隨著國際化及全球化的時代來臨，政府為鞏固臺灣成為企業決策中心及價值創造基地，推動跨國企業及國內企業在臺設立營運總部，達到「深耕臺灣、佈局全球」的國家經濟願景。究竟企業設立營運總部整體經營績效如何？本文以2002年至2008年設籍於台北市取得營運總部之72家上市及上櫃公司之資料，以追蹤資料分析法探討企業設立營運總部之經營績效，實證結果顯示：一、就全體樣本而言，海外投資收益率、海外淨免稅所得率及公司規模呈顯著正向關係；負債比率呈顯著負向關係；二、就製造業與服務業而言，影響經營績效因素完全不同，在製造業方面，海外淨免稅所得率、公司規模以及經濟成長率呈顯著正向關係；負債比率呈顯著負向關係。在服務業方面，則以海外投資收益率呈顯著正向關係；速動比率呈顯著負向關係。所以企業設立營運總部對公司經營績效有助益。

如何吸引台商回台上市，讓台商根留台灣，是目前政府最關切的議題之一。目前與台商根留台灣機制中最具體的措施就是，根據促進產業升級條例所訂定之「企業營運總部租稅獎勵實施辦法」。另外，台商全球佈局已成為趨勢，如果能以營運總部的租稅誘因吸引台商在台灣成立營運總部並以投資控股公司形式上市，將會因為合併報表的使用而使資訊更透明化，有利投資者保護及證券主管機關的監管。但就目前營運總部及投資控股公司的相關規定，要吸引台商回台設立營運總部並以投資控股公司上市仍有些障礙。本文主要在探討營運總部及投資控股公司申請上市的相關法規，並以Prosonic集團為例，探討該集團如何規劃以投資控股公司回台上市及其他相關問題。 □ 經由個案分析及法規探討，本文認為，營運總部的門檻過高、投資控股公司註冊地的限制、在台灣募得資金不得投資中國大陸、企業投資中國大陸的上限、申請上市的時間過長等問題，都是營運總部及投資控股公司相關法規中必須剷除的障礙。另外，鑑於企業國際佈局的趨勢，我國應該如同新加坡、馬來西亞等國，強制要求所有申請上市的公司必須採行投資控股公司的組織型態。最後，為了方便台商的租稅規劃，我國應該開放投資控股公司可採用連結稅制。

本研究以台灣高科領導品牌企業為例，針對企業總部的行銷組織面對外在環境與策略變化下，如何跟隨企業轉型，設計一套與時俱進的高效組織架構與功能流程，提高全球競爭力，協助企業持續的成長並強化中長期品牌發展。本研究個案A公司從過去代工轉型自有品牌事業，為台灣國際品牌企業之標竿，近年在全球科技產業劇變與競爭下積極轉型。尤其在全球化浪潮、數位互聯網發展、雲端運算時代來臨與消費者旅程改變下，在產品研發與行銷策略上不斷推陳出新並推動組織變革，尤其以2014底推動之建構現代行銷組織專案(Modern Marketing Team Project)最為關鍵，因此本研究進行以下研究： 1. 因應變化、新行銷策略與品牌發展，企業總部行銷組織的設計與功能迄今(至2015年12月止)所採行的措施，可能產生的問題與未來的挑戰為何? 2. 因應未來(2016年後)，企業在行銷組織的設計與功能，以及採用何種措施，以解決迄今所產生的問題及面對未來的挑戰? 在研究過程中，本研究先以文獻探討了解國際行銷管理的行銷環境改變、品牌管理、組織國際化管理與行銷長挑戰等重要議題，再從瑞典伊萊克斯的行銷組織轉型、美國寶僑家品的品牌經理人制度、日本優衣庫的橫跨性行銷組織與三星電子集團的品牌管理機制四個個案作深入探討，最後描述與分析個案企業A公司電腦的行銷策略與組織發展歷程，追本溯源的從脈絡中尋找與確認關鍵問題，並給予建議。 研究結果發現，企業在品牌管理上應設立專責的領導與組織設計，對於整體企業的改造與推動至關重要，如品牌長與行銷長的設立、成立品牌委員會與品牌價值管理系統積極促進品牌發展；設立全球品牌中心組織並導入市場行銷儀表板(Marketing Dashboard)，強化行銷組織的功能效用與績效考核，進行事前關鍵績效指標設定與事後的追蹤與評估。 另外，產品行銷人員應與品牌內容行銷人員組成品牌管理團隊，從產品管理提升至品牌管理角色，以深化產品的恆久品牌價值為目標。而不一致的企業與產品品牌現況必須透過改造新產品的開發流程，讓產品行銷團隊與消費參與其中，具體落實與消費者為中心的產品設計，並建立行銷情報系統(Marketing Intelligence System)，即時掌握多樣市場資訊，使品牌與產品的發展有完整的情報基礎。 最後，內部跨組織的合作與協作對促進創新與強化團隊能力至關重要，在流程上須精心設計，建議在各區域成立跨單位的「體驗創新隊」，結合跨功能如數位行銷、公關、通路行銷與事業部產品行銷等相關單位，以促進體驗優化與發掘在地創新為目標。而針對公司英雄產品的上市，則該成立跨部門專案團隊，整合資源發揮團隊戰力。

2005年天下雜誌製造業一千大資料顯示，國內企業總部有四成比例分佈在台北都會區，而近年來新竹科學園區的崛起對台灣經濟發展有其不可忽視的力量，而其形塑帶來新的產業空間意象（知名地域品牌）、高科技產業群聚以及產業網絡發展更進一步帶動周邊廠商或總部在新竹縣市聚集。 回顧近代區位選擇理論及企業總部相關文獻，指出生產性服務業及創新氛圍對製造業總部在地理空間區位選擇具有關鍵性的影響；並透過觀察臺灣地區各縣市企業總部分佈情形及兩岸分工的現況分析，藉由logist統計分析並以深入訪談方式確認企業設置總部區位分佈因素，提出以下結論：觀察發現製造業企業總部空間分佈差異性頗大，其中制度因素透過統計分析結果證實會對企業總部區位分佈產生影響，尤其是大廠在總部區位分佈上比較偏好工業地域（台北及新竹縣市）。 在兩岸專業分工方面，形成特定地域擁有科技產業群聚，並可發現其地理空間分佈以新竹科學園區、南港軟體園區及內湖科技園區為主，前兩者為制度下的產物，而後者則為民間自主力量，由內湖科技園區、南港軟體園區以及新竹科學園區，以及北部地區充足的知識設施及產、官、學界共同建構出的創新氛圍確實影響企業總部區位分佈。 企業總部主要是組織上指揮系統的概念，總部提供各子公司所需要的技術、資金、行銷策略和在地化的配套措施，近年國內製造業廠商大量出走對岸，導致國內產業及組織發生結構性的改變，基於國際化競爭及全球化佈局之際，企業如何調適與轉型即成為未來生存的關鍵所在。建議政府未來持續培育優質研發環境及高素質人力資源，持續強化創新氛圍塑造產業發展優質環境。 / According to the 1,000 major manufacturing industry in Taiwan,’ 40% of domestic enterprise headquarters are located in the Taipei metropolis. In recent years, the emergence of Hsinchu Science Park shows strength of economic development in Taiwan. This strength further moulds and brings the new industry space image (famous region brand), the industry cluster, as well as the development of industry network. Moreover, these factors drive related manufacturer or general headquarters to assemble in Hsinchu. Reviews of modern position theory and general headquarters point out that the productive service industry and innovative atmosphere have critical influence on sing geographical space position for the manufacturing industry. This study observes the general headquarters of enterprises of all counties and cities in Taiwan; By using logist statistical analysis and the interview method to confirm distribution factors of general headquarters position, this study propose the following conclusions. There is great difference in the space