臺灣博碩士論文加值系統

隨著經濟全球化及新興市場崛起帶來商機，國內企業進行跨國企業投資實為時勢所趨，然而國內企業設立海外分支機構時，因地主國與母國地理距離遙遠及投資環境差異，加上競爭狀況差異，故如何管理海外分支機構成為企業最關心的問題。

過去研究，多數從國家文化差異或交易成本的角度來探討跨國企業之控制機制選擇，鮮少以制度環境觀點切入，同時面對母國與地主國環境變化，母公司領導風格亦扮演重要角色。本研究探討跨國企業母公司因應地主國與母國環境差異，對海外分支機構將採取不同控制機制及探討領導風格之干擾效果。透過整理國內外和控制機制、制度理論及領導風格有關的文獻，以作為本研究發展理論基礎。

本研究採取質化研究及利用個案研究方法，透過深度訪談收集資料。近年來新興國家興起，以中國及巴西為較受國內企業青睐。故本研究選定五家同時於中國及巴西皆設立分支機構之ODM電子代工廠為研究對象。

經歸納得出本研究結論：跨國企業因母國與地主國文化認知差異愈大，則愈傾向採取投入與流程控制；因地主國產業規範壓力愈大，則愈傾向採取流程控制；轉換型領導風格具有強化制度環境對影響控制機制之影響效果。

According to the globalization of economic growth and emerging market rise sharply, the new trends attracts domestic enterprises dramatically to move forward for translational investment for the potential business opportunities. Therefore, it becomes the hottest topic when these enterprises setup oversea branches, how to manage whose overseas branches while facing the issues of geographical distance, the difference of invested environment as well as competition condition.

Based on the past studies, most of the researches came in terms of the differentiation of countries culture or transaction cost to probe into the choices of the control mechanism of transnational enterprises, but lacks of cutting freshly with the view of the system environment. Meanwhile, facing the environmental change between home country and host country, the leadership style of parent company also plays an important role. This research is to probe into that the parent company of the transnational enterprise accommodates to the discrepancy in the environment between the host country and the home country, what control mechanism for the overseas branches who will adopt and investigate the interference result of leadership style. The theoretical foundation of this research is based on the documents both at home and abroad that involved in controlling mechanism, institutional theory and leadership style.

The emerging countries were rose for the recent years, and China and Brazil attracted highly attention of the domestic enterprises, at the mean time, probing into with this relevant themes of this research is very few in the past, therefore, this research selects five enterprises that all sets up whose branch in China and Brazil as the research object, and whose industry all takes the place of the factory for ODM industries.

This research adopted Qualitative Research for further investigation, utilized the research approach of the case study, also collected the materials through depth interview.

Through summing up and drawing this research conclusion: The more difference in the culture cognition of the home country and the host country, the more transnational enterprises will incline to adopt input control and process control; The greater the industry norm pressure of host country is, the more transnational enterprises will incline to adopt the process control; Transformational Leadership strengthens the effect of Institutional environments influencing the controlling mechanism.

目 錄
頁次
第 壹 章 緒論 1
第 一 節 研究背景與動機 1
第 二 節 研究目的 4
第 三 節 研究流程 6

第 貳 章 文獻探討 9
第 一 節 跨國企業之控制機制類型 9
第 二 節 跨國企業制度環境與控制機制之關係 23
第 三 節 跨國企業領導風格對制度環境影響控制機制之關係 32

第 參 章 研究設計 43
第 一 節 研究方法之應用 43
第 二 節 訪談題目之設計 49
第 三 節 研究對象之選擇 52

第 肆 章 研究命題 67
第 一 節 研究發現 67
第 二 節 命題發展 73

第 伍 章 結論與建議 79
第 一 節 研究結論 81
第 二 節 對企業之管理建議 84
第 三 節 研究限制與後續研究之建議 87

參考文獻 89
附錄一、中國與巴西管制制度介紹 105
附錄二、問卷 115
附錄三、原始訪談資料 123




表　目 錄
表 2-2-1 制度的三個方向 26
表 2-2-2 制度化過程中的策略性反應 29
表 3-2-1 訪談問題分佈 51
表 3-3-1 我對金磚四國(BRIC)總額及台商於當地投資家數
(經營工業者)分佈 52
表 3-3-2 巴西重要台商投資公司 53
表 3-3-3 A公司94年度、95年度之主要產品內外銷百分比例及
銷售地區 61
表 3-3-4 D公司產品範圍 64
表 3-3-5 E公司95年度之營業額及各類產品所占比例 65
表 4-1-1 受訪公司背景資料 67
表 4-1-2 個案公司訪談者與訪談日期資料彙整表 68
表 4-1-3 綜合概念之彙整表 69
表 4-1-4 個案綜合比較表 71




