台商投資大陸佈局類型與分析－組織學習、資源基礎與折衷理論觀點

Abstract

本研究根據過去對外投資的相關文獻與組織學習理論，發展出由「市場定位」與「能力屬性」組成的矩陣模型，透過這兩個維度，將台商的佈局模式分成（一）製造部落、（二）服務驛站、（三）品牌市集和（四）研發堡壘四種類型；再搭配資源基礎理論、折衷理論，提出由能耐基石、佈局意圖與佈局戰略三大構面組成的策略櫥窗。第一個構面主要以核心能力作為衡量企業資源整合的指標，而第二個構面，則是從策略觀點和投資動機來分析公司投資的目的；最後一個構面，再分別從進入模式、區位選擇和分佈特徵來探討執行層面的做法。此外，本研究透過個案研究的方式，驗證鴻海、聯強國際、統一超商和威盛電子四家知名企業在每一個變數上的關鍵成功因素，以使分析架構更具實務上的參考價值。 研究結果顯示，製造部落在能耐基石上要具備生產製造的核心能力；在佈局意圖的部分，則著重在全球整合的策略觀點，其前往大陸的投資動機主要是尋求資源與效率；而佈局戰略的做法，應採取獨資的進入模式，並以成本和運輸導向作為區位選擇的條件，呈現出環狀衛星的分佈特徵。服務驛站和品牌市集在能耐基石上皆應有行銷服務的核心能力；在佈局意圖上，同樣也都需具備地區回應的策略觀點，但前者是將大陸視為市場與效率的主要來源，而後者的投資動機則是尋求市場與策略性資產；在佈局戰略的部分，服務驛站是採獨資經營的進入模式，以運輸和市場導向來選擇區位，並呈現遍地開花的分佈特徵，而品牌市集則是透過合資的進入模式，選擇符合運輸和市場導向的區位，並以T型佈點的方式來分佈。研發堡壘在能耐基石上要有研發設計的核心能力；在佈局意圖的部分，適合多元集中的策略觀點，並以尋求資源和策略性資產做為投資大陸的動機；而佈局戰略則是以獨資的進入模式，將技術導向當成區位選擇的標準，形成點狀橋接的分佈特徵。

With the rapidly growing of Mainland China, foreign direct investment in China has become the main economic activity for Taiwanese firms recently. Since Taiwanese firms tend to develop into more diversification-oriented and larger-scaled enterprises, the motivation and resource conditions of enterprises will have definite influence on the investment configuration. Therefore, based on the characteristic of different industries, it is a significant issue for Taiwanese firms to know how to choose the most appropriate strategy which can lead to a competitive advantage. According to foreign investment literature and organizational learning theory, this study develops a matrix with two strategic dimensions : market position and capability attribute. From this two dimensions, the investment configuration of Taiwanese firms can be divided into four types : (1) OEM Tribe, (2) Service Post, (3) Brand Market and (4) R&D Fort. Besides, based on resource-based and eclectic theory, this research proposes a strategic window combined with three constructs, which are “competence cornerstone”, “configuration intention” and “configuration tactic”. At the first construct, core competence is the major criterion for evaluating resource integration of firms. In order to analyze the investment purpose of enterprise, strategic viewpoint and investment motivation are selected in the second construct. For the last construct, entry mode, location choice and scattering characteristic are used to describe the execution behavior. Besides, this research uses the case study method to justify the key successful factors of renowned enterprises in different criteria and makes the analytical framework more practical. The research concludes that different types of Taiwanese firms not only enhance their core competence, but reposition their roles in each value chain with global thinking. In order to avoid chasing short-term profitability which may lead to losing operational control, enterprises have to evaluate the risks and benefits between sole venture and joint venture. Then, based on the policy of each local government, Taiwanese firms can select the locations which are most value-added, so as to increase the probability of successful investment in China.