distribution of general headquarters between manufacturing industry enterprises. Among them, the statistical analysis confirms that the factor of system has influence on the position of enterprises general headquarters. Especially, as far as the general headquarters location is concerned, big factories have preference for choosing industrial regions. For the part of division among specialized deartments of two sides, clusters of scientific and technological industry, which form specific regions, are located mainly in Hsinchu Science Park, Nankang Software Park, and Neihu Technology Park. The first two parks are products of government systems, while the third one is established by independent strength of private companies. It is showed that the innovative atmosphere, which is composed of the above three parks and sufficient knowledge facilities in northern Taiwan, indeed influences locations of enterprises general headquarters. The general headquarters of enterprises are mainly the concept of the command system in an organization. It is suggested that the government should keep cultivate research/development environment and high quality human resources, and strength innovative atmosphere to mould better industry environments in the future.

摘要 本研究探討民國九十一年開始實施之企業營運總部政策對股市之影響，分為三部分。第一部份採用法令分析及文獻探討方式，分析我國與鄰近國家關於營運總部政策及其租稅優惠之異同，並佐以各界對此項政策之評論，以得出我國營運總部政策優劣之處；第二部份以敘述性統計檢視各產業符合營運總部申請要件比率及各要件達成之難易程度，以做為建立迴歸模型之基礎；第三部分則利用事件研究法與迴歸分析探討股市於營運總部政策演變期間股價異常報酬情形，並檢測股價異常報酬率與各要件間的關連性。 在我國營運總部申請要件方面，實質控制海外關係企業、員工人數和學歷、國內年營收淨額、國內年營業費用及國外關係企業年營收淨額等均較新加坡、上海和馬來西亞嚴格，『實質控股』、『員工學歷』和『國外關係企業年營收淨額』更為他國所無之要件。而雖然我國之租稅優惠較此三國優渥，但如無相關配套措施，優惠效果也會大減。在符合要件分析方面，本文針對458家上市公司進行分析，整體符合要件比率為29.85％。在各申請要件中，以國內年營收淨額、年營業費用和員工人數為企業較易達成之要件。但就國外關係企業佈局國家數及其年營收淨額而言則較不易達成，可謂企業欲獲得此項租稅優惠之最大障礙。而就各產業別觀之，以塑膠、電子和水泥業之符合比率最高，機電、電線電纜、塑膠、百貨、玻璃和造紙業次之。而紡織、化學和食品業則因無法達到國外關係企業佈局國家數與其年營收淨額此兩項要件導致符合比率相當低。另外汽車、營建、運輸、觀光與金融保險業中無一家公司達到符合營運總部設立要件。此結果顯示傳統產業在獲取營運總部租稅優惠上仍趨於劣勢，可能造成產業別租稅不公平之現象。 營運總部政策演變過程中，股市普遍給予其正面評價，包括在經濟部起草規劃、經發會通過、經濟部與行政院增訂促產條例，以及立法院三讀通過等六個事件日，皆出現顯著為正之股票異常報酬。而在分析企業申請營運總部獲准日之股市反應方面，在通過日之次一交易日也有顯著之正值異常報酬。 以迴歸模型檢視影響股價異常報酬之因素，在全體上市公司樣本方面，股市對電子業仍給予最高的顯著股價異常報酬，不過，實證上並無發現設立要件有顯著影響股價異常報酬之結果。就73家核准公司樣本分析則顯示遞延所得稅負債科目金額之大小對累積股價異常報酬率有顯著之正值影響。 / Abstract In January 30, 2002, the legislative Yuan passed the Chapter VI-1 of the Statute for Upgrading Industries to encourage companies to utilize worldwide resources and set up the operational headquarters in Taiwan by providing preferential tax interests. Using 2001 corporate financial statement data and regression analysis, this study explores the influence of the Operational -Headquarter policy on the reactions of the stock market. The results of this study are as follows: 1. Regarding the qualification requirements, Taiwan has a more strict qualification than those of Singapore, Shanghai and Malaysia, especially in the specification of “control over the foreign affiliates,” “the net revenues and expenses of the operational headquarter,” “the quantity and quality of employees,” and “the net revenues of the affiliates abroad.” 2. The statistical analyses show that there is 29.85% companies meet of requirements of operational headquarters. Among the qualifications, the requirements of “foreign affiliates” are the most difficult criteria to achieve than others, causing the traditional industries cannot qualify for applying the approval. 3. During the event period of this study, the stock market reacts to the proposal by significant positive stock abcdrmal returns. It shows the stock market favors the new policy. The regression results indicate that investors give the Electrical industry higher evaluation than other industries.

