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題名:多國籍企業組織、策略與控制關係之研究-以台商海外子公司為例
作者:余明助 引用關係
校院名稱:國立成功大學
系所名稱:企業管理學系
指導教授:蔡明田
張淑昭
學位類別:博士
出版日期:2000
主題關鍵詞:多國籍企業控制機制組織構形子公司策略角色multinational corporationscontrol mechanismsorganizational configurationsubsidiary strategic role
原始連結:連回原系統網址new window
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  • 共同引用共同引用:0
  • 點閱點閱:72
摘要
我國近十年來國際企業發展相當快速,由於海外子公司規模的成長與資源的開發,對多國籍公司(MNCs)而言企業總部不再獨佔競爭優勢的資源。因此,許多學者發展一些新的組織構形,如非正統結構(Heterarchy)與跨國企業(Transnational),並藉由子公司的競爭力來回應關鍵性角色的扮演,且研究的重點開始重視子公司控制的問題,故地主國環境因素、國際化階段和子公司策略角色型態將被用來檢視和綜合成一個完整的模式,以協助MNCs診斷其影響狀況並選擇合適的控制機制。
本研究目的在建構一完整的多國籍企業管理的架構,用以探討多國籍企業子公司的策略型態、網路組織構形與控制機制的關係及其決定因素,並探討其對營運績效的影響。除了藉由文獻的整理建立本研究之理論架構之外,本研究更以台商海外子公司為實證研究對象,驗證上述理論架構。並藉由層級迴歸模式的分析,本研究發現多國籍企業子公司策略角色(包含整合程度和當地化程度)、組織構形(包含互賴程度和授權程度)和控制型態(包含用人管理、訓練發展、行政管理、文化管理和績效管理控制)有密切關係,然而其間的關係也受到地主國環境因素(包含環境不確定性和當地資源多寡)和子公司管理特性(含子公司自主性、母子公司溝通和子公司創業文化)的主要影響,以及子公司「文化差異」的交互作用影響。同時經由邏輯斯諦(Logistic)迴歸分析亦發現產業別、環境不確定性、母子公司溝通、整合程度、當地化程度、互賴程度會影響控制組合系統。並且子公司的環境不確定性、當地資源多寡、子公司創業文化、用人管理控制、訓練發展控制會正向影響子公司營運目標達成度。甚而,子公司國際化階段、自主性、整合程度、文化管理控制和績效管理控制均正向地影響營運活動滿意度。
Abstract
There has been a profound evolution in thinking about multinational corporations (MNCs) during the past 10 years in Taiwan. As these overseas subsidiaries grew in size and developed their own unique resources, however, it became apparent to many researchers that corporate headquarters was no longer the sole source of competitive advantage for the MNCs. Therefore, scholars developed model such as the heterarchy and transnational to reflect the critical role played by subsidiaries. Furthermore, global expansion into countries with one or more of these will require MNCs to pay added attention to how they control subsidiary. These environmental factors, internationalization stage and the typology of subsidiary roles are reviewed and synthesized into a integrative model to help MNCs diagnose these influences and choose the appropriate control mechanisms.
The purpose of this research is to develop a management framework at the subsidiary level in MNCs. In this framework, we categorize MNC''s strategic role, organizational configuration and control mechanisms at the subsidiary level and investigate the relationships between them. Then, the analysis of the determinants of MNC''s strategic role, organizational configuration and control mechanisms are undertaken. Finally, the relationships of business performances with subsidiary''s environmental factor, subsidiary''s management factor, strategic role, organizational configuration and control mechanisms are also investigated.
Using a samples of Taiwanese MNCs who have subsidiaries operating in foreign, we test a set of hypotheses among the variables. The results reveal that there are significant relationship between strategic role (including degree of integration and degree of localization), organizational configuration (including degree of resource dependence and degree of delegation) and control mechanisms (including personnel management, training & development, administration management, cultural management and performance management control). However, their relationships are also moderated by subsidiary''s cultural differences. Additionally, using the Logistic regression we shows that industries, environmental uncertainty, parent- subsidiary communication, degree of integration, degree of localization, the degree of resource dependence are among the most significant impact factors for the systems of control combinations.
Futhermore, environmental uncertainty, the capacity of resource, subsidiary''s entrepreneurial culture, personnel management control, training & development control have positive effects on subsidiary''s perceived objective actualization. Finally, internationalization stage, subsidiary''s autonomy, degree of integration, cultural management control and performance management control have positive effects on subsidiary''s perceived activity satisfaction.
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