多國籍公司 (MNCs) 的經理必須負責國際化營運的同時追求最佳化效率，反應 力，及學習力之任務。經營策略需要配合組織結構，組織程序，組織系統，及組織 成員以達成組織目標。Stopford and Wells (1972) 的多國籍公司 (MNCs) 之經營 策略與組織結構模式，考慮兩個因素 （海外產品多樣化程度與海外銷售比率）而形 成常見的四種國際化組織結構型態。本文主張增加考慮第三個因素（海外製造比率 ）的新模式，可以辨認與注意國際化策略之全球化與區域化的趨勢。

　　　　　Manages of multinational companies (MNCs) are now faced with the task of optimizing efficiency, responsiveness, and learning si- multaneously in their worldwide operations (17,1). Strategy must be matched with a compatible, congruent configuration of organizational structure, process, systems, and people for effiective financial perfor- mance to result(15). The Stopford and Wells study (1972) of strategy and structure in MNCs produced a now familiar model relating four types of structure to two elements- the percentage of product diversity and foreign sales- of a firm's international strategy. By adding the third element of strategy- the size or percentage of foreign manufacturing a proposed revised model allows to identify and take into account increasing im- portant trends toward toward globalism and regionalism in international strategy.