本論文基於在區域整合的趨勢下，國內學界及業界對於台灣市場可能被邊緣化感到憂慮，以及在國際企業理論的領域裏，與區域策略搭配的區域組織設計之探討仍不足的動機下，探討當多國公司的母公司為因應環境的改變而採取區域策略時，會如何進行區域內的組織結構設計。研究著重在區域總部、次區域總部與子公司角色的定位與演變。本論文採用質性研究，研究十家母國在美國或歐洲的多國公司的區域組織設計，這十家多國公司均為全球五百大公司之列，且在產業內有極高的市場佔有率排名。本論文以台灣做為地主國，上述各多國公司的台灣子公司均為擁有良好能力與知識的子公司，且過去均有足可證明的事件佐證該子公司在多國公司內部具有重要的策略地位。 本論文共分為四個研究。在第一個研究，本論文探討台灣子公司成長過程中的重要網絡，以了解內外部網絡對於多國公司在台子公司角色演化的影響。本論文發現影響貢獻型子公司成為卓越中心或託管中心的內外部網絡因素主要有四大方面：(1)多國公司內部資源流；(2)地主國市場策略重要性；(3)子公司打破規則；(4)母公司政策。而貢獻型子公司成為卓越中心或託管中心後，可以進一步地影響地主國的共生與競食系統共同發展，並使母公司賦予其更多的任務，因此是一種正向循環的效果－有能力與負責重要責任的子公司，因網絡的影響，將愈有能力與負責更多任務。 第二個研究著重探討多國公司的經營策略與子公司角色改變的關係。本論文發現當多國公司擬從全球策略或複國內化策略改變成區域策略時，就會產生授權程度的改變，亦有可能增加或減少組織層級，使台灣子公司的自主權受到影響，台灣子公司角色重要性可能會提高或減低。若台灣子公司的角色上升，代表多國公司會運用台灣子公司的能力知識到整個區域市場，這種情形可能有三個原因：（一）當產業的關鍵成功因素之一是與外部網絡的鑲嵌程度有關，且貢獻型子公司與外部網絡的鑲嵌程度高時。這是因為台灣子公司具有中國子公司較欠缺的管理外部網絡的知識，而這種知識對於建立產業遊戲規則是很重要的。（二）當台灣的消費者在區域內具有領先指標意義時。具有領先指標的台灣子公司的知識被中國子公司「借用」的部分愈大，則台灣子公司的角色愈重要。（三）當母公司愈不了解中國市場，而台灣市場跟中國市場的性質很相近時。一旦母公司認為台灣子公司是一個中介者的角色時，就會依賴這種溝通的機制，而不會輕易抽離這個導管。 第三個研究探討多國公司為執行區域策略所做的組織層級的調整。本論文發現多國公司會在原本的組織結構裏增加一個新的組織層級。如：原本為母公司、亞太區域總部、子公司等三個層級的多國公司，現在可能變成母公司、亞太區域總部、大中華次區域總部、子公司等四個層級。本論文發現次區域總部的設立是一種普遍的現象，且次區域總部會取代區域總部去管理其所屬區域內的各子公司。本論文發現次區域總部的設立可以使得多國公司更有效地平衡全球整合效率與地主國回應壓力等二股力量。本論文亦發現多國公司的許多功能別政策，在次區域總部成立後，已改由次區域總部做決策，取代了過去由子公司或是由區域總部作決策的現象，且次區域總部取代子公司或區域總部作決策的替代程度，受到二個因素的影響而有程度不等的現象：一為該產業的整合與回應壓力，一為該多國公司在亞太地區的銷售表現。 第四個研究探討區域策略動機、區域組織結構與子公司角色的關係。本論文發現多國公司為了追求區域的規模經濟而採用區域策略，則市場銷售量較小的邊緣地主國的子公司成為被整合者，（次）區域總部成為強力整合者。多國公司若為了掌握地區的機會而採用區域策略，則擁有挑剔的消費者的子公司成為機會提案者，（次）區域總部成為機會執行者。多國公司若為了掌握地主國的大客戶而採用區域策略，則擁有挑剔的大客戶的子公司成為客戶服務者，（次）區域總部成為服務子公司者。多國公司若為了促進子公司之間的能力知識流通而採用區域策略，則擁有特殊能力與知識的子公司成為一個整合性玩家，（次）區域總部成為能力發掘者與知識交換促進者。當多國公司的區域整合動機主要是為了追求效率與回應的平衡時，則區域總部扮演一個整合平台的角色，宜較為集權；當多國公司區域整合的動機是為了將各項要素更有效地流通到子公司時，區域總部較為分權。區域總部的設立位置是取決於與它互動最密切的內外部網絡的地點，因此當多國公司的價值活動佈局與利益關係人的地理位置愈分散，區域總部就愈有可能呈現出虛擬式的型態。次區域總部是個次層級的整合平台，多國公司是否須設次層級的整合平台，取決於該平台欲整合的標的物（如產品、知識）在該次區域內的互動程度是否遠大於與其他次區域內的子公司的互動程度。 總結來說，本論文對於多國公司的組織設計提出具體的理論與實務上的建議。在不同的環境前提與能力條件前提的考量下，多國公司可考慮在母公司或子公司進行目標、環境認知、決策、流程、能力、資源等的整合，也可以設立一個新的平台－即區域總部或次區域總部－來進行目標、環境認知、決策、流程、能力、資源等的整合。多國公司的母公司可以透過設立區域總部、劃分次區域、以及設計以下三個組織層級─區域總部、次區域總部和子公司─的分權程度及所扮演的角色，將區域的競爭優勢達到最大。 / The thesis explores the roles and responsibilities change of regional headquarters, sub-regional headquarters and subsidiaries when MNCs change to adopt regional strategy in accordance to the environmental changes by a qualitative research method. Ten MNCs among the top 500 enterprises with good performance and operation in Taiwan are investigated in order to understand how they design their regional organizations in the host region and what the roles Taiwan subsidiaries play along with the change to regional strategy. The thesis consists of four studies. The first study explores how network resources influence MNCs subsidiary to gain, maintain or lose the roles of center of excellence or mandates in Taiwan by grounded theory. The study finds that policies of headquarters, flows of resources within a MNC, the importance of a host country, the cooperative and competitive local players and initiative-taking by subsidiaries are important factors for the evolution of subsidiaries roles. When a subsidiary becomes a center of excellence or has a mandate, it may improve its ability and then in turn further enables it to gain more responsibilities – a subsidiary will become stronger and stronger and get more and more charters. Using a case study approach, the second study explores how regional strategy adopted by MNCs influences the role of contribution subsidiaries. A contribution subsidiary will be more important to a MNC in the following situations: when a key successful factor of the industry is network embeddedness; when sophisticated consumers in the host market are opinion leaders within the region; and when a parent does not have enough knowledge about the host country of a black hole while the nature of the market served by the contribution subsidiary is similar to that host market. A MNC can adopt three kinds of organizational design to explore the ability of contribution subsidiaries, namely, virtual, charismatic and focused centers of excellences. The more important a contribution subsidiary is, the more knowledge it integrates, and the more functional activities it is in charge. Subsidiary autonomy increases with the increase of subsidiary importance, too. The third study explores the organizational adjustments within MNCs following the trend of regional integration. The result shows that MNCs set up sub-regional