中國佈局:鴻海集團之個案分析

Positioning and Competitive Strategies in Mainland China: A Case Study of Hon Hai Precision Corporation

張惠茹(Hui-Ju Chang)

指導教授 ： 洪世章

國立清華大學/科技管理學院/科技管理研究所/碩士(2008年)

摘要

鴻海精密集團成立於1974年，鴻海也為台灣民營企業最早西進大陸投資的台商企業，並運用中國大陸低成本的優勢，取得全球品牌廠商OEM、ODM訂單，使營運成長快速，變成為世界上最大的電子製造服務廠商。鴻海精密集團20年來大舉擴張在大陸的事業版圖到今日的成就，目前，在大陸已經擁有十六個大型生產基地，完全讓對手毫無追趕的空間。
本研究以台灣到大陸投資長達二十年以上的鴻海集團為主要研究的對象，並以資源基礎的觀點上去分析探討大陸佈局策略，對其價值活動的改變。本研究發現：(一)、鴻海在中國的經營策略隨著環境而演進，其經營策略地位日益提高：(二) 、鴻海經由中國大陸經營策略，強化其核心能力及競爭力； (三)、鴻海因大陸經營經驗，跨國經營能力提昇；(四)、鴻海的大陸經營策略，與其全球佈局策略具有相互影響關係；(五)、鴻海越善於全球佈局策略，其創新國際化的機會也越高。
整體而言，本研究可歸納出之結論如下：
一、對赴中國投資的廠商而言，依據本身的資源與能力做妥善運用與配置，選擇適合之進入策略，其進入後的經營績效會有較好的表現。
二、產業網路的發展是因地制宜的，廠商在中國發展產業網路時，可先以台灣原有網路為基礎，再逐步發展適合當地商業環境的產業網路，能使廠商的經營績效有較好的表現。

關鍵字

鴻海 ； 郭台銘 ； 中國佈局 ； 個案研究

並列摘要

Hon Hai Precision Corporation was founded in 1974 and was the first one in Taiwan invested China for factories establish around 1988.Hon Hai has become the leading ODM/OEM supplier of IT gears for super brand names such as IBM, Apple, Sony, and Nokia, with strategic manufacturing operations in China. During 20 years, Hon Hai aggressively invested Mainland China and currently owned 16 manufacturing locations. Moreover, it has become the world’s number one Electric Manufacturing Service（EMS） provider.
The research object is focusing on Hon Hai Precision Corporation which established the companies in Mainland China over 20 years , and discussing for how impact to its competition depending on the action of value changing, management strategy, strategy of global perspective. This study adopts single case study method to analyze Hon Hai’s strategic process in China and the outcome is as following：
1. Hon Hai changes its strategy of Mainland China according the environment and the role of strategy of Mainland China is getting more important.
2. Hon Hai sets up the strategy of Mainland China in order to buttress its core competence and competition.
3. The experience of operation in Mainland China will promote the competitive capability of Hon Hai.
4. The management strategy of Mainland China will be related to global perspective to Hon Hai.
5. The better Hon Hai plotted the strategy of global perspective, the higher it can get the opportunity of innovated nationalization.
Overall, we induced the results of this research are as follows：
1.After investing Mainland China, choosing the fitting entry strategy and well done the resource and capability of their-self, the corporate performance of the Taiwan firms are better than the others.
2.The development of industrial network is influenced by the location. When Taiwan firms developing industrial network in Mainland China, they could base on the original network of Taiwan, then developing suit local business environment industrial network step by step, by the way, the corporate performance of the firms will become better

並列關鍵字

Hon Hai ； Terry Guo ； Mainland China ； case study

參考文獻

鴻海精密工業股份有限公司九十年股東會年報。

鴻海精密工業股份有限公司九十一年股東會年報。

鴻海精密工業股份有限公司九十二年股東會年報。

鴻海精密工業股份有限公司九十三年股東會年報。

鴻海精密工業股份有限公司九十四年股東會年報。