臺灣博碩士論文加值系統

顧客是組織生存與發展之命脈，古今中外大小不等政府或民間組織皆然。是以組織之決策應以顧客之需求為基礎，以滿足顧客之需求為職志。企業求生存之活動隨著國際經濟之全球化而越來有越多之機會與需要與外國企業進行不同程度之合作，合資即為其中最常見之方式。國際合作牽涉之層面十分廣泛，比起同國籍在熟悉之國內市場的合資要困難與複雜許多。而為探索國際企業合資成功因素的研究亦隨之大行其道，其中自1971年以來即有學者系統化的研究合資夥伴的選擇因素，基本假設在於適當的合資夥伴可以有效地協助國際擴張行動。但是這些個研究有關夥伴選擇因素的研究一直都把焦點放在比較屬於如何與競爭者周旋之任務關連因素以及夥伴關連因素，對於本應屬企業最重要資產與資源的顧客反而著墨不多。本研究之主旨即在探索並證明夥伴選擇因素之顧客關連因素的存在與其對合資績效之重要性。
研究之架構假設顧客關連因素併同夥伴關連因素與任務關連因素，透過管理表徵之中介機制，分別對國籍合資之顧客基礎績效、競爭者基礎績效、與整體績效有不同程度之影響。另外，參酌過去相關文獻之討論，加入影響夥伴因素與管理表徵對績效合資之關係的母公司規模相似度、競爭強度、環境變動程度因素，以觀察各該變項對整個模式之影響狀況。資料之蒐集，以在台灣設立與營運之國際合資事業為樣本母體。採方便性立意抽樣，刻意依不同性質產業抽取所需樣本，共蒐集合資事業樣本321份。資料蒐集以以問卷為蒐集工具，訪問之對象分別為在台灣之國際合資事業的總經理或董事長，以及負責市場經營之行銷或業務經理，並請總經理室幕僚人員提供產業與廠商之基本資料。資料之分析除一般描述性統計分析與交叉分析之外，再依研究之需要進行迴歸分析。
本研究發現夥伴選擇因素對國際合資績效之模式，在加入顧客關連因素之後，其解釋力最高，尤其是加上管理表徵之中介變數之後。在整個模式中，夥伴關連因素是最具預測力之說明變數，其次為顧客關連因素，任務關連因素則在受訪廠商中顯得無足輕重。管理表徵四型態，經證實即使在跨國合資之事業情境下，市場驅動仍是最能創造合資績效之管理表徵型態，此與過去之研究結果一致。母公司規模一致性較高之廠商彼此間之合作，對整體績效比較有利，亦與過去之文獻符合。市場驅動管理表徵型態亦最能協助廠商在競爭密度高或環境變動大之系絡中獲致較佳整體績效。而顧客關連因素經證實最能協助廠商產出市場驅動之管理表徵。
本研究之結論在學術上之意涵，包括知識管理中顧客資本與顧客知識在經營管理上之重要性。國際行銷之研究應要同時兼顧策略行行銷與消費者行為，多考慮顧客在管理上之角色與影響。傳統任務關連因素之因素，以本研究之受訪廠商資料因素分析，發現可以區分為營運與體制兩類任務因素，本次研究中以營運任務因素角色比較重要。環境因素、市場廠驅動管理表徵、與母公司規模相似度在不同系絡下對績效有不同之作用。此外，雖說績效部分應著重在整體績效，但是再劃分顧客基礎與競爭基礎績效，以作為各類夥伴選擇因素以及環境因素之解釋對象，仍具有豐富之學術意涵。
本研究之管理實務意涵，廠商之任何經營活動應兼顧顧客與競爭者，是以兼顧二者之需求與活動之有效市場情報蒐集與應用系統，應該要列為重要經營活動之一。廠商在擴張經營活動時，不論是以進外資或至國外尋求合資機會，即是並非第一考量，也應將顧客關連因素列入考慮。合資夥伴之管理表徵若是兼顧顧客與競爭者活動，則可能會是比較適當之夥伴。尋求與外資企業合作，最好是營收規模類似之廠商，彼此間之溝通順暢，有利於對環境之應變與合資績效。廠商本身在平時即應努力以成為顧客中心組織為目標，此舉有利吸引到市場驅動之外籍廠商，日後進行夥伴選擇時，也比較可以順理成章找到市場驅動之當地夥伴。

