在一波掀起「綠色革命」的國際趨勢下，中國領先全球大量投資於新能源產業，充分展現其巨大的綠色野心，而在中國政府大力鼓勵以及擴大內需市場的情況下，國際企業亦紛紛在中國設立子公司以盼爭取廣大的新能源市場商機，中國新能源產業正在經歷快速且蓬勃的發展。本研究以質化的研究方式進行，透過與三家跨足新能源產業之個案公司進行訪談輔以次級資料的收集，以個案研究的方式進行分析，探討在如此快速變遷的環境下，外商公司將採取何種策略經營中國子公司、並透過哪些管理方式建構動態能力，最終達成子公司的開創。研究發現指出，在兩種不同策略下（exploitation 和 exploration）子公司會有相對應的管理作為，主要體現於研發、人力資源、與行銷方面，且這些管理作為會進一步影響到子公司開創的程度為本土開創亦或是國際開創。

China has been heavily investing in new energy. With the Chinese government encouragement as well as huge demand from domestic, a lot of MNCs set up subsidiaries in China to enter Chinese market. The new energy industry in China is under rapid and prosperous development. This study adopts qualitative approach, through interviewing with three new energy companies as well as secondary data collection to understand in such changing environment, how MNC’s subsidiary in China can manage the dynamics and build up capability to achieve initiative is the objective this study attempt to understand. The findings show that under different strategies, exploitation and exploration, of developing dynamic capability in China, there will be corresponding HR, R&D, and marketing practices in subsidiary. And these practices will lead to different result of subsidiary initiatives - local and global initiative.

LIST OF FIGURES..…………………………...……………………………….....v
LIST OF TABLES..………………………………...…………………………..….vi
CHAPTER 1 INTRODUCTION
1.1Research Background………………….……………………………….…………. 1
1.2Research Motivation and Objective…………………………………………….….3
1.3 Research Procedure………………………………………………………………..4
CHAPTER 2 LITERATURE REVIEW
2.1 Dynamic Capability..................................................................................................5
2.1.1 Approaches toward building competitive advantages…..…………………...5
2.1.2 Teece et al.’s study: dynamic capability framework…………………..…….6
2.1.3. Eisenhardt and Martine’s study………………………..……..……………..9
2.1.4 Luo’s study………………………… ……………………………..…….…10
2.1.5 Definition of dynamic capability………………………..…..……….…….12
2.2 Subsidiary Initiative……………………………………………………………...14
2.2.1 Definition of subsidiary initiative………………………………………….14
2.2.2 Process model of subsidiary initiative………………….…………..……...15
2.2.3 The source of subsidiary initiative: three perspectives………………..…...16
2.2.4 The origin of initiatives (market opportunity)……………….…………….18

Chapter 3 REASEARCH METHOD
3.1 The Framework of the Study……………………………………………….…….21
3.2 Qualitative Approach………………………………………………………..……22
3.3 Case company profile………………………………………………………...…..25
Chapter 4 ANALYSIS AND FINDINGS
4.1 Parent Company Strategy……………………………………………………..….28
4.1.1 Definition of exploitation strategy and exploration strategy………….....…28
4.1.2 Strategy taken by case company……………………………..………….....29
4.2 Human Resources………………………………………………………….……..33
4.2.1 Sources of talents……………………..……………………………...…….33
4.2.2 Selection…………………………………..………………………………..37
4.2.3 Retention…………………………………………..……………………….40
4.2.4 Training and Development/ Talent Management…………………….....….42
4.3 Research and Development………………………………………………………50
4.3.1 Technology sources…………………………………..…………………….50
4.3. 2 R&D center…………………………………………………..…………....52
4.3.3 Global connection………………………………………..…………….…..53
4.3.4 Academic connections………………………………..…………………….55
4.4 Marketing……………………………………………………………………..….59
4.4.1 Costumer Service…………………………………………..………………59
4.4.2 Development……………………………..………………………………...62
4.5 Inter-unit communication………………………………………………………...67
Chapter 5 CONCLUSION
5.1 Summary and discussion…………………………………………………………71
5.2 Research limitation……………………………………………………………….75
5.3 Further research suggestion……............................................................................76
Reference………………………………………………………………...77

Amit, R. and Schoemaker, P. (1993). ‘Strategic assets and organizational rent’, Strategic Management Journal 14(1), pp. 33-46.
Argyres, N. (1995). ‘Technology strategy, governance structure and interdivisional coordination’, Journal of Economic Behavior and Organization, 28, pp. 337-358.
