中衛廠商對大陸投資之協力管理的移轉新建

Transfer and Constructing of Cooperative Relationship Among Central and Satellite Companies after Investing in Mainland China

胡哲生(Jer-San Wu) ； 王友民(Yo-Min Wong) ； 陳美玉(Mei-Yue Chen)

《企業管理學報》 49期 (2001/04) Pp. 1-35

摘要

中衛體系廠商因為長期穩定的協力合作關係，對合作廠商的評估及協力管理，有相當一致觀念共識與經驗基礎；隨著廠商投資大陸情形愈為普遍，中心廠及衛星廠既有的協力經驗，影響其對併同投資者的評估，以及在大陸新建或加入當地協力體系的協力管理行為；中心廠評估協力廠併同投資時之考慮因素，與其即有的中衛經驗及協力評估條件相關，同時，對既有合作者併同投資時的評估、對合作廠商的管理，也充份反映在對大陸協力廠的評估與能力判斷之上，大陸廠商能力愈弱的部份，中心廠愈傾向對併同投資之合作廠的輔導補強，充實在大陸協力系統的實力；同樣的，衛星廠的協力合作經驗、併同投資行為、加入大陸協力體系時的評估條件，及對大陸廠能力條件的判斷，彼此間亦有相互的關聯性。

關鍵字

中衛體系 ； 協力活動 ； 大陸投資 ； 併同投資

並列摘要

Basing on the stable cooperation experience for decades, Taiwan businesses no matter central or satellite members in associative system, have shared common knowledge and know-how of cooperative relationship management. Along with more members in the system invested in Mainland, the cooperation experience had influenced the behavior of bundled investing of central-satellite companies, and the setting up of new cooperative system in Mainland. What the factors central members would adopt for assessing cooperators when investing in Mainland are related to their cooperative experience in Taiwan. Also, these factors in investing decisions will be injected to the efforts of the setting -up of new cooperative system in Mainland. Central members would get helps from co-investors for the empowering of new partners in Mainland. For the satellite members, the past cooperation experience' evaluative of co-investing and assessment of new partner, these three kinds of behavior, are correlated with each other.

並列關鍵字

Central and Satellite System ； Associative cooperation ； Mainland investment ； Bundled investment