圖　目 錄

圖 1-1-1 研究流程圖 7
圖 2-1-1 多國籍企業控制選擇的模式 18

參考文獻
中文部分
1.朱雲鵬 (2006)。金磚不只四國(初版)。台北：英屬維京群島商高寶國際有限公司台灣子公司。
2.王佳玉(2000)。轉換型領導與領導效能關聯之研究－以台北市政府為個案分析。國立政治大學公共行政系碩士未出版論文，台北。
3.李智賢(1997) 。國籍企業對海外子公司施行控制機制－以台灣赴大陸投資之企業為例。國立中央大學資訊管理研究所未出版碩士論文，桃園。
4.何志峰(1998)。宏碁集團跨國組織之運作模式－主從架構之評析(頁381-398)。第二屆台灣本土企業個案發表暨研討會，中山大學主辦。
5.余明助(2000)。多國籍企業組織、策略與控制關係之研究－以台商海外子公司為例。國立成功大學企業管理學系未出版博士論文，台南。
6.林維林(1996)。轉換型、交易型領導行為與領導效能關係之研究：以台灣省政府建設廳為個案分析。私立東海大學公共行政管理研究所未出版碩士論文，台中。
7.林靜鈺(2000) 。企業主管領導型態、激勵語言對員工工作滿足之影響研究。國立成功大學國際企業研究所未出版碩士論文，台南。
8.尚榮安譯(2001)。個案研究法。台北市：弘智文化事業有限公司(原著：(Yin, R.K.(1994). Case study research： Design and methods.(2nd ed.).USA.：Sage Publications).
9.吳建華、謝發昱、黃俊峰、陳銘凱(2004)。個案研究。載於潘慧玲(主編)。「教育研究的取經：概念與應用」(頁199-236)。台北市：高等教育文化事業有限公司。
10.林韋毅(2005)。海外市場進入模式之研究－交易成本與機制理論觀點。輔仁大學管理研究所碩士論文，台北。
11.林易德(2006)。從制度理論探討台灣筆記型電腦代工廠商的回應策略。國立屏東商業技術學院行銷與流通管理系(所)未出版碩士論文，屏東。
12.陳振祥(1996) 。ODM策略之理論架構與實證。國立台灣大學商學研究所未出版博士論文，台北。
13.陳惠芳(1997) 。組織正當性，組織學習，與組織同形之關係研究－制度理論整合觀點。國立台灣大學商學研究所未出版博士論文，台北。
14.孫啟能(1997)。我國多國籍企業內部網路連結型態與控制機制之研究」。私立大葉工學院事業經營研究所未出版碩士論文，台北。
15.張潤書(1998)。行政學(修定初版)。台北：三民書局。
16.曾紀幸、司徒達賢、于卓民(1998) 。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，15(1)，頁1-26。
17.劉峰旭(2004)。台灣廠商大陸市場進入模式及經營績效之研究－交易成本理論、制度理論與行為決策理論之整合分析。銘傳大學國際企業學系碩士班未出版碩士論文，台北。
18.歐陽承新(2007)。金磚四國崛起的宏觀分析(初版)。台北，中華經濟研究院。

19.經濟部投資業務處(2007)。巴西投資環境簡介(第6版)。台北，經濟部投資業務處。
20.經濟部投資業務處(2007)。俄羅斯投資環境簡介(第6版)。台北，經濟部投資業務處。
21.經濟部投資業務處(2007)。印度投資環境簡介(第6版)。台北，經濟部投資業務處。
















