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    題名: 多國公司子公司在地主國開展新事業之研究--以外商在台之子公司為例
    Developing New Businesses by Multinational Subsidiaries -The Case of a Foreign Subsidiary in Taiwan
    作者: 許瓊方
    Hsu, Chiung-Fang
    貢獻者: 于卓民
    Yu, Chuo-Ming
    許瓊方
    Hsu, Chiung-Fang
    關鍵詞: 子公司
    地主國
    新事業成長
    母公司
    Host Country
    Parent Company
    Subsidiary
    New Business Development
    日期: 2020
    上傳時間: 2020-03-02 11:04:30 (UTC+8)
    摘要: 台商在海外投資金額日益增長，且台灣服務業GDP在整體產業結構中佔比將近六成，但服務業具有在地消費的特性，而台灣的出口大多以商品外銷為主，台灣服務業為為貼近市場就近服務，設立海外子公司為重要策略。如何將台灣的服務業成功外銷全球，且能符合當地市場的需求，是台灣目前經濟成長重要的議題。
    本研究議題為「多國公司在海外子公司如何發展新事業?」。以歐商在台灣(即地主國)之子公司為研究對象，針對其中四個事業部的新事業發展進行歷史資料蒐集，綜合分析和歸納找出影響多國公司海外子公司發展新事業之關鍵因素。本研究先發展影響子公司新事業成長的研究架構(包含母公司資源、子公司能力、新產業、產品、客戶與成長方式)，然後以此架構來分析子公司之新事業成長。本研究針對服務產業，以此歐商成功與失敗的案例為借鏡，其目的在於協助企業了解在海外子公司如何發展新事業，並希望能對台灣中小服務型企業在跨國新事業發展與能夠有所幫助。
    本研究發現，影響新事業成長共七大面向(包括新產業趨勢、多國公司所擁有的母公司資源、子公司能力、產品、客戶、企業採用的成長方式及競爭優勢)，這是新事業發展的關鍵因素，如能快速掌握新產業趨勢，即能擁有先行者優勢；母公司資源可以透過組織制度與企業網絡轉移至子公司，其中不容易模仿性和難以替代性的資源，是比較有價值的；這些因素中，子公司能力扮演關鍵因素，子公司須具備各種綜合能力，因地制宜與調和各種資源，才能成功拓展新事業；子公司的客戶經營管理，可利用集團既有資源，如既有的客戶、如果能有效經營同產業上、下游客戶、與掌握最有價值的中間商與中心廠客戶，即能有效的管理客戶；產品的開發，如能制定行業規格標準、一站式、客製化、跨足產業上、下游互認的產品或服務，即能墊高客戶陷入成本；企業新事業的成長方式，有三種方式，利用內部資源的有機成長、外部資源的策略聯盟與購併，但如何把外部資源內化是個重要議題；關注外在的競爭環境與掌握如上六大因素，以創造競爭優勢，這七大面向互相影響連動，可以產生正向關聯以協助多國公司之子公司新事業發展。
    By examining a European subsidiary in Taiwan, this study addresses the issue of "how multinational companies, via its oversea subsidiaries, develop new businesses in host countries". Comprehensive analysis is based on the historical data regarding new business developments of four business of a subsidiary.

    The study started by developing a research framework that affects the growth of new businesses, including parent company’s resources, subsidiary’s own capabilities, new industries trends, product characteristics, customers and growth methods. And, based on this structure, analyse the growth of new businesses within the subsidiary. This study of the European subsidiary’s new business development, including successful as well as failed cases, focuses on service industries, with the aim to contribute and assist Taiwanese small and medium-sized service companies to expand internationally.

