Responsive image
博碩士論文 etd-0626107-165936 詳細資訊
Title page for etd-0626107-165936
論文名稱
Title
從跨文化觀點探討國際合資與競爭優勢之研究--以環保公司A公司為例
From the view of cross culture to search the international joint venture and its competitive advantage--based on A company in the field of Environmental protection
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
92
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2007-06-10
繳交日期
Date of Submission
2007-06-26
關鍵字
Keywords
衝突管理、文化差異、國際合資
Cultural Diversity, International Joint Venture, Conflict Management
統計
Statistics
本論文已被瀏覽 5701 次,被下載 0
The thesis/dissertation has been browsed 5701 times, has been downloaded 0 times.
中文摘要
由於國際合資企業是由來自不同國籍的企業之合夥,並且更因各國公司之認知不同、文化差異、及其他社會或政治因素,這不但增加了組織在管理的複雜性,也降低了組織的有效性。本研究個案公司主要為一國際合資企業,更因其特殊之產業-環保相關產業,在台灣市場上擁有其知名度以及專業度。雙方以專案導向進行合作,國外合資企業主要針對專案業務部份提供技術以及專業上之協助,台灣公司內部管理機制在雙方共識之下,由台灣公司負責。然而,在雙方數個專案合作之下,可以發現在不同文化背景、認知以及經營理念下,有可再加以改善的空間,因此,本研究欲從個案研究去探討如何有效的進行國際合資以及獲得競爭優勢。本研究研究結論簡述如下所示。
1.文化的差異主要表現在雙方之意識形態以及價值觀方面,因此,為了有效降低雙方在文化方面的差異,必須盡力了解彼此的意識形態與價值觀,若合資公司間文化差異愈小,則可增加雙方溝通及協調性進而降低彼此的衝突。
2.雙方對於企業經營目標的認知不同,亦可能因而產生合作上的意見不合及不同的經營策略,若雙方在合作之前能就此一觀念產生共識,將能更有效達成雙贏的組織績效。
3.經驗分享:知識的移轉將有助於雙方更加了解雙方現況,由於合資公司對於在地市場之不了解,且對於自身風險的疑慮導致雙方在合作上的溝通產生誤解,若增加合資公司對於台灣企業之了解以及透過以往台灣個案公司在合作經驗之分享,可能有助於雙方對於彼此立場之理解。
4.增加自身組織智慧資本:合資公司固然擁有較多的專業技術及資金資源,對於雙方合作上始終採取信任的態度,然而對於台灣個案公司執行專案經驗仍有些許遲疑,因此,若台灣個案公司增加自身智慧資本,即人才及專業技術,將有助於降低合資公司對於風險之評估,在往後的專案合作上,也能以自身主要所有之智慧資本來增加雙方更多合作機會。
Abstract
As the component partners of the international joint venture (JV) are from different nationalities of which have the diversities of cultural and concepts and the other factors of societies or the political impact. All these factors not only increased the complexity in organization management, but also reduced efficiency of organization. The case company is an international JV specialized in the field of Environmental protection with professionalism recognition and reputation in Taiwan. The mutual cooperation between both parties mainly based on project execution with the foreign joint venture company providing specialized technique and know-how assistance in project execution. And the case company responsible for internal management mechanism and daily operation under mutual common consensus. However, learning after the execution of few joint venture projects, we found out further improvements could be taken in considering of the diversity of culture, concepts and management from both sides. This research is focused on how to efficiently implement the value of JV and gain competitive advantages via case study, the research conclusion summarized as below.
1.The cultural diversity from both sides mainly displays on ideology as well as the values aspect. Therefore, to enhance understanding with each other is necessary in order to effectively reduce the cultural diversity from both sides. To minimize the cultural diversity will increase harmony in communication and coordination and promote higher chance to avoid the possibility of potential conflicts.
2.Before the cooperation taking place, both parties should align their concepts in company goal as well as strategy, management, operation etc., to ensure the achievement of win-win situation.
3.The experience shares: The knowledge exchange and sharing will be contributive to both sides in the way of more understanding both present situations. In the process of mutual cooperation, the occurrences of miscommunication can be attributable to the foreign joint venture company does not fully understand the local market trend and is doubtful about its potential risks. To optimize the joint venture company to have a comprehension of Taiwan enterprises and to share the experiences gained from previous mutual cooperation to facilitate mutual understanding in view of each other standpoint.
4.Increases own organization wisdom capital: The foreign joint company indeed has more specialized technology and finance resources and always takes trust attitude on mutual cooperation. Nevertheless, the foreign joint company still has the hesitancy on the executive capability of project experiences of the case company. The case company should accelerate to accumulate its own organization wisdom capital on professionalism and the technical knowledge in order to lowering risk appraisal by the foreign joint venture company. In this regard, the case company could create more opportunities of mutual cooperation in future special case cooperation in terms of utilizing its own wisdom capital.
目次 Table of Contents
目錄
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機與目的 3
第三節 研究架構與流程 4
第二章 文獻探討 6
第一節 國際合資 6
第二節 跨文化管理 145
第三節 衝突管理 1919
第四節 經營共識 233
第三章 研究方法 27
第一節 質性研究方法 27
第二節 研究設計 28
第三節 研究限制 29
第四章 個案分析 30
第一節 產業分析 30
第二節 個案公司簡介 35
第三節 研究個案說明 40
第五章 結論與建議 49
第一節 研究結論 49
第二節 建議 52
參考資料 54
一、中文部分 54
二、英文部分 56
訪談整理稿 63

