碩士 / 東海大學 / 管理碩士在職專班 / 98 / A qualitative case study of a multinational corporation that has four overseas subsidiaries. The study examines the best fit of a coordination and control model for the parent firm to manage its overseas subsidiaries during different organizational growth stages. It also reveals how the mechanisms affect the performance of subsidiaries in the different capability lifecycles of subsidiaries. Through this discussion, we summarize the success or failure factors influenced by the coordination and control mechanism utilized between the parent firm and its overseas subsidiaries. Through this research, we intend to provide prescriptive advice in the internationalization process for other Taiwanese enterprises in the future.
Through a case-based examination, we found that according to group strategic objective and organization resource, subsidiaries that are from different culture and background need different support from parent firm in every stage of organizational growth. We found that uniform coordination and control mechanisms that the parent firm applies do not fit each subsidiaries individual need. Companies should select a combination of formal and informal mechanisms to manage their subsidiaries flexibly.
Additionally, we found that resource capacities are key success factors for international development. An organization with international perspective, an understanding and respect for different cultures, global strategic planning and proper resource usage capability are most important in order to reach future success.
| Identifer | oai:union.ndltd.org:TW/098THU00026036 |
| Date | January 2010 |
| Creators | Hsiu-Man Chu, 朱秀曼 |
| Contributors | Sue-Ming Hsu, 許書銘 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 0 |
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