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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/29948


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    題名: 日本汽車產業跨國策略聯盟的動態演進
    作者: 楊謹嘉
    Yang, Chin-Chia
    貢獻者: 管康彥
    楊謹嘉
    Yang, Chin-Chia
    關鍵詞: 日本汽車廠商
    策略聯盟
    持股性策略聯盟
    日產
    馬自達
    三菱汽車
    日期: 2005
    上傳時間: 2009-09-11 16:55:29 (UTC+8)
    摘要: 以往的策略聯盟的研究多以跨產業的個案分析以提供通用的管理建議，希望本論文透過深入特定產業中的特定形式的聯盟個案，若能發現不同的聯盟動態發展型式，則可讓我們更進一步瞭解策略聯盟此一策略工具的複雜性與困難度。本論文資料主要來自對以往文獻的整理分析及歷年聯盟相關報章探討、並輔以日產與豐田的企業訪談，個案分析後本研究得到以下結論：
    一、 持股性跨國策略聯盟有助於合作公司進行原企業模式的再思考。
    二、 跨國聯盟選擇伙伴時應選擇具核心價值觀不抵觸、並具有誠意進行文化調和的公司。
    三、 策略聯盟可藉由跨公司中階管理團隊的由中至上決策模式，來確保聯盟的設計與執行不會產生落差。
    四、 即使是同一產業內的聯盟，也會因公司本身能力、管理風格的相異而使聯盟作法呈現不同樣貌。
    五、 汽車產業的策略聯盟廠商所追求的綜效，傾向由追求規模經濟帶來的成本效益轉而追求產品競爭能力的提升。
    參考文獻: 中文部分
    1.尹人傑(2005). 汽車駕駛座轉被換女性坐坐看, 商業週刊913期
    2.林孟儀(2005). 豐田展開汽車設計的一公厘戰爭, 商業週刊910期
    3.陳明照(2001) 策略聯盟關係 動態過程, pp42,93,96, 政治大學企管研究所
    4.陳向明 (2003). 社會科學質的研究,五南圖書出版有限公司
    5.許士軍 (1991). 管理學，第十版，台北: 東華書局
    6.翁志維 (1997) 策略聯盟的過程、演進與學習之研究, 國立中央大學工業管理研究所
    7.http://www.autoworld.com.cn/sm/leinuo/news6.htm雷諾日產五年合作推動業績成長
    8.http://www.wiseman.com.cn/magazine/xjjdk/021102/021102004.htm 三個老外聯手改變日本汽車產業
    9.http://www.2300.com.tw/author/ShowContent.asp?contentid=16566 除了賣Nissan 嚴凱泰還要賣GM, 數位時代
    英文部分
    1.Anonymous. Car Rating: Rating the 2005 Models (2004), U.S. 2005 Consumer Report , pp.181-187,
    2.Anonymous. (1996). Arranged Marriage, The Economist, London, Apr 20, 1996,Vol.339, pg.57,1pp.
    3.Anonymous. A Hard Lesson in Globalisation; Lord Trotman and Ford, The Economist. London: Apr 30, 2005. Vol. 375, Iss. 8424; pp. 69
    4.Anonymous. Schrempp’s Last Stand (2001). The Economist, Geneva and Tokyo, Mar 1st 2001
    5.Anonymous. Daimler and Mitsubishi Motor -In the Shadow of Ghosn (2000), The Economist, Tokyo, http://www.economist.com/displaystory.cfm?story_id=420829
    6.Anonymous. Driving Change (2004), The Economist, http://www.economist.com/displaystory.cfm?story_id=3127206
    Emily Thornton in Tokyo.
    7.Anonymous. Mazda Learns to Like Those Intruders; Ford`s Takeover Was a Shock. Now the Alliance is Key, Business Week, New York: September 14, 1998. pp. 172
    8.Anonymous. Ford Names Beattie to Mazda Position for North America, Wall Street Journal (Eastern edition). New York, N.Y.: Feb 28, 1997, pp.16
    9.Anonymous. Ford and Mazda, A Lesson in Cooperation, Automotive News, p2, 16/06/2003
    10.Anonymous. Ford Motor Company, Mazda Motor Corporation and Changan Automotive Group Gain Government Approval for New Manufacturing Facility in Nanjing, 07/01/2005
    http://www.mazda.com/publicity/release/
    11.Bradford Wernle. C technologies: Common parts mean compromise, Automotive News, Detroit, Vol.77, Iss. 6030;pp.39, Mar 24, 2003
    12.Carlos Ghosn and Pilippe Rie’s (2005), Shift: Inside Nissan’s Historic Revival, pp.71, Currency books.
