學術產出-學位論文
文章檢視/開啟
書目匯出
-
題名 台商於中東歐之供應商管理政策探討：權力比與態度之影響
A case study of supplier management policy of Taiwanese company in Central and Eastern Europe (CEE): The impact of power ratio and attitude作者 李玫嬛
Lee, Mei-Hsuan貢獻者 羅明琇
Lo, Ming-Shiow
李玫嬛
Lee, Mei-Hsuan關鍵詞 供應商管理
管理權力
管理態度
第三方供應商管理單位
中東歐市場
Supplier management
Buy-supplier power
Management attitude
Third-party institution
Central and Eastern Europe日期 2018 上傳時間 3-六月-2019 13:07:26 (UTC+8) 摘要 隨著國際化的腳步，為了更快速回應西歐市場的需求以及善用中東歐勞工與投資利益，台商紛紛採用跨國化經營的方式進入中東歐，有些企業透過併購當地公司，有些則以直接設廠的方式進行在地化經營，然而，新的市場中擁有新的供應商，不能完全沿用原本在台灣的供應商管理政策，而需透過調整原有管理辦法以及順應當地外部環境的方式，在新市場進行有效率的供應商管理。因此，本研究欲探討台商進入中東歐市場時，因應不同的環境與條件前提，所採取不同的供應商管理政策。本研究採行個案研究法，訪談一家製造業之個案公司，對於該企業進行深度了解，並進一步探討該個案在台灣以及中東歐地區的供應商管理異同。本研究發現，台灣與中東歐地區對於供應商的權力比都有較大與較小的情況，因為該產業中都擁有長期經營的大型品牌公司，在整體供應鏈中處於主導地位，擁有較高的議價能力，使得其上下游的供應鏈夥伴對其資源依賴性高，亦擁有規模較小型的供應商，缺乏關鍵性資源並沒有足夠的資源與能力，因此在供應鏈中擁有的權力較小，此外，本研究也發現中東歐市場通常仰賴第三方供應商管理單位的認證與評估，且台灣母公司對於中東歐市場的不熟悉，以及對於該地區負責管理者的下轄權力有限，因此於中東歐對於供應商管理的態度呈現較消極被動，台灣則擁有特定的單位進行定期的稽核與評估，並會派遣人員協助與支援供應商改善與提升其產能品質與表現，管理態度呈現較積極主動。本研究對學術上的貢獻是更進一步了解台灣地區較不熟悉的第三方供應商管理單位所適用的情況與地理範圍，並整理與分析出第三方單位對於企業進行供應商管理態度之影響，進而影響企業選擇不同的供應商管理政策，提供未來欲進入中東歐市場的台商，或欲採用第三方供應商管理單位的企業一個參考的依據。
As an effect of globalization, to rapidly respond to the needs of Western Europe, and to wisely take advantage of investment incentives in Central and Eastern Europe (CEE), Taiwanese corporations entered the market of CEE. Some of them adopted a localization strategy through mergers and/or acquisitions, and others directly established new factories in CEE. However, since there are different suppliers in new markets, Taiwanese corporations are not able to completely follow the supplier management policy of Taiwan when they enter the new market. Therefore, adjusting management regulations in response to local environments and enhancing the efficiency of supplier management are vital tasks for Taiwanese corporations entering CEE. This research is based on a case study of a company in the electronics industry. By analyzing this interviewed company, the research evaluates the difference between supplier management policies in Taiwan and CEE countries.The research found that the power ratios of buyers and suppliers in both Taiwan and the CEE area are not always smaller than one or bigger than one. When it comes to sizable international companies, they are dominant in supplier chain management, so they have higher bargaining power. Other smaller companies lack the crucial resources and the capabilities to do the same; they have to rely on bigger supplier partners and have lower bargaining power. Still, the result also indicates that because Taiwanese corporations are not familiar with CEE markets and tend to depend on third parties to evaluate and audit suppliers, and also adopt centralized management systems, supplier management attitudes toward CEE countries are passive. Since Taiwan is used to choosing and auditing suppliers of its own and is willing to assist and support suppliers to help them enhance performance and quality, supplier management attitudes toward Taiwan area are positive.The academic contribution of this research is to further understand the application of supplier management via third parties. This research analyzes the impact of third parties on supplier management attitudes, and offers a reference for Taiwanese corporations that are eager to enter the CEE market in the future or that want to adopt third parties for their supplier management responsibilities.