臺灣博碩士論文加值系統

台灣經過許多整體環境的轉變，從過去的十大建設，出口大成長、兩岸關係，政黨輪替、經過中國磁吸效應，金融海嘯，能立足在台灣的企業已經越來越不容易，本研究主要在思考台灣建材產業的國際化策略，希望能透過折衷理論的分析，將分析的架構，思考的項目有系統的提出，看看折衷理論是否能有效的解釋國際化的過程或是海外投資的決定。
折衷理論的核心是所有權特定優勢、內部化誘因優勢和區位特定優勢。一、所有權特定優勢包括兩個方面，(1)是由於獨占無形資產所產生的優勢，另一是(2)企業規模經濟所產生的優勢，包含了交易的優勢。二、區位特定優勢是地主國擁有的優勢，企業只能適應和利用這項優勢。三、內部化特定優勢，是指跨國公司運用所有權特定優勢，以節約或消除交易成本的能力。
本研究是分析個案公司在經營國際市場的經驗裡，選出不同市場在不同時期發展過程的經驗來探討，首先土耳其推展的時間較早，有比較完整的敘述與分析，接著是印度市場的發展，是一個對進行中的市場分析，然後是泰國(東協)市場，是一個對未來推展或是投資的分析討論，運用折衷理論(OLI)去統合思考國際化的進程。
如果企業僅有所有權優勢和內部化優勢，而不具備區位優勢，這就意味著缺乏有利的海外投資場所，因此企業只能將有關優勢在國內加以利用，而後依靠產品出口來供應當地市場。 如果企業只有所有權優勢和區位優勢，則說明企業擁有的所有權優勢難以在內部利用，只能將其轉讓給外國企業。如果企業具備了內部化優勢和區位優勢而無所有權優勢，則意味著企業缺乏對外直接投資的基本前提，海外擴張無法成功。
最後經過三個地區的案例探討，可以了解用OLI的架構來分析海外市場的活動，是ㄧ個有系統且有效的方式，有助於決策者在短期內的判斷中期的策略思考。

Taiwan experienced several integrated environmental changes, such as previous Ten Major Construction Projects, huge increase of export, cross-Strait relations, Party Alternation, magnetic effect by China, Financial tsunami, it became more difficult for enterprises who find footholds in Taiwan, and this research mainly explores International Strategies for Taiwan Building Material Industry, hope to systematically bring forth configuration analyzed and projects thought through analysis of Eclectic Paradigm ,to see if Eclectic Paradigm can effectively explain process of internationalization or decision making for overseas investment.

Core of Eclectic Paradigm is Ownership Specific Advantage, Location Specific Advantage and Internalization Incentive Advantage.
1. Ownership Specific Advantage include two aspects, (1) Advantages caused by monopolizing intangible assets, and the other is (2) Advantages caused by Enterprise Scale Economy, including transaction advantages.
2. Location Specific Advantage is the advantage that host country owns, enterprises can only accept and utilize this advantage.
3. Internalization Incentive Advantage means the ability that multinational companies use Ownership Specific Advantage, to save or eliminate transaction costs.

This research analyzes the experiences that when individual case company operates international business, the developing process of different markets in different period. First of all Turkey has been developed earlier,it has more complete statements and analysis, development of Indian Market is market analysis of an ongoing market, finally this research would like to discuss about Thailand (Association of Southeast Asian Nations),an analysis regarding future development and promotion or investment by using Eclectic Paradigm to systematically think about internationalization process.If enterprise only have Ownership Specific Advantage and Internalization Incentive Advantage, without Location Specific Advantage, this means that there is a lack of advantageous overseas investment location, therefore enterprise can only utilize relevant advantages domestically, and rely on export to supply local market. If enterprise only has Ownership Specific Advantage and Location Specific Advantage, this explains Ownership Specific Advantage owned by enterprise is hard to be utilized internally, it can only be transferred to foreign enterprises. If enterprise has Location Specific Advantage and Internalization Incentive Advantage but no Ownership Specific Advantage, enterprise shows a lack of basic premise of direct investment abroad and overseas expansion will not be successful.

By discussing cases of these three areas, using OLI configuration to analyze overseas market is a systematic and effective method, it helps decision maker''s short term strategic thinking.

口試委員會審定書……………………………………………………… i
誌謝………………………………………………………………………. ii
中文摘要………………………………………………………………… iii
Abstract……………………………………………………...……………. iv
目錄…………………………………………….………………………….vi
圖目錄……………………………………………………………………..viii
表目錄……………………………………………………………………..ix

第一章 緒論………………………………………………………………1
1.1　研究動機…………………………………………………………….1
1.2　研究目的……………………….……………………………………1
1.3　研究範圍…………..………………………………………………...2

第二章　文獻探討………………………………………………………...4
2.1　國際化折衷理論 (Eclectic paradigm)………………………………4
2.2　交易成本理論 (Transaction Cost Economics)…………….………...6
2.3　資源基礎理論 (Resource-Based View)……………………………..11

第三章　研究流程與方法………………………………………………...15
3.1　研究流程……………………………………………………………..15
3.2　個案公司的選擇及資料取得………………………………………..16
3.3　市場的選定…………………………………………………………..18
3.4　建材與營建業產業鏈之關係………………………………………..19

第四章 個案公司土耳其國際化策略研究……………………….………21
4.1　土耳其概況…………….…………………………………….………21
4.2　土耳其市場2005~2009年策略與分析…………………….……….28
4.3　土耳其市場2010~2014年策略與分析..…..……..……..….……….42
4.4　土耳其市場之未來競爭策略 ……………………………………….58

第五章 個案公司之印度國際化策略研究……………………………….62
5.1　印度概況……………………………………………………………..62
5.2　印度市場2008~2014年策略與分析…………………………..……68
5.3　印度市場未來競爭策略…………………..…………………………78

第六章 個案公司之泰國國際化策略研究……………………………….80
6.1　泰國概況……………………………………………………………..80
6.2　泰國市場之現況與分析……………………………………………..86
6.3　泰國市場未來競爭策略 …………………….………………………100

第七章　結論與建議………………………………………………………102
7.1　結論…………………………………………………….……………..102
7.2　建議與後續研究……………………………………….……………..105

參考文獻……………………………..………………….………………….106

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