政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/99795

政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/99795

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政大機構典藏 > 商學院 > 國際經營管理英語碩士學程IMBA > 學位論文 > Item 140.119/99795

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題名:	參與中國之政策制訂 Managing Regulatory Involvement in China
作者:	葛瑞格 Nallet, Gregoire
貢獻者:	蘇威傑 Su, Weichieh 葛瑞格 Nallet, Gregoire
關鍵詞:	策略規範管理中國 Strategy Regulations Management China
日期:	2016
上傳時間:	2016-08-09 10:49:49 (UTC+8)
摘要:	This research aims to contributes to the strategy building process in China, by integrating external regulatory actors in the equation. The major role of the People`s Republic of China Government for international companies has to be taken into account during the strategy formations process. Our research is divided into three steps. To begin, we evaluate if the resource allocation – observable outcome of the strategy – is influenced by the government entities to then see how the companies manage this threat in term of internal alignment to finally create a framework of best practice. We have three suggestions from the model. (1) The regulatory bodies affect strategy formation. The consistency between resource allocations and the official strategy decreases when regulatory involvement increases. (2) Positive involvement tends to create adjustment in corporate strategy through modification in the portfolio while threats and dealt with internal changes such as management style and design. (3) To clearly asses the operating risk in China, audits must be performed on every stakeholder. Nevertheless, the business culture must be understood as a cultural framework rather than legal.
參考文獻:	Andrews, K. R. (1991). The concept of corporate strategy, Richard D. Irwin, Homewood Porter, M. E. (1980). Techniques for analyzing industries and competitors, New York: Free Press Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327-351. Pettigrew, A. M. (1992). The character and significance of strategy process research. Strategic Management Journal, Special Issue Volume 13, pages 5–16. Floyd, S. W., & Wooldridge, B. (2000). Building strategy from the middle: Reconceptualizing strategy process. Sage. Burgelman, R.A., (March 1994). “Fading Memories: A Process Theory of Strategic Business Exit in Dynamic Environments,” Administrative Sciences Quarterly, p. 31. Bower, J. L., & Gilbert, C. G. (2005). A revised model of the resource allocation process. From resource allocation to strategy, Oxford University Press, 439-455. The McKinsey Quarterly – 2004, No. 3, Balancing growth and regulation, McKinsey and Company, New York, 2004 Chandler, A. D. (1962). Strategy and Structure. Cambridge (Mass.) Hart, S. L. (1992). An integrative framework for strategy-making processes. Academy of Management Review, 17(2), 327-351. Frankenberger, S. (2006). Management of regulatory influences on corporate strategy and structure. Deutscher Universitäts-Verlag/GWV Fachverlage GmbH, Wiesbaden. Leggett, K., & Wonacott, P. (2002). Burying the competition. Far Eastern Economic Review, 17, 30-5. Studwell, J. (2002). The China dream: The quest for the last great untapped market on earth. Grove Press. Scott, W. R. (2005). Institutional theory: Contributing to a theoretical research program. Great minds in management: The process of theory development, 460-485.
描述:	碩士國立政治大學國際經營管理英語碩士學位學程(IMBA) 104933064
資料來源:	http://thesis.lib.nccu.edu.tw/record/#G0104933064
資料類型:	thesis
顯示於類別:	[國際經營管理英語碩士學程IMBA] 學位論文

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