參考文獻 英文部分Ashnai, B., Henneberg, S. C., Naudé, P., & Francescucci, A. (2016). Inter-personal and inter-organizational trust in business relationships: An attitude-behavior-outcome model. Industrial Marketing Management, 52, 128–139. https://doi.org/10.1016/j.indmarman.2015.05.020Barrell, R., & Holland, D. (2000). Foreign Direct Investment in Central and Eastern Europe Contents. Direct, 8(2), 477–504. https://doi.org/10.1007/BF02928116Bednarz, J. (2017). Th e determinants and development of crowdfunding in the Cen tr al and Eastern Europe coun tr ies, 16(3). https://doi.org/10.12775/EiP.2017.019.ThBookbinder, J. H., Gumus, M., & Jewkes, E. M. (2010). Calculating the benefits of vendor managed inventory in a manufacturer-retailer system. International Journal of Production Research, 48(19), 5549–5571. https://doi.org/10.1080/00207540903095434Borade, A. B., Kannan, G., & Bansod, S. V. (2013). Analytical hierarchy process-based framework for VMI adoption. International Journal of Production Research, 51(4), 963–978. https://doi.org/10.1080/00207543.2011.650795Burnes, B., & New, S. (1997). Collaboration In Customer-Supplier Relationships: Strategy, Operations and the Function of Rhetoric. The Journal of Supply Chain Management, 33(4), 10–17. https://doi.org/10.1111/j.1745-493X.1997.tb00032.xChakraborty, G., Srivastava, P., & Marshall, F. (2007). Are drivers of customer satisfaction different for buyers/users from different functional areas? Journal of Business and Industrial Marketing, 22(1), 20–28. https://doi.org/10.1108/08858620710722798Corbin, A. S. and J. (2008). Basic of Qualitative Research (3rd ed): Techniques and Procedures for Developing Grounded Theory (3rd ed.). SAGE Publications Inc. Retrieved from http://www.socresonline.org.uk/4/2/strauss.htmlCox, A. (2004). Business relationship alignment: on the commensurability of value capture and mutuality in buyer and supplier exchange. Supply Chain Management: An International Journal, 9(5), 410–420. https://doi.org/10.1108/13598540410560793Cui, L., Deng, J., Liu, F., Zhang, Y., & Xu, M. (2017). Investigation of RFID investment in a single retailer two-supplier supply chain with random demand to decrease inventory inaccuracy. Journal of Cleaner Production, 142, 2028–2044. https://doi.org/10.1016/j.jclepro.2016.11.081Day, M., Fawcett, S. E., Fawcett, A. M., & Magnan, G. M. (2013). Trust and relational embeddedness: Exploring a paradox of trust pattern development in key supplier relationships. Industrial Marketing Management, 42(2), 152–165. https://doi.org/10.1016/j.indmarman.2012.12.004Doz. (1996). The Evolution of Cooperation in Strategic Alliances : Initial Conditions or Learning Processes ? Author ( s ): Yves L . Doz Source : Strategic Management Journal , Vol . 17 , Special Issue : Evolutionary Perspectives on Stable URL : http://www.jstor.org/s, 17, 55–83.Dries, L., Gorton, M., Urutyan, V., & White, J. (2014a). Supply chain relationships, supplier support programmes and stimulating investment: evidence from the Armenian dairy sector. Supply Chain Management: An International Journal, 19(1), 98–107. https://doi.org/10.1108/SCM-12-2012-0380Dyer, J. H. (1998). EFFECTIVE INTERFIRM COLLABORATION : HOW FIRMS MINIMIZE TRANSACTION COSTS AND Reproduced with permission of the copyright owner . Further reproduction prohibited without permission . Strategic Management Journal.Ekici, A. (2013). Temporal dynamics of trust in ongoing inter-organizational relationships. Industrial Marketing Management, 42(6), 932–949. https://doi.org/10.1016/j.indmarman.2013.03.008Eshghi, G., & Ph, D. (2016). Corporate income tax as a determinant of foreign direct investment