headquarters (e.g., Greater China sub-regional headquarters) under a regional headquarters (e.g., Asia-Pacific regional headquarters). A sub-regional headquarters replaces a regional headquarters in order to directly manage subsidiaries within the sub-region. The emergence of sub-regional headquarters is in response to the need for a balance between integration and local responsiveness. An increasing number of decisions are made by sub-regional headquarters, instead of by subsidiaries, parent companies, or regional headquarters. Although the emergence of sub-regional headquarters is a trend, industry characteristics and the degree of the transfer of a firm’s specific advantages (FSAs) from home to a host region both affect the delegation of authority to a sub-regional headquarters. The fourth study explores the motivation of MNCs in adopting regional strategies and the reaction of MNCs to design regional organization and assign subsidiary roles. When a MNC adopts a regional strategy for the purpose of economies of scale, a contribution subsidiary becomes a periphery and the regional headquarters becomes a strong integrator. When a MNC adopts a regional strategy for the purpose of regional opportunity, a contribution subsidiary becomes an opportunity provider and the regional headquarters becomes an opportunity executor. The two motivations mentioned above make a regional headquarters more centralized. When a MNC adopts a regional strategy for the purpose of following the customer, a contribution subsidiary becomes a service provider and the regional headquarters becomes a supporter. When a MNC adopts a regional strategy for the purpose of facilitating the knowledge transfer, a contribution subsidiary becomes an integrated player and the regional headquarters becomes a knowledge facilitator. The two motivations mentioned above make a regional headquarters more decentralized. The location of a regional headquarters is decided according to the location of the most important stakeholders. The decision whether to set up sub-regional headquarters is made according to the frequency of the interaction with the cross subsidiaries in that sub-region. MNCs can design a regional organization to make sure the regional strategy can be executed in the most efficient way. MNCs can gain competitive advantage through the assignments of the roles of regional headquarters, sub-regional headquarters and subsidiaries under the regional strategy.

本研究係利用經濟部投資審議委員會2007年「華僑及外國人投資事業營運狀況調查表（非服務業）」問卷資料，以1,013家僑外資在台非服務業廠商為分析對象，運用Probit Model進行實證分析，由廠商規模、行業分類、廠商成立年數、國際化程度、技術來源、在台設立區域營運總部、業務種類多樣化、兩岸經貿政策進一步鬆綁及降低關稅，儘速與他國簽署FTA等各個面向，探討兩岸經貿關係更加緊密後，影響僑外商在台子公司運籌中心地位之決定因素為何。經實證結果發現，國際化程度、技術來源、在台設立區域營運總部、業務種類多樣化及兩岸經貿政策進一步鬆綁等變數為影響僑外商在台子公司運籌中心地位之決定因素，除技術來源為在台自行研發之變數呈負向關係，傾向於採行降低及不變之營運策略外，其他變數皆與僑外商在台子公司運籌中心地位呈正向關係，傾向採提升之營運策略。 / This research made use of the 2007 Ministry of Economic Affairs Investment Commission survey entitled "Chinese and Foreign Investment Enterprises Operating Conditions Survey (non-service)" and targeted 1,013 non-service industry overseas foreign manufacturers in Taiwan as research subjects. The Probit model was used to carry out an empirical analysis based on the firm size, industry classification, the year the manufacturer was established, the degree of internationalization, technology source, established regional operational headquarters in Taiwan, business type diversity, steps taken to relax and lower tariffs and promptness in signing FTA and other oriented documents, with other countries. This study discusses why there were influencing factors in the decisions of overseas foreign investment subsidiaries in Taiwan logistics center positions after cross-strait economic and trade relations became closer. The empirical results show that the degree of internationalization, sources of technology, the establishment of the regional operational headquarters in Taiwan, business type diversity and further relaxation of cross-strait trade policy variables are the impacts of overseas subsidiary of foreign logistics center’s factors in determining status. In addition to the fact that the variables of technology sources developing on their own in Taiwan showed a negative relationship and tend to adopt reduced and unchanged operation strategies, other variables are compatible with overseas business subsidiaries in Taiwan logistics center position and showed a positive relationship and tend to enhance the operational strategies adopted.

