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研究生:白博元
研究生(外文):Po -Yuan
論文名稱:台商於中國投資之環境認知、策略傾向與績效的關連性研究
論文名稱(外文):Research on the Correlation among the Environmental Recognition, Strategic Inclination, and Performance of Taiwanese Investment in China
指導教授:潘偉華潘偉華引用關係
指導教授(外文):Wei-Hwa Pan
學位類別:碩士
校院名稱:國立雲林科技大學
系所名稱:企業管理系碩士班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2004
畢業學年度:92
語文別:中文
論文頁數:84
中文關鍵詞:環境認知策略傾向海外投資績效
外文關鍵詞:environmental recognitionforeign investmentperformanceenvironmental recognition
相關次數:
  • 被引用被引用:1
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  • 下載下載:0
  • 收藏至我的研究室書目清單書目收藏:6
中國大陸加入WTO兩年之後,仍在積極尋求各國承認其『市場地位』之際,本研究調查了赴中國大陸投資的製造業廠商,以傳統的『環境-策略-績效』的典型模式進行分析,希望能藉由台商的經驗來瞭解中國大陸的環境。而台灣企業雖然在對於大陸之環境認知與策略傾向的選擇有異於其他外商的獨特特質,但是在此方面的實證研究仍極為缺乏,尚待進一步進行實證來建立理論,因此整合台商之環境認知、策略傾向與績效此三個重要構念加以實證,將有助於台商對於大陸之投資 。
本研究擬以環境認知、策略傾向之文獻為基礎,嘗試將其整合並發展問卷,研究彼此變數之間的關係及對企業績效(包含財務績效、組織績效與總績效)之影響,期盼能建立有關環境認知、策略傾向的本土化管理理論。
本研究採取問卷調查法,經由文獻問卷衡量彙整後,改進問卷的效度,再郵寄問卷給廠商(初步以製造業為研究對象),然後以多變量統計分析方法來分析問卷結果,期望能建立有關之理論,並提供企業界實務上制訂相關決策與經營管理參考之用。
在回收的130份有效問卷中顯示,台商所認知到的中國大陸環境仍以變動性為最顯著,其次為敵對性,而複雜性較不顯著。當廠商認知到環境是高度變動時,則傾向採取冒險導向的策略;當廠商認知到環境是高度複雜時,則傾向不採用防禦與前瞻策性策略。在績效表現上,則屬防禦策略在績效上的表現最佳。
在產業分類的探討中顯示,紡織業及橡膠、塑膠製品製造業,對於環境認知敵對性為最高,環境敵對性愈高則會採取防禦性的策略,在績效部分,防禦性的策略有最高的績效表現。電子及電器製造業,對於環境的認知變動性為最高,而環境認知變動性愈高就愈不會採用前瞻策略。在績效表現上,冒險策略所呈現出的績效最為優秀。
Two years after China Attended WTO, as it is still seeking for global recognition on its position in the market; this research attempts to investigate on the manufacturers who invested in China. We analyze in the traditionally typical “environment-strategy-performance” mode, hopefully to understand the environment of China through the understanding of Taiwanese investors. Although Taiwanese enterprises’ recognition of the environment in China and their choice inclination for strategies are different from those of enterprises from other countries, yet empirical study in this aspect is extremely lacking, upon which the establishment of theories should be based; therefore the integration of the empirical study on the three structural notions of environmental recognition, strategy inclination, and performance, will contribute to the Taiwanese investment in China.
This research is intended to be founded on documents of environmental recognition and strategic inclination, which we attempted to integrate and develop into questionnaires, so as to study the correlation among variables as well as the impact on enterprises’ performance (including financially, institutionally, and overall), by which we hope to establish a localized management theory on environmental recognition, and strategic inclination.
The research is conducted in the form of questionnaire; the first step of which is to assess and integrate the questionnaires in earlier documents, followed by improving the efficacy of the questionnaire, and next, by mailing questionnaires to manufacturers (initially taking fabrication industry as research object); we adopt the method of Multi-variate Analysis (MVA) to analyze the result of the questionnaire, hoping to establish related theories, which can provide as reference source for entrepreneurs in related-policy making and operational management.
In the 130 effective questionnaires recycled, the most conspicuous feature that Taiwanese manufacturers recognized about the environment in China is still the “variability”, followed by “hostility”; while “complexity” is the least conspicuous among them. As Taiwanese manufacturers recognized that the environment is highly variable, they would be inclined to adopt strategies that are bold and daring; while they recognized the environment to be highly complex, they would tend not to adopt strategies that are defensive or foresighted. In terms of performance, defensive strategies are capable of bringing best performance.
In the discussion of industry classification, manufacturers in industries like textile, and rubber or plastic fabrication, have the highest recognition of hostility in the environment: the more hostile the environment is, the more defensive measures they would take. In terms of performance, defensive strategies can yield the best performance. Electronic and electric appliance manufacturers have the highest recognition in the variability in the environment; which implies that they would tend not to adopt foresighted strategies. In terms of performance, strategies that are daring and bold tend to bring the most outstanding performance.
