國際企業進入模式與管控機制之探討—以達欣工程股份有限公司為例

The better entry modes and multinational corporation control of international business- An example of Dacin Construction Co., Ltd.

黃淑敏(Shu-Ming Huang)

指導教授 ： 林婷鈴博士

國立臺北大學/商學院/企業管理學系/碩士(2013年)

摘要

國際化與海外佈局是企業受到內外環境影響或因應營運需要，逐步將其營運活動移向國外的過程。希望探討廠商如何進入國際市場，及面對海外不同的政經體制、不同的法令及政策變化與社會文化差異等市場，應如何因應，本研究主要探討：
1.當廠商進入不同的海外市場，面對的投資風險程度不同，如何選擇
最佳的國際市場進入方式，以提升營運績效?
2.在不同的國際策略思惟下，如何回應不同國家的環境，創造有效的
管理組織，對海外子公司進行控制，以確保子公司符合期待的目
標？

本研究藉由回顧過去國際企業及國際化的定義與動機、國際市場進入模式與程序、國際企業子公司的策略與角色、母公司對子公司的控制機制，子公司績效之衡量等相關文獻，建立研究之觀念性研究架構，並使用質性研究的單個案行動研究方法，進行個案的分析與比較。

在探討廠商國際化的進入模式程序與母公司對子公司控制機制的過程中，有如下發現：母公司進入海外市場的模式與程序受子公司市場、政經與文化差異等因素影響，同時考量母公司本身的資源條件及可承擔的風險程度，採用契約、合資或獨資等不同方式，程序上是漸進的。對子公司的控制方式有輸入、行為與產出控制，控制的強弱則因子公司的市場位置、母公司投入資源的程度及當地市場經濟穩定度、人力資源與文化等差異而有所調整。海外子公司的發展，受到母公司策略的影響，而海外子公司的經理人是地主國經營的關鍵人物，可創造一個有利於子公司優勢的環境。最後，廠商國際化發展的初期，資金與人力資源同樣重要，應將人力資源提升為策略層級。本研究之結論，希望提供國際企業母公司及子公司經營階層一些理論及實務上的見解，做為其經營時的決策參考。

關鍵字

國際企業 ； 國際化 ； 國際進入模式 ； 國際化控制 ； 行動研究

並列摘要

Internationalization and global operation are the processes of expanding business activities overseas which is resulting from the effects of domestic and international environments and operational needs of the corporations.

This study is not only to investigate how a corporation enters the international market, but also how to respond to different political, economic, regulations and cultural systems. The purpose of this study is to investigate:
1.How to choose the right mode of entrance to the
international market and
enhance its operational performance when facing different
levels of investment risks.
2.How to establish an effective management system for
overseas subsidiaries in order to reach the expected
goals when facing different political, economic and
culture systems.

Literatures review regarding the past actions of multinational corporations, the reasons and motivation for internationalization, the modes and process of entrance into the international market, modes of control of the parent company to subsidiary was performed and hence, the conceptual framework of research is established. Case study and comparison were conducted qualitative by using single case action research methodology.

Through the research and investigation of the international entry modes and management of subsidiaries, it is found that the market potential, political, economic, and cultural differences of the subsidiaries have significant effects on the modes of entrance. Considering resource conditions and risk acceptance of the parent company, contract, joint venture, fully owned or other different ways are feasible, but the procedure should be gradually.

The main control modes to the subsidiaries include input control, process control and output control. The strength of control is adjustable dependent on the location of the subsidiaries, the degree of investment of the parent company, economic stability of the local market, human resources and cultural differences, etc.

The developments of overseas subsidiaries are significant affected by the strategies of the parent company. The executive managers of the overseas subsidiaries are also the key persons in the parent company because they would create a beneficial environment for the subsidiaries.

Finally, both financial and human resources are equally important at the early stages of internationalization. Moreover, it is recommended to promote the human resources to the strategy level.

It is expected that the conclusions of this study may provide some theoretical and practical insights to senior management of the parent company and its subsidiaries.

並列關鍵字

International business ； Internationalization ； Entry modes ； Multinational corporation control ； Action research

參考文獻

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