權力位階與信任關係對外包談判策略的影響 ------以交易成本理論與鑲嵌理論解釋分析

The Influence of Power Status and Trust Relationship on the Negotiation Strategies of Outsourcing --- Based on Transaction Cost and Embeddedness

羅子衡(Tzu-Heng Lo)

指導教授 ： 羅家德 ； 左正東

元智大學/資訊學院/資訊社會學研究所/碩士(2006年)

摘要

本研究外包泛指一方將非核心的勞務或製造委託一方代工，是一競爭與合作的融合體，為了生存而彼此合作，也為了保有彼此的競爭力，有時甚而產生投機行為，因而，外包的談判策略選定在如何能將所獲最大化，投機可能最小化，達到共存共榮，是一雙方共同期待的目標，也是本研究的目的。
本研究透過Williamson(1985)的交易成本理論與Granovetter(1985,1992)的鑲嵌理論以權力位階（利益導向）與信任關係（關係導向）兩面向來解釋分析外包談判策略的形成，在研究方法上，採用個案研究法，以紮根理論(Grounded theory)的研究方式，結合資料登錄的程序進行分析，並得出以下命題：
1. 關係導向越高，則所容許的經濟損失越大，若對方相對於我方的「權力位階」越高，在「信任關係」中的信任越穩固，我方則越傾向關係導向而採合作策略。
2. 利益導向越高，則所容許的經濟損失程度越低，若對方相對於我方的「權力位階」越低，在我方掌握資源下，我方將採合作、妥協甚而競爭策略，對方則採合作、妥協甚而讓步策略。
3. 權力位階差距越大將越不利於信任關係的維持，也越會形成利益導向。
研究中發現談判者的策略即是在對利益導向與關係導向二者的共同比較與評估考量下而形成的，具體的關係導向展現就在於談判的期望(信任)增減，是否達成共識，則有賴雙方對這結果的滿意度，而這滿意度與談判所獲是一正相關。
本研究結論認為合作是所獲最高的談判策略，信任關係確有助於交易的維持，外包的穩定外，信任關係就有如槓桿原理中的支點效用一般，成了施力大小的關鍵，並得以思考策略的運用及取捨來獲致較佳態勢及最低成本。

關鍵字

外包 ； 談判 ； 權力 ； 信任 ； 交易成本 ； 統治結構 ； 鑲嵌理論

並列摘要

In this thesis, outsourcing refers to a process in which a company delegates its nonessential labor service or manufacture to a third party. It is a mixture of competition and collaboration. Business units must cooperate for survival, and sometimes it even evolves opportunistic behaviors; therefore, the anticipated mutual goal of outsourcing negotiation is to maximize interests, to minimize risks, and to achieve co-survival and growth, which is also the goal of this study.
Based on the transaction cost approach developed by Williamson (1985) and the theory of embeddedness from Granovetter (1985, 1992), this author analyzed the formation of outsourcing negotiation strategies from two aspects: power hierarchy (interest-oriented) and trust relationship (relationship-oriented). The author adopted the methodology of case study in this study, integrated Grounded Theory with coding process to conduct the analysis, and obtained following propositions:
1. The more relationship-oriented one party is, the more economic loss this party can bear. If the other party’s “power hierarchy” is relatively higher than ours, the more stable the trust in the “trust relationship” is, the higher tendency we would be relationship-oriented and to take the strategy to cooperate.
2. The more interest-oriented one party is, the less economic loss this party can bear. If the other party’s “power hierarchy” is relatively lower than ours and the resources are under our control, we would take the strategy to cooperate, compromise, or even compete; meanwhile, the other party would take the strategy to cooperate, compromise, or even make a concession.
3. The greater the power hierarchy difference is, it would be less beneficial to maintain the trust relationship, and more likely to become interest-oriented..
The author found that negotiation strategies were derived from co-comparing and evaluating the orientations of interest and relationship. Concrete relationship reflected the change of negotiation expectation (trust). And whether a consensus could be reached depended on each party’s satisfaction on the result, and there was a positive relationship between satisfaction and the gain of a negotiation.
The author concluded that cooperation was the negotiation strategy with the highest gain. Trust relationship was not only beneficial to maintain a transaction and outsourcing stability, it also acted as the pivot of a lever to become the key leverage. It helped with the use and choice of strategies to gain a better position and the lowest cost as well.

並列關鍵字

Outsourcing ； Negotiation ； Power ； Trust ； Transaction cost ； Governance ； Embeddedness