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從國際法觀點分析南海主權爭端與中華民國的南海政策陳希傑 Unknown Date (has links)
南海問題涉及法律與政治兩個層次,就某種程度而言,南海爭端的本質即在於資源的爭奪與控制。「海洋法公約」於1994年正式生效後,南海主權爭端主要是領土取得以及如何適用「海洋法公約」的問題,不同於一般海洋劃界爭端,國家惟有取得島嶼後方得依據陸地支配海域原則主張海域管轄權。南海主權爭端為高度政治性問題,期望純粹藉由法律手段以解決此爭端,仍有其侷限性,有關國家須依據國際法的相關基本原則以決定領土主權的歸屬問題。相較於其他爭端國家,我國對南海的主權擁有歷史證據與法理依據,應在法律層面上站穩立場,臺灣斷無理由在主權的爭端中過度自我退讓。臺灣南海政策的一大侷限在於,政府最高決策者始終未能體認南海問題對我國影響的重要性,以及臺灣在與其切身相關的議題中被邊緣化的危機。質言之,南海問題並非政策可行性的問題,在於行動的意志問題,積極作為並不保證能獲致預期成果,但被動消極肯定將一無所成。若再不拿出一套具體的有效政策,而滯留在紙上談兵的階段,其他聲索國家卻積極在南海問題上快速前進,而我們仍裹足不前、劃地自限,最終臺灣可能無法避免被邊緣化的危機發生。
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Issues of Outsourcing and Cross-Strait Trades / 委外代工與兩岸貿易的經濟分析黃依珮, Huang, Yi-Pei Unknown Date (has links)
近年來台灣製造業委外代工至大陸已是十分普遍的現象。從國外購買中間財貨、到國外設立跨國公司、購買國外製成品以國內的品牌進行銷售、或到國外找尋特殊投資關係合夥人等,都包含在委外代工的定義內。委外代工帶來了二個值得探討的議題:第一是委外代工對勞動市場的影響,包括失業問題和相對薪資的變化;第二,委外代工和經濟邊緣化問題之間存在尚未澄清的關聯,例如委外代工是不是會導致台灣經濟邊緣化、產業空洞化?因此,本論文分成兩大獨立的結構分別討論上述問題。
關於委外代工對勞動市場的影響,文獻上大多觀察下列現象(Feenstra and Hanson, 1995; Wood,1995):製造業的就業規模是否縮減、整體製造業的技術勞動就業比例是否逐漸增加、整體製造業的非技術勞動就業比例是否逐漸下降、以及技術勞動和非技術勞動之間的薪資差距是否也逐漸擴大(反應出就業比例的改變)。本文對台灣的勞動市場進行研究,的確發現上述現象的產生。根據研究結果顯示,政府沒有理由限制傳統產業外移到大陸,反而要創造更好的高科技環境,積極地留住台灣的高科技產業。亦即,不同的產業需要不同的產業政策加以因應,雙向產業政策將是需要的。例如傳統產業,政府可以將政策提升到「委外代工國」的立場考量,讓獲利率低、生產不效率的產業委由大陸製造;對高科技產業政策政府則可試著採取「被委外代工國」的立場,積極創造更科技的產業環境,留住台灣科技產業和保住台灣科技產業代工王國的版圖。
對委外代工與台灣邊緣化議題的探討,主要源起於泛藍和泛綠在兩次總統大選中的兩岸政策的爭議─是否要「三通」。事實上,針對台灣是否會被邊緣化兩大陣營均尚未整理出一個完整的說明。透過Krugman and Venables(1995)模型闡述可以清楚地了解:邊緣化只是運輸成本下降的一個過程,不會是最終的結果。同時,運輸成本的下降並不是會造成邊緣化的唯一決定因子。產業關聯性和產品之間的替代程度都扮演相當重要的角色。因此,對不同產業設定特定政策才能達到抗邊緣化的效果。 / Outsourcing is the current trend between Taiwan and Mainland China in recent decade. Inclusive of importing intermediate inputs, setting up multinational firms, purchasing final goods produced abroad, outsourcing brings two topics worthy to discuss. My thesis is structured into two independent projects: one is to discuss the effects of outsourcing on unemployment and changes in relative wages, and the other focuses on the issue of whether outsourcing leads to Taiwan deindustrialization.