in central and eastern europe, 4(11), 111–123.F.M., H. R. G. and J. . M. S. (2001). Private Enforcement Capital and Contract Enforcement in Transition Economies, 90(2), 686–690. https://doi.org/10.1111/j.1467-8276.2007.01112.xFerguson, R. J., Paulin, M., & Bergeron, J. (2005). Journal of the Academy of Marketing Science Governance , and the Performance of Interfirm Service Exchanges : The Influence of Boundary- Spanner Closeness, (Williamson 1985). https://doi.org/10.1177/0092070304270729Frooman, J., & Murrell, A. J. (2005). Stakeholder influence strategies: The roles of structural and demographic determinants. Business and Society, 44(1), 3–31. https://doi.org/10.1177/0007650304273434Gaffeo, E., & Garalova, P. (2014). On the finance-growth nexus : additional evidence from Central and Eastern Europe countries, 89–115. https://doi.org/10.1007/s10644-013-9143-xGhadge, A., Dani, S., Ojha, R., & Caldwell, N. (2017). Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective. Computers and Industrial Engineering, 103, 262–270. https://doi.org/10.1016/j.cie.2016.11.034Gilliland, D. I., & Bello, D. C. (2002). Two sides to attitudinal commitment: The effect of calculative and loyalty commitment on enforcement mechanisms in distribution channels. Journal of the Academy of Marketing Science, 30(1), 24–43. https://doi.org/10.1177/03079450094306Giraud, K. de C. M. (2017). Economic Complexity and Product Space of Visegrad Contires: A New Perspective on Czech Republic, Hungary, Poland and Slovakia, 1–68.Glock, C. H. (2016). Training suppliers by delegating workers: A decision support model. Computers and Industrial Engineering, 93, 302–309. https://doi.org/10.1016/j.cie.2016.01.005Glock, C. H., Grosse, E. H., & Ries, J. M. (2017). Decision support models for supplier development: Systematic literature review and research agenda. International Journal of Production Economics, 193(August), 798–812. https://doi.org/10.1016/j.ijpe.2017.08.025Godichaud, M., & Amodeo, L. (2018). Economic order quantity for multistage disassembly systems. International Journal of Production Economics, 199(May 2017), 16–25. https://doi.org/10.1016/j.ijpe.2018.02.008Habib, F., Bastl, M., & Pilbeam, C. (2015). Strategic responses to power dominance in buyer-supplier relationships. International Journal of Physical Distribution & Logistics Management, 45(1/2), 182–203. https://doi.org/10.1108/IJPDLM-05-2013-0138Hausman, A., & Johnston, W. J. (2010). The impact of coercive and non-coercive forms of influence on trust, commitment, and compliance in supply chains. Industrial Marketing Management, 39(3), 519–526. https://doi.org/10.1016/j.indmarman.2009.05.007Hecht, V., & Moritz, M. (2014). Regional Determinants of German.Heide, J. B., & John, G. (1990). Alliances in Industrial Purchasing: The Determinants of Joint Action in Buyer-Supplier Relationships. Journal of Marketing Research, 27(1), 24. https://doi.org/10.2307/3172548Heide, J. B., Wathne, K. H., & Rokkan, A. I. (2007). Interfirm Monitoring, Social Contracts, and Relationship Outcomes. Journal of Marketing Research, 44(3), 425–433. https://doi.org/10.1509/jmkr.44.3.425Hernández-Espallardo, M., & Arcas-Lario, N. (2003). The effects of authoritative mechanisms of coordination on market orientation in asymmetrical channel partnerships. International Journal of Research in Marketing, 20(2), 133–152. https://doi.org/10.1016/S0167-8116(03)00015-6Hsieh, C. (2006). Strengths and Weaknesses of Qualitative Case Study Research. University of Leicester Journal, 1(12), 81–116. https://doi.org/10.7014/TCYCFFYYY.200404.0087Ivanica, M. (2003). An Overview of the Treaty of Accession of Cyprus, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Slovakia, Slovenia to the European Union, (June), 90. Retrieved from http://www.eipa.eu/files/repository/product/20070816125607_2003w03.pdfJohnston, W. J., Khalil, S., Jain, M., & Cheng, J. M.