Firms’ Investment Strategies in Emerging Economies,” Academy of Management Journal, Vol. 43, No. 3, 305-323.
    8. Eisenhardt, K. M.(1989), “Building Theories from Case Study Research,” Academy of Management Review, Vol. 14, No. 4, 532-550.
    9. Gaba, V., Y. Pan & G. R. Ungson (2002), “Timing of Entry in International Market: An Empirical Study of U.S. Fortune 500 Firms in China,” Journal of International Business Studies, Vol. 33, No. 1, 39–55.
    10. Grant, R. M. (1991), “The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, Vol. 33, No. 3, 114-135.
    11. Hamel, G. & Prahalad, C.K. (1990), “The Core Competence of the Corporation,” Harvard Business Review, May-June, 79-91.
    12. Luo, Y. & Peng, M. W. (1999), “Learning to Compete in a Transition Economy: Experience, Environment, and Performance,” Journal of International Business Studies, Vol. 30, No. 2, 269-296.
    13. Michel, A. & Shaked, I. (1986), “Multinational Corporations Versus Domestic Corporations: Financial Performance and Characteristics,” Journal of International Business Studies, Vol. 17, No. 3, 80-100.
    14. Penrose, E. T. (1959), The Theory of the Growth of the Firm, London: Basil Blackwl
    15. Porter, M. E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: The Free Press.
    16. Prasad, P. & Kang, R. C. (1996), “Ownership Strategy for a Foreign Affiliate: An Empirical Investigation of Japanese Firms,” Management International Review, Vol. 36, No. 1, 45–65.
    17. Ramaswamy, K. (1995), “Multinationality, Configuration, and Performance: A Study of MNEs in the U.S. Drug and Pharmaceutical Industry,” Journal of International Management, Vol. 1, No. 2, 231-253.
    18. Sambharya, R. B. (1995), “The Combined Effect of International Diversification and Product Diversification Strategies on the Performance of US-Based Multinational Corporations,” Management International Review, Vol. 35, No.3, 197-218.
    19. Tan, B. & Vertinsky, I. (1996), “Foreign Direct Investment by Japanese Electronics Firms in the United States and Canada: Modeling the timing of entry,” Journal of International Business Studies, Vol. 27, No. 4, 655–681.
    20. Wan, C. C. (1998), “International Diversification, Industrial Diversification and Firm Performance of Hong Kong MNCs,” Asia Pacific Journal of Management, Vol. 15, No. 2, 205-217.
    21. Wernerfelt, B. (1984), “A Resource-based View of the Firm,” Strategic Management Journal, Vol. 5, 171-180.
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    100932003
    101
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0100932003
    Data Type: thesis
    Appears in Collections:[經營管理碩士學程EMBA] 學位論文

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