治理結構在企業跨國策略聯盟中的使用—以台灣製造業在全球供應鏈中的聯盟為例

Abstract

本研究旨在探討台灣製造業在全球供應鏈中的策略聯盟裡使用的治理結構和作用的治理機制，並分析其對聯盟合作的綜合影響。本研究以個案研究法，對四家企業的經營與決策者進行半結構式深度訪談，針對五個跨國策略聯盟，透過對受訪者的實務經驗與其決策背景和考量之近距離觀察，探討台灣製造業中小企業的策略聯盟合作模式與治理結構的選擇，從而對過去文獻中交易成本、治理結構、治理機制的關係以及其交互作用與影響進行實證。 本研究透過對個案公司的深入觀察與理解，在研究範疇之中搭建起理論與實務的橋樑。研究結果顯示策略聯盟的治理結構受交易頻率和資產專屬性二者之影響顯著，所有策略聯盟之實然皆符合交易成本理論之應然；且根據本研究的觀察結果，資產專屬性、任務複雜性、績效模糊性、資源互補性四個變項愈高時聯盟愈傾向於統一治理，愈低時則愈可能採取市場治理，同樣顯示了實證結果對於理論主張的支持。此外，本研究也發現台灣製造業在全球供應鏈中的策略聯盟大多採用雙邊治理，即便是採市場治理的聯盟也仍然重視長期關係的維護。期待本研究之實證發現能夠豐富台灣企業對於治理的理解，並為實踐者和決策者提供有效的指引。

This study aims to explore the governance issues and challenges faced by Taiwan's manufacturing industry within the context of the global supply chain and when engaging in transnational strategic alliances. Specifically, it investigates the choice of governance structures and the factors influencing these choices, as well as the practical application of governance mechanisms. The research employs a case study approach, conducting semi-structured, in-depth interviews with decision-makers from four companies, focusing on five transnational strategic alliances. Through close observation of the interviewees' practical experiences, decision-making backgrounds and considerations, the study examines the choices of strategic alliances, cooperative models, and governance structures among Taiwan's small and medium-sized enterprises (SMEs) in the manufacturing industry. This empirical research examines the relationships, interactions, and impacts among transaction costs, governance structures, and governance mechanisms as revealed in existing literatures. This study, through in-depth observation and comprehension of the case companies, establishes a bridge between theory and practice within the scope of research. The findings reveal a significant influence of transaction frequency and asset specificity on the governance structure of strategic alliances, wherein the actualities of all strategic alliances align with the expectations of transaction cost theory. Furthermore, based on the observed outcomes of this study, higher levels of asset specificity, task complexity, performance ambiguity, and resource complementarity tend to incline alliances towards unified governance, while lower levels lean towards adopting market governance. These results similarly underscore the alignment of empirical findings with theoretical propositions. Additionally, this research identifies that strategic alliances in Taiwan's manufacturing sector, situated in the global supply chain, predominantly embrace bilateral governance. Even alliances employing market governance emphasize the preservation of long-term relationships. The empirical insights from this study are expected to enrich Taiwanese firms' comprehension of governance and provide practical guidance for practitioners and decision-makers.