Bartlett, C. A. and Ghoshal S. (1986). ‘Tap your subsidiaries for global reach’. Harvard Business Review, 64(6), pp. 87-94.
Bartlett, C. A., & Ghoshal, S. (1987). ‘Managing across borders: New strategic requirements’. Sloan Management Review, Summer: 7–17.
Barney, J. B. (1991). ‘Firm resources and sustained competitive advantage’. Journal of Management 17(1): 99- 120.
Birkinshaw, J. (May-June 1995). 'Is the country manager an endangered species?', International Executive, pp. 279-302.
Birkinshaw, J. (1997). ‘Entrepreneurship in multinational corporations: The characteristics of subsidiary initiatives’. Strategic Management Journal, Vol.18: 207-229.
Birkinshaw, J., Hood, N. and Jonsson, S.(1998a) , ‘Building firm-specific advantages in multinational corporations: The role of subsidiary initiative’. Strategic Management Journal, Vol.19: 221-241.
Birkinshaw, J. and Fry, N. (1998b). ‘Subsidiary Initiatives to Develop New Markets’ Sloan Management Review, Spring: 51-61
Birkinshaw, J. and Hood, N. (1998c). Multinational subsidiary evolution: Capability and charter change in foreign-owned subsidiary companies. Academy of Management Review, Vol.23: 773-795.
Brandenburger, A. M. and Nalebuff, B. J. (1995). 'The right game: Use game theory to shape strategy', Harvard Business Review, 73(4), pp. 57-71.
Burgelman, R. A. (1983b). 'A model of the interaction of strategic behavior, corporate context and the concept of strategy". Academy of Management Review, 8(1), pp. 61-70.
Clark, K. and Fujimoto, T. (1991). ‘Product Development Performance: Strategy, Organization and Management in the World Auto Industries’. Harvard Business School Press, Cambridge, MA.
Conner, K. R. and Prahalad, C. K. (1996). ‘A resource-based theory of the firm: knowledge versus opportunism’. Organization Science 7(5): 477-501.
Eisenhardt, K. M. and Martin, J. A. (2000), ‘Dynamic Capabilities: What Are They,’ Strategic Management Journal, 21, pp.1105-1121.
Etemad, H. and Dulude, L. S. (1986). ‘Managing the Multinational Subsidiary’. Croom Helm, London.
Ghemawat, P. (1986). 'Sustainable advantage', Harvard Business Review, 64(5), pp. 53-58.
Ghoshal, S. and Nohria, N. (1989). 'Internal differentiation within multinational corporations'. Strategic Management Journal, 10(4), pp. 323-337.
Gupta, A. K. and Govindarajan, V. (1994). ‘Organizing for knowledge within MNCs’, International Business Review, 3(4), pp. 443–457.
Hedlund. G. (1986). 'The hypermodern MNC: A heterarchy?’ Human Resource Management. 25, pp. 9-36.
Hedlund, G. and Ridderstråle, J. (1992). 'Towards the N-Form corporation: Exploitation and creation in the MNC’, working paper, Stockholm School of Business. RP 92/15
Hout, T. M. and Ghemawat, P. (2010) ‘China vs the World: Whose Technology Is It?’, Harvard Business Review, 88(12), pp 94-103
Kanter, R. M. (July-August 1982). 'The middle manager as innovator". Harvard Business Review, pp. 95-105.
Kanter, R. M. (1986). 'Supporting innovation and venture development in established companies', Journal of Business Venturing, 1( 1), pp. 47-60.
Katz, M. and Shapiro, C. (1985). 'Network externalities, competition and compatibility', American Economic Review, 75, pp. 424-440.
Langlois, R. (1994). 'Cognition and capabilities: Opportunities seized and missed in the history of the computer industry', working paper, University of Connecticut. Presented at the conference on Technological Oversights and Foresights, Ster School of Business, New York University, 11-12 March 1994.
Luo, Y. (2000), ‘Dynamic Capabilities in International Expansion’. Journal of World Business, 35(4), pp.355-378.
Nelson, R. R. (1991). ‘Why do firms differ, and how does it matter?’ Strategic Management Journal, Winter Special Issue 12: 61-74.
March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1): 71–87.
Mark, S., Philip, L. and Adrian, T. (1997). ‘Research Methods for Business Students,’ fourth edition, Prentice Hall.
March. J. G. and Simon H. A,. 1958. Organizations. Wiley, New York.
Miller, D. (1983). 'The correlates of entrepreneurship in three types of firms'. Management Science, 29, pp. 770-791.
Morris, T. and Wood, S. (1991) ‘Testing the survey method: continuity and change in British industrial relations’, Work, Employment and Society 5:2, 259 – 82.
