摘要

本稿旨在討論多國籍企業台灣子公司以及台灣的政府當局在面對中國大陸新興市場興起後，應如何延長、保持、甚至轉變自己現存的能力以及地位。在研究的方法上，本研究經由文獻的耙梳整理後，嘗試以子公司以及子公司間的對偶觀點切入觀察兩岸子公司間的關係，同時在自變數以及應變數的選擇上，亦兼緒兩個多國籍企業的主要研究脈絡，以求能在理論整理以及實務建議上，均能求得平衡及建樹。此外，本研究亦初步探索了多國籍企業在亞太區域內的佈局類型，並亦賦予了理論以及實務上的意涵。

本研究的實証研究結果指出多點建議如下。第一，無論台灣子公司本身的角色為何，必須致力於本身的績效維持，使自己可以承接母公司更高的使命。第二，台灣子公司本身要著重專精能耐的培養、以及高階經理人員具有國際化心態的培養，這可以延長本身的優勢。第三，社會性互動與經濟性互動一樣重要，台灣子公司經理人要注重本身社會資本的培植，例如增加邊界跨越者的數量，即增加子公司員工與母公司之間的互動動。第四，雖台灣良好的經營環境有利於價值活動的整合，卻未必有助於未來兩岸相關動向有正向關係，但良好經營環境的維持對台灣政府當局來說，仍然是重一要任務。第五，台灣政府當局應注重與子公司能耐有關的基礎建設的維持、有國際觀人才的培養，這對子公司本身能耐培植有正向影響。

本研究在多國籍企業在亞太區域佈局類型的初探上，共發現有四個類型。第一，區域中心型：特色為原物料流、生產製造、產品設計、人力資源運用都是全球規模協調，但是財務管控、行銷活動在東亞地區協調、銷售活動以及產品流程設計是在大中華區協調，這與Bartlett & Ghoshal（1989）的國際策略有一致性。第二，跨國中心型：特色為產品設計及流程設計是以全球為規模協調，財務管理並不在亞太地區協調，銷售活動及行銷活動是在地區內協調，這與Bartlett & Ghoshal（1989）的跨國策略有相當的一致性。第三，全球中心型：特色為所有的價值活動均在全球基礎完成的，沒有一個價值活動是由區域內各子公司間協調完成，而此與Bartlett & Ghoshal（1989）的全球策略有一致性。第四，地區中心型：特色為所有的產品設計以及流程設計全部都在大中華區域內完成，而其它的價值活動如製造、財務管理、會計/法律服務、人力資源亦在大中華區域內完成，這與Bartlett & Ghoshal（1989）的多國策略有一致性。

這四種區域活動的類型的意義如如下。第一，區域化的生產與全球化並不是對立的，全球化並不是地理區域的終結，而是地理區域的連結，全球化與區域化確是一體的二面。第二，引伸Porter（1998）的意涵，全球競爭就是管理這種相互依存且分散的資源及活動的全球整合。第三，各類型的活動會分散到各個地區進行，企業不必在一個國家內集中所有的活動，但必須要有緊密的協調。第四，較Malnight（2001）更進一步指出了依母公司的4種策略類型不同，在亞洲區出現了不同層次的協調差異。

Abstract

This article tries to give out the possible practices for these MNCs’ subsidiaries in Taiwan and the Government of Taiwan to prolong, sustain, and even transform their own capabilities and subsidiaries’ status when facing the raising of emerging market of China. After rearranging lots of articles concerning MNCs, this article take the dyadic view (subsidiary – subsidiary ) to discuss the relationship of the subsidiaries between the two sides. And, this article’s dependent and independent variables are also come from two main research streams of the MNC (i.e. Bartlett and Ghoshal(1989) and Porter(1986)). Through out the two main research streams, this article can not only give practical suggestions for the subsidiaries in Taiwan and the government of Taiwan but also give some theoretical extensions and contributions. Besides, this article also ties to explore the possible types of regional resources allocations in Asia for these MNCs.

The practical suggestions following the empirical results are as follows: 1.no matter what the roles of the subsidiaries in Taiwan will be, to maintain a acceptable performance result is important for not only sustain their own status but also contribute to receive new charters. 2. the subsidiaries in Taiwan need to foster their own specialized capabilities, promote internationalization mentality for these higher ranking executives, which can prolong their own advantages edge. 3. social interactions are as important as economic ones. Subsidiaries’ executives need to focus on the cultivation of social capital. 4. good business environment help make integration of value activities, but not necessarily contribute to future status of the subsidiaries between the two sides. 5. government of Taiwan needs to build and maintain infrastructure for helping create subsidiaries’ capabilities.

This article also find out four main types of the resources allocations of the MNCs. 1.regional centric: featuring raw materials, manufacturing, product design, human resources being global scale, but finance and marketing being coordinated in southeast Asia region, sales and process design being coordinated in great China region. This type of strategy is similar to Bartlett and Ghoshal(1989)’s international strategy. 2.tansnational centric: featuring product design and process design being coordinated in global scale, marketing and sales being coordinated in regional area. This type of strategy is similar to Bartlett and Ghoshal(1989)’s transnational strategy. 3.global centric: featuring all the value activities are coordinated in global scale, let no one value activity is coordinated in Asia region. This type of strategy is similar to Bartlett and Ghoshal(1989)’s global strategy. 4.regional centric: featuring product design and process design are coordinated in great China region, other value activities like manufacturing, finance management, accounting /law services being also coordinated in great China region. This type of strategy is similar to Bartlett and Ghoshal(1989)’s multidomestic strategy.

