本研究主要在探討多國企業面對全球環境變化與全球策略的改變時，如何針對不同角色的子公司進行整合與協調。另外，並提出多國企業整合與協調的權變模式，試圖瞭解在不同的全球環境與全球策略下，子公司角色如何變化、資本流與知識流如何移動、應採取何種整合與協調機制。本研究採用個案研究法，以國內國際化程度最深之一的宏碁集團為對象，針對集團總部與六個子公司進行研究，並以 Client-ServerO.X、Client-Server l.X 與 LOB 將宏碁集團整合與協調分為三個階段，兼用結構化問卷與對子公司高階經理的深度訪談取得詳細資訊。另外並椅子公司的「相對優勢」、「全球整合／地方回應」與「策略重要性」將子公司角色分成八類，亦定義出六個整合與協調的機制。研究結果發現，當全球整合壓力增強時，多國企業將增加成本領導策略與與複雜創新策略的權重，優先促使全球整合導向、策略重要性高但相對優勢較低的子公司改變其角色，此時對不同角色的子公司仍需採取不同的整合與協調機制，但皆加強結構調整機制與資源管理機制的使用；當地方回應壓力增強時，多國企業將增加行銷差異化策略與廣度策略的權重，優先促使地方回應導向、策略重要性高但相對優勢較低的子公司角色移動，但較不強調資源管理機制的使用。 / This paper investigate how a Multinational Corporation(MNC) integrates and coordinates subsidiaries with different roles, in the context of global competition . A contingency model MNC's integration & coordination is proposed in order to provide a in-depth understanding of how to deal with the flows of knowledge and capital. Integration and coordination mechanisms are also suggested to manage the strategic role changes of subsidiaries. A qualitative approach consists of questionnaires and interviewing of CEOs is used to explore the relationships among global environment, global strategy, subsidiary's roles and mechanisms to integrate and coordinate the activities of a MNC. One of the MNCs in Taiwan with high degree of internationalization, Acer Group is the focus of the study. The head office and six subsidiaries were interviewed and the following three phases of Acer's history were examined: Client-Server O.X, Client-Server l.X and LOB. Three dimensions, relative advantage, integration/responsiveness and strtrgic importance, were used to classified the roles of subsidiaries into eight categories. We also identified six mechanisms of intrgration and coordinition. The research findings suggest two important patterns to integrate and coordinate. First, increasing pressure to integrate will push MNCs to strengthen the cost strategy and complex innovation strategy, to change subsidiaries'roles. The head office should adopt different integration and coordination mechanisms to deal with subsidiaries with different roles. Two types of the mechanisms, the microtructural arrangement mechanism and the resource management mechanism should be emphasized in all subsidiaries. Second, increasing pressure to response to host demands will push MNCs to strengthen the marketing differentiation strategy and breadth strategy, to change subsidiaries'roles as well.
| Identifer | oai:union.ndltd.org:CHENGCHI/B2002001904 |
| Creators | 許宗哲, Hsu, Tsung-Che |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
Page generated in 0.0011 seconds