-S. (2012). Determinants of Joint Action in International Channels of Distribution: The Moderating Role of Psychic Distance. Journal of International Marketing, 20(3), 34–49. https://doi.org/10.1509/jim.11.0178Jones, S. L., Fawcett, S. E., Fawcett, A. M., & Wallin, C. (2010). Benchmarking trust signals in supply chain alliances: moving toward a robust measure of trust. Benchmarking: An International Journal, 17(5), 705–727. https://doi.org/10.1108/14635771011076452Jørgensen, M. S. (2004). Organising Environmental Supply Chain Management : Experience from a ...Kannan, V. R., & Tan, K. C. (2004). Supplier alliances: Differences in attitudes to supplier and quality management of adopters and non-adopters. Supply Chain Management, 9(4), 279–286. https://doi.org/10.1108/13598540410550028Kehoe, D. F., Dani, S., Sharifi, H., Burns, N. D., & Backhouse, C. J. (2007). Demand network alignment: Aligning the physical, informational and relationship issues in supply chains. International Journal of Production Research, 45(5), 1141–1160. https://doi.org/10.1080/00207540600635219Krause, D. R., Handfield, R. B., & Tyler, B. B. (2007). The relationships between supplier development, commitment, social capital accumulation and performance improvement. Journal of Operations Management, 25(2), 528–545. https://doi.org/10.1016/j.jom.2006.05.007Laaksonen, T., Jarimo, T., & Kulmala, H. I. (2009). Cooperative strategies in customer-supplier relationships: The role of interfirm trust. International Journal of Production Economics, 120(1), 79–87. https://doi.org/10.1016/j.ijpe.2008.07.029Laaksonen, T., Pajunen, K., & Kulmala, H. I. (2008). Co-evolution of trust and dependence in customer-supplier relationships. Industrial Marketing Management, 37(8), 910–920. https://doi.org/10.1016/j.indmarman.2007.06.007Lee, Y. H., & Wang, K. J. (2012). Performance impact of new product development processes for distinct scenarios under different supplier-manufacturer relationships. Mathematics and Computers in Simulation, 82(11), 2096–2108. https://doi.org/10.1016/j.matcom.2012.04.008Liu, Y., Li, Y., & Zhang, L. (2010). Control mechanisms across a buyer-supplier relationship quality matrix. Journal of Business Research, 63(1), 3–12. https://doi.org/10.1016/j.jbusres.2009.01.005Lo, S. M. (2015). Impact of greening attitude and buyer power on supplier environmental management strategy. International Journal of Environmental Science and Technology, 12(10), 3145–3160. https://doi.org/10.1007/s13762-014-0742-5Marinova, S. T. (2018). Foreign Direct Investment in Central and Eastern Europe.Mayer, K. J., & Teece, D. J. (2008). Unpacking strategic alliances: The structure and purpose of alliance versus supplier relationships. Journal of Economic Behavior and Organization, 66(1), 106–127. https://doi.org/10.1016/j.jebo.2007.06.007McCutcheon, D., & Stuart, F. I. (2000). Issues in the choice of supplier alliance partners. Journal of Operations Management, 18(3), 279–301. https://doi.org/10.1016/S0272-6963(99)00026-1Mendoza, A., & Ventura, J. A. (2013). Modeling actual transportation costs in supplier selection and order quantity allocation decisions. Operational Research, 13(1), 5–25. https://doi.org/10.1007/s12351-011-0109-3Minichiello, V., & Aroni, R. (2008). IN-DEPTH