表目錄
表2-1 合資定義 9
表2-2 文化的定義 15
表2-3 任務衝突定義 21
表3-1 受訪者背景簡介 28
表4-1 台灣地區環保產業現況 33
表 4-2 個案比較表 46
表 4-2 個案比較表(續) 47
表5-1 個案衝突比較 50
參考文獻 References
參考資料

一、中文部分
巴利德、戈夏勒著,李宛蓉譯,無國界管理,台北,遠流出版社。
王明馨,(2002),從跨文化觀點探討國際合資與競爭優勢的關係,大同大學事業經營管理研究所碩士論文。
王秀菊,(1994),台灣企業國際合資宣告對股東財富影響之研究,輔仁大學管理學研究所碩士論文。
王登楷,(2004),我國環保產業發展策略,台灣環保產業雙月刊,21期。
林木生,(2004),集團企業子公司的經營策略研究 以中鋼集團─中宇環保公司為例,義守大學管理科學研究所碩士論文。
林文鵬、林俊男、曾詮宸(1995),台灣企業在大陸投資設廠,因兩岸社會、文化、教育之差異,所產生的管理問題之探討,國立屏東商專學報,3,61~80。
林佳亨,(2003),台灣地區國際合資公司績效與存續之研究,銘傳大學國際企業研究所碩士論文。
吳青松(1996),國際企業管理--理論與實務。台北市:智勝文化事業有限公司。
李啟誠,(2003),國際合資事業控制機制之研究─以組織學習觀點,國立成功大學企業管理研究所碩士論文。
洪偉峻,(2004),母公司間之互動關係對國際合資事業績效影響之探討,銘傳大學國際企業研究所碩士論文。
陳惠宜(1999),中外合資事業控制、衝突管理與滿意度關係之研究,私立靜宜大學企業管理研究所碩士論文。
黃炳彰,(2000),國際合資宣告對股東財富影響之研究,成功大學國際企業研究所碩士論文。
趙必孝(2006),國際人力資源管理:理論與實證,台北:華泰書局。
鄭玉琴,(2001),國際合資對長期營運績效之研究,國立成功大學國際企業管理研究所碩士論文。
謝文雀(1992),中外合資事業參與公司間互動關係之研究,國立政治大學企業管理學系博士論文。
張以燦,(2003),環保產業國際行銷之策略研究-以亞洲新興國家為例,國立清華大學高階經營管理研究所碩士論文。
彭玉樹、林柏浩,(2004),國際合資策略決策共識程度之成因分析- 談判力和溝通觀點,商管科技季刊,5(1),pp.25-48。
劉常勇、李立,(1998),前進大陸快易通-贏得12 億市場的投資教戰手冊,台北:商智文化事業股份有限公司。
薛華泰,(2002),台灣企業環保策略與環保績效之相關研究,中原大學企業管理研究所碩士論文。
薛英宏,(2000),企業員工國家文化價值觀之研究-台灣及大陸地區之比較分析,長榮管理學院經營管理研究所碩士論文。