英文部分
1.Ahlstrom, D., Young, M. N., Nair, A., & Law, P. (2003). Managing the institutional environment: Challenges for foreign firms in post WTO China. Academy of management Journal, 68, (2), 41-49.
2.Anderson, E., & Gatignon. (1986). Modes of foreign entry: A transaction cost analysis and propositions. Journal of International Business Studies, Fall, 1-24.
3.Anderson, U., & Forsgren, M. (1996). Subsidiary embeddedness and control in the multinational corporation. International Business Review, 5(5), 487-508.
4.Arnold, S. J., Handelman, J., & Tigert, D. J. (1996). Organizational legitimacy and retail store patronage. Journal of Business Research, 35(3), 229-240.
5.Baliga, B. R., & Baker, J. C. (1985). Multinational corporate policies for expatriate managers: Selection, training, and evaluation. Advanced Management Journal, Autumn, 31-38.
6.Baliga, B. R., & Jaeger, A. M. (1984). Multinational corporations: Control systems and delegation issues. Journal of International Business Studies, 15(2), 25-39.
7.Barley, S. R. (1986). Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiology departments. Administrative Science Quarterly, 31, 78-108.
8.Bartol, K., & Martin, D. (1994). Management (2nd ed.). New York: McGraw-Hill.
9.Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders. Cambridge, MA：HBS Press.
10.Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press.
11.Bennis, W., & Nanus, B. (1985). Leaders: The strategies for taking charg. New York: Harper and Row.
12.Birkinshaw, J. M., & Morrison, A. J. (1995). Configurations of strategy and structure in subsidiaries of multinational corporations. Journal of International Business Studies, 26(4), 719-753.
13.Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 40(5), 554-571.
14.Burns, J. M. (1978). Leadership. New York: Harper and Row.
15.Catano, V. M., Pond, M., & Kelloway, E. K. (2001). Exploring commitment and leadership in volunteer organizations. Leadership ＆ Organization Development Journal, 22, 256-263.
16.Child, J. (1973). Strategies of control and organizational behavior. Administrative Science Quarterly, 18, 1-17.
17.Deephouse, D. L. (1996). Does isomorphism legitimate. Academy of Management Journal, 39, 1024-1039.
18.Dimaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. My Annual Review, 48, 147-160.
19.Doz, Y. L., & Prahalad, C. K. (1984). Patterns of strategic control in multinational corporations. Journal of International Business Studies, 15(1), 55-72.
20.Edstrom, A., & Galbraith, J. R. (1977). Transfer of manager as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22, 248-263.
21.Egelhoff, W. G. (1984). Patterns of control in US, UK, and European multinational corporation. Journal of International Business Studies, 15(fall), 73-84.
22.Fellows, R., Liu, A., & Fong, C. M. (2003). Leadership style and power relations in quantity surveying in Hong Kong. Construction Management and Economics, 21, 809-818.
23.Friedman, H. H., & Langbert, M. (2000). Transformational leadership: Instituting revolutionary change in your accounting firm. The National Public Accountant, (45), 8-11.
24.Geertz, C. (1983). “Reflections on the symbolic of power”. In C. Geertz (ed.), Local knowledge. USA: Basic Books.
25.Geringer, J. M., & Heber, L. (1989). Control and performance of international joint venture. Journal of International Business Studies, 20,235-257.
26.Ghoshal, S., & Nohria, N. (1989). Internal differentiation within multinational corporations. Strategic Management Journal, 10(4), 323-338.


27.Govindarajan, V., & Fisher, J. (1990). Strategy control system and resource sharing: Effects on business- unit performance. Academy of Management Journal, 33, 259-285.
28.Granovetter, M. (1985). Economic action and social structure: The problem of embedded ness. American Journal of Sociology, 91, 481-510.
29.Grant, R. M. (1991). The resources-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33, 114-135.
30.Gupta, A. K., & Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of Management Review, 16(4), 768-792.
31.Gupta, A. K., & Govindarajan, V. (1994). Organizing for knowledge within MNCs. International Business Review, 3(4), 443-457.
32.Hamilton Ⅲ, R. D., & Kashlak, R. K. (1999). National influences on multinational corporation control system selection. Management International Review, 39(2), 167-189.
33.Hellriegel, D., & Slocum, J. W. (1991). Management. USA: Addision- Wesley Publishing Company.
34.Hennart, J. (1991). The transaction costs theory of joint ventures: An empirical study of Japanese subsidiaries in the United States. Management Science, 37, 483-497.
35.Hill, C., & Jones, G. (1993). Strategy management (2nd ed.). Boston , MA: Houghton Mifflin.
36.Hill, W. L. (2005). International business (5th ed.). New York: McGraw-Hill.
37.Hill, C. W. L. (1997). International business: Competing in the global marketplace. USA: Irwin Inc. Co.
38.Hodgetts, R. M., & Luthans, F. (1997). International management. Singapore: McGraw- Hill Book Co.
39.Hoffman, A. W. (1997). From heresy to dogma: An institutional history of corporate environmentalism. San Francisco: New Lexington Press.
40.Hofstede, F. (1980). Motivation, leadership and organization: Do American theories apply abroad? Organization Dynamics, Summer, 42-63.
41.Hofstede, G. (1983). The cultural relativity of organizational theories. Journal of International Business Studies, 14(2), 75-79.
42.Hunt, J. G. (1991). Leadership: A new synthesis. Newbury Park, CA: Sage.
43.Jaeger, A. M., & Baliga, B. R. (1985). Control system and strategic adaptation: Lessons from Japanese experience. Strategic management Journal, 6, 115-134.
44.Jaworski, B. J. (1988). Toward a theory of marketing control: Environmental context, control types, and consequences. Journal of Marketing, 52, 23-39.