本研究透過三個台灣大型MNCs(集團企業)的深度訪談，期望了解集團成員入如何產生與移轉特定地主國知識的議題。台灣MNCs(集團企業)在國際化時，地主國環境不同於母國，使得台灣MNCs(集團企業)海外成員不足以利用其擁有的經驗與知識去因應環境差異所產生的挑戰與問題，而需要產生新的解決辦法。台灣MNCs(集團企業)海外成員所在地之經營環境與母國環境有差異時，其處理方式有二：規劃性(定期會議處理各階段所面臨之問題)及隨機性(臨時會議對於臨時狀況進行處理)；另外，在地主國發生的突發事件亦會產生地主國知識。當集團海外成員所面臨之經營環境與母國環境差異越大者，所產生特定地主國知識的量會越多。 透過每次在該地主國設廠及執行每一次新產品發展流程的經驗過程中各階段中因為與地主國環境介面互動而產生特定地主國知識，所以台灣MNCs(集團企業)是以漸進方式累積集團成員在特定地主國面對問題解決問題的方法。當遇到問題越多時，台灣MNCs(集團企業)海外子公司特定地主國知識累積速度越快；但每種特定地主國問題的解決方法是需要各階段多方人員不斷地溝通才能產生的，所以當內外部溝通成本越高時，會減緩海外成員累積特定地主國知識累積速度；為了加快累積特定地主國知識，台灣MNCs(集團企業)大量借助資訊科技及人員面對面溝通，期望加速溝通效率以因應快速變動的環境。 在同一地主國，透過三個台灣大型MNCs(集團企業)的深度訪談發現，台灣MNCs(集團企業)在特定地主國知識移轉機制路徑有三，且在探究過程中發現海外總部(OHQs)的存在，所以進一步探討，在特定地主國中，集團成員間移轉地主國知識時，海外總部(OHQs)所扮演的角色及其存在的價值；在取得這個知識的過程中，有哪些因素會影響移轉機制中正式化機制與非正式化機制使用比例？知識移轉時，正式化機制與非正式化機制之間是一個連續帶的概念，而影響集團成員間知識移轉機制選用時，正式化與非正式化機制搭配比例的影響因素包含：知識特性、子公司自主性、知識情境鑲嵌性、經營模式(產品相似性、技術差距性)以及地理距離。 台灣MNCs(集團企業)在知識移轉制度建立初期，較仰賴非正式化機制，隨著制度建立完備程度增加，正式化機制使用的比重提高，但是非正式化機制對於知識移轉機制的效力仍然存在於中高階主管層級，對於基層主管及員工而言，則會完全仰賴正式化機制，以確保自身工作上的權責釐清。台灣MNCs(集團企業)進行國際擴張時，海外成員初期國際化知識是從MNCs總部遺傳而來。台灣MNCs(集團企業)海外成員間特定地主國知識移轉路徑有三：1)透過集團總部(HQs)移轉、2)子公司間移轉及3)透過集團海外總部(OHQs)。本研究認為當台灣MNCs(集團企業)總部在特定地主國設立集團海外總部(OHQs)後，集團海外總部(OHQs)在特定地主國知識移轉上會取代集團企業總部的角色(意即地主國知識移轉時，路徑三會取代路徑一)。 台灣MNCs(集團企業)國際策略在大陸拓展的廣度(各個集團成員(產品不同)赴大陸投資)及深度(負責新產品發展流程階段越多)增加，使總部須處理的專業知識涵蓋範圍廣且處理資料量大，對於位於台灣的MNCs(集團企業)總部而言，處理資訊成本是很高的；再者，集團在大陸據點越多，對於總部監督成本上亦是很大的負擔，所以在大陸設立海外總部(OHQs)，以與集團總部進行某種程度的分工；同時，當世界各地子公司均需將地主國知識回傳至台灣MNCs(集團企業)總部時，台灣MNCs(集團企業)總部即將面臨很複雜的處理及整合成本，所以海外總部(OHQs)有存在的必要。台灣MNCs(集團企業)設置的海外總部(OHQs)所進行的交流、整理及儲存的資訊較複雜和多元化，其設立目的包含：降低監督成本、降低整合成本、降低協調成本、降低知識移轉過程中由於資訊不對稱所產生的無效率情形。集團海外總部(OHQs)亦促進地主國集團成員間知識快速流通，且將知識從母國或其它地主國之集團成員處引入，也就是大量的知識流入與流出的主要樞紐。當集團型態是屬於聯邦分權式時，集團海外總部(OHQs)的設立是有困難的。集團海外總部(OHQs)可能設立在主要市場地理居中位置、交通便捷之處或離知識最接近的地方，以降低「集團」海外成員開會時的交通成本。 集團海外總部(OHQs)是在集團總部(HQs)監控下創造出其在特定地主國知識移轉扮演的角色獨特性及存在必要性，為避免集團海外總部(OHQs)憑藉結構洞角色壟斷所有特定地主國知識，進而取代集團總部(HQs)，集團總部(HQs)透過其與集團海外成員間稽核性連結及其對集團海外總部(OHQs)的正式控制(包含所有權控制及組織層級控制)來防堵集團海外總部(OHQs)坐大，以有效管理集團海外總部(OHQs)。 正式機制與非正式機制間是一個連續帶的概念。然而，在移轉過程中，哪些因素會影響到正式與非正式機制搭配的比例呢？ 當海外成員自主性高時，採用正式化機制強迫集團海外成員間進行知識分享，亦搭配非正式化機制的社會互動，來緩和彼此間因競爭所產生不願意分享的情形；當知識的情境鑲嵌性程度越高，越需要使用非正式機制來縮小正式機制中知識再利用的可能性；當產品相似性很高，知識來源者與接收者若能搭配少部分(短時間、次數少)的人員互動，便能加快知識再利用的速度；當技術越接近時，知識需求方較可準確地預估需求單上的要項，雙方技術差距越大，越需要仰賴非正式關係使知識來源者願意「多」花時間來教導知識接收者；當集團成員地理距離愈遠時，透過正式化機制，如海外總部(OHQs)進行地主國資料蒐集以避免資訊不對稱造成的知識移轉障礙，以克服因為地理距離所產生的知識移轉障礙。 / Knowledge about host countries and international environment is needed when firms enter international markets. A firm encounters more challenges when it enters a new market with no knowledge. After entry, it then can gain valuable experiential knowledge about the host country (i.e., host-country-specific knowledge) and this knowledge is helpful for further operation in the country and internationalization (Yu, 1990). A firm can gain hands-on knowledge by operating in a host market and then it can filter the information gained into forms it needs for internationalization later on. The purpose of the study addresses host-country-specific-knowledge generating and accumulating by overseas member firms in business groups by identifying factors that affect how business groups from an emerging economy transfer host-country-specific knowledge among their group members. We have found that formal and informal mechanisms were helpful in facilitating the transferring of host-country-specific knowledge. In the literature, it is often assumed that knowledge can be easily and automatically transferred within business groups. Our study confirms that business groups do transfer knowledge among subsidiaries purposely and has also demonstrated that some mechanisms are needed to realize this intent. While