| Reference: | 中文部份
1. 司徒達賢，策略管理新論，台北，智勝文化事業有限公司，民90
2. 司徒達賢，管理學的新世界，台北，天下文化出版社，民94
英文部份
1. Bartlett, C.A., Managing and Building the Transnational: the New Oganizational Challenge, in Porter, M.E. (ed.), Competition in Global Industries, Boston: Harvard Business School Press, 1986, pp. 367-401.
2. Bartlett, C.A., and Ghoshal, S., “Tap Your Subsidiaries for Global Reach,” Harvard Business Review, 64(6), Nov.-Dec. 1986, pp.87-94.
3. Bartlett, C.A., Ghoshal, S., Managing acrross Borders: The Transnational Solution, 1989, Cambridge, MA: Harvard Business School Press.
4. Birkinshaw, J., and Hood, N., “Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies,” Academy of Management Review, Vol.23, No.4, 1998, pp.773-795.
5. Doz, Y.L., National Policies and Multinational Management, unpublished doctoral dissertation, Harvard Business School, 1976.
6. Harzing, A.-W., “An Empirical Analysis and Extension of the Bartlett and Ghoshal Typology of Multinational Companies,” Journal of International Business Studies, 2000, Vol. 31, No. 1, pp. 101-117.
7. Jarillo, J.C., and Martinez, J.I., “Different Roles for Subsidiaries: the Case of Multinational Corporations in Spain,” Strategic Management Journal, 11(7), 1990, pp. 501-512.
8. Porter, M.E., “What Is Strategy?” Harvard Business Review, Nov.-Dec. 1996, pp.61-78.
9. Prahalad, C.K., The Strategic Process in a Multinational Corporation, unpublished doctoral dissertation, Harvard Business School, 1975.
10. Prahalad, C.K. and Doz Y.L., The Multinational Mission: Balancing Local Demands and Global Vision. New York: the Free Press, 1987.
11. Roth, K., Morrison, A.J., “An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries,” Journal of International Business Studies, 1990, Vol. 21, No. 4, pp. 541-564.
12. Taggart, J.H., “An Evaluation of the Integration-Responsiveness Framework: MNC Manufacturing Subsidiaries in the UK,” Management International Review, 1997; vol. 37, 4, pp. 295-318.
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