    13.David A. Aaker (1992). Developing Business Strategies, 3rd, New York: John Wiley and son.
    14.David. Magee (2003). Turnaround: How Carlos Ghosn Rescued Nissan, USA, HarperCollins Publishers, Inc., pp58.
    15.Das, T.K. and Bing-Sheng Teng (1999). Managing Risk in Strategic Alliances, pp.50-63, Academy of Management Executive, Vol.13, No.4
    16.Graeme P. Maxton and John Wormald (2004). Time for A Model Change: A Global Industry and the Changing International Order, Cambridge, University Press, London, pp. 91-127
    17.Hofstede, Geerth (1980). Culture’s Consequence: International Differences in Work-related Values, Beverly Hills, Calif.
    18.James Mackintosh in Athens(2003). Ford to Focus on Shared parts, FT.com, London, pp.1
    19.James B. Treece. Ford and Mazda: A lesson in Cooperation, Automotive News, Detroit: Jun 16, 2003.Vol. 77,Iss. 6044; pp. 226
    20.Jeffery K. Liker (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, pp. 132-134, McGrawHill Education.
    21.Keith Bradsher (1996). Ford is Getting Tighter Control on its Partner, Mazda Motor, New York, New York Time.
    22.Marc Douma and Jan Bilderbeek and Peter J Idenburg and Jan Kees Looise (2000). Strategic Alliance: Managing the Dynamics of Fit, Long Rang Planning, pp. 579-598, Vol.33, Iss. 4.
    23.Michael E. Porter, and M.B. Fuller (1987), Coalitions and Global Strategy, Boston, MA: Harvard University Press.
    24.Michael E. Porter, Hirotaka Takeuchi, and Mariko Sakakibara (2001), Can Japan Compete?, pp. 256-259, Basic books L. L. C.
    25.Michael, Y. Yoshiho and Perry L. Fagan (2003). The Renault-Nissan Alliance, Harvard Business School, pp.4~6
    26.Mark Rechtin. Tribute takes Mazda, Ford Collaboration to Higher Level, Automotive News, Detroit: Apr 10, 2000, Vol. 74, Iss. 5869; pp. 30 (1 page)
    27.Neal Boudette in Frankfurt, Todd Zaun in Tokyo and Norihiko Shirouzu in Detroit(2003). Revived Mazda Serves as School for Parent Ford, Wall Street Journal (East Edition), New York, Aug 28,2003, pp. B1
    28.Niederkofler, M. (1991). The Evaluation of Strategic Alliance: Opportunities for Managerial Influence, Journal of Business, Vol.6, pp. 237-257.
    29.Pieter Klaas Jagersma (2005). Cross-border Alliances: Advice from the Executive suite, The Journal of Business Strategy, Boston, Vol.26, Iss. 1; pp.41
    30.Stephanie Storm and Keith Bradsher (1999), Wedding or wipe-out, New York, New York Times (East Coast), pp.31
    31.Updike, Edith Hill, Naughton, Keith. Ford Has a Long Haul at Mazda, Business Week, , New York: Oct 7, 1996, Iss.3496; pp.108.
    32.Wire Feed. Mazda Hiring More Engineers for Ford Car Development, Jiji Press English News Service, Tokyo: Jan 26, 2004, pp. 1
    33.http://www.nissan-global.com/EN/COMPANY/PROFILE/HERITAGE/index.html
    34.http://www.nissan-global.com/EN/DOCUMENT/PDF/AR/1998/ar1998.pdf
    描述: 碩士
    國立政治大學
    企業管理研究所
    91355021
    94
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0913550211
    資料類型: thesis
    顯示於類別:[企業管理學系] 學位論文

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