目錄
中文摘要 i
英文摘要 iii
誌謝 v
目錄 vi
表目錄 viii
圖目錄 x
第一章 緒論.....................................................1
第一節 研究背景.................................................1
第二節 研究動機.................................................1
第三節 研究目的.................................................2
第四節 論文結構與流程...........................................3
第二章 文獻探討.................................................5
第一節 經營環境、經營策略與績效.................................5
第二節 相關實證文獻之回顧.....................................22
第三章 研究方法................................................26
第一節 研就背景................................................26
第二節 實證變數操作型定義及衡量................................27
第三節 研究假設................................................29
第四節 資料分析方法............................................32
第五節 研究設計................................................34
第四章 研究分析................................................35
第一節 樣本廠商基本特性........................................35
第二節 問卷信度與效度..........................................39
第三節 策略構面之因素分析......................................41
第四節 環境認知對策略傾向......................................44
第五節 策略傾向對經營績效......................................47
第六節 紡織業及橡膠、塑膠製品製造業環境認知對策略傾向..........53
第七節 紡織業及橡膠、塑膠製品製造業策略傾向對經營績效..........55
第八節 電子及電器製造業環境認知對策略傾向......................60
第九節 電子及電器製造業策略傾向對經營績效......................62
第五章 結論與管理意涵..........................................67
參考文獻.......................................................72
附 錄一 研究問卷..............................................79
附錄二:兩大類廠商之基本資料...................................83

表目錄
表2-1 Miles & Snow 四種適應性策略........................... 11
表2-2 著名策略類型特質.......................................12
表3-1 環境認知構面衡量指標表................................ 27
表3-2 策略傾向構面衡量指標表................................ 28
表3-3 經營績效的衡量指標表.................................. 29
表4-1 樣本廠商基本統計資料表.................................36
表4-2 樣本廠商投資區位與基本資料交叉分布表...................38
表4-3 研究變數的信度.........................................40
表4-4 皮爾森相關敘述.........................................42
表4-5 策略和環境的因素分析之測量.............................42
表4-6 經因素分析後,策略傾向之分類及意涵.....................43
表4-7 預測變數與準則變數之典型相關分析摘要...................44
表4-8 預測變數與準則變數間的典型負荷量...................... 44
表4-9 環境認知與策略選擇選擇之假說實證結果...................46
表4-10 總績效:多元回歸(N=130) ................................47
表4-11 財務績效:多元回歸(N=130) ............................. 48
表4-12 營運績效:多元回歸(N=130) ..............................49
表4-13 策略選擇對績效之假說實證結果...........................50
表4-14 總績效之階層回歸模型分析...............................50
表4-15 紡織業及橡膠、塑膠製品製造業預測變數與準則變數之典型相關
分析摘要 .......................................................53
表4-16 紡織業及橡膠、塑膠製品製造業預測變數與準則變數間的典型負荷量..............................................................53
表4-17 紡織業及橡膠、塑膠製品製造業環境認知與策略選擇選擇之假說實證結果..............................................................54
表4-18 紡織業及橡膠、塑膠製品製造業總績效:多元回歸(N=27) .....55
表4-19 紡織業及橡膠、塑膠製品製造業財務績效:多元回歸(N=27)....56
表4-20 紡織業及橡膠、塑膠製品製造業營運績效:多元回歸(N=27) ...57
表4-21 電子及電器製造業策略選擇對績效之假說實證結果...........58
表4-22 電子及電器製造業預測變數與準則變數之典型相關分析摘要...60
表4-23 電子及電器製造業預測變數與準則變數間的典型負荷量.......60
表4-24 電子及電器製造業環境認知與策略選擇選擇之假說實證結果..............................................................61
表4-25 電子及電器製造業總績效:多元回歸(N=35)..................62
表4-26 電子及電器製造業財務績效:多元回歸(N=35)................63
表4-27 電子及電器製造業營運績效:多元回歸(N=35) ...............64
表4-28 電子及電器製造業策略選擇對績效之假說實證結果...........65
表5-1 環境認知與策略選擇選擇之假說實證結果...................67

圖目錄
圖1-1 研究流程圖..............................................4
圖2-1 Porter之競爭策略與競爭範圍構面圖........................9
圖2-2 我國核准對外投資金額比例圖.............................16
圖3-1 觀念性研究架構圖.......................................26
圖4-1 第一類廠商環境認知與策略傾向之互動關係.................45
圖4-2 第二類廠商環境認知與策略傾向之互動關係.................46
圖4-3 環境敵對性對前瞻策略與總績效交互作用之剖面圖...........51
圖4-4 紡織業及橡膠、塑膠製品製造業廠商環境認知與策略傾向之
互動關係...............................................54
圖4-5 紡織業及橡膠、塑膠製品製造業廠商環境變動性對冒險策略
與總績效交互作用之剖面圖...............................59
圖4-6 電子及電器製造業廠商環境認知與策略傾向之互動關係.......61
圖4-7 電子及電器製造業台商環境敵對性對冒險策略與總績效交互
作用之剖面圖...........................................65
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