    This study finds seven key factors affecting the success of new business development. To be the first mover by capturing new industry trends, the ability to transfer relevant resources with the nature of intangible and inimitability from the parent company to the subsidiary through the organization structure or company networks is very valuable. Furthermore, the competencies of a subsidiary are indispensable. A subsidiary must have broad experiences and the ability to adapt to the local environments by utilizing different resources. Managing customers effectively and strengthening ties with major brands or platform customers while leveraging clients from the parent company, building relationship with industry peers, both upstream and downstream, are very important. With good product development, formulating and creating industry standards, are offering one-stop services or tailored-made services are the ways to raise switching costs to customers. There are three ways to develop new businesses growth, namely organic growth, strategic alliances and acquisitions, and internalize external resources is crucial. Finally, close monitoring competitors and the seventh key factors working together can generate competitive advantages, which contributes to the success of new business developments by a subsidiary in a host country.
    參考文獻: 中文
    1.于卓民(2014), 國際企業：環境與管理,四版,台北:華泰。
    2.方志民(2019), 策略管理概論,台北:華泰。

    網際網路
    1.中華人民共和國中央人民政府 (2014). 政府工作報告, from: http://www.gov.cn/guowuyuan/2014-03/14/content_2638989.htm
    2.行政院農業委員會 (2009). 建構與國際接軌之安全農產品管理制度, from: https://www.coa.gov.tw/ws.php?id=18870
    3.金融監督管理委員會 (2016). 金管會對於第三方支付落後十幾年之回應, from: https://www.fsc.gov.tw/ch/home.jsp?id=96&parentpath=0,2&mcustomize=news_view.jsp&dataserno=201601020001&aplistdn=ou=news,ou=multisite,ou=chinese,ou=ap_root,o=fsc,c=tw&toolsflag=Y&dtable=News
    4.經濟部投資審議委員會委託中華經濟研究院編撰 (2017). 2017 年對海外投資事業營運狀況調查分析, from: https://www.moeaic.gov.tw
    5.經濟部加工出口區管理處編印 (2011). 加工出口區推動太陽能產業發產策略, from: http://www.epza.gov.tw/index.html

    英文
    1.Ansoff, H. Igor (1965). Corporate Strategy. NY: McGraw-Hill.
    2.Ansoff, H. Igor (1988). The New Corporate Strategy. NY: John Wiley & Sons.
    3.Barney, J.B. (1986). Organizational Culture : Can It be a Source of Sustained Competitive Advantage ? Academy of Management Review, 11(3), 656-665.
    4.Barney, J.B. (2000). Economics Meets Sociology in Strategic Management. NY: Emerald Group Publishing Limited.
    5.Capron, L. 1999, The long-term performance of horizontal acquisition, Strategic Management Journal, 29(11), 987-1018.
    6.Gulati, R., Nohria, N. and Zaheer, A. 2000, Strategic networks, Strategic Management Journal, 21(3,), 203-215.
    7.Hennart, J. -F. and Park, Y.-R. 1993, Greenfield vs. acquisition: the strategy of Japanese investors in the United States, Management Science, 39(9), 1054-1070.
    8.Nelson, R. R. and Winter, S. G.（1982）, An Evolutionary Theory of Economic Change, Cambridge, MA: Belknap Press.
    9.Penrose, E. (1995). The Theory of the Growth of the Firm. Oxford: Oxford University Press.
    10.Powell, W. W. 1990, Neither market nor hierarchy: network forms of organization, Research in Organizational Behavior, 12, 295-336.
    11.Russell, J P. (2007), Quality Progress: know and follow ISO 19011`s auditing principles, ASQ Quality Press Milwaukee, Wisconsin, 4, 29-34
    12.Teece, D., Pisano, G. & Shuen, A. (1997). Dynamic capabilities and strategic management, Strategic Management Journal, 18, 509-533.
    13.Wernerfelt, B. (1984). A Resource-based View of the Firm, Strategic Management Journal, 5, 171-180.
    14.Williamson, O. E. 1985, The economic institution of capitalism. New York, Free Press.
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    106932041
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0106932041
    資料類型: thesis
    DOI: 10.6814/NCCU202000184
    顯示於類別:[經營管理碩士學程EMBA] 學位論文

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