Customer as the primary consideration for organizations in any forms, sizes, public or private has long been adopted at very beginning of human history as root for organization’s survival and development. Organizations should take the need of the customer as foundation for strategic and routine decisions and take satisfying the need of the customer as primary ambition. Firms seek to survive along with the spanning globalization of the international economy has more opportunities and needs to carry on the cooperation at various levels with foreign firms. Joint venture is among them the most familiar of way. Cross-border cooperation is highly complex along with extensive factors to be considered compare with those domestic ones, by which appeal a plethora of studies in the field of critical success factors for joint venture at this kind. Systematic studies on partner selection for cross-border joint venture may back to 1971, since then hundreds of studies had revealed that task related and partner related factors are the criteria as critical factors that result in the success of international joint venture. Unfortunately, few if any studies had attempted to include customer related factors as part of primary consideration in selecting appropriate foreign partner. This research attempts to identify the existence of customer related factors and its role it plays in the international joint venture partner selection for performance.
The structure of the research bases on an assumption that the customer related factors along with partner related and task related factors, with the various mediating effects of managerial representations, will respectively affect the customer-based performances, competitor-based performance as well as overall performance of the firm. As suggested by literature, this research includes scale similarity of parent firms, competition strength, and environmental turbulence as moderating factors in the model. Samples are purposely taken from international joint ventures with various nature of industry that established and operated in Taiwan. Using questionnaire as instrument, this research have successfully collected 321 valid responses. The questionnaire has three different parts in which the president with foreign nationality answer the first part on partner selection criteria and the marketing manager the second part on managerial representation and performance, and CEO staff supplies the basic data on the firm and the industry. Data is then analyzed with SPSS certain statistical software package including descriptive statistics, cross-tab analysis, as well as multiple regressions.
Major findings of this research include identifying and confirming the existence of customer related factors and its importance to model of joint venture performance, especially when various types of managerial representation are added. Partner related factor is the most powerful predictors among all partner selection factors in predicting joint venture performance, and the customer related factor appears as the second important predictor. Task related factor seems irrelevant for the respondents of this research. This research has also reconfirmed the power of market-driven approach of managerial representation in this particular international joint venture context, of which consistent with previous research. This research also reconfirms the effects of scale equivalence of parent companies on performance as previous literature illustrated. Market driven approach of managerial representation, as this research identified, promises to be the most useful instrument in helping the firm get rid of the threats of fierce competition and environmental turbulence and eventually resulting in satisfactory joint venture performance. The key to become a market-driven management is selecting partner with customer related factors.
Academic implication associated with this research may be multiple. This may include identifying the importance of customer capital or customer knowledge in the stream of knowledge management, suggesting a further combination of strategic marketing and consumer behavior in the studies of international marketing, and revealing the possible diversification of task related factors into two distinct but related sub-factors. Besides, this research have also reconfirmed that the impacts of environmental factors and managerial representations vary from one scenario to another. In the other hand, segmenting joint venture performance into three distinctive yet close related factors would be valuable for future research by separately taking each as dependent variable of various predictors.
Findings of this research may imply several applicable directions for managerial practices. First implication to the management is the need of creating and vitalizing a market information system that balances the weight of customer and competitor for the management decisions. Firms that seek market expansion shall include the needs of its current and prospective customers as one of the major, if not the only one, criteria for those activities associated with such strategic move. Research finding also suggests that joint venture partners who both look after customer needs and closely monitor competitor activities with timely response would be qualified as appropriate partnering candidates for cross-border cooperative ventures. Besides, firms that equivalent in terms of annual turnover would be superior to others that are much larger or smaller in the need of collaborating on possible cross-border project. It is also recommended that firms shall strive to become a customer-centric organization from which may facilitating the partner searching process either for local or foreign markets.

第一章 緒論 18
第一節 研究背景 18
第二節 問題陳述與研究目的 21
第三節 研究重要性 24
第四節 研究範圍 26
第二章 文獻探討與假說推論 28
第一節 國際合資夥伴選擇之理論背景 28
第二節 夥伴之選擇因素 38
第三節 對顧客知識 47
第四節 管理表徵 47
第五節 國際合資績效 47
第六節 其他具解釋力變數 47
第七節 研究假說 47
第八節 研究架構 47
第三章 研究設計與研究方法 47
第一節 各構念名詞定義 47
第二節 量表衡量 47
第三節 量表信度與效度 47
第四節 抽樣與樣本 47
第五節 統計分析方法 47
第六節 同源偏誤之防止 47
第四章 研究結果與討論 47
第一節 描述性統計 47
第二節 夥伴選擇因素、管理表徵、與合資績效 47
第三節 夥伴選擇因素與合資績效之關係 47
第四節 管理表徵模式分析 47
第五節 母公司規模相似度之影響 47
第六節 產業競爭強度之影響 47
第七節 環境變動因素之影響 47
第八節 總模式之分析結果 47
第九節 徑路分析 47
第五章 結論與建議 192
第一節 研究結論 192
第二節 理論與實務意涵 194
第三節 研究限制 202
第四節 後續研究建議 204
參考文獻 206
中文部分 206
英文部分 207
附錄... 242
附錄A 研究生簡歷 242
附錄B 問卷_中文 248
附錄C 問卷_英文 253
附錄D 問卷_日文

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