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研究生:黃士修
研究生(外文):Huang, Shih-Hsiu
論文名稱:多國企業「區域總部–子公司–通路」間管控機制之探討:以台灣資通訊產業為例
論文名稱(外文):How MNC regional headquarters managing their subsidiaries and channels in a developing country – The case of the ICT products in Taiwan
指導教授:于卓民于卓民引用關係巫立宇巫立宇引用關係
指導教授(外文):Yu, Chwo-Ming JosephWu, Lei-Yu
口試委員:丘宏昌康敏平陳厚銘黃恆獎黃國峯
口試日期:2020-02-24
學位類別:博士
校院名稱:國立政治大學
系所名稱:企業管理學系
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:2020
畢業學年度:108
語文別:中文
論文頁數:163
中文關鍵詞:多國公司通路管控機制績效績效壓力投機行為代理問題
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資訊通訊科技(Information and Communication Technology,簡稱ICT)產業中,大多數多國公司(簡稱MNC)均採取透過地主國子公司(subsidiary,簡稱Sub)與通路夥伴(channel,簡稱Chn)經營當地市場之模式。因此MNC總部(headquarters, 簡稱HQs)或區域總部(regional headquarters, 簡稱RHQs)如何透過管控機制(governance mechanism)管控Sub,將影響Sub如何管控Chn以達成最終績效,甚至激化Sub-Chn之投機行為,造成Sub雖然達成短期績效,卻有損MNC長期績效之代理問題。
本研究以RHQs、Sub及Chn三方關係為主體,以新興市場常見之多層且多樣通路生態為背景,考慮Sub與Chn兩方面觀點,提出RHQs-Sub-Chn管控機制之「動態調適」、「管控機制間之互動」與「壓力–結果–投機行為(PRO, Pressure-Results-Opportunistic behaviors)」三組觀念模型,以及四項重要發現:
– RHQs-Sub管控機制對Sub會造成績效壓力,影響Sub之通路管控決策,進而對績效結果造成負面之效應。
– RHQs-Sub管控機制縮短「檢討與規劃」的周期,以「短期績效」目標為主時,將會弱化Sub建立長期專屬優勢與發揮母公司專屬優勢之意願,進而使子公司之存在價值逐漸消失。
– 雖然Sub-Chn間良好默契及合作關係能提升短期績效,但有時反而會惡化Sub之代理問題或通路成員之投機心態,進而傷害MNC長期績效;因此需要適當之RHQs-Sub-Chn管控機制搭配。
– MNC運用資訊科技直接連結RHQs與通路,改善RHQs-Chn間資訊不對稱的情形,減少子公司代理問題之發生,而達到平衡短期與長期績效之效果。
第一章 緒論 5
第一節 研究背景與理論缺口 5
第二節 研究問題與目的 21
第三節 章節安排 23
第二章 文獻探討 25
第一節 TCE與管控機制:「微觀分析」與「動態屬性」 26
第二節 代理問題與控制 35
第三節 區域總部-子公司(RHQs-Sub)關係與動態性 40
第四節 子公司-通路(Sub-Chn)管控機制 44
第三章 研究方法 55
第一節 研究方法與程序 55
第二節 研究對象之選擇與個案 57
第三節 資料收集 59
第四節 資料分析 62
第四章 個案與研究發現 63
第一節 背景與時間誌 65
第二節 績效目標與績效結果 77
第三節 RHQs-Sub管控機制之內容與功能 78
第四節 RHQs-Chn管控機制 90
第六節 RHQs-Sub及RHQs-Chn管控機制對 Sub代理行為及績效結果之影響 97
第七節 研究命題 124
第八節 同業比較 137
第五章 結論 141
第一節 研究結論 141
第二節 研究貢獻 144
第三節 研究限制與未來研究建議 147
參考文獻 149
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