二、英文部分

Adler N J., (1986), International dimension of organizational behavior, Boston: Kent.
Aiken, M., & Hage, J. (1968). Organizational interdependence and intraorganizational structure. American Sociological Review, 33, 912-930.
Anderson, E. and H. Gatignon, (1986), Mode of Foreign Entry: A Transaction Cost Analysis and Proposition, Journal of International Business Studies, 17(1), pp.1-26.
Beamish, P. W., (1984), Joint Venture Performance in Developing Countries, Unpublished doctoral dissertation, University Western Ontario.
Beamish, P. W. and Banks, C., (1987), Equity Joint Ventures and The Theory of The Multinational Enterprise. Journal of International Business Studies,18(2), 1-16.
Boyle, S. E.(1968).An estimate of the Number and Size Distribution of Domestic Joint Subsidiaries. Antitrust Law and Economics Review, 1, 81.
Burton, F. N. & F. H. Saelens, (1982) “Partner Choice and Linkage Characteristics of International Joint Ventures in Japan”, Management International Review, 22(2), pp.20-29.
Cooke, R. A. & Szumal, J. L. (1994). The impact of group interaction styles on problem-solving effectiveness. Journal of Applied Behavior Science, 30, 415-437.
Cosier, R. A., & Dalton, D. R. (1990). Positive effects of conflict: A field assessment. International Journal of Conflict Management, Jan, 81-92.
Datta, K. (1988), International Joint Ventures:A Framework Analysis, Journal of General Management, 14(2), 78-90.
Das, T. K. and Bing-Sheng Teng (2000), A Resource-Based Theory of Strategic Alliances, Journal of Management, 26(1), pp.31-61.
Dess, G. G., & Origer, N. K. (1987). Environment, structure, and consensus in strategy formulation: A conceptual integration. Academy Management Review, 12(2), 313-330.
DeWoot, P., Heyvaert, H., & Martou, F. (1977-78). Strategic management: An empirical study of 168 belgian firms. International Studies of Management & Organization, 7(3-4), 60-75.
Erramilli, M. K., & Rao, C. P.(1993). Service firms’ international entry-mode choice: A modified transaction-cost analysis approach. Journal of Marketing, 57(3), 19-38.
Fey, F. Carl and Paul W. Beamish (2000), Joint Venture Conflict: The Case of Russian International Joint Ventures, International Business Review, 9(2), pp. 139-162.
Fey, F. Carl and Paul W. Beamish (2000), “Joint Venture Conflict: The Case of Russian International Joint Ventures,” International Business Review, 9(2), pp. 139-162.
Franko, L.G., (1971), Joint Venture Survival in Multinational Corporations, New York: Praeger.
Geringer, J. M and Hebert, L.(1991), Measuring Performance of International Joint Ventures, Journal of International Business Studies, 22(2)
Geringer, J. M and Hebert, L.(1989), Control and Performance of International Joint Ventures, Journal of International Business Studies, 20(2), 235-255
Geringer, J. M. (1988). Joint Venture Partner Selection: Strategies for Developed Countries. Quorom Books, Westport, CT.
Good, L.,(1972), United States Joint Ventures and Manufacturing Firms in Mexico: Comparative Styles of Management, Unpublished Ph. D. Dissertation, Cornell University.
Guetzkow, H., & Gyr, J. (1954). An analysis of conflict in decision-making groups. Human Relations, 7, 367-381.
Hackman, J. R. & Morris, C. G. (1975). Group tasks, group interaction process, andgroup performance effectiveness: a review and proposed integration. Advances in Experimental social Psycjology, 8, 45-99.
Hall, E.T. (1960), The silent language of overseas business, Harvard Business Review, 38(3), 87-95.
Hagedoorn, J. (1993). Understanding the rationale of strategic technology partnering: Interorganizational modes of cooperation and sectoral differences. Strategic Management Journal, 14(5), 371-385.
Harrigan, K.R. (1988), Joint Ventures and Competitive Strategy, Strategic Management Journal, 9, pp.141-158.
Hennart, J. F. (1988), The Transaction Costs Theory in Joint Ventures, Strategic Management Journal, 9, pp.361-374.
Hofstede, G. (1980), Culture’s consequences: International differences in work-related values, Thousand Oaks, CA: Sage Publications.
Hofstede, G. & Bond, M.H. (1988), The Confucius connection: From cultural roots to economic growth, Organizational Dynamics, 16(4), 4-21.
Hoftstede, G., Neuijen, B., Ohayv, D.D., & Sanders, G. (1990), Measuring organizational cultures, Administrative Science Quarterly, 35(2), 286-316.
Hrebiniak, L. G., & Snow, C. C. (1982). Top-management agreement and organizational performance. Human Relations, 35(12), 1139-1157.
Lin, Xiaohua and Richard Germain (1998), “Sustaining Satisfactory Joint Venture Relationships: The Role of Conflict Resolution Strategy,” Journal of International Business Studies, 29(1), pp.179-196.
Janssen O., & Veenstra, C. (1999). How Task and Person Conflict Shape the Role of Positive Interdependence in Management Teams. Journal of Management, 25(20), 117-142.
