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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/129208
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    Title: 多國企業「區域總部–子公司–通路」間管控機制之探討:以台灣資通訊產業為例
    How MNC regional headquarters managing their subsidiaries and channels in a developing country – The case of the ICT products in Taiwan
    Authors: 黃士修
    Huang, Shih-Hsiu
    Contributors: 于卓民
    巫立宇

    Yu, Chwo-Ming Joseph
    Wu, Lei-Yu

    黃士修
    Huang, Shih-Hsiu
    Keywords: 多國公司
    通路
    管控機制
    績效
    績效壓力
    投機行為
    代理問題
    Date: 2020
    Issue Date: 2020-04-06 14:42:58 (UTC+8)
    Abstract: 資訊通訊科技(Information and Communication Technology,簡稱ICT)產業中,大多數多國公司(簡稱MNC)均採取透過地主國子公司(subsidiary,簡稱Sub)與通路夥伴(channel,簡稱Chn)經營當地市場之模式。因此MNC總部(headquarters, 簡稱HQs)或區域總部(regional headquarters, 簡稱RHQs)如何透過管控機制(governance mechanism)管控Sub,將影響Sub如何管控Chn以達成最終績效,甚至激化Sub-Chn之投機行為,造成Sub雖然達成短期績效,卻有損MNC長期績效之代理問題。
    本研究以RHQs、Sub及Chn三方關係為主體,以新興市場常見之多層且多樣通路生態為背景,考慮Sub與Chn兩方面觀點,提出RHQs-Sub-Chn管控機制之「動態調適」、「管控機制間之互動」與「壓力–結果–投機行為(PRO, Pressure-Results-Opportunistic behaviors)」三組觀念模型,以及四項重要發現:
    – RHQs-Sub管控機制對Sub會造成績效壓力,影響Sub之通路管控決策,進而對績效結果造成負面之效應。
    – RHQs-Sub管控機制縮短「檢討與規劃」的周期,以「短期績效」目標為主時,將會弱化Sub建立長期專屬優勢與發揮母公司專屬優勢之意願,進而使子公司之存在價值逐漸消失。
    – 雖然Sub-Chn間良好默契及合作關係能提升短期績效,但有時反而會惡化Sub之代理問題或通路成員之投機心態,進而傷害MNC長期績效;因此需要適當之RHQs-Sub-Chn管控機制搭配。
    – MNC運用資訊科技直接連結RHQs與通路,改善RHQs-Chn間資訊不對稱的情形,減少子公司代理問題之發生,而達到平衡短期與長期績效之效果。
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    Description: 博士
    國立政治大學
    企業管理學系
    105355506
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0105355506
    Data Type: thesis
    DOI: 10.6814/NCCU202000386
    Appears in Collections:[企業管理學系] 學位論文

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