碩士 / 國立臺灣大學 / 臺大-復旦EMBA境外專班 / 102 / From the adoption of import substitution policy in early stage to export expansion policy in the 1960s, and to today’s adoption of trade liberalization, internationalization and institutionalization policies, Taiwan has experienced rapid trade expansion, and foreign trade has become a major driving force for the economic development in Taiwan. It is a significant and challenging task for all companies to learn how to adapt to the rapid evolutions under globalization, how to maintain their competitive advantages and how to select the right entry models to foreign investments and subsequent monitoring management methods in order to achieve the business goals.
The main purpose of this research is to examine the evolving process of the subsidiaries of a company under globalization by putting XX International Co., Ltd. as the key study subject, of which the following topics will be discussed: (1) Changes of market focus or coverage? How to choose the target market? (2) Changes of entry strategies? Do changes adjust dynamically? (3) The relationship between subsidiaries and headquarter? Do roles of the subsidiaries change over time?
Through research by case study, apart from data collection, the research process has also analyzed and compared different international market entry strategies, target market selection and control management to related theories to achieve better understanding of how subsidiaries’ operation evolve over time under globalization and learn from the experiences.
By the conclusion of this research, we have learnt that the entry model selection of XX International Co., Ltd. is very much identical to the research studies in the past, however this research has explored deeper to discover that continuous adjustments will be enacted in the process of internalization and transformation of entry models so as to strengthen the functions of each subsidiary after the evolution. It is for certain that entry models and roles of the subsidiaries will eventually change in the evolution process in order to adapt to the Group’s business strategies at different periods, however the key factor to success is the management of Headquarter’s relationship with its subsidiaries, as the Headquarter needs to adjust accordingly for subsidiaries of different regions, for instance some subsidiaries might need to be closed down, shareholders’ structure might be required to change, the design of control operation flow of headquarters and subsidiaries might be re-designed and etc. The research also demonstrated the need for regional adjustments in the Headquarter’s business strategies; especially for business developments in emerging markets which is highly beneficial for the company’s target strategy- Globally Integrated Enterprise (GIE).
| Identifer | oai:union.ndltd.org:TW/102NTU05457030 |
| Date | January 2014 |
| Creators | Li-Ching Chien, 簡麗卿 |
| Contributors | Cheng-Min Chuang, 莊正民 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 70 |
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