和平文化經營理念與多國籍企業異文化管理績效－以日本MNE之經營策略為例

Managerial Philosophy of Peace Culture and the Performance of Multinational Enterprises' Cross-cultural Management: A Research on Japanese Multinational Enterprises Strategies

林彩梅(Tsai-Mei Lin) ； 莊耿銘(Gun-Ming Chuang)

《多國籍企業管理評論》 1卷1期 (2007/03) Pp. 1-38

摘要

MNE跨國異文化管理理論，其異文化管理之「經營績效」在於經營策略之卓越性，而「經營策略」目標之達成，有賴於MNE在地主國管理文化之優越性，而「管理文化」之績效深受MNE領導者「經營理念」世界觀之差異性有高度之影響。 S：日本MNE企業內貿易效果策略之經營績效如下： 1.日本MNE全世界子公司企業內貿易之績效高達22，206億美元，是母國對全世界貿易額8，590億美元的2.6倍，因此日本實際的「國家總貿易額」（母國＋地主國）高達3兆0796億美元，極受世界各國之注目。因此評估一國經濟發展，必須考慮母國加上MNE在地主國產業之國際競爭力。 2.日本MNE，因應美國301強烈的貿易政策，採取提高輸出代替效果擴大美國市場策略，美國子公司企業內貿易額高達8，595億美元，是母國對美貿易額2，147億美元的4倍以上，因此日本對美國實際的「國家總貿易額」是高達1兆0742億美元，其中對美國市場銷售總額是高達6，641億美元。美國子公司加強輸出誘發效果，從母國輸入佔母國對美輸出總額高達97之影響力，確保並擴大日本的美國市場策略。 3.日本MNE因應歐盟最大市場採取擴大區域市場之策略，歐盟子公司企業內貿易額高達4，727億美元，是日本對歐盟貿易額1，251億美元的4.7倍，因此日本對歐盟實際的「國家總貿易額」高達5，975億美元。歐盟子公司加強輸出誘發效果，從母國輸入佔母國對歐盟輸出總額高達88之影響力，確保並擴大日本的歐盟市場。 M：日本NNE在地主日採取「第三文化管理」提高經營績效 多國籍企業之異文化管理，為提高「兩國異文化共識」之最佳管理制度(M)，是採取「第三文化管理」，集合第一文化與第二文化管理制度之優點，可提高地主國子公司之經營績效。依實證研究結果，美、日MNE在台子公司最重視採取第三文化管理，因此美、日MNE在台之財務績效，無論是營業獲利能力，資本獲利能力，總資產獲利能力，固定資產獲利能力都比台灣企業高出很多。 P: MNE領導者持有「和平文化經營理念」可提高全球經營績效 MNE面對全球東西政治問題、南北經濟問題、國家主義、國民利益、宗教信仰、民族文化以及國家歷史之恩怨等之問題，唯有MNE領導者能持有「和平文化經營理念」才能疏解上述問題，對全球子公司之經營管理績效才能更好，對MNE經營策略之績效必能更提升。 本文章架構提出領導者須持有「和平文化經營理念」(P)可提高全球子公司經營績效田；在地主國之異文化管理宜採取「第三文化管理」(M)可提高子公司之卓越經營績效； 對國際貿易磨擦問題宜採取「企業內貿易效果策略」(S)可提高MNE母子公司之經營績效。

關鍵字

企業內貿易效果策略 ； 第三文化管理 ； 和平文化經營理念

並列摘要

The theory of MNEs' cross-cultural management suggests that the performance of MNEs' cross-cultural management depends on the excellence of MNEs' managerial strategies. In turn, the fulfillment of managerial strategies depends on the excellence of culture management of MNE's in host countries. Finally, the performance of culture management is determined by the type of managerial philosophy with different world vision adopted by MNE leaders.
S: The operation performance of Japanese MNEs' intra-trade effect strategy is as follows:
a. The total intra-firm trade effect of Japanese MNEs was 2 trillions and 220.6 billions US dollars in year 2000, which was 2.6 times of the world trade amount directly made by Japan proper, US$859 billions. As a result, the true grand national world trade amount (trade made by Japan proper and oversea subsidiaries) was up to US$ 3 trillions and 79.6 billions. In other words, the evaluation of the economic development of a country must consider both the international competitiveness of the industries in home country and the competitiveness of the industries run by MNEs in the host country.
b. In reacting to the threats of Special 301 Act from the US, Japanese MNE's subsidiaries in the US increased effect of replacement export to expand their market share in the US. The total amount of intra-firm trade effect made by Japanese MNEs' subsidiaries in the US was US$859.5 billions, which was 5 times as much as the trade amount between Japan and the US, US$214.7 billions. Japanese subsidiaries enhanced effect of lead export to the extent that this effect accounted for 97% of the export for Japan proper to the US. This helped sustain and expand Japan's market share in the US.
c. In reacting to the fact that EU was the world's largest market, Japanese subsidiaries expand their market share in EU by enhancing intra-firm trade effect to US$472.7 billions, which was 4.7 times as much as the trade amount between Japan and EU, US$125.1 billions.
M: what type of culture management Japanese MNEs located in Taiwan adopt in order to increase their operation performance. In order for MNEs' cross-cultural management to become the best management system for increasing the consensus of two cultures, and to increase the operation performance of subsidiaries, MNEs must adopt cross-cultural using the third culture management which integrates the advantages of using the first culture management and the second culture management. US and Japanese MNEs' subsidiaries in Taiwan value the cross-cultural using the third culture management most, their inventory turnover rates are higher than those of domestic enterprises in Taiwan.
P: what type of managerial philosophy the leaders of MNEs should adopt in order to achieve as much as consensus among multiple different cultures. Only the managerial philosophy of peace culture can resolve the above-mentioned problems, and increase the performance of subsidiaries all over the world and the performance of MNEs' business strategies.
The framework suggests that MNE leads must first hold the managerial philosophy of peace culture (P) so that they can increase the effect of management using the third culture (M) in managing their subsidiaries all over the world, and in turn enlarge the intra-firm trade effects of their subsidiaries all over the world (S).

並列關鍵字

Intra-Firm Trade Effect Strategy ； The Third Culture management Managerial Philosophy of Peace Culture

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