The main findings in the first project are consistent with the major conclusions suggested by several studies(Feenstra and Hanson, 1995; Wood,1995)that: declining share of manufacturing employment in total employment, increasing share of skilled workers’ in total manufacturing employment and in total wage bill, while the converse in unskilled workers. Therefore, we have no reasons to limit the unprofitable and traditional industries to move out. What we should do is to develop and expand the higher-skilled sector and to encourage high-technology industries to upgrade the production with the most comparative advantage. Different industrial policies applicable to different features of each industry are necessary. To announce a rough and uniform policy will probably do more harms than goods.
What unearthed from the second project is that concerns of economic periphery voiced by Pan-KMT and Pan-DPP alliances did not tell the full story. Krugman and Venables(1995)can be applied to show that economic periphery is just one of the points in the process of a dynamic development with reducing transportation cost. Besides, transportation cost is not the only contributor to “core and periphery” pattern. Share of intermediate input and elasticity of substitution for manufactured goods are also playing important roles. Therefore, different industries should be applicable for different policy arrangement.
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跨國企業子公司的角色演化及擴展-以奇異塑膠台灣子公司為例 / Multinational subsidiary evolution: The case of GE Plastics Taiwan焦慧萍, Chiao, Vicky Unknown Date (has links)
本個案分析以奇異塑膠台灣子公司為例,說明在面對各跨國公司區域整合紛紛將將區域總公司設在中國的趨勢,台灣產業外移,奇異塑膠台灣子公司如何避免被邊緣化的威脅? 說明台灣在2000年初、電子組裝產業由OEM 轉型為ODM,及雖然生產線外移但是產業仍將研發連同規格制定仍舊保留在台灣。而奇異塑膠台灣的子公司經理人如何發揮他的創業家精神,利用這些規格制定留台灣優勢的因素、還有他的敏銳的觀察力發現電子產業的國際與大中華區域之間的價值鏈,善用他與總公司與姊妹公司的良好關係兜售他的創意、取得母公司的支持資源、而培養奇異塑膠台灣子公司在電子組裝產業獨特的能力,進而對在中國的姊妹子公司做出貢獻。而這ㄧ連串的主導活動奇異塑膠台灣子公司不但沒有被邊緣化,反而子公司因此轉型,子公司經理人運用他的創意制定“台商規格制定的生意的平台“使子公司的地位在電子產業處於更重要的策略角色,組織不但未被縮編、還因此增加人員、且獲得總公司的認可,更將重要的電子產業的全球角色成員編列在台灣及ㄧ系列的獨特資源。 筆者也將此個案與歷年的文獻做比對,讓個案更有學理的基礎,可以有信心的用本文作為跨國公司在台灣的子公司做為發展的參考及勉勵,並且個案所述的價值鏈及台商規格制定的生意的平台是可以套用在任何國籍或跨區域需要規格制定的產業上。希望這個成功的模式可以幫助別人。 / This case study uses GE Plastic as an example to illustrate how a Taiwanese branch prevailed when facing the global trend that international corporations, including Taiwanese firms, restructured their district headquarters to mainland China. Taiwan GE Plastic general manager leveraged Taiwan’s unique advantages on product specifications to gain strategic importance and supports from its global and regional headquarter. This manager realized several facts: first, although Taiwan moved its manufacturing components to mainland China. Taiwan kept its designing capabilities in-house; second. Greater China needs Taiwan’s capabilities to complete the value chain and generate profits; third, she maintained favorable relationships with the global headquarter and China regional headquarter. In lights of these facts, she sold an innovative concept to the global headquarter and attained resources to create a platform that kept Taiwan GE plastic relevant. This “speciation-dictating” platform enabled Taiwan GE Plastic to dominate its industry and contribute enormously to its sibling, the China branch. Not only wasn’t it marginalized, Taiwan GE Plastic placed itself in a key strategic position and gained recognition from its mother headquarter. This platform is not bounded by a particular industry and can be used in many other domains. Practitioners from other industries in Taiwan may gain insightful implications from this case and reposition their Taiwan branches in a vantage point.
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