臺灣博碩士論文加值系統

Abstract
Steel industrial is very elementary industry, particularly for developing countries. And as the global competitive environment rapidly changes, product diversification and manpower policy have become very essential strategies. Transnational company has to bring technology and manufacturing into the targeted countries. So how to balance the number of the expatriated and local employees is a big issue, because the big difference of labor cost and technical capability. This work tries to use the real options approach (ROA) to formulate overall manpower disposal strategic of the potential value, and can confer upon enterprises how to make suitable appraisal of growth opportunities in future under the circumstances of an uncertain environment. This study also discusses how an enterprise achieve decision-making of product diversification and explains how enterprise may carry on internationalized strategies to expand the scope of the enterprise and disperse the operation risk. Such, how to get maximization of enterprise’s whole value by utilizing technology spillovers and industry clustering and choose production location with the best transnational resource allocation. This model establishes the best threshold policy for upgrading research and development technical levels in order to assess the enterprise’s whole value effectively.

Table of content
Abstract……………………………….……………………………………….i
Acknowledgement…………………………………………………………iii
Table of content……………………………………………………………iv
List of tables ………………………………………...…………………….vii
List of figures ………………………………………………………………viii
List of notation……………………………………………...……………….ix
Chapter 1: Introduction……………………………………………………..1
1.1 Research background and motivation…………………………………………………1
1.2 Research purposes……………………………………………………………………….3
1.3 Research structure and outline………………………………………………………5
Chapter 2: Literature review………………………………………………..7
2.1 Real options approach……………………………………………...……………………7
2.2 Technology spillover and industrial cluster of the firm value…………………………11
2.3 Human resource outsourcing (HRO)……………………………………….………….13
Chapter 3: The model construction ……………………………………..17
3.1 Research and development technical upgrade of product diversification…………..….17
3.1.1 The assumption ……………………………………………………………….……..19
3.1.2 The optimal threshold decision-making………………………………………….…..20
3.2 Research optimal employee ratio of expatriated to local for the overseas sales department ………………………………………………………………………….26
3.2.1 Proposed model of domestic expatriate employee………………….………………..27
3.2.2 Price of domestic and subsidiary company……………………………….………….28
3.2.3 Employees of expatriate and local…………………………………………….……..29
3.2.4 Cash flow value of domestic and subsidiary company…………………….………30
3.2.5 Potential portfolio value of expatriate employees…………………………….……...31
3.2.6 The numerical analysis of the product diversification decision………………….…..38
3.2.7 The sensitivity analysis of the product diversification decision………………....…..41
3.2.7.1 The sensitivity analysis of the product diversification decision …….…………….41
3.2.7.2 The relationship between threshold and (i= W,H,P)………….………...43
3.2.7.3 The relationship between threshold and (i= W,H,P)…………………..46
3.2.8 The numerical example analysis of employee ratio of expatriated employee
to local employee…………………………………………………………………….…….50
3.2.8.1 The relationship between threshold and (i=1,2)……………………….…...52
3.2.8.2 The relationship between threshold and …………………………………54
3.2.8.3 The relationship between threshold and (i=1,2)…………….………….…..55
3.2.8.4 The relationship between threshold and (i=1,2)……………………….…...58

Chapter 4: Conclusion and Recommendation…………………….......…..60
4.1 Conclusion…………………………………………………………………………….60
4.2 Recommendation………………………………………………………………….……61
References……………………………………………………………………….……..63

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