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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 李賢源 | |
dc.contributor.author | Lian-Hon Yeh | en |
dc.contributor.author | 葉良航 | zh_TW |
dc.date.accessioned | 2021-06-16T16:21:52Z | - |
dc.date.available | 2020-07-20 | |
dc.date.copyright | 2020-07-20 | |
dc.date.issued | 2020 | |
dc.date.submitted | 2020-05-19 | |
dc.identifier.citation | 一、中文部份
[1]余南中,金屬礦山採礦設計的步驟和重點概述。有色金屬設計,2014 [2]逄型祥,採礦工程設計與施工中主要問題與對策。科技創新與應用,2014 [3]劉鐵軍、陳昌雲。金屬礦山溜井放礦常見問題解析及優化設計探討。黃金,2015 [4]劉秉謙,採礦工程中綠色開採的應用淺述。商品與品質,2016 二、英文部份 [1] Adelman, I & Morris, C. T. (1967). Society, politics and economic development: Aquantitative approach. Baltimore, MA: Johns Hopkins University Press. [2] Bem, S. L. (1974). The measurement of psychological androgyny. Journal of Consulting and Clinical Psychology, 42, 155-62. [3] Blake, R. R. & Mouton, J. S. (1964). The Managerial Grid. Houston TX: Gulf. Cattell, R. B. (1949). The dimensions of culture patterns by factorization of national characters. Journal of Abnormal and Social Psychology, 44, 443-69. [4] Chinese Culture Connection (1987). Chinese values and the search for culture-free dimensions of culture. Journal of Cross-Cultural Psychology, 18, 143-64. [5] Costa, P. T., Jr. & McCrae, R. R. (1992). Revised NEO Personality Inventory (NEO-PI-R) and NEO Five-Factor Inventory (NEO-FFI) Professional Manual. Odessa, FL: Psychological Assessment Resources. [6] Culture at work in aviation and medicine:National, organizational and professional influences. Aldershot, Hants, UK: Ashgate.Hofstede, G. (1980). [7] Culture's Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage. Hofstede, G. (1991). Cultures and Organizations: Software of the Mind. London, UK: McGraw-Hill. [8] Cartwright, D. K., and Barrnger, B. R., 1993, The interface and convergence of the strategic management and organizational environment domains, Journal of Management, 18, pp. 33-46. [9] Douglas, M. (1973). Natural Symbols: Explorations in Cosmology. Harmondsworth, UK: Penguin.Gregg, P. M. & Banks, A. S. (1965). Dimensions of political systems: Factor analysis of a cross-polity survey. American Political Science Review, 59, 602-14. [10] Hall, E. T. (1976). Beyond culture. Garden City, NY: Anchor. Helmreich, R. L., & Merritt, A. C. (1998). [11] Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations. Thousand Oaks, CA: Sage (co-published in the PRC as Vol. 10 in the Shanghai Foreign Language Education Press SFLEP Intercultural Communication Reference Series, 2008) [12] Hofstede, G. (2006). What did GLOBE really measure? Researchers’ minds versusrespondents' minds. Journal of International Business Studies, 37, 882-96. [13] Hofstede, G. (2010). The GLOBE debate: Back to relevance. Journal of International Business Studies, 41, 1339-46. [14] Hofstede, G. & Bond, M. H. (1988). The Confucius connection: from cultural roots to economic growth. Organizational Dynamics, 16, 4-21. [15] Hofstede, G. & Hofstede, G. J. (2005). Cultures and Organizations: Software of the Mind (Rev. 2nd ed.). New York: McGraw-Hill. For translations see www.geerthofstede.nl and “our books” [16] International Institute for Management Development, IMD (2006),Various Issues, The World Competitiveness Yearbook 2006, Lausanne, Switzerland. [17] Porter,M.E., Competitive Strategy ,Free Press,N.Y.,1980. [18] Porter,M.E., ‖Competitive Advantage‖, Free Press,N.Y.,1985. [19] Porter, M.E 'From Competitive Advantage to Corporate Strategy', Harvard Business Review, May/June 1987, pp 43-59. [20] Wiki | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/63083 | - |
dc.description.abstract | 海外礦業項目建設週期通常比較長,面臨風險較多,經營性風險與政策性風險並存,因此管理時所面臨的內、外部情況均比較複雜。論文認為海外礦業管理除了開採專業上流程化的全面風險管理過程外,進而發現在跨國組織經營對礦業開發與管理衝擊,本論文主要以跨國企業經營老撾礦業為背景進行說明,所進行經營管理策略之分析。本研究之目的為:
1. 分析老撾環境及文化特殊性 2. 利用老撾環境及文化特殊性發展礦業開發與管理因應經營管理策略 以跨國組織文化及策略基本理論,作為論文分析四大要素。 1. Geert Hofstede 文化距離六大面 2. Klukhohm and Strodtbeck價值雙向模型 3. 五力模型 4. 策略礸石模型 本研究歸納結論如下: 1. 老撾礦業項目具有週期長、投資大、風險多、退出難以及綜合收益逐年遞減等特徵。 2. 海外礦業專案管理要強化公司組織文化,加強風險管理。 3. 屬地化與國際化跨國經營管理策略可以有效規避或控制管理風險。 4. 應高度重視跨國環境及文化差異性管理問題,在社會環境與資源無法改變的前提下,克服文化背景不同與管理模式思維差異,是老撾礦業開發與管理成功的重點所在,老撾礦業專案開發成功的關鍵因素在於恰當的跨國思維文化和相應的管理策略。 | zh_TW |
