Reference: | 中文參考資料 1. Kotabe, Masaaki & Helsen, Kristiaan(周幸嫻譯),「Global Marketing Management(譯國際行銷管理)」,台北市:台灣西書出版社,2001。 2. Robert T. M. and John R. R. (洪瑞璘譯) ,「The global challenge: Building new worldwide enterprise (譯 挑戰全球:企業如何迎接全球市場挑戰)」。台北:美商麥格羅希爾,1996。 3. 于卓民,國際企業環境與管理,台北:華泰文化事業股份有限公司,2000。 4. 于卓民、廖采如,「影響子公司控制機制選擇之研究--以台灣企業為例」,交大管理學報,第25卷第2期,2005,頁27-56,。 5. 王秉鈞,管理學,台北:華泰文化事業股份有限公司,1995。 6. 方世榮,「製造與行銷部門之互動與協調機制的實證研究」,管理學報,第16卷第3期,1999年九月,頁403-425,。 7. 司徒達賢、于卓民與曾紀幸,「環境特性與公司特性對多國籍企業網路關係之影響--在台外商公司之實證研究」,管理學報,第14卷2期,1997,頁155-176。 8. 陳信孝,「國際快遞業組織與服務的比較研究」,國立台灣大學國際企業學研究所碩士論文, 2003。 9. 曾紀幸、司徒達賢與于卓民,「多國籍企業網路組織類型與管理機制選擇之關係--在台外商公司之產品交易實證研究」,管理學報,第15卷1期,1998,頁1-26。 10. 黃英忠,人力資源管理,台北:三民書局,2003年9月。 11. 管康彥,「從事業策略觀點看台灣製造業研究開發與行銷互動」,私立大同工學院事業經營研究所碩士論文,1988。 12. 鍾國生,「多國企業核心流程之動態演化與創新研究--以日商在台子公司為例」,政治大學經營管理碩士學程碩士論文,2005。 英文參考資料 1. Baliga, B.R, and Mfred M. Jaeger, “Multinational Corporations:Control Systems and Delegation Issues,” Journal of International Business Studies, Fall, 1984, pp.25-40. 2. Bowman, S., Duncan J., and Weir, C., “Decision-Making Autonomy in Multinational Corporation Subsidiaries Operating in Scotland,” European Business Review, 12(3), 2000, pp.129-136. 3. Crittenden, V. L., “Close the Marketing/Manufacturing Gap,” Sloan Management Review, 1992, pp. 41-52. 4. Doz, Y. L., and Prahalad, C. K., “Patterns of Strategic Control within Multinational Corporations,” Journal of International Business Studies, 1984, pp. 55-71. 5. Ferner, A., “The Underpinnings of Bureaucratic Control Systems: HRM in European Mutilnationals,” Journal of Management Studies, 37(4), 2000, pp. 521-540. 6. Ghoshal, S., and Nohria, N., “Horses for Courses: Organizational Forms for Multinational Corporations,” Sloan management Review, 34(2), 1993, pp. 23-35. 7. Gomez, C., and Sanchez, J. I., “Human Resource Control in MNCs: a study of the factors influencing the use of formal and informal control mechanisms,” International Journal of Human Resource Management, 16(10), 2005, pp.1847-1861. 8. Hennart, J. F., ”Control in Multinational Firms:The Role of Price and Hierarchy,” Management International Review 31, 1991, pp. 71-96. 9. Jaeger, A. M., “Contrasting Control Modes in the Multinational Corporation: Theory, Practice, and Implication,” International Studies of Management and Organization, 12(1), 1982, pp. 59-82. 10. Leong, G., Snyder, D. L., and Ward, P. T., “Reasearch In The Process and Content of Manufacturing Strategy,” OMEGA, 18(2), 1990, pp. 109-122. 11. Ouchi, W. C., “A Conceptual Framework for the Design of Organization Control Mechanisms,” Management Science, 25(9), 1979, pp. 833-847. 12. Ouchi, W. G.., “Market, Bureaucracies, and Clan” Administrative Science Quarterly, 25(1), 1980, pp. 129-141. 13. Pettit Jr., J. D., Goris, J.R., and Vaught, B.C., “An Examination of Organizational Communication as a Moderator of the Relationship Between Job Performance and Job Satisfaction,” Journal of Business Communication, 34(Jan.), 1997, pp. 81-98. 14. Rodrigues, C. A., “Headquarter-foreign Subsidiary Control Relationship: Three Conceptual Framework” Empowerment in Organizations, 3(3), 1995, pp. 25-34. 15. St. John, C. H., and Leslie W. R., “Co-Ordinating Mechanisms, Consensus Between Marketing and Manufacturing Groups, and Marketplcace Performance,” Strategic Management Journal, 12, 1991, pp. 549-555. |