INTERVIEWING (3rd ed.). PEARSON Education Australia.Mukherji, A., & Francis, J. D. (2008). Mutual adaptation in buyer-supplier relationships. Journal of Business Research, 61(2), 154–161. https://doi.org/10.1016/j.jbusres.2007.06.008Nyaga, G. N., Whipple, J. M., & Lynch, D. F. (2011). Relationship Quality and Performance Outcomes : Achieving a Sustainable Competitive Advantage. Supply Chain Management, 32(4), 345–360.OECD List of Developing Countries or Territories. (1997). Water International, 22(1), 72. https://doi.org/10.1080/02508069708686671Osička, J., Lehotský, L., Zapletalová, V., Černoch, F., & Dančák, B. (2018). Natural gas market integration in the Visegrad 4 region: An example to follow or to avoid? Energy Policy, 112(July), 184–197. https://doi.org/10.1016/j.enpol.2017.10.018Pfeiffer, M., Mackenzie, R., & Com, S. (2017). Trends in On-Site Supplier Audits, 49(0).Pipaç, M. D. (2015). Interdependence between management, attitude and organizational behavior. Quality - Access to Success, 16(May), 99–104.Plank, R. E., Newell, S. J., & Reid, D. A. (2006). Organizational buyers and conflict: The impact of conflict on ongoing and new purchasing situations. Journal of Purchasing and Supply Management, 12(1), 2–13. https://doi.org/10.1016/j.pursup.2006.02.004President, V., Operations, D., President, V., & Operations, D. (2016). Coriant ; Coriant Awarded Gold Rating in EcoVadis Sustainability Survey, 2016–2018.Record, C. (2014). Supplier Support Services, (May), 2004.Rinehart, L. M., Eckert, J. A., Handheld, R. B., Page, T. J., & Atkin, T. (2004). JOURNAL OF BUSINESS LOGISTICS. Vol. 25. No. 1,2004 25, 25(1).S. Tamer Cavusgil, Seyda Deligonul, C. Z. (2004). Opportunism : An Examination of Trust , Contracts , and the Legal Environment in, 12(2), 7–27.Salancik, J. P. & G. R. (2017). Review Reviewed Work ( s ): The External Control of Organizations : A Resource Dependence Perspective by Jeffrey Pfeffer and Gerald R . Salancik Review by : H . Joseph Reitz Source : The Academy of Management Review , Vol . 4 , No . 2 ( Apr ., 1979 ), pp, 4(2), 309–310.Shenas, D. G., & Derakhshan, S. (1994). Organizational Approaches to the Implementation of Simultaneous Engineering. International Journal of Operations & Production Management, 14(10), 30–43. https://doi.org/10.1108/01443579410067234Srivastava, P., & Frankwick, G. L. (2011). Environment, management attitude, and organizational learning in alliances. Management Decision, 49(1), 156–166. https://doi.org/10.1108/00251741111094491Tseng, M. L., Chiang, J. H., & Lan, L. W. (2009). Selection of optimal supplier in supply chain management strategy with analytic network process and choquet integral. Computers and Industrial Engineering, 57(1), 330–340. https://doi.org/10.1016/j.cie.2008.12.001van der Valk, W., Wynstra, F., & Axelsson, B. (2009). Effective buyer‐supplier interaction patterns in ongoing service exchange. International Journal of Operations & Production Management, 29(8), 807–833. https://doi.org/10.1108/01443570910977706Wagner, S. M. (2000). A strategic approach to professional supplier management, 21–29.Wagner, S. M. (2006). Supplier development practices: an exploratory study. European Journal of Marketing, 40(5/6), 554–571. https://doi.org/10.1108/03090560610657831Wang, X., & Disney, S. M. (2016). The bullwhip effect: Progress, trends and directions. European Journal of Operational Research, 250(3), 691–701. https://doi.org/10.1016/j.ejor.2015.07.022Week, S. I., & Vol, C. (2009). Can GPOs Help Ease the Pain ?, 258(Jul), 24–25.Williamson, O. E. (1985). The Economic Institutions of Capitalism (Book). New York Free Press (Vol. 20). London: Collier Macmillan Publishers. