全球汽車製造商－供應商的聯盟治理: 以中國市場為例

Abstract

本研究旨在探討在垂直策略聯盟中治理機制如何運作及如何影響製造商及其供應商之公司表現。本研究於下列層面有所貢獻: 1. 本研究將治理概念具體化於完整的制理機制的呈現並揭示每一個機制本身於聯盟關係治理中特殊的性質與角色。2. 本研究創見於將供應商的聯盟策略併同考慮於研究架構中並得以發現治理機制需有其它相輔機制以得到最好的供應商表現。3. 本研究對於全球各國汽車組裝廠在中國的聯盟運作提供了廣泛的實證比較。本研究獨特之處在於將以往較為糢糊粗略的治理模式的概念進一步細緻化於8種重要的不同治理機制的探討並考慮供應商的聯盟策略以平衡過去學術研究對組裝廠的偏重。 研究執行是以廣泛的問卷調查中國大陸及臺灣二地的汽車組裝廠及其一級供應商。此執行場域是考慮汽車製造業有相對而言較穩定的垂直聯盟關係讓不同且多樣的治理機制得以演化發展。而中國因其對各國製造商的磁吸效應可提供各國組裝廠及一級供應商的資料來比較聯盟治理的海外運作。本研究最終完整的樣本數涵蓋了188個組裝廠及356個供應商的資料且發現了重要的聯盟策略意涵。首先對於組裝廠而言，8 種重要的治理機制，分別是契約明文程度、正式的合約執行、非正式的合約執行、共同訂價制，獨立訂價制，分擔風險的機制，研發的涉入程度、股權投資，都分別做了完整的探討來檢驗如何選擇合適的機制以救濟不同的聯盟問題以及選擇合宜的機制如何影響組裝廠的績效。每一種機制不同的性質及角色都有完整的討論。其次對於供應商而言，本研究識別了不同的知識種類及背後的學習機制以分辨在配以不同的治理機制下，學習機制及治理機制如何共同影響供應商的績效。更進一步地，供應商在追求不同的知識種類及成長策略時所應考慮的因素被檢視及討論。最後，本研究得以確認日本組裝廠在中國仍然維持其獨特的keiretsu企業集團的供應商體系同時並鑑別了更多在來源國別、本國國內原生關係、中國本地市場知識、及合資企業中的股權持份等因素對聯盟治理在海外運作的影響。

This research focuses on how the governance mechanisms work and affect firm performance for both manufacturers and their suppliers in a vertical strategic alliance (VSA) and contributes to the following: 1) It advances the understanding of governance by refining the concept into a comprehensive set of mechanisms deployed in VSAs and unfolding their individual characters in governing suppliers. 2) It pioneers in incorporating the supplier’s strategic concerns in the framework and testing the complements of governance mechanisms for better supplier performance. 3) It provides an extensive empirical analysis on the offshore VSA operations of global assemblers in China. The study is unique in moving from a relatively coarse concept of governance “mode” to scrutinize 8 different governance “mechanisms” and in discovering the supplier’s alliance strategy to balance the academic overemphasis on the manufacturer’s view. The execution context is an extensive questionnaire survey toward the auto assemblers and their tier-1 suppliers in China and Taiwan because the auto industry provides relatively stable VSAs for the governance mechanisms and the complements to evolve while China, who attracts global assemblers to establish local supply chains, makes the offshore comparison possible. The final sample contains 188 assemblers and 365 suppliers and the findings yield important strategic implications. Firstly for assemblers, the 8 governance mechanisms, explicit contract, formal reinforcement, informal reinforcement, co-pricing, independent pricing, risk-sharing, R&D involvement and equity control, are fully examined as to the antecedents and the impact on assembler performance. The individual roles of the mechanisms are also revealed and discussed. Secondly for suppliers, different learning mechanisms are identified to associate with different knowledge types, which, when coupled with the appropriate governance mechanisms, are proven to link with better supplier performance. Thirdly, the growth strategy of the supplier is tested and discussed. The supplier is advised to consider several factors in their pursue of different knowledge types. And finally, this research confirms that the Japanese assemblers maintain the keiretsu in their VSAs in China meanwhile more offshore influences are identified on countries of origin, home-town relationships, local knowledge, and JV equity share.