45.Keller, R., Kedia, B., & Julian, S. (1995). R&D team productivity in eastern and western European countries. European Management Journal, 13(3), 316-321.
46.Kreitner, R., & Kinicki, A. (2001). Organizational behavior. Boston: McGraw-Hill.
47.Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19, 411-432.
48.Kostova, T., & Roth, K. (2002). Adoption of an organization by subsidiaries of multinational corporations: Institutional and relational Effects. Academy Management Journal, 45(1), 215-233.
49.Kumer, S., & Seth, A.(1998). The design of coordination and mechanisms for managing joint venture- parent relationships. Strategic Management Journal, 19, 579-599.
50.Kunda, G. (1992). Engineering culture: Control and commitment in a high-tech corporation. Philadelphia: Temple University Press.
51.Leifer, R., & Mills, P. K. (1996). An information processing approach for deciding upon control strategies and reducing control loss in emerging organization. Journal of Management, 22, 113-137.
52.Makino, S., & Neupert, K. E. (1981). National culture, transaction costs, and the choice between joint venture and wholly owned subsidiary. Journal of Organization Decision and Behavior, 205-244.
53.March, J. G. (1981). Decisions in organizations and theories of choice. New York: Wiley-Interscience.
54.Marchan, R., Welch, D., & Welch, L. (1996). Control in less - hierarchical multinationals : The role of personal networks and informal communication. International Business Review, 5(2), 137-150.
55.Markus, H., & Zajonc, R. B. (1985). “The cognitive perspective in social psychology.” In G. Lindzey & E. Aronson (ed.), Handbook of social psychology (137-230). NY: Random House.
56.Martinez, J. I., & Jarillo, J. C. (1989). The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies, 20(3), 489-514.
57.Martinez, J. I., & Jarillo, J. C. (1991). Coordination demands of international strategies. Journal of International Business Studies, 22(3), 429-444.
58.Meyer, J., & Rowan, B. (1977). Institutional organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340-363.
59.Miller, K. (1993). Industry and country effects on manager's perceptions of uncertainties. Journal of International Business Studies, 24(4), 693-714.
60.Mohan, T. (2000). Leadership styles in information technology projects. International Journal of Project Management, 18, 235-241.
61.Morris, M. H., & Trotter, J. D. (1990). Institutionalizing entrepreneurship in a large company: A case study at AT & T. Industrial Market Management, 19(2), 131-139.

