跨國企業的發展已建構出一個極為龐大的全球商業體系，其涵蓋了全球生產總值的25％，國際貿易行為的65％，國際技術貿易的60％至70％，產品研發的80％至90％，換言之跨國企業實際上掌握了全球的國際貿易與技術研發。而過往跨國企業多群集於技術領先之處進行海外研發活動，近年來卻轉往以亞洲為主的開發中國家。其中OECD甚至表示跨國企業對於中國研發的投入已經使中國在2006年超越日本，成為研發投入全球第二的國家。 因此本論文便以此為出發點，希冀瞭解跨國企業國際投資行為，並將以跨國企業（摩托羅拉、諾基亞）在中國的投資行為為觀察對象，以瞭解跨國企業如何應對東道國之產業政策，以及如何利用東道國的政策法令、市場地位來極大化其跨國經營的效益，並在最後以臺灣廠商（明基）在中國的研發佈局為對照，指出臺灣廠商未來可以努力的方向。研究後所得整理如下： 1.跨國企業進入資本輸入國的型態已經呈現多元化的趨勢，多數的國際投資開始藉由離岸公司或是多國籍的方式進入資本輸入國。 2.資本輸入國時常會利用法令政策為手段來培植齊國內產業，而跨國企業也會藉由合資、併購等手段來避開資本輸入國法令政策的羈絆。 3.對於中國3G標準（TD-SCDMA）跨國企業之參與不遺餘力。 4.研發行為全球化型態已經成為目前跨國企業研發的方式，藉由建立全球研發管理平台跨國企業更能掌握全球資源。 5.臺灣廠商應盡力往技術研發方向佈局，並應盡力建立跨國研發管理平台，避免一味的追逐製造行為以為滿足，以免在中國本土廠商技術提升之後，淪為替人家代工或是必須遷往成本更低廉的地方。 / The development of Transitional Corporations has already created an enormously complicated business structure in the world. It includes 25％of the gross world product, 65％of the international trade, 60％~70％of the international technology licensing, 80％~90％of the R&D. In other words, Transitional Corporations has manipulated the trade and R＆D activities of the world. Moreover, Transitional Corporations are now spreading their R&D activities to developing countries（mainly in Asia）. OECD even mentioned that China will surpass Japan by the end of 2006 in R&D spending to become the world's second R&D investor after United States. This thesis examines the international investment strategies of Transitional Corporations. We discuss the international investment law and the foreign investment legal system in China（host country in this thesis）first. Then we focus on the investment strategies of Motorola and Nokia in China to realize how they arrange their R&D centers in China and how they deal with the policies of the host country to maximize their investment interests. In conclusion, we study the investment strategies of BenQ in China to give Taiwan corporations some advice about their international investment strategies. Our conclusions are as followed： 1.Transitional Corporations enter into the host country with diversified nationalities and through the establishment of offshore company. 2.The host country will have certain policies to foster their own industries, Transitional Corporations should use Joint Venture company or M＆A action to evade this kind of restrictions. 3.Transitional Corporations spare no effort to affect and join the development of 3G standardization（TD-SCDMA）in China. 4.Globalization R&D has played a major role in the R&D model of Transitional Corporations. Through the built of international R&D management platform, Transitional Corporations are more capable of controlling their global resources. 5.Taiwan Corporations should focus their investment on valuable activities, such as R&D, instead of just pursing manufacture interests.

Made available in DSpace on 2016-06-02T19:50:28Z (GMT). No. of bitstreams: 1 TeseLCS.pdf: 2067913 bytes, checksum: fe03f2f8092b1ff62a76fa171f4216c2 (MD5) Previous issue date: 2005-08-11 / Studies comparing two technological institutes in Mercosul -The Industrial Technologic Institute, in Argentina, and the Technological Research Institute, in Brazil - focus on management projects in research and Development, in institutional level. Through the literature, it is identify, areas and subjects that allow the analyses of institutional management R&D projects (IMRDP). The history of the two institutes was study to identify the similarity and the differences of them. The field research is composed by an interview which was framed through literature subjects and documents in the following topics: general vision and IMRDP operations in the institutes; institutional management; process effectives results; people´s communication involved with projects and the institution; experiences acquired in the institutions. Of all interviews, one quarter was directed to high management, one quarter to functional gerency and two quarter to project managers. The discussion results, thanks to the methodology and schedule, determined that institutions did not have IMRDP, although both institutions considered the importance of its implementation. It was clear that the IMRDP structure, in any institution, have to consider the institutional culture, history, staff, structure and market, even though there are similar subjects and areas between the two institutions. / Estudo de casos comparativo de dois institutos tecnológicos em países do Mercosul o Instituto de Tecnologia Industrial (INTI), na Argentina e o Instituto de Pesquisa Tecnológica (IPT), no Brasil com foco na gestão de projetos de Pesquisa e Desenvolvimento (P&D), no nível institucional. Identifica na literatura áreas e temas pelos quais é possível analisar a Gestão Institucional de Projetos de P&D (GIPPD), para então voltar-se ao estudo da história das duas instituições, contextualizando-as e identificando pontos de identidade e diferenciação. Elabora uma pesquisa de campo utilizando-se de entrevista estruturada, a partir do mapeamento que resultou na solução gráfica representativa dos temas identificados no estudo da literatura e dos documentos: visão geral da GIPPD e seu funcionamento em cada instituição; estrutura organizacional; projetos de P&D e o planejamento institucional; Gestão Institucional; resultados efetivos dos processos; comunicação entre os atores dos projetos e a instituição e experiências adquiridas na instituição. As entrevistas foram dirigidas numa proporção de um quarto à Alta Direção (AD), um quarto aos Gerentes Funcionais (GF) e dois quartos aos Gerentes de Projeto (GP). A discussão dos resultados, facilitada pela metodologia e a tabela dinâmica empregadas, permitiu que se concluísse pela nãoexistência de uma GIPPD estruturada nas instituições estudadas, embora os entrevistados considerem válida a sua implantação nas suas organizações. Observa-se que a estruturação de GIPPD em qualquer instituição deverá levar em conta sua cultura institucional, sua história, seu quadro funcional, sua estrutura e seu mercado, no sentido amplo, embora elas venham a ter sempre um conjunto básico de áreas e temas comuns.