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價值活動與兩岸產業群聚因素 對多國籍企業台灣子公司 策略性角色變化的影響 評論人:朱文儀 台灣大學工商管理系暨商學研究所 2004/12/4.

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Presentation on theme: "價值活動與兩岸產業群聚因素 對多國籍企業台灣子公司 策略性角色變化的影響 評論人:朱文儀 台灣大學工商管理系暨商學研究所 2004/12/4."— Presentation transcript:

1 價值活動與兩岸產業群聚因素 對多國籍企業台灣子公司 策略性角色變化的影響 評論人:朱文儀 台灣大學工商管理系暨商學研究所 2004/12/4

2 Significance of HQ-Subsidiary Relations Research Existing literature in the West: shifting from corporate headquarters to: 1. Subsidiaries 2. Headquarter-subsidiary relations: dyadic data (few & challenging) Research in Taiwan: 1. Mainly focuses on subsidiaries (e.g., 外商在台 ) 2. An emerging line of study on headquarters (e.g., 台商在大陸 ) 3. Dyadic studies are sparse (Why?)

3 Positioning of the Study Judging from the title: 價值活動與兩岸產業群聚因素 對多國籍企業台灣子公司 策略性角色變化的影響 Subsidiary level ( 多國籍企業台灣子公司 ) Subsidiary roles? ( 子公司策略性角色 ) Determinants of Subsidiary roles? ( 價值活動、產業群聚因素 ) Dynamic versus static? ( 角色變化 )

4 Research Framework: What are Dependent & Independent Variables? Role of Subsidiaries SubsidiaryY1 Value Chain activitiesStrategic importance of (X1- X4)local resources & capabilities SubsidiaryY2 Industry Cluster Factors Strategic importance of (Diamond models)local environment (X5–X8) H1-1~ H1-4 H2-1~ H2-4

5 Three Pieces of the Puzzle 1. Bartlett and Ghoshal (1990), Managing Across Borders 2. Porter (1990), Competitive Advantages of Nations 3. Porter (1985), “Value chain”

6 Back to the Original Literature - I Bartlett and Ghoshal (1987), Managing across Borders X1 : Strategic I mportance of local market X2: Resources and Capabilities of local subsidiary Y1:Black hole Y2: Strategic leader Y3: Implementer Y4: Contributor highlow high Y: Differentiated Roles of Subsidiaries

7 How Do Bartlett & Ghoshal Define These Variables? X1: Strategic Importance of Local Environment A1. Size of local market A2. Competitors’ home markets A3. Sophistication of local market A4. Technological advance of local market X2: Level of Local Resources and Capabilities B1. subsidiary’s competence in technology B2. subsidiary’s competence in production B3. subsidiary’s competence in marketing B4. subsidiary’s competence in other areas

8 Differentiated Roles, So What? Differentiated HQ-Subsidiary Relations A X1 Coordination Y1-4Z Control B X2 Centralization Formalization Socialization Where Does This Research Stand? Subsidiary characteristics Subsidiary roles HQ-Subsidiary relations Local conditions

9 Differentiated Roles, So What? Differentiated HQ-Subsidiary Relations A X1 Coordination Y1-4Z Control B X2 Centralization Formalization Socialization Where Does This Research Stand? Subsidiary characteristics Subsidiary roles HQ-Subsidiary relations Local conditions

10 Rethink about the Research Framework Confusion on Dependent Variables Role of Subsidiaries SubsidiaryY1 Value Chain activitiesStrategic importance of (X1- X4)local resources & capabilities SubsidiaryY2 Industry Cluster Factors Strategic importance of (Diamond models)local environment (X5–X8) Have We really investigated “Subsidiary Roles?” H1-1~ H1-4 H2-1~ H2-4

11 Back to the Original Literature- II Porter (1990), Competitive Advantages of Nations Unit of analysis Main arguments Appropriateness of using this model for predicting subsidiary characteristics

12 Rethink about the Research Framework: Confusion on Independent Variables Role of Subsidiaries SubsidiaryY1 Value Chain activitiesStrategic importance of (X1- X4)local resources & capabilities SubsidiaryY2 Industry Cluster Factors Strategic importance of (Diamond models)local environment (X5–X8) Are Diamond Model Industry Specific or not? Do We Believe in Comparative Industry Characteristic? H1-1~ H1-4 H2-1~ H2-4

13 Rethink about the Research Framework: Confusion on possible interactions among X & Y Role of Subsidiaries SubsidiaryY1 Value Chain activitiesStrategic importance of (X1- X4)local resources & capabilities SubsidiaryY2 Industry Cluster Factors Strategic importance of (Diamond models)local environment (X5–X8) Are We Sure X1-4 and X5-8 Are Distinctive? Are We Sure about the causality? H1-1~ H1-4 H2-1~ H2-4 ?

14 Rethink about the Research Framework: Confusion on possible interactions among X & Y Role of Subsidiaries SubsidiaryY1 Value Chain activitiesStrategic importance of (X1- X4)local resources & capabilities SubsidiaryY2 Industry Cluster Factors Strategic importance of (Diamond models)local environment (X5–X8) Are We Sure X1-4 and X5-8 Are Distinctive? Are We Sure about the causality? H1-1~ H1-4 H2-1~ H2-4

15 Positioning of the Study Judging from the title: 價值活動與兩岸產業群聚因素 對多國籍企業台灣子公司 策略性角色變化的影響 Subsidiary level ( 多國籍企業台灣子公司 ) Subsidiary roles? ( 子公司策略性角色 ) Determinants of Subsidiary roles? ( 價值活動、產業群聚因素 ) Dynamic versus static? ( 角色變化 )

16 Possible Amendments Measurement: notably, Y1 & Y2 Research Sample: both with Taiwan & Chinese Subsidiaries Cronbach alpha: multiple items for one variable Correlation tables: possible multicolinearity Significance of descriptive statistics Regression models - Data disclosure - Significant level Conclusion and Discussions

17 Measurement of Dependent Variables Y1: Strategic Importance of Local Industrial Environment 1. 台灣子公司已形成能供應母公司之核心事業原物料供應的產業聚落 (X7?) 2. 台灣子公司已形成能供應母公司之核心事業所需研發機構 (X2?) 3. 台灣子公司已形成能供應母公司之核心事業所需的消費需求 (X2?) Y2: Strategic Importance of Local Resources and Capabilities 1. 相較於其他子公司,台灣子公司國內需求市場對於多國籍企業母公司的 重要性 (Y1?) 2. 相較於其他子公司,台灣子公司利潤貢獻能力對於多國籍企業母公司的 重要性 (resource dependence?) 3. 相較於其他子公司,多國籍企業母公司持續將資源挹注於台灣子公司的 程度 (resource dependence?)

18 Concluding Remarks: Growth Strategy for Academic Research Learning from Ansoff: Existing versus new research questions Existing versus new theoretical foundations Existing versus new research method Which directions to growth?


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