碩士 / 國立高雄大學 / 亞太工商管理學系碩士班 / 103 / This study aims to explore family businesses’ internationalization and localization strategy. By carefully reviewing relevant literature and profoundly interviewing five family business owners, the researcher collected numerous meaningful data. Then all data collected were comprehensively analyzed in qualitative research approach. This study thus develops the following propositions:
1. When founder-held family businesses go internationalized, it is apparent that the longer the business exists, the more family members join in.
2. During internationalization, family businesses will adjust their own ways according to market situation and business need instead of abiding by any developing process mode. However, foreign trade is often prior to overseas subsidiary establishment.
3. The motives of driving family businesses internationalized include (1) seeking bigger market abroad to gain more profit, (2) pursuing better technique, material or human resource, (3) solving protective tariff and import quotas problem.
4. Family businesses mostly adopt ethnocentric approach to human resource management at the beginning stage of internationalization. Then they gradually turn to polycentric or regiocentric approach to meet the requirement of Mother Company and the subsidiary.
5. High-ranking executives in family businesses’ overseas subsidiaries are mostly from home country while middle managers and operating workers are usually local staff with lower wages and fewer promotion opportunities.
6. When considering localization, family businesses think about three major factors: (1) global trend, (2) local environment, and (3) company’s own interior situation.
We could sum up from the above propositions that awareness of outer- inner situation and elastic positive strategies are common contributing factors to the success of family businesses’ internationalization and localization. In addition, the research also yields useful implications about management. First, fair systems for recruitment, salary and promotion help attract great talents and increase family business competitiveness. Second, multiculturalism promotes harmonious labor-management relations during internationalization. Last but not the least, with sustainable development as long-term goal, family businesses should pay attention to environmental protection and public welfare especially when going localized.
| Identifer | oai:union.ndltd.org:TW/103NUK05026002 |
| Date | January 2015 |
| Creators | Wen-Ching Lee, 李文清 |
| Contributors | Yung-Kai Yang, 楊詠凱 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 92 |
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