營建產業國際化進入策略之研究

Entry Strategies for International Construction Market -Theory and Case Evidence

毛昭凱(Chao-Kai Mao)

指導教授 ： 荷世平

國立臺灣大學/工學院/土木工程學研究所/碩士(2008年)

https://doi.org/10.6342/NTU.2008.01073

摘要

面臨國內營建市場逐漸萎縮及因應全球化競爭時代來臨，許多營建業者有意拓展國際市場，尋求寬廣的發展空間。據統計，國際每年營建市場規模約四兆美元，全球225大營造公司總營收約5,628億美元，海外市場的營收約1,894億美元 佔33.7％，整體市場競爭日趨激烈，故營建業者如何爭取進入國際市場的空間為重要課題。當前有關國際化的文獻大都以製造業為主，國內營建產業國際化的論述則偏重企業組織策略及公司治理方面，甚少由國際化策略及模式的角度切入，故本研究希望藉由營建產業國際化的研究，瞭解其進入策略及模式。
首先，本研究回顧國際化的相關理論及文獻，包括國際化策略及進入模式等相關理論，並以折衷理論為基礎，參考 Hill et al.(1990)延伸折衷理論所提影響市場進入的因素及Chen(2005)研究營建產業國際化策略及模式，建構研究架構及命題；藉由個案研究方式，探討中鼎工程、大陸工程及亞新工程顧問公司等國內主要營建產業國際化的策略（包含國際市場進入時機、市場選擇、進入障礙及網絡關係等）及進入國際市場模式，並探討本研究之研究命題。
研究結果發現，營建業者通常採取設立分公司或子公司的方式進入國際市場，除資源變數中的知識價值因素無明顯關連外，策略變數、環境變數及資源變數均對國際市場進入模式選擇產生影響。研究顯示大致符合命題，惟發現採多國策略之營建業者，傾向採取高度控制的進入模式；在高度競爭市場，營建產業反而傾向於採取高資源投入的進入模式。
本研究最後歸納營建產業進入國際市場的策略，提出結論與建議，俾供營建產業進入國際市場決策之參考。

關鍵字

國際化 ； 進入策略 ； 進入模式

並列摘要

In face of gradual market shrinkage and global competitions, many domestic construction firms are planning to expand their business to the international market, in pursuit of a broader room for development. Statistics show the market scale of the international construction market each year is about US$4 trillion. The 225 top international contractors generate about US$562.8 billion revenue in total, and of which US$189.4 billion (about 33.7%) is from the overseas market. The competition in the entire market is becoming more intense, so how construction firms can enter the international market has become an important issue. The existing studies on internationalization have mostly concentrated on the manufacturing industry, and domestic studies on internationalization of the construction industry are more focused on corporate strategy and corporate governance. Such issue is seldom discussed from the perspective of internationalization strategies and models. Therefore, this study was aimed to explore the entry strategies and entry models of the construction firms into the international market.
First of all, theories and literature about internationalization strategies and entry models were reviewed. Based on the eclectic theory, factors of market entry proposed by Hill et al. (1990) and the internationalization strategies and models introduced by Chen (2005) were employed to construct the research framework and propositions. Through a case study, the internationalization strategies (including entry timing, market selection, entry barriers, cooperative network, and entry model) adopted by CTCI Corporation, Continental Engineering Corp., MAA Group Consulting Engineers, and other leading construction firms in Taiwan were investigated to establish propositions.
The research results revealed that the case firms entered the international market mainly by adopting the strategy of “setting up branches or subsidiaries”. Among the proposed propositions, except that knowledge value of the resource variables and the entry model was not significantly correlated, all the other variables including strategic variables, environmental variables, and resource were influential to the selection of entry model. The results generally supported the propositions. However, construction firms taking multi-domestic strategy were more inclined to adopt the high-control entry model. Besides, in the highly competitive market, construction firms would rather adopt the entry model of high resource commitments.
Finally, this study concluded by inducing the major entry strategies of the construction industry and providing suggestions as a reference for the construction industry on decision of entry into the international market.

並列關鍵字

internationalization ； entry strategies ； entry models

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