跨國電子企業佈局中國之演化路徑分析－動態能力觀點

Abstract

企業營運全球化時代的來臨以及中國的改革開放後，許多跨國企業即因中國低廉的生產力及廣大的市場而開始在中國進行佈局，然而隨著時空環境的推移，跨國企業在中國佈局的類型及策略亦有所改變。本研究參考區位理論及組織學習理論，以動機因素為橫軸、能力屬性為縱軸，建構出2x2的佈局矩陣，將跨國企業佈局中國的時期類型分為（一）貿易據點、（二）世界工廠、（三）開發中心及（四）研究堡壘，並依動態能力的觀點檢視跨國企業佈局中國的演化。 本研究以多重個案研究的方式選出三家跨國電子企業，分別是美商惠普公司、芬蘭諾基亞公司以及日本索尼集團等依照本研究所提出之動態佈局矩陣進行個案分析。研究結果顯示，此三家表現優異的跨國公司在本研究所提出的佈局矩陣上皆呈現Ｚ型的演化路徑，且依照動態能力觀點，企業在各時期應該關注的資產定位及組織流程皆不相同。

Since 1980’s, with the rapidly growing of Mainland China, foreign direct investment in China has become the important strategy for multinational corporations to reduce cost and increase sales. This thesis offers two critical dimensions, which are based on organizational learning theory and location theory: the type of capability and the type of motivation. According to these dimensions, we build a 2×2 matrix and classify investment configuration into four phases: (1) Trade Outpost, (2) World factory, (3) Development Center and (4) Research Fort. In order to applying the matrix, we conduct multiple cases study by choosing three well-know multinational corporations (HP, NOKIA, SONY), and the result shows that all the firms had follow a particular Z-shape path. Based on dynamic capability view, this thesis also develops a framework, including three constructs: position, process and path. By using the framework, we can analyze and compare the different key success factors between each phase.