the business group’s network provides a platform for facilitating flows of host-country-specific knowledge, the mere existence of such a network does not automatically result in knowledge transfer. From managerial viewpoint, both formal and informal mechanisms should be in place to promote and encourage host-country-specific knowledge transfer. Gaining a good understanding of the mechanisms contributing to knowledge transfer is strategically important for knowledge management. Regarding the use of mechanisms, our results indicate that the buildup of internationalization knowledge can go along with a firm’s development in foreign markets and also can allow for accumulation of various types of knowledge. The more significant the difference between the contexts encountered by foreign subsidiaries and headquarters is, the more the quantity of knowledge the former will create regarding the host country. When foreign subsidiaries encounter similar problems within a tight time frame in a host country, the accumulation of knowledge about the host country will be faster. In the early stages, setting up knowledge transferring system relies more on informal mechanisms. The more mature the system is, the higher the proportion of formal mechanisms is used. However, although informal mechanisms are effective for chief executive officers and senior vice presidents, primary executives and operators rely solely on formal mechanisms in order to clarify responsibilities. With more important strategic position of the host country, the headquarters will establish overseas headquarters in order to quickly respond to the market requirements. In a specific host country, overseas headquarters, established by the HQs, may substitute for the headquarters in transferring host country-specific knowledge among member firms via formal mechanisms. When a business group belongs to federal decentralization, external market mechanisms will be adopted to transfer knowledge among its member firms. The overseas headquarters hardly governs transferring knowledge among overseas member firms and the headquarters. When the overseas headquarters is established, the headquarters adopts auditing connection to prevent the host country from monopolizing host-country-specific knowledge. A headquarters can successfully implement multiple formal and informal mechanisms for knowledge transfer. With respect to knowledge transfer, the higher the level of subsidiary autonomy, the greater the necessity the headquarters rely on formal mechanisms to transfer host-country-specific knowledge among member firms. Encouraging sharing within a business group through some managerial mechanisms can wear down the negative influence caused by opportunism and information asymmetry on the part of the subsidiary and the inter-member competition for the transfer of host-country-specific knowledge. Overseas headquarters accumulates a vast experience and are capable of absorbing, transferring and applying knowledge adequately. They can transcend the geographical limitations and establish good cooperation relations between knowledge originator (the subsidiaries in the host country) and knowledge receiver (other sister firms and the headquarters), warranting the success of the knowledge transfer. Provided that knowledge is tacit, information technology is necessity in transferring knowledge initially documented while social interaction is needed in transferring the rest knowledge embedded in persons. Finally, product and technology similarity are factors affecting how headquarters rely on formal mechanisms in transferring knowledge among member firms.

