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題名:國際策略之執行:子公司角色與控制機制、營運能力關係之研究
作者:林少龍
作者(外文):Shao - Lung Lin
校院名稱:中國文化大學
系所名稱:國際企業管理研究所
指導教授:謝安田
學位類別:博士
出版日期:2000
主題關鍵詞:國際策略子公司角色控制機制區位組態協調程序正義international strategyrole of subsidiarycontrol mechanismconfigurationcoordinationprocedure justice
原始連結:連回原系統網址new window
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  • 點閱點閱:34
本研究的目的是以子公司的觀點,建立一個較有系統及周延的理論分析架構,試圖更完整的解釋多國籍企業如何將子公司角色與其控制機制及營運能力加以配適,以達成國際策略的有效執行,並以在台外商子公司為對象進行實證研究。實證結果支持此一理論架構的內部一致性與解釋能力,同時獲得四項重要結論:
1.根據整合-回應架構,多國籍企業賦予子公司的策略角色可以分成4種類型,分別為沉寂型、主動型、獨立型以及被動型。表示多國籍企業在執行國際策略時會賦予子公司差異化的角色。
2.以各種角色中績效最佳3家子公司為樣本的分析結果,支持不同角色間存在顯著差異化的集權化、正式化、社會化、區位組態及協調的理想組合。表示多國籍企業對其子公司採取差異化控制機制與營運能力的理想組合者,最能有效執行國際策略。
3.母公司對子公司所採取的集權化、正式化、社會化、區位組態以及協調與該子公司策略角色愈配適者,其績效愈佳。表示多國籍企業對於子公司的差異化控制機制與營運能力的配置愈符合其策略角色者,愈能有效執行國際策略。
4.決策的程序正義正向影響差異化配適與整體績效的關係。表示決策的程序正義與差異化配適的交互作用對多國籍企業國際策略的有效執行具有正向的影響。
The purpose of this study is to develop a more comprehensive framework that in-tends to explain how MNCs differentiate their control mechanisms and operational ca-pabilities according to roles of subsidiaries to effectively implement international strat-egy. The framework is then applied to a sample of 62 subsidiaries of MNCs in Taiwan. Results show that this framework is valid and 4 main findings are summarized as fol-lows:
1. Based on integration-responsiveness framework, 4 types of strategic roles of subsidi-aries are found. They are quiescent, active, autonomous and receptive subsidiary re-spectively. This result implies that MNCs differentiate the roles of their subsidiaries when implementing international strategy.
2. The top 3 performers of subsidiaries for each strategic role are selected to test the dif-ferentiation of centralization, formalization, socialization, configuration and coordi-nation among strategic roles of subsidiaries. The result indicates that the differentia-tion is significant and the ideal combination of control mechanisms and operational capabilities is supported. It implies that MNCs can implement international strategy most effectively when they apply the differentiated and ideal combination of control mechanisms and operational capabilities among subsidiaries.
3. A fit between roles of subsidiaries, control mechanisms, and operational capabilities is positively related to subsidiary performance. This implies that MNCs will more ef-fectively implement international strategy if a more proper fit between roles of sub-sidiaries, control mechanisms and operational capabilities is reached.
4. Procedure justice has a positive influence on the relationship between differentiated fit and subsidiary overall performance. This implies that the interaction between pro-cedure justice and differentiated fit positively influence effectiveness of MNCs im-plementing international strategy.
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