dc.description.abstract | The developing cycle of overseas mining projects is usually required for a very long processing. During the overseas mining development processes, there could have many uncertain risks, including across county organization and cultures impacts, operations and policies constraints from the internal and external conditions and environments. These risk factors cause the complexity of international mining business and operation management. The thesis descripted not only the comprehensive risks of professional mining probe processes but also the impacts of across country organization and culture which affect the target operations strategy of mining business development and management. Therefore, first, the thesis is mainly explored by the background of overseas across country enterprises business development and operation management in Laos mining industry. Secondly, it also states the analysis of mining business and operation management strategy in Laos. The purposes of this dissertation are as below:
1. Analysis of the environmental and cultural specificities of Laos 2. Development and design mining business development and management strategy in Laos from special components of environments and cultural specificities. The four analysis elements from the paper are based on the basic theories of across country organization cultures and management strategies are on the following: 1. Hofstede's Cultural Dimensions theory 2. Kluckhohn and Strodtbeck's Values Orientation Theory 3. Porter's Five Forces Analysis Model 4. Porter's Diamond Model The conclusions of this thesis are including: 1. The mining business industry in Laos has the traits of long development cycle, heavy capital investment, high uncertain risks, difficult to terminate development processes and decreasing profits returns by year. 2. Overseas mining projects management should strengthen the corporate organization culture and strengthen risks management. 3. Across country business development and operation management strategies for localization and internationalization can avoid or control management risks effectively. 4. Under the premise the constraints of social environment and resources, we have highly to pay more attentions on the management issues of across county organization and cultural diversification and overcome the differences of cultural backgrounds and minds set in organizations. This is the key successful factor for mining business development and operation management in Laos. Adopt appropriate inclusive culture thinking and strategic management solutions in across county is the core factor to achieve successful mining business in Laos. | en |
dc.description.provenance | Made available in DSpace on 2021-06-16T16:21:52Z (GMT). No. of bitstreams: 1 ntu-109-P06750022-1.pdf: 1266350 bytes, checksum: 0c1af42dca84e4b0bffe705e60eb3e04 (MD5) Previous issue date: 2020 | en |
dc.description.tableofcontents | 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 ix 表目錄 x 第一章 緒論 1 第一節 研究背景 1 第二節 研究動機與目的 1 第三節 研究方法 2 第二章 文獻探討 3 第一節 組織文化的定義 3 第二節 策略基本理論 7 第三節 礦業開發與管理架構 10 第四節 跨國組織文化對礦業經營管理之影響 12 第三章 礦業開發與管理之建構 14 第一節 訂定礦業開發與管理政策 14 一、礦產資源與礦業開發前期準備 14 二、外匯、環保及海關因應策略 15 三、勞動力策略 15 四、礦業企業管理策略 16 第二節 整合資源 17 一、準備資源 17 二、提高附加值 17 三、進行並購重組 17 第三節 外商投資礦企面臨的經營管理風險 18 一、財務風險 18 二、提升績效與創新的風險 19 三、綜合運行風險 20 四、數位化風險:礦業開發管理的數位化應用 20 五、安全性風險 21 第四節 建構礦業經營管理策略 21 一、提升運行模式 21 二、組織設計 22 三、整合技術人才 22 第四章 運用礦業開發與管理建置 24 第一節 個案公司概況 24 一、A礦業公司有限公司概況 24 二、黃金開採礦區概況 25 第二節 個案公司跨國組織文化分析 26 一、老撾國家情況、政策、投資環境簡介 26 二、完善政府關係,提升跨國組織人文建設 28 第三節 個案公司礦業開發與管理建置 32 一、符合監管要求和環境保護標準 32 二、儘量弱化環境影響 33 三、有效資源管理措施 33 第四節 管理風險 35 一、基於社會責任的管理風險 35 二、礦業公司風險管理的相應措施 36 第五節 經營管理策略 37 一、先進成熟跨國企業及組織文化的管理體系 39 二、可持續發展的措施 40 三、抓住機遇促進發展 41 第五章 結論與建議 43 第一節 研究結論 43 一、跨國企業經營管理策略43 二、企業組織文化43 三、良好關係43 第二節 研究限制 44 一、全球經濟市場與環境變化44 二、各地域當地政府政策與礦業管理體系不同44 第三節 後續研究建議 45 一、透過融入當地組織文化強化礦業管理與開發管理體系45 二、採用經營策略管理和履行國際標準研究類似地域性開發的可能性45 參考文獻 46 一、中文部份 46 二、英文部份 46 圖目錄 圖2-1-1 KLUCKHOHN-STRODTBECK分析文化差異架構6 圖2-2-1 邁克爾·波特 (Michael Porter) 五力分析模型7 圖2-2-2 波特鑽石模型8 圖4-5-1A礦業公司經營管理策略39 表目錄 表4-2-1 A 礦業公司利用Geert Hofstede 文化距離六大構面因應之組織文化29 表4-2-2 A 礦業公司利用Klukhohm and Strodtbeck價值雙向模型的採取企業組織 文化方向 30 | |
dc.language.iso | zh-TW | |
dc.title | 跨國礦業開發與管理之經營管理策略
— 以老撾(寮國)礦業A公司為例 | zh_TW |
dc.title | Business Management Strategy of Overseas Mining Business Development and Operation Management Industry in Laos
—A Case Study of Specific Company | en |
dc.type | Thesis | |
dc.date.schoolyear | 108-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳業寧,洪劍峭,方軍雄 | |
dc.subject.keyword | 海外礦業專案,經營管理策略,策略模型, | zh_TW |
dc.subject.keyword | organization cultures,strategy management,Overseas mining business,development and operation management, | en |
dc.relation.page | 47 | |
dc.identifier.doi | 10.6342/NTU202000848 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2020-05-19 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 臺大-復旦EMBA境外專班 | zh_TW |
顯示於系所單位: | 臺大-復旦EMBA境外專班 |
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