自1988年開始中華民國政府推動「整廠輸出推動輔導」專案至今，針對台灣整廠輸出產業之輔導創造中小型整廠輸出之商機逐年增加。 為因應產業外移所造成產業空洞化之危機，除政府極積推動之「企業營運總部」政策外，輔導廠商進行產業轉型，以填補台商製造業全球佈局所造成的產業空洞，即更具有積極開創之意義。鑑於二十一世紀本是強調創新，以「知識服務」為競爭核心的時代，「知識」己成為生產力提昇與經濟成長的主要驅動力，故台灣產業之轉型，即無法忽視此種以知識資本為主要生產要素，透過持續不斷的創新，並善用資訊科技力量以提昇產品附加價值之「知識經濟」型態之影響。 而以往台灣之產業政策一向集中於製造業，並未重視服務業之發展，因之，政府於輔導廠商產業轉型時，即順應知識經濟時代之潮流，妥善利用台灣是世界重要的資本輸出國、台商海外資產總值名列前茅、台商擁有全球接單、各地製造的運籌能力等優越條件，以發展「高附加價值」的「知識型」服務業為重點。 鑑於「整廠設備輸出」的概念即為發展「高附加價值」的「知識型製造業」。其牽涉眾多環節及技術，個別廠商多無法獨立克服，故為企業之整廠輸出行為提供整體解決方案之整廠輸出技術服務業，因具有以專門知識為基礎，提供「高附加價」的「知識型」服務之特性，應值得政府部門重視。此外，倘業者能將其技術服務(不以傳統之機器設備整廠輸出技術服務為限，尚可包括工程技術服務業(Engineering Service Industry)、農業技術服務業(Agricultural Service Industry)，予以整體包裝，賦予品牌，並將其以整體國際行銷之技術服務商品型態對外輸出，應亦屬「整廠輸出」之一環(按傳統意義所稱之「整廠輸出」向以機器設備之硬體為主，以技術服務之軟體為輔，而技術服務之整廠輸出，係以技術服務為核心，而以硬體之機器設備為輔)，是值得政府部門重視。 按整廠設備輸出係一項整合性的產業活動，需要整合工程顧問、工程設計、進出口貿易、機械設備製造供應、技術服務、營建工程、市場行銷、融資服務等多面向之工作項目及問題，且不論企業之整廠輸出活動，對企業之整廠輸出行為提供整體國際行銷之整廠輸出技術服務業，或以技術服務為商品之技術服務型整廠輸出業，均與整廠設備輸出之產業活動相關。 準此，本研究擬以「整廠輸出」之產業活動現況為基礎，探討企業之整廠輸出活動，整廠輸出技術服務業，或以技術服務為商品之技術服務型整廠輸出之經營現況，及整廠輸出業者在大陸地區之營運情況及目前所遇到之事實或法令之障礙、期望中華民國政府可以提供之扶助獎勵措施等等事項，進行瞭解並提出檢討，以期對未來整廠設備輸出產業之發展策略，提供參考之興革建議，並做為中華民國政府主管機關推動「整廠輸出輔導專案計畫」之佐證。 / The Current Analysis and Future Strategies on Taiwan’s Turnkey-plant Export Industry Taiwan government has promoted and assisted “Turnkey-plant Export” project for the island’s small- and medium-scale enterprises since 1988. Since then, this assistance has created many turnkey-plant-export opportunities for small- and medium-scale enterprises. In addition, these opportunities have also increased year by year. In order to cut down production costs, many Taiwan manufacturers have moved their plants overseas, and some of the industries are empties around the island. Therefore, Taiwan government has promoted the policy of “enterprise’ operating centers”, and has assisted manufacturers to transfer their traditional industries to high-tech ones. This could cover the empties after Taiwan manufacturers’ global manufacturing policy. The 21 Century emphasizes innovation, and core competition is based on knowledge services. Knowledge has become the driving force for upgrading productivity and economic growth. Taiwan’s enterprises can’t neglect knowledge capital is the major factor for manufacturing and production. Through continuous innovation and the use of information technologies to upgrade the value added products. This is knowledge economy. Previously, Taiwan’s industry policy has centered on manufacturing, and hasn’t emphasized on the development of service industries. Therefore, when government assists manufacturing industries to transfer their lines, must follow the trend of knowledge economy. Taiwan is one among the world’s capital-export countries. Taiwan enterprises’ offshore production values have ranked the top. In addition, they accept purchase orders around the world, and have global manufacturing sites. These are the important factors to develop high-value added and knowledge-type service industries. The turnkey-plant-export concept is to develop high-value-added and knowledge-type manufacturing. This export provides the total solution, and is technology service business. It needs special knowledge for the base to provide high-value-added and knowledge-type technologies for the character of service business. The government should aware the importance of these knowledge and technology. In addition to traditional technology serviced for the traditional turnkey-plant exports, if enterprises could add more and advanced technology services such as engineering service industry and agricultural service industry. Enterprises could have turkey-plant exports as a package and a brand name and using international marketing and sales for the exports. This will be the new turnkey-plant export. The traditional turnkey-plant exports are focus on the exports of hardware (production equipment), and the technology services are the minor. On the other hand, the government should aware that. the technology-service turnkey-plant exports are focus on technology services, and production equipment is the second. The turnkey-plant exports are integrated industry. It should integrate engineering consultations and designs, import and export trading, equipment and facilities manufacturing and supply, technology services, construction engineering, marketing and sales, financial loans. The turnkey-plant exports, international marketing and sales as well as technology services, or based on technology services for turnkey-plant exports are related to turnkey-plant exports. Therefore, this research will base on the turnkey-plant-export industry to discuss enterprises’ turnkey-plant exports; the turnkey-plant exports technology services; the activities of based on technology services for turnkey-plant exports; and turnkey-plant-export enterprises’ activities in mainland China and law and other barriers there. The expected assistances and encourages from the government to proceed understanding and discussion. Hope this research will provide suggestions for the reference for the strategy development for future turnkey-plant exports. In addition, this could for the reference for the government to promote “turnkey-plant exports special plan.”