62.Mortangs, C. P. D., & Vossen, J. (1999). Mechanisms to control the marketing activities of foreign distributors. International Business Review, 8(1), 75-97.
63.North, D. C. (1990). Institutions, institutional change and economic performance. New York: Cambridge University Press.
64.Oliver, C. (1991). Strategic responses to institutional processes. Academy of Management Review, 16, 145-179.
65.Ouchi, W. G. (1977). The relationship between organizational structure and organizational control. Administrative Science Quarterly, 22, pp.95-133.
66.Ouchi, W. G. (1979). A conceptual framework for the design of organizational control mechanisms. Management Science, 25(9), 833-848.
67.Peerenboom, R. (2001). Seek truth from facts: An empirical study of enforcement of arbitral awards in the PRC. The American Journal of Comparative Law, 49(2), 249-327.
68.Peng, M., & Luo, Y. (2000). Managerial ties and firm performance in a transition economy: The nature of a micro-macro link. Academy of Management Journal, 43(3), 486-501.
69.Peter, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America’s best-run companies.New York: Harper and Row.
70.Prahalad, C. K., & Doz, Y. L. (1981). An approach to strategic control in MNCs. Sloan Management Review, 22(Summer), 5-13.
71.Ralston, D., Holt, D., Terpstra, R., & Kai-cheng, Y. (1997). The impact of national culture and economic ideology on managerial work values: A study of United States, Russia, Japan and China. Journal of International Business Studies, 28(1), 177-207.
72.Robbins, S. P., & Coulter, M. (2002). Management (7th ed.). USA: Prentice Hall.
73.Robert, P. W., & Greenwood, R. (1997). Integrating transaction cost and institutional theories: Toward a constrained-efficiency framework for understanding organization design adoption. Academy of Management Review, 22(2), 346-373.
74.Roth, K., Schweiger, D., & Morrison, A. J. (1991). Global strategy implementation at the business unit level: Operational capabilities and administrative mechanisms. Journal of International Business Studies, 22(3), 361-394.
75.Sage, W. R. (2001). Institutions and organizations (2nd ed.). Thousand Oaks, CA: Sage.
76.Scott, W. R. (1995). Institutions and organizations. USA: Thousand Oaks
77.Scott, W. R., & Meyer, J. W. (1994). Institutional environments and organization: Structural complexity and individualism. Thousand Oaks, CA: Sage
78.Sergiovanni, T. J. (1990). Adding value to leadership gets extra ordinary results. Educational Leadership, 47(8), 23-27.

79.Snell, S. A. (1992). Control theory in strategic human resource management: The mediating effect of administrative information. Academy of Management Journal, 35(2), 292-327.
80.Stevnson, H. H., & Gumpert, E.E. (1991). The heart of entrepreneurship in entrepreneurship creativity at work. Harvard Business Review, 71-80.
81.Suchman, M. (1995). Managing Legitimacy：Strategic and institutional approaches. Academic of Management Review, 20, 572-610.
82.Sundaram, A. K., & Black, J. S. (1992). The environment and internal organization of multinational enterprises. Academy of Management Review, 17(4), 729-757.
83.Terry, G. R. (1960). Principles of management (3rd ed.). USA: Richard D. Irwin. Pattern.
84.Tichy, N. M., & Devanna, M. A. (1986). The transformational leader. NY: John Wiley and Sons.
85.Tushman, M., Virany, B., & Romanelli, E. (1985). Executive succession, strategic reorientations and organizational. Technology in Society, 7(130), 297-307.
86.Van de Bulcke, D. (1986). Role and structure of Belgium multinationals. NY: Walter de Gruyter.
87.Wener, S., Brouthers, L., & Brouthers, K. (1996). International risk and perceived environmental uncertainty: The dimensionality and internal consistency of Miller's measure. Journal of International Business Studies, 27(3), 571-587.
88.White, R., & Poynter, T. A. (1990). “Organization for worldwide advantage.” In C. Bartlett, Y. Doz and G. Hedlund(ed.), Managing the global firm. NY: Routledge.
89.Wiley, W., & Souba, M. D. (2004). New ways of understanding and accomplishing leadership in academic medicine. Journal of Surgical Research, 117, 177-186.
90.Williamson, O. E. (1991). Comparative economic organization: The analysis of discrete structural alternatives. Administrative Science Quarterly, 36, 269-296.
91.Xu, D., Pan, Y., & Beamish, P. W. ( 2004). The effect of regulative and normative distances on mne ownership and expatriate strategies, management international review. Wiesbaden：Third Quarter. 44(3), 285-307
92.Yin, R. (1989). Case study research: Design and methods. Newburry Park, CA: Sage Publications.
93.Yin, R. K. (2003). Case study research: Design and methods (3rd ed.). London: Sage.
94.Youseef, S. M. (1975). Contextual factors influencing control strategy of multinational corporations. Academy of Management Journal, 18(march), 136-145.
95.Yukl, G. A. (2002). Leadership in organization (5th ed.). Englewood Cliffs, NJ : Prentice Hall.
96.Zucker, L. G. (1987). Institutional theories of organization. Annual Review of Sociology,13, 443-464.

網站部分
1.公開資訊觀測站：http://newmops.tse.com.tw/。
2.行政院主計處：http://www.dgbas.gov.tw/ 。
3.貿協全球資訊網 http://www.taitraesource.com/。
4.經濟部統計處，「核准對外投資統計資料」：http://2k3dmz2.moea.gov.tw/。
5.經濟部技術處，產業資訊服務網：http://www.itis.org.tw/ 。