Microchip¡¦s enter in 1996 pioneered the affluence of electronic firms¡¦ investments. Since then, investment environments of Taiwan pose as a luring target for foreign electronic firms, they also entered Taiwan gradually. Clustering effect is the main factor affecting Multinational Corporations¡¦ entry decision; they entered Taiwan due to this reason as well. The promising industry was thus created. Due to similarities in culture and language between Taiwan and PRC, Taiwanese firms serve PRC as the target when considering expanding strategies. Among them, electronic firms claim a large proportion. Clustering effects are also found in several coastal cities in PRC, as a consequence. It¡¦s expected that the history repeats itself in PRC as it did in Taiwan. Previous studies served situations evaluated by US electronic firms which were willing to enter Taiwan as the base, and discussed their entry modes. This thesis aims at discussing subsidiaries in Taiwan in order to understand under which circumstances of capacity or environment would result in which entry modes. This research conducted empirical studies on gathered data, and listed several measurable variables as the data used in analyses. This study categorizes entry strategy into wholly owned and partly owned, and discovered that foreign experience factor significantly affects the entry modes while other factors bear less significant explanatory powers. This research is suggesting that electronic firms could advisedly think over more factors when considering entering Taiwan or PRC, and evaluate firms and market conditions of target country in order to find the best suitable entry mode.

Orientador: Sergio Robles Reis de Queiroz / Dissertação (mestrado) - Universidade Estadual de Campinas, Instituto de Geociências / Made available in DSpace on 2018-08-15T15:10:23Z (GMT). No. of bitstreams: 1 Zeitoum_Camila_M.pdf: 1631244 bytes, checksum: c64564b4ac4763df3285c7ba87ea720f (MD5) Previous issue date: 2009 / Resumo: O objetivo do trabalho é apresentar a evolução das firmas prestadoras de serviços de manufatura por contrato em direção a um leque mais amplo e complexo de etapas da cadeia de valor de produtos eletrônicos. Inicialmente, é feita uma contextualização do fenômeno da subcontratação de atividades. Discutem-se as principais mudanças na forma de organização das grandes corporações verticalmente integradas, principalmente a partir da década de 1970, diante de um acirramento da competição e da volatilidade das demandas. Além do aumento da internacionalização das empresas, a estratégia de subcontratação produtiva surge como uma alternativa ao modelo predominante em diversas indústrias. Em seguida, apresentam-se algumas características do complexo eletrônico, intimamente relacionadas com as motivações para que nesse setor a estratégia de subcontratação seja expandida para além da manufatura. Nesse contexto, inserem-se as fornecedoras EMS (Electronics Manufacturing Services), empresas que emergiram como fabricantes de placas para suprir as necessidades das empresas clientes, - as companhias OEM (Original Equipment Manufacturers), também conhecidas como firmas "de marca" - mas que atualmente oferecem um pacote integrado de soluções que vão desde as etapas mais iniciais da cadeia de valor dos produtos eletrônicos, como design e desenvolvimento de produtos, até as etapas posteriores à manufatura, de logística, distribuição e reparos. A partir da abordagem teórica evolucionária, discutem-se elementos que estão por trás da evolução da firma, com base nos conceitos de estratégia, estrutura e competências centrais. Supõe-se que na busca por um processo consistente de desenvolvimento, a firma deve adotar uma estratégia que combine práticas de exploitation e exploration, para alcançar (i) um melhor aproveitamento dos recursos internos, mas sem deixar de promover (ii) a busca por novas tecnologias e conhecimentos. As mudanças na estratégia da firma devem impactar a forma como a empresa está estruturada, resultante de rotinas organizacionais. Em função desse arranjo, a firma desenvolve competências centrais. Reforça-se a importância das capacitações dinâmicas nesse processo, fundamentais para que a firma se adapte a um ambiente de concorrência em constante mutação. O caso da Flextronics ilustra o processo evolutivo de uma das maiores empresas da indústria EMS em direção a serviços mais complexos / Abstract: This study presents the evolution of the contract manufacturers to a broader range of more complex phases of electronics' value chain. The outsourcing phenomena is discussed as one of the changes in the organization of the great vertically integrated corporations in the 1970s, mainly due to a stonger competition and the volatile demands. Besides these companies' internationalization process, the manufacturing outsourcing emerges as an alternative to the predominant model in different industries. Some of the electronics industry's characteristics are pointed out as reasons for the companies to outsource functions beyond manufacturing. In this scenario, we introduce the Electronics Manufacturing Serivices providers, which emerged as board stuffers to respond to the Original Equipment Manufacturers and are now capable of offering an integrated set of solutions from the most inicial phases of the electronics products' value chain - such as product design and development - to the post manufacturing phases - logistics, distruibution and repair services. Based on the evolutionary theory, some of the elements related to the evolution process of the firm are discussed through the concepts of strategy, structure and core compentences. It is assumed that the firm must adopt a strategy that combines exploration and exploitation practices to reach (i) a better use of the internal resources and also (ii) the search for new technologies and knowledge. The changes in the firms' strategies must impact the way through which the company is structured, as a result of organizational routines. Due to this arrangement, the firm develops core competences. The importance of dynamic capabilities is reinforced, as they are pointed out as crucial for the firms to adapt to the changing environment of competition. The case of Flextronics ilustrates the evolution process of one of the greatest firms in the EMS industry towards more complex services / Mestrado / Mestre em Política Científica e Tecnológica