本研究著眼於台灣經濟轉型、中國經濟的崛起與台灣企業組織的變化，從台灣企業集團的總部設立、跨界投資的區位選擇及在地再投資三個面向進行討論，期望在既有的研究基礎上，就台灣廠商在兩岸投資區位佈點的考量提出完整性的觀察，並強化既有的研究。 首先，以台灣1000大製造業為研究樣本，選擇包括純辦公室使用、研發設計、台商一千大、跨國生產網絡、外資企業、員工人數、資本總額、知識密集型、傳統型製造業等變項分別代表總部功能、跨界治理能力及企業屬性三大類變數，透過二元羅吉特模型以及集群分析方法，探討台灣企業在首都、都會區以及生產性服務業及創新氛圍同質性地區的總部設立區位選擇行為。實證的結果發現，代表企業屬性變數的資產總額、員工人數和產業別明顯影響台灣製造業廠商在首都設立總部的區位選擇，而總部功能為純辦公室使用或設有研發機構者更傾向將總部設立於首都或都會區，跨界治理能力的影響則未能獲得證實。另外，過去國內在研究企業總部地點選擇研究上較少從創新氛圍角度出發，而本研究實證的結果發現，台灣製造業廠商企業總部的區位選擇不僅受到地區生產性服務業的影響，也受到地區創新氛圍的影響。 在跨界投資區位選擇部分，本研究以台灣250大企業集團中的知識密集型製造業集團為研究對象，以台灣、環渤海地區、長江三角洲地區、珠江三角洲地區為研究場域，選擇企業特性與投資區位條件變數，並以多項羅吉特模型進行實證分析。其中，企業特性變數為產業類別、投資經驗、投資時間等三項因子，而投資區位條件則有勞工薪資、市場規模、區域創新強度及外資投資強度等因子。實證結果發現，代表經濟發展階段的投資時間變項確實會影響企業集團的區位選擇行為，產業的類別不同其區位選擇也會不同，先前的投資經驗雖然影響區位選擇。但是與過去研究不同的是，本次實證發現對台灣企業來說面對相似而且鄰近的市場，進入新市場的動機可能比過去的投資經驗來得重要的多，同時投資區位條件亦會影響區位選擇行為。另外，過去較少直接連結廠商生產面的區域創新能力亦明顯影響企業集團的區位選擇，因此本研究認為區域創新活動對於跨國企業在地化取得知識及技術亦具有相當重要的意義。 在地再投資部分以台灣製造業1000大廠商中知識密集型製造業為研究對象，並以工業地域觀點所劃分的台灣地區北、中、南三大區域為研究場域，選擇包括在台投資經驗、總部區位、第一次投資決策、路徑依循等企業廠商組織決策之屬性變數，以及包含區域中科學園區的設立、產業專業化係數、雜異化指標等區域環境變數，透過多項羅吉特模型進行實證分析。實證的結果發現，總部區位確實影響後續再投資的工廠區位選擇，第一次的投資決策經驗對於第二次投資的區位選擇行為影響比總部區位的影響明顯，代表時間演進而產生路徑相依的地區經濟型態差異變項也確實會影響區位選擇行為。而當區域內科學園區的發展相較未臻成熟時，其區域的賦能仍不足以吸引企業廠商進駐，至於台灣企業的再投資區位選擇基於對區域特性的了解較偏好區域內工業地域的地方化經濟，而不偏好區域內工業地域的都市化經濟。 / Stressed on the Taiwanese economical transition, the up-rising of Chinese economy and the change of Taiwanese enterprise organization as well as based on the past research, this study explores the factors affecting location selection behavior of Taiwanese firms across Taiwan Strait from three aspects including the establishment of enterprise headquarter, cross-border investment and local re-investment. On the establishment of enterprise headquarter, the top 1000 manufacturing firms in Taiwan were sampled and some factors were analyzed including office type, R&D, multinational production network, foreign enterprise, number of employee, total asset, knowledge-intensive business, and traditional manufacturing firms. However, these factors could be classed into three fields: headquarter function, cross-border management ability and firm characteristics. Then, the location selection behavior of Taiwanese enterprise headquarter was examined by the techniques of binary logit model and cluster analysis technique among capital area, urban area and homogenous area with productive service industry and innovation-based cluster. The results of empirical analysis show that the factors represented firm characteristics including total asset, number of employee and enterprise type significantly affected the location selection of Taiwanese enterprise headquarter. Furthermore, it is also verified that the enterprise headquarter had been established in capital or urban area if the headquarter was provided with R&D or simply used as office, but the effect of cross-border management upon headquarter establishment is insignificant. The effect of innovation-based cluster upon location selection of enterprise headquarter is seldom studied in the past. However, according to empirical results in this study, they show that location selection of Taiwanese enterprise headquarter is affected not only by local Productive Service industry but also by regional innovation-based cluster. On the location selection of cross-border investment, this study focused on the area of Taiwan, Bohai Economic Rim, Yangtze River Delta and Pearl River Delta. The top 250 Taiwanese enterprise groups were taken into consideration, and the multinomial Logit model was adopted for empirical analysis in which firm characteristics and location conditions were chosen as research variables. Where, firm characteristics contained industrial type, investing experience and investment time, and location conditions included labor cost, market scale, regional innovation intensity and foreign investment intensity. The empirical results indicate that industrial type and investment time significantly affect the selection of investment locations. In contrast, investment experience only slightly influences the selection of investment locations. In addition, we find that entrepreneurial motivation to enter new markets may be much more influential than prior location investment experiences for Taiwanese enterprises functioning within similar markets. Regional differences shaping investment conditions in Taiwan and mainland China also affect the selection of investment locations. Our analysis shows a particularly strong linkage between regional innovation capacity and the selection of investment locations. This implies that regional innovation capacity plays a very important role in the selection of investment locations for multinational enterprises On local re-investment, the top 1000 knowledge-intensive manufacturers in Taiwan were the samples divided by region into the northern, central and southern Taiwan groups by administrative region. The factors affecting organizational decisions were the attribute variables, including Taiwan investment experience, headquarters location, first investment experience and path dependence; and the factors affecting location selection were the regional environment variables, including regional science park status, industry specialization coefficient and Hirschman-Herfindahl index (HHI). The multinomial Logit model was used for empirical analysis, and the results show that the headquarters location affects plant location selection in re-investment, and the first investment experience has a more significant effect on the plant location selection in the second investment than the headquarters location, suggesting that the path-dependent heterogeneity in regional economic style developed over time affects location selection. Also, the immaturity of regional science parks affects plant location selection when regional empowerment cannot attract enterprises. Lastly, Taiwanese enterprises prefer regions with localized economies to regions with urbanized economies for plant location selection.