集團企業赴大陸之經營模式與其影響因素之研究

The Study of the Factors that Affect the Operational Model of Taiwanese Group Company in Mainland Chain

蔡渭水(Wei-Shui Tsai) ； 蔡新豐(Shin-Fon Tsai)

《中原學報》 26卷4期 (1998/11) Pp. 35-52

https://doi.org/10.6358/JCYU.199811.0035

摘要

隨著我國經濟的發展與國內資源的先天限制，近年來無論政府或民間企業都體認到追求國際化已成未來主要發展的趨勢，其中尤其是大型集團企業，更紛紛以國際化與多角化並行，積極採取追求成長的策略，而在一波波赴大陸投資的熱潮呈現大型化、資本密集化時，正可看出我國大型集團企業已普遍將大陸市場做為進行國際化的試金石。
我國集團企業於1992年法令解禁後開始進行赴大陸投資，但至今對於集團企業赴大陸的經營模式研究，尚未有過完整的探討，尤其以大陸內需市場為發展目標的研究更加少見，而集團企業擁有人才資金、技術、經營管理能力…等豐富的資源優勢，每一個策略行動、投資動作都是經過精密的策劃與前後相互連貫的階段性佈署，有關於集團企業赴大陸之經營策略及策略作為背後所牽涉到的影響因素種類眾多，很難事先加以釐清與驗証，因此本研究採用個案研究法，目的便在於希望透過對某一產業中具有代表性的個案加以研究，實際了解其赴大陸的經營策略、策略作為與背後重要的影響性因素，顯示出集團企業赴大陸的經營模式。
本研究對於「經營模式」加以進一步明確定義應為，「在企業與環境互動的運作系統中，企業內隱的「經營策略」對應其外顯「策略作為」之分析模型。」本研究中研究對象的選擇，乃是以食品業中赴大陸之兩家集團型企業－味全企業與統一企業為例。本研究之觀念性研究架構由文獻探討中成長策略三構面所發展出基本的經營模式構面（成長類型、成長模式、成長方向）與環境面、組織面兩大類影響因素所組成，而經深入的個案研究後發現，經營模式的構面增加一些新的變數後，產生新的意義，即修正後觀念性研究架構中之經營模式可分為發展模式、控制模式、組織模式等三構面，建構了一個可供企業在進行赴大陸投資時，用以調適其實際策略作為間的分析構面，使其能充份配合企業本身背後所隱含的經營策略或策略目標，並透過本研究之經營模式，指引出企業種種經營模式中所需要思考的問題點。

關鍵字

集團企業 ； 成長策略 ； 赴大陸 ； 多角化 ； 經營模式

並列摘要

As the economic development and the shortage of resources in Taiwan, so the government and the enterprises understand the internationalization is the mainstream of Taiwanese future. Especially for the group companies, both the internationalization and diversification are the important actions within, the growth strategy. When the Taiwanese investments in Mainland China become capital density and technology density, this trend reveal the fact that the Taiwanese group companies regard the investment in mainland China is the first step to internationalize.
In 1992, because of the enactment revocation, Taiwanese group companies began with investment in Mainland China. The studies for these Taiwanese group companies in Mainland China are still lack of. Particularly about the studies of these companies came to mainland China for its market need. The group companies possess the management talent, full capital, excellent technology and operational ability; therefore, every action proceeded from precise plan and coherent allocation. The strategies and strategic actions of the group companies are hard to discern, so this study is going to analyze and to investigate the typical cases in one of the industries, which the government allows to invest in Mainland China. This main purpose of this study is to construct the operational model and its influence factors of the Taiwanese Group Company, which invested in Mainland China.
The operational model represents the invisible strategy and visible strategic actions of the Group Company. This case study investigated the President Group and Wei-Chuan Group, which arc the leaders of Taiwanese food industry. The conceptual research structure include the operational model, which include three dimension, and the influence factors of organization and of environment. In conclusion, after added three new variables, the modified operational model contains three new dimensions the development pattern, the control pattern and the organization pattern. This study construct an analysis model which can be used by the group companies invested in mainland China, and the model indicate the strategic questions which should be considered in mainland China.

並列關鍵字

Group company ； Growth Stategy ； Invest in Mainland China ； Internationalization ； Diversification ； Operational Model