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=6127643&S=R&D=bth&EbscoContent=dGJyMMTo50SeprA4wtvhOLCmr0meqK5Ssa64SbaWxWXS&ContentCustomer=dGJyMPGuslGvqrdKuePfgeyx44Dt6fIAWilliamson, O. E. (1991). Comparative Economic Organization: The Analysis of Discrete. Administrative Science Quarterly, 36(2), 269–296.Xiaoyan, W., & Yanyan, W. (2010). Research on Supplier Selection in Supply Chain Management-From the Perspective of Reducing the Bullwhip Effect. Logistics and Supply Chain Research in China, 11, 364–369. https://doi.org/10.5503/J.CL.2013.11.012Yeung, K., Lee, P. K. C., Yeung, A. C. L., & Cheng, T. C. E. (2013). Supplier partnership and cost performance: The moderating roles of specific investments and environmental uncertainty. International Journal of Production Economics, 144(2), 546–559. https://doi.org/10.1016/j.ijpe.2013.04.008Zhang, L., Grešš, M., & Brocková, K. (2017). Current and Potential Chinese Foreign Direct Investment in the Slovak Republic. Baltic Journal of European Studies, 7(1), 84–96. https://doi.org/10.1515/bjes-2017-0006Zhou, K. Z., Poppo, L., & Yang, Z. (2008). Relational ties or customized contracts? An examination of alternative governance choices in China. Journal of International Business Studies, 39(3), 526–534. https://doi.org/10.1057/palgrave.jibs.8400363Zoogah, D. B., Vora, D., Richard, O., & Peng, M. W. (2011). Strategic alliance team diversity, coordination, and effectiveness. International Journal of Human Resource Management, 22(3), 510–529. https://doi.org/10.1080/09585192.2011.543629卓瑞瑩. (2014). 台資企業投資趨勢之區域優勢分析以捷克共和國為例The Investment Trends of Taiwanese Enterprises in Czech Republic, 1–92.外銷東歐專刊. (2012). Retrieved from http://www.cens.com/cens/html/zh/publication/pub_13.html孫益民、婁臻亮. (2011). 汽車產品開發同步工程應用管理機制研究, 68–69.我國對歐盟(28國)出進口統計. (2018). 根據經濟部國際貿易局經貿資訊網, 2016. Retrieved from file:///Users/maxine/Downloads/77186cc9-00c1-4b8d-a15a-6c9c55a5fe6d.pdf林淑馨. (2010). 質性研究：理論與實務. 巨流圖書公司. Retrieved from http://www.books.com.tw/products/0010590752林金定、嚴嘉楓、陳美花. (2005). 質性研究方法：訪談模式與實施步驟分析, 3(2). https://doi.org/10.30072/JDR.200506.0005毛樹仁、鄭伊真. (2005). 歐盟東擴對我國貿易與投資的影響. 歐洲國際評論, 31–64. 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
105363019資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105363019 資料類型 thesis dc.contributor.advisor 羅明琇 zh_TW dc.contributor.advisor Lo, Ming-Shiow en_US dc.contributor.author (作者) 李玫嬛 zh_TW dc.contributor.author (作者) Lee, Mei-Hsuan en_US dc.creator (作者) 李玫嬛 zh_TW dc.creator (作者) Lee, Mei-Hsuan en_US dc.date (日期) 2018 en_US dc.date.accessioned 3-六月-2019 13:07:26 (UTC+8) - dc.date.available 3-六月-2019 13:07:26 (UTC+8) - dc.date.issued (上傳時間) 3-六月-2019 13:07:26 (UTC+8) - dc.identifier (其他 識別碼) G0105363019 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/123691 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 105363019 zh_TW dc.description.abstract (摘要) 隨著國際化的腳步，為了更快速回應西歐市場的需求以及善用中東歐勞工與投資利益，台商紛紛採用跨國化經營的方式進入中東歐，有些企業透過併購當地公司，有些則以直接設廠的方式進行在地化經營，然而，新的市場中擁有新的供應商，不能完全沿用原本在台灣的供應商管理政策，而需透過調整原有管理辦法以及順應當地外部環境的方式，在新市場進行有效率的供應商管理。因此，本研究欲探討台商進入中東歐市場時，因應不同的環境與條件前提，所採取不同的供應商管理政策。本研究採行個案研究法，訪談一家製造業之個案公司，對於該企業進行深度了解，並進一步探討該個案在台灣以及中東歐地區的供應商管理異同。本研究發現，台灣與中東歐地區對於供應商的權力比都有較大與較小的情況，因為該產業中都擁有長期經營的大型品牌公司，在整體供應鏈中處於主導地位，擁有較高的議價能力，使得其上下游的供應鏈夥伴對其資源依賴性高，亦擁有規模較小型的供應商，缺乏關鍵性資源並沒有足夠的資源與能力，因此在供應鏈中擁有的權力較小，此外，本研究也發現中東歐市場通常仰賴第三方供應商管理單位的認證與評估，且台灣母公司對於中東歐市場的不熟悉，以及對於該地區負責管理者的下轄權力有限，因此於中東歐對於供應商管理的態度呈現較消極被動，台灣則擁有特定的單位進行定期的稽核與評估，並會派遣人員協助與支援供應商改善與提升其產能品質與表現，管理態度呈現較積極主動。