The meaning of these four types are as follows: 1.regionalized production is not antipode of globalization production. globalization means the linkage of different regional areas. Globalization and regionalization is the same coin of different sides. 2.responding to what Porter(1998) says, global competition is managing the integration of these interrelated and dispersed resources. 3. different types of value activities are dispersed in different regions. Firms need not to concentrate all the activities in one country or region but need tightly coordination. 4. compared to Malnight(2001), this article indicates four types of different strategies which represent different levels of coordination.

目錄
第一章：序章 1
第一節：問題意識 1
第二節：研究目的 4
第三節：續章展望 6
第二章：文獻檢討 7
第一節：多國籍企業海外投資－傳統視點 7
第二節：多國籍企業策略與結構－硬結構與軟結構配適視點 9
第三節：多國籍企業策略與結構－節點、對偶、系統的視點 18
第四節：全球策略的盲點 27
第五節：將區域視為焦點 34
第六節：本章的綜述及預期貢獻 36
第三章：初步研究假設的提出 39
第一節：研究架構的確立 39
第二節：研究假設的推導 45
第四章：個案分析 53
第一節：個案研究方法 53
第二節：個案公司背景 56
第三節：個案諸特質比較 65
第四節：個案資料與初步理論架構的對應 69
第五節：研究架構修正一：研究構念 76
第六節：研究架構修正二：多國籍企業在亞太區域的佈局 78
第五章：研究設計 81
第一節：研究架構的確立 81
第二節：研究架構補充修正一：研究構念 82
第三節：研究架構補充修正二：多國籍企業亞太區域佈局 88
第四節：研究假設的彙整 90
第五節：研究樣本與資料收集 92
第六節：研究變數定義 94
第七節：統計分析方法 101
第六章：實証研究結果 103
第一節：研究樣本基本資料分析 103
第二節：子公司角色分類 121
第三節、兩岸子公司關係實証研究結果：價值活動整合 123
第四節、兩岸子公司關係實証研究結果：相關動向 126
第五節、兩岸子公司關係實証研究結果：水平協調機制 130
第六節、多國籍企業亞太區域佈局實証研究結果 133
第七章：討論與建議 139
第一節：研究假設結果彙整 139
第二節：研究討論 141
第三節：理論涵意 151
第四節：實務建議 154
第五節：對後續研究的建議 155
第六節：本研究限制 156
參考文獻 159
研究問卷 177


表目錄
表2-1：策略與結構視點的相關研究 12
表2-2：策略與硬結構及軟結構的對應 17
表2-3：子公司管理的三個研究取向 19
表2-4：子公司角色類型研究成果匯整 20
表2-5：多國籍企業策略與結構的對應 25
表4-1：個案母公司諸特質摘要 65
表4-2：個案台灣子公司特質摘要 66
表4-3：與台灣子公司屬相同事業領域之大陸子公司特質摘要表 68
表4-4：個案台灣子公司各類別特質匯整 70
表4-5：個案公司的全球及亞洲區域據點佈局 79
表5-1：本研究研究假設匯整 90
表6-1：本研究變數敘述性統計分析表 103
表6-2：研究變數相關係數表 105
表6-3：本研究樣本代表性分析 106
表6-4：台灣子公司2003年營業額統計表 106
表6-5：台灣子公司員工人數統計表 107
表6-6：台灣子公司創設方式與母公司國籍差異交叉分析表 107
表6-7：母公司是否屬全球產業與母公司國籍差異交叉分析表108
表6-8：台灣子公司創設方式與母公司是否屬全球產業交叉分析 108
表6-9：台灣子公司相對規模與僱用人數與母公司國籍別差異分析 109
表6-10：大陸子公司設立地點與母公司國籍別差異交叉分析表 109
表6-11：大陸子公司設立地點與母公司是否屬全球產業交叉分析表 110
表6-12：大陸子公司設立地點與大陸子公司角色分類交叉分析表 110
表6-13：大陸子公司角色分類與母公司國籍別差異 111
表6-14：大陸子公司角色與母公司是否為全球產業交叉分析表 111
表6-15：兩岸子公司未來相關動向走向與母公司國籍交叉分析表 112
表6-16：研究變數信度分析結果 113
表6-17：各研究變數的因素結構與因素負荷量 115
表6-18：台灣子公司角色分類之集群分析與各組中點 121
表6-19：大陸子公司角色分類之集群分析與各組中點 122
表6-20：本研究自變數對兩岸子公司價值活動整合影響迴歸係數表 123
表6-21：本研究自變數對兩岸子公司相關動向方向影響迴歸係數表 126
表6-22：本研究自變數對兩岸子公司水平協調機應用影響迴歸係數表 130
表6-23：非層次分群法各群中心點比較表 135
表6-24：多國籍企業亞洲區域策略類型表 136
表7-1：研究假設檢定結果彙整表 139


圖目錄
圖3-1：本研究初步的研究架構 44
圖5-1：本研究修正後的研究架構 82

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