Jehn, K. A. (1994). Enhancing effectiveness:an investigation of advantages and disadvantages of value-based intragroup conflict. International Journal of Conflict Management, 5, 223-238.
Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40, 256-282.
Jehn, K. A. (1997). A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly, 42, 530-557.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: a longitudinal study of intragroup conflict and group performance. Academy of ManagementJournal, 44(2), 238-251.
Killing, J.(1982), How to Make a Global Joint Venture Work, Harvard Business Review, 61(3), 120-127.
Kluckholn, F. & Strodtbeck, F. (1961), Variations in value orientations, Evanston, IL: Peterson.
Kroeber, A.L. & Kluckhohn, F. (1991), Culture: A review of concepts and definitions, Peabody Museum Papers, 47(1), cited in N.J. Adler, (ed.), International Dimensions of Organizational Behavior (2nd ed.), Boston: PWS-Kent.
Kogut, B, (1988), Joint Venture: Theoretical and Empirical Perspectives, Strategic Management Journal, 9, pp.319-332.
Lane, H. W. and Beamish, P. W.,(1990),Cross-Cultural Cooperative Behavior in Joint Ventures in LDCs, Management International Review, 30, 87-102.
Laurent, A. (1986), The Cross-Cultural puzzle of international human resource management, Human Resource Management, 25(1),91-102.
Lin, Xiaohua and Richard Germain (1998), Sustaining Satisfactory Joint Venture Relationships: The Role of Conflict Resolution Strategy, Journal of International Business Studies, 29(1), pp.179-196.
Lecraw, D.J., (1984), Bargaining Power, Ownership, and Profitability of Transnational Corporations in Developing Countries, Journal of International Business Studies, 15, pp.27-43.
Lyles, M. (1996), .Knowledge Acquisition From Foreign Parents in International Joint Ventures:An Empirical Examination in the Hungarian Context, Journal of International International Business studies, 27(5), 877-903.
Parkhe, Arvind (1993), Messy Research, Methodological Predispositions, and Theory Development in International Joint Ventures, Academy of Management Review, 36(2), pp. 227-268.
Parkhe, A. (1991). Interfirm diversity, organizational learning, and longevity in global strategic alliances. Journal of International Business Studies, 22(4), 579-601.
Pfeffer, J. (1979). Power in organization. New York: Pitman.
Prahalad, C. K. and Yves L. Doz (1981), An Approach to Strategic Control in MNCs, Sloan Management Review, 23(1), pp.15-29.
Robertson, S. T., & Gatignon, H. (1998). Technology development mode: A transaction cost conceptualization. Strategic Management Journal, 19(6), 515-531.
Root, F. R.(1988), Some Taxonomies of International Cooperative Arrangement in Farok Contractor and Peter Lorange Eds, Cooperative Strategies in internation Business, Massachusets:Lexington Books.
Sathe, V. (1985), Culture and related corporate realities, Homewood, IL: Richard D. Irwin.
Schein, E.H. (1985), Organizational culture and leadership, San Francisco, CA: Jossey-Bass Publishers.
Schneider, S.C. & Barsoux, J.L. (1997), Managing across cultures, London: Prentice-Hall.
Schaan, Jean-Louis, (1983), Parent Control and Joint Venture Success: The Case of Mexico, Doctoral dissertation, University of Western Ontario.
Shenkar, O.and Zeira, Y.(1987), Human Resource Management in International Joint Ventures: Direction for, The Academy of Management Review, 12(3), 546-557
Spekman, R. E., (1998), Alliance Management:A View From the Past and A Look to the Future, Journal of Management Studies, 35(6), 747-772.
Stagner, R. (1969). Corporate decision making: An empirical study. Journal of Applied Psychology, 53, 1-13.
Trompenaars, F. & Hampden- Turner, C. (1998), Riding the diversity in global business, London: The Economist Books.
Whetten, D. E. (1981). Interorganizational relations: A review of the field. Journal of Higher Education, 52, 1-28.
Wilke, R., & Zaichkowsky, J. L. (1999). Brand imitation and its effects on innovation, competition, and brand equity. Business Horizons, 42(6), 9-18.
Yan, Aimin and Barbara Gray (2001), Negotiating Control and Achieving Performance in International Joint Ventures: A Conceptual Model, Journal of International Management, 7(4), pp.295-315.
Yan, Aimin and Ming Zeng (1999), International Joint Venture Instability: A Critique of Previous Research, A Reconceptualization, and Directions for Future Research, Journal of International Business Studies, 30(2), pp.397-414.
電子全文 Fulltext
本電子全文僅授權使用者為學術研究之目的,進行個人非營利性質之檢索、閱讀、列印。請遵守中華民國著作權法之相關規定,切勿任意重製、散佈、改作、轉貼、播送,以免觸法。
論文使用權限 Thesis access permission:校內校外均不公開 not available
開放時間 Available:
校內 Campus:永不公開 not available
校外 Off-campus:永不公開 not available

您的 IP(校外) 位址是 3.233.242.67
論文開放下載的時間是 校外不公開

Your IP address is 3.233.242.67
This thesis will be available to you on Indicate off-campus access is not available.

紙本論文 Printed copies
紙本論文的公開資訊在102學年度以後相對較為完整。如果需要查詢101學年度以前的紙本論文公開資訊,請聯繫圖資處紙本論文服務櫃台。如有不便之處敬請見諒。
開放時間 available 已公開 available

QR Code