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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/67567
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/67567


    Title: 臺商在捷克營運管理之研究
    How Taiwanese Firms Operate in Czech Republic
    Authors: 江宛臻
    Contributors: 于卓民
    江宛臻
    Keywords: 國際企業
    臺商在捷克
    營運管理
    Date: 2013
    Issue Date: 2014-07-21 15:33:56 (UTC+8)
    Abstract:   捷克從市場開放至今,是許多從事資訊電子業的臺商在歐洲投資首選地。學術界關於捷克經貿的研究甚多,但對於臺商實際於捷克營運的個案研究極少,因此本研究企圖著眼於臺商在捷克實際營運案例,說明臺商過往至今所面臨的問題挑戰及應對方法,提供有意至捷克投資企業的參考。
      本研究分別針對公司的能力、地主國的環境、國際化的動機對臺商在捷克的經營方式有何影響,進行討論,進而提出結論與建議。
      研究結果顯示,臺商在捷克的營運管理上,碰到最大的困難與挑戰為捷克的法規與文化。法規的部份,捷克的勞工法較臺灣嚴格,員工申訴的管道也相行暢通。文化方面,捷克勞工公私分明,不會願意為公司犧牲私人時間加班。故臺商後來多與越南的勞力仲介公司合作,並聘請一位捷克籍的人事經理,擔任勞資雙方的橋樑。不過總體來說,捷克籍的員工對於權威的服從性高,所以管理起來相對容易。
    Czech Republic, from its market opening until now, has become the primary investment target for many Taiwanese ICT firms. Lots of research has discussed the business trading in Czech. Nonetheless, few works mention the practical operations of Taiwan-based firms. This research aims at studying the cases of Taiwanese firms operating in Czech, and illustrating the difficulties and the corresponding solutions as the reference for other firms who intend to invest in Czech in the near future.
    Research outcomes indicate that the biggest challenge Taiwanese firms face is the regulations and culture. From the aspect of regulations, Czech has a more restrictive code of conduct on labors. In addition, labors’ claims in Czech are much easier. From the aspect of culture, labors in Czech distinguish the company’s interests from their own by not sacrificing their private time for overtime. With above, Taiwanese firms then increasingly cooperate with Vietnamese manpower agencies and at the same time hire a Czech human resource manager as the bridge between the workforce and management. Generally speaking, Czech labors are more obedient to superior orders and thus are much easier on management.
    Reference: 一、中文部分
    1. 于卓民 (2014),國際企業:環境與管理(四版),台北:華泰文化。
    2. 方至民(2006),國際企業管理:建構全球營運優勢,台北:前程文化出版。
    3. 方至民、鐘憲瑞,(2006),策略管理:建立企業永續競爭力,台北:前程文化。
    4. 王婉芬(1994),「制度學派與組織制度化的探討」,台灣大學社會研究所碩士論文。
    5. 吳青松(1996),國際企業管理-理論與實務,台北:智勝文化事業。
    6. 吳青松(1999),國際企業管理理論與實務,台北:智勝文化事業有限公司。
    7. 林元吉(2000),「角色壓力源、焦崩對組織承諾的影響-兩岸資訊從業人員之比較研究」,國立中央大學資訊管理研究所碩士論文。
    8. 吳思華 (2000),策略九說:策略思考的本質(三版),台北:城邦文化。
    9. 林鉦棽,黃耀慶(2003),「組織資本與脈絡/任務績效、領導績效及團隊績效之關係—資源基礎理論及交易成本之觀點」,國立屏東科技大學企業管理系人文、科技、E世代人力資源發展學術研討會論文集。
    10. 胡漢揚(2006)「企業政商關係對股價之影響」,國立政治大學企業管理研究所碩士論文。
    11. 格林芬(Griffin R. W.)、普斯泰(Pustay, M.W.) (2002),于卓民編譯,國際企業: 管理導向,台北:台灣培生教育出版有限公司。
    12. 陳惠芳 (1998),「組織正當性、組織學習、與組織同形之關係研究-制度理論整合觀點」,國立台灣大學商學研究所博士論文。
    13. 莊婷婷(2008),「文化差異對跨文化溝通之影響-以台德商務溝通為例」,國立高雄第一科技大學應用德語所碩士論文。
    14. 陳錦輝(2000),「應用資源基礎理論探討經營策略與競爭優勢:以高雄港為例」,國立中山大學人力資源管理研究所碩士論文。
    15. 蓋如蒂 (2011),「經營電子商務之研究-以高科技公司為例」,國立政治大學企業管理碩士學程碩士論文。
    16. 鄭得興、胡麗燕 (2012),「捷克的中國移民及越南移民之比較--社會融合的觀點」,巴黎視野季刊,第20期,頁14-20。
    17. 賴榮仁,(1985),「美日在台企業管理技術移轉之研究」,國立政治大學企業管理研究所博士論文。
    18. 經濟部投資業務處 (2013),捷克投資環境簡介,台北:經濟部。