在知識經濟時代，電子工業環境趨於成熟的環境下，無形資產是企業成長的重要關鍵。台灣電子工業發展至今近四十年，建構完善電子產業生態鏈，在全球站穩關鍵性地位，佔國內GDP產值之比例也非常高。 而併購是企業獲取商譽和無形資產的重要手段，對於電子工業來說，尤為重要。而Tobins’Q利用公司市值為產出指標來衡量廠商之技術創新或品牌形象等無形資產的價值，能反映無形資產在公司未來的成長機會。因此本研究欲探討電子工業和非電子工業併購取得之商譽和無形資產佔贈購價格之比例，了解其差異，並以Tobins’Q值作為公司價值之衡量，探討電子工業和非電子工業於併購當年和併購後所取得之商譽和無形資產是否能增加公司價值。 本文實證結果顯示，電子工業相對於非電子工業因併購所取得商譽和無形資產佔併購價格比例愈高，公司價值在併購後逐年提升度愈大，而電子工業相較於非電子工業更為顯著，顯示出無形資產及商譽在知識經濟時代之重要性。 / In a knowledge-based economy, the electronics industry is driven to maturity stage . Therfore , the intangible assets are the keys to enhance the coporations’ performance. The electronics industry has developed nearly 40 years ,building the perfect economic chain .Now it’s the key position in the world . The electronics industry also has higher propotion of GDP than before . Merge and acquisition is an important method to aquire Goodwill & Intangible assets , except for the electronics industry . Tobins’Q can reflect the opportunity the future of the coporation .Therefore , this research aims to the propotion of acquisition price which is different between electronics industry and non- electronics industry . The research also adopts Tobins’Q as measuring the value of coporation , which aims to define the relationship between Goodwill & Intangible Assets . The empirical results are as follows. The total acquired intangible assets of the propotion of acquisition price are positively associated with the coporation value , and electronic industry is more positive than non-electronic industry .The electronic industry’s Tobins’Q , which means the value of coporation , will be increase year by year .

This study focused upon the manufacturing lead time management in California's electrical and electronic machinery, equipment, and supplies industry. Manufacturing firms with one hundred or more employees were invited to participate in the research. Six subproblems relating to manufacturing lead time were selected and six appropriate null hypotheses were tested. The subproblems identified (1) factors influencing manufacturing lead time, (2) production planning processes influencing manufacturing lead time accuracy, and (3) techniques reducing manufacturing lead time. These factors, production planning processes, and techniques were then IV investigated to determine the importance of each of them in two environments: (1) high-volume continuous-production (HVCP) and (2) job-shop production-to-order (JSPTO).