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題名:企業跨組織學習與跨國合作策略對技術移轉模式影響-台灣T公司個案研究
作者:王友民
作者(外文):Wang iou-ming
校院名稱:國立嘉義大學
系所名稱:管理研究所
指導教授:蔡渭水博士
學位類別:博士
出版日期:2009
主題關鍵詞:技術移轉跨組織學習國際資源佈局國際化策略技術診斷technology transferinter-organizational learninginternational resource planningcross-nationalized strategytechnology diagnosis
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(1) 博士論文(1) 專書(0) 專書論文(0)
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  • 共同引用共同引用:0
  • 點閱點閱:54
以製造為主的中小企業為求進入國外市場擴大營運範疇,普遍採取技術輸出與跨國投資等方式,建立國際間合作關係、擴展國際資源佈局,藉由外部資源的合作達到開發國際市場的目的。本研究專注於探討,身為技術提供者的台方企業,如何有效推動跨國間的技術移轉,甚至幫助技術接受方,連帶地提升產出水準與改善管理系統,不僅是移轉技術更是幫對方規劃設計適當的經營新架構。本研究希望能夠對技術移轉的現有理論,提供一個以製造代工為對象,以組織學習為手段,以經營競爭力為目標的技術移轉理論系統。
本研究採用單一個案研究法,以詮釋研究的態度知識觀點,選擇一家典型的台灣中小企業,探討該案例如何透過技術移轉讓其印度合作廠商建立更具技術適用性與競爭力的技術移轉管理模式。研究資料主要是搜集自與台方企業主深度訪談,及該公司的檔案文件。
主要研究發現如下:
(一) 企業經營力影響技術輸出國建立跨國合作策略。
(二) 跨國技術輸出者的國際化策略影響跨國合作策略。
(三) 跨國技術移轉的雙方所建立的跨國合作策略,在技術接近性、技術評估以及
人力激勵等三項影響因素的作用下,促成技術移轉程序。
關鍵字: 技術移轉、跨組織學習、國際資源佈局、國際化策略、技術診斷
For the purpose of entering overseas markets to expand its operation scope, it is common for the manufacturing-based SMEs to employ technology export and transnational investment, etc. to establish their international collaboration relationship and to expand international resource planning, reaching the goal of developing international market through external resource cooperation.
This study concentrates in exploring how a Taiwanese SME, as the technology provider, effectively promote transnational technology transfer, even assisting the technology recipients upgrade their output standard and building management system. It not only transfered the technology, but also planned and designed appropriate new management framework for the recipients. This study hopes to, for the existing technology transfer theories, provide a technology transfer theory system targeting OEM manufacturers, taking organizational learning as its means, and setting operation competitiveness as its goal.
This study employed a single case research method, based on the knowledge perspective of interpreting research; a classic Taiwan SME was then selected as the study subject. The study explored how the case firm, through technology transfer, upgraded its collaborating firm in India to build a technology transfer management model which is more technology adaptable and competitive. The research material was obtained through in-depth interviews with the Taiwanese enterpriser and the firm’s archive.
The major findings of the study are:
1. A firm’s business management capacity affects the exporting firm’s strategy building in transnational collaboration.
2. The cross-nationalized strategy of a transnational technology transferring firm affects the strategy on transnational collaboration.
3. Based on the trust built on transnational collaboration by the both parties in transnational technology transfer, the process of technology transfer is made possible under three influence factors: the technology proximity, technology evaluation, and technology personnel incentives.
Key words: technology transfer; inter-organizational learning, international resource planning, cross-nationalized strategy, technology diagnosis
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