Nelson, R. R. (1994). 'The co-evolution of technology, industrial structure, and supporting institutions', Industrial and Corporate Change, 3(1), pp. 47-63. Nelson, R. (1996).
Nelson, R. (1996). 'The evolution of competitive or comparative advantage: A preliminary report on a study', WP-96-21, International Institute for Applied Systems Analysis, Laxemberg, Austria
Penrose, E. (1959). ‘The Theory of the Growth of the Firm’. Basil Blackwell, London.
Peteraf, M. A. (1993). ‘The cornerstones of competitive advantage’. Strategic Management Journal 14(3): 179-191.
Porter, M. E. (1980), ‘Competitive Strategy: Techniques for analyzing Industries and Competitors’, Free Press: New York.
Porter, M. E. (1990). ‘The Competitive Advantage of Nations’. Free Press, New York.
Prahalad C. K, Hamel, G. (1990). ‘The core competence of the corporation’. Harvard Business Review 68(3): 79-91.
Sull, D. N. (1999a). ‘The dynamics of standing still: Fire-stone tire & rubber and the radial revolution’. Business History Review 73 (Autumn): 430-464.
Sull, D. N. (1999b). ‘Why good companies go bad’. Harvard Business Review 77(4): 42-52.
Teece, D. J. (1982). 'Towards an economic theory of the multiproduct firm', Journal of Economic Behavior and Organization, 3, pp. 39-63.
Teece, D. J. (1984). 'Economic analysis and strategic management', California Management Review, 26(3), pp. 87-110.
Teece, D. J. (1986a). 'Transactions cost economics and the multinational enterprise', Journal of Economic Behavior and Organization, 7, pp. 21-45.
Teece, D. J. (1996) 'Firm organization, industrial structure, and technological innovation', Journal of Economic Behavior and Organization, 31, pp. 193-224.
Teece, D. J., G. Pisano, and A. Shuen (1997). “Dynamic Capabilities and Strategic Management,” Strategic Management Journal, 18 (7), pp.509-533.
Teece, D. (1998). ‘Capturing value from knowledge assets: The new economy, markets for know-how, and intangible assets’. California Management Review, 40(3): 55– 79.
Roth, K. and Morrison, A. J. (1992). ‘Implementing global strategy: Characteristics of
global subsidiary mandates’, Journal of International Business Studies, 23(4), pp.
715-736.
Robson, C. (2002) ‘Real World Research ‘ (2nd edition), Oxford, Blackwell.
Rosenberg, N. (1982). Inside the Black Box: Tech-nology and Economics. Cambridge University Press, Cambridge, MA
Rumelt, R. P. (1984). ‘Towards a strategic theory of the firm’. In R. B. Lamb (ed.), Competitive Strategic Management. Prentice-Hall, Englewood Cliffs, NJ, pp. 556-570.
Science Council of Canada (1980). ‘Multinationals and Industrial Strategy: The Role
of World Product Mandates’. Science Council of Canada, Supply and Services
Canada, Ottawa.
Shapiro, C. (1989). 'The theory of business strategy', RAND Journal of Economics, 20(1), pp. 125-137.
Schumpeter, J. A. (1934). ‘Theory of Economic Development’. Harvard University
Press, Cambridge, MA.
Vernon, R. (May 1966). 'International investment and international trade in the
product cycle'. Quarterly Journal of Economics, pp. 191-207.
Wernerfelt, B. (1984). 'A resource-based view of the firm', Strategic Management Journal, 5(2), pp. 171-180.
Wernerfelt, B. 1995. ‘The resource-based view of the firm: ten years after’. Strategic Management Journal 16(3): 171-174.
Westney, D. E. (1994). ‘Institutionalization theory and the multinational corporation.’
In S. Ghoshal and D. E. Westney (eds.), Organization Theory and the Multinational
Corporation. St Martin’s Press, New York, pp. 53–76.
Zander, U. and B. Kogut (1995). 'Knowledge and the speed of the transfer and imitation of organizational capabilities: An empirical test', Organization Science, 6(1), pp. 76-92.
Zollo, M. and Winter, S. G. (2002), ‘Deliberate Learning and the Evolution of Dynamic Capabilities’, Organization Science, 13 (3), pp. 339-351.
Zott, C. (2003). ‘Dynamic Capabilities and The Emergence of Intra-industry Differential Firm Performance: Insights from a Simulation Study’, Strategic Management Journal, 24 (2), pp.97-125.
鄭崇華口述; 張玉文採訪整理 (2010)，實在的力量 : 鄭崇華與台達電的經營智慧，台北：天下遠見