Academic literature on the topic '海外子公司'

博士
國立成功大學
企業管理學系
88
Abstract There has been a profound evolution in thinking about multinational corporations (MNCs) during the past 10 years in Taiwan. As these overseas subsidiaries grew in size and developed their own unique resources, however, it became apparent to many researchers that corporate headquarters was no longer the sole source of competitive advantage for the MNCs. Therefore, scholars developed model such as the heterarchy and transnational to reflect the critical role played by subsidiaries. Furthermore, global expansion into countries with one or more of these will require MNCs to pay added attention to how they control subsidiary. These environmental factors, internationalization stage and the typology of subsidiary roles are reviewed and synthesized into a integrative model to help MNCs diagnose these influences and choose the appropriate control mechanisms. The purpose of this research is to develop a management framework at the subsidiary level in MNCs. In this framework, we categorize MNC''s strategic role, organizational configuration and control mechanisms at the subsidiary level and investigate the relationships between them. Then, the analysis of the determinants of MNC''s strategic role, organizational configuration and control mechanisms are undertaken. Finally, the relationships of business performances with subsidiary''s environmental factor, subsidiary''s management factor, strategic role, organizational configuration and control mechanisms are also investigated. Using a samples of Taiwanese MNCs who have subsidiaries operating in foreign, we test a set of hypotheses among the variables. The results reveal that there are significant relationship between strategic role (including degree of integration and degree of localization), organizational configuration (including degree of resource dependence and degree of delegation) and control mechanisms (including personnel management, training & development, administration management, cultural management and performance management control). However, their relationships are also moderated by subsidiary''s cultural differences. Additionally, using the Logistic regression we shows that industries, environmental uncertainty, parent- subsidiary communication, degree of integration, degree of localization, the degree of resource dependence are among the most significant impact factors for the systems of control combinations. Futhermore, environmental uncertainty, the capacity of resource, subsidiary''s entrepreneurial culture, personnel management control, training & development control have positive effects on subsidiary''s perceived objective actualization. Finally, internationalization stage, subsidiary''s autonomy, degree of integration, cultural management control and performance management control have positive effects on subsidiary''s perceived activity satisfaction.