不動產開發商面對新興國家制度環境之策略選擇:台商在中國投資之個案研究

Abstract

本研究是以制度觀點探討近二十幾年來，台灣中、小型企業於中國從事不動產開發的策略選擇，主要是針對不動產開發的過程，包括:土地取得、設計到施工完成，在整個開發的過程中，台灣企業是如何因應當地的制度，才能使整個不動產開發能夠順利完成，並且擁有和其他企業競爭的能力。其中，在中國從事不動產開發的台灣中、小型企業，包括:(1)台灣企業以其他產業於中國進行投資，不動產開發部份僅是建造工廠和宿舍供企業自身使用，(2)台灣企業完全以不動產開發於中國進行投資，主要投資項目就是建造工廠或住宅販賣獲利。 研究流程，首先以制度理論和六個實際案例作為分析的基礎，探討台灣中、小型企業於中國從事不動產開發時，企業的策略選擇是如何因應制度環境的，分析的方式會從四個面向出發，包括:(1)制度環境，找出台灣企業於中國從事不動產開發所會面臨到的制度是什麼，有中國的法律、政策、官員和人民，並且隨著時間改變，制度是否也有所改變，(2)策略目標，探討台灣企業於中國從事不動產開發的策略目標是追求什麼，有關係網絡和自身之能力兩種，並且隨著制度的改變，策略目標是否也有所改變，(3)所有權形式，探討台灣企業進入中國時，在不同的時間點和不同的制度環境下，進入策略是什麼以及為什麼，(4)回應策略，以案例分析為基礎，從文獻中的十五種策略回應方式找出適合用於不動產開發的五種方式，有遵守、隱藏、入夥、影響和控制，分別是回應正式制度和非正式制度，並且隨著制度的改變，回應方式是否也有所改變。 接著以策略選擇框架為基礎，提出本研究的三個命題，分別是:(1)制度環境和策略目標的組合，(2)制度環境和所有權形式的組合，(3)制度環境和回應策略的組合。命題的方式是以制度環境為主，分別去探討企業之策略目標、所有權型式和回應策略，提出制度成熟與否時，台灣企業在與中國有類似制度環境的國家，從事不動產開發之策略選擇為何。 本研究有三個主要貢獻:(1)認為制度觀點可以用來解釋企業在從事不動產開發的策略選擇，(2)提供台灣企業於中國從事不動產開發，過去近二十幾年來的策略選擇，以及預測未來的策略選擇，(3)提供台灣企業未來於其他制度不成熟的國家中，從事不動產開發的策略選擇。

This research uses an institution based view to explore how Taiwanese small and medium enterprises (SMEs) engage in real estate development in China and their strategy of choice in the recent 20 years. The main focus is the process of real estate development, which includes land acquisition, design and construction; and how the Taiwanese SMEs strive under the limitations imposed by the local Chinese government to remain competitive and successful. The target SMEs can be divided into two types, (1) those which mainly invest on other industries and engage in real estate development only to construct the infrastructure needed by the enterprise, and (2) those which engage in real estate development as a main investment and construct the infrastructure as a product for profit. The first part of the research process consists of applying institutional theory on six real world cases to examine the strategy of choice of Taiwanese SMEs when engaging in real estate development under the limitations of the Chinese government. The analysis will cover four different aspects, which include (1) the environmental limitations imposed by the Chinese government such as laws, policies, politics and people, and how these limitations vary throughout time; (2) the strategic objectives Taiwanese SMEs aim for, such as Networks and Capabilities, and how these objectives vary according to the changing environmental limitations; (3) the ownership types when entering the Chinese market under different environmental limitations; and (4) the five most suitable strategic responses for real estate development, referenced from fifteen real world cases listed in the literature, to address formal institutions and informal institutions and how these responses, namely comply, conceal, co-op, influence, and control, vary throughout time. The second part of the research process states the following three propositions based on the strategy of choice framework: (1) the combination of environmental limitations and strategic objectives; (2) the combination of environmental limitations and ownership types; (3) the combination of environmental limitations and strategic responses. These propositions use the environmental limitations as a basis to examine the strategic objectives, ownership types, and strategic responses of the Taiwanese SMEs, to propose how Taiwanese SMEs should engage in real estate development in countries with environmental limitations similar to China. The contributions of this research are (1) believe the institution based can be used to explain that strategic choice of companies engaged in real estate development; and (2) evidence of strategic choices made by Taiwanese SMEs when engaging in real estate development in China in the recent 20 years and forecast of possible strategic choices; and (3) a reference for other SMEs when planning to engage in real estate development in unfamiliar environments.