    二、英文部分
    1. Anderson, E. and H. Gatignon (1986) “Mode of Foreign Entry: A Transaction Cost Analysis and Proportions,” Journal of International Business Studies, 17(3), 1-26.
    2. Barney, J. B. (1991), “Firm Resources and Sustained Competitive Advantage,” Journal of Management, 17(1), 99-120.
    3. Barney, J. B. (1986). “Strategic Factor Markets: Expectations, Luck, and Business Strategy,” Management Science, 32, 1231-1241.
    4. Collis, D.J. (1991), “A Resource-Based Analysis of Global Competition, The Case of The Bearing Industry,” Strategic Management Journal, 12, 49-68.
    5. Chen, M. (1995), Asian Management Systems: Chinese, Japanese and Korean Styles of Business, NY: Routledge.
    6. Contractor, F. J. and S. K., Kunda (1998), “Mode Choice in a World of Alliances: Analyzing Organization Forms in the International Hotels Sector,” Journal of International Business Studies, 29(2), 325-358.
    7. Davidson, W. H (1980), “The Location of Foreign Direct Investment Activity: Country Characteristic and Experience Effect,” Journal of International Business Studies, 11(2), 9-22.
    8. Deresky, H. (1994), International Management: Managing Across Borders and Cultures, NY: HarperCollins College Publishers.
    9. Day, G.S. (1984), Strategic Market Planning: The Pursuit of Competitive Advantage, Twin Cities, MN: West Publishing Company.
    10. DiMaggio, P. J. and W. W. Powell (1983), “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality,” American Sociological Review, 48(2), 147-160.
    11. Davis P.S, Desai A.B, & Francis J.D. (2000). “Mode of International Entry: an Isomorphism Perspective,” Journal of International Business Studies, 31,239-258.
    12. Grant, R.M. (1991) ”The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, 33(3), 114-135.
    13. Hill, C. W. L., Hwang, P. and W. Kim (1990), “An Eclectic Theory of the Choice of International Entry Mode,” Strategic Management Journal, 11(2), 117-128.
    14. Haveman, H. A. (1993), “Follow the leader: Mimetic isomorphism and entry into new market,” Administrative Science Quarterly, 38, 593-627.
    15. Hofstede, G. (1991), Cultures and Organizations: Software of the Mind, NY: McGraw-Hill.
    16. Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-Related Values, Thousand Oaks, CA: Sage Publications.
    17. Katz, D. and R. L. Kahn (1978), The Social Psychology of Organizations, New York: Wiley.
    18. Kostova, T. & S. Zaheer. (1999), “Organizational Legitimacy under Conditions of Complexity: The Case of the Multinational Enterprise,” Academy of Management Review, 24, 64-81.
    19. Meyer, J. W., & Rowan, B. (1977), “Institutionalized organizations: Formal structure as myth and ceremony,” American Journal of Sociology, 83, 340-363.
    20. Mizruchi M.S., Fein L.C. (1999), “The Social Construction of Organizational Knowledge: A Study of the Uses of Coercive, Mimetic, and Normative Isomorphism,” In: Administrative Science Quarterly, 44(4), 653-683.
    21. March, J. G. (1991), “Exploration and Exploitation in Organization learning,” Organization Science, 2, 71-87.
    22. Nelson, R. & S. Winter (1984), An Evolutionary Theory of Economic Change, Cambridge: Belknap Press
    23. Nonaka, Ikujiro. (1994), “A Dynamic Theory of Organizational Knowledge Creation,” Organization Science, 5(1), 14-37.
    24. Nath, R. (1988), Comparative Management: A Regional Perspective, New York: Ballinger Publishing Company.
    25. Oliver, C. (1997), “Sustainable competitive advantage: Combing institutional and resource-based views,” Strategic Management Journal, 18(9), 697–713.
    26. Oliver, C. (1991), Strategic Responses to Institutional Processes, The academy of Management Review, 16(1), 145-179.
    27. Penrose, E. T. (1959), Theory of the Growth of the Firm, Oxford: Oxford University Press.
    28. Redding, S. G. (1994), “Comparative Management theory: Jungle, Zoo or Fossil Bed?” Organization Studies, 15(3), 323-359.
    29. Root, F. R. (1982), Foreign Market Entry Strategies, NY: Amacom.
    30. Reed, R. & R. J. DeFillippi (1990),”Casual Ambiguity, Barriers to Imitation and Sustainable Competitive Advantage,” Academy of Management Review, 15(1), 88-102.
    31. Scott, W. R. (1995), Institutions and Organizations, Thousand Oaks, CA: Sage Publications.
    32. Scott, W. R. (1994). Economic and political integration in Europe : internal dynamics and global context. Cambridge: Blackwell Publishers.
    33. Scott, W. R. (1987), “The adolescence of institutional theory,” Administrative Science Quarterly, 32, 493-511.
    34. Simonin, B. L. (1999), “Transfer of marketing know-how in international strategic alliances: An empirical investigation of the role and antecedents of knowledge ambiguity,” Journal of International Business Studies, 33(3), 463-490.
    35. Shenkar, O., & Von Glinow,M. A. (1994), “Paradoxes of organizational theory and research: Using the case of China to illustrate national contingency,” Management Science, 40(1), 56-71.
    36. Wernerfelt, B. (1984), “The Resource-based View of the Firm,” Strategic Management Journal, 5(2), 171-180.

    三、網站部分
    1. 全球台商服務網,網址:http://twbusiness.nat.gov.tw/countryPage.do?country=PL
    2. The Hofstede Centre,網址:http://www.geert-hofstede.com
    3. 駐捷克台北經濟文化代表處Taipei Economic and Cultural Office, Prague, Czech,網址:http://www.roc-taiwan.org/CZ/mp.asp?mp=146
    Description: 碩士
    國立政治大學
    企業管理研究所
    100355028
    102
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G1003550281
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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