本研究對學術上的貢獻是更進一步了解台灣地區較不熟悉的第三方供應商管理單位所適用的情況與地理範圍，並整理與分析出第三方單位對於企業進行供應商管理態度之影響，進而影響企業選擇不同的供應商管理政策，提供未來欲進入中東歐市場的台商，或欲採用第三方供應商管理單位的企業一個參考的依據。 zh_TW dc.description.abstract (摘要) As an effect of globalization, to rapidly respond to the needs of Western Europe, and to wisely take advantage of investment incentives in Central and Eastern Europe (CEE), Taiwanese corporations entered the market of CEE. Some of them adopted a localization strategy through mergers and/or acquisitions, and others directly established new factories in CEE. However, since there are different suppliers in new markets, Taiwanese corporations are not able to completely follow the supplier management policy of Taiwan when they enter the new market. Therefore, adjusting management regulations in response to local environments and enhancing the efficiency of supplier management are vital tasks for Taiwanese corporations entering CEE. This research is based on a case study of a company in the electronics industry. By analyzing this interviewed company, the research evaluates the difference between supplier management policies in Taiwan and CEE countries.The research found that the power ratios of buyers and suppliers in both Taiwan and the CEE area are not always smaller than one or bigger than one. When it comes to sizable international companies, they are dominant in supplier chain management, so they have higher bargaining power. Other smaller companies lack the crucial resources and the capabilities to do the same; they have to rely on bigger supplier partners and have lower bargaining power. Still, the result also indicates that because Taiwanese corporations are not familiar with CEE markets and tend to depend on third parties to evaluate and audit suppliers, and also adopt centralized management systems, supplier management attitudes toward CEE countries are passive. Since Taiwan is used to choosing and auditing suppliers of its own and is willing to assist and support suppliers to help them enhance performance and quality, supplier management attitudes toward Taiwan area are positive.The academic contribution of this research is to further understand the application of supplier management via third parties. This research analyzes the impact of third parties on supplier management attitudes, and offers a reference for Taiwanese corporations that are eager to enter the CEE market in the future or that want to adopt third parties for their supplier management responsibilities. en_US dc.description.tableofcontents 摘要 IAbstract III目錄 V圖表目錄 VII第一章 緒論 11.1研究背景與動機 11.2研究目的 31.3研究內容 31.4研究流程 4第二章 文獻探討 62.1中東歐國家(Central and Eastern Europe)投資市場 62.1.1中東歐國家介紹 82.1.2中東歐國家吸引外資因素 112.1.2.1低廉的勞工成本 112.1.2.2鄰近西歐市場的地理位置 122.1.2.3優惠的投資政策 132.1.3台灣投資中東歐國家情形 142.1.3.1投資金額 152.1.3.2投資品項 162.2供應商管理政策(Supplier Management Policy) 182.2.1買方—供應商權力 212.2.2供應商管理態度 232.2.3供應商管理內容 252.2.3.1對供應商的支援行為 252.2.3.2與供應商的聯合行為 272.2.3.3對供應商的信任 28第三章 研究方法 303.1研究方法 303.2研究對象 313.3個案分析設計 323.3.1個案分析工具 (訪綱) 323.3.2個案分析實施 34第四章 個案研究與分析 374.1 A公司 374.1.1公司背景 374.1.2公司在中東歐國家的商業行為 384.1.3供應商現況 394.1.4台灣供應商管理政策 404.1.4.1買方—供應商權力 404.1.4.2供應商管理態度 424.1.4.3供應商管理內容 464.1.5捷克供應商管理政策 504.1.5.1買方—供應商權力 504.1.5.2供應商管理態度 514.1.5.3供應商管理內容 534.2供應商管理政策類型分析 544.2.1第一類型策略聯盟 554.2.2第三類型夥伴關係 574.2.3第二類型交易關係 594.2.4第四類型持續合作 61第五章 結論與建議 635.1研究發現 635.1.1買方與供應商的權力 635.1.2台灣與捷克的管理態度 645.2管理意涵 655.3研究貢獻 665.4研究限制與未來研究建議 67參考文獻 68 zh_TW dc.format.extent 1563004 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105363019 en_US dc.subject (關鍵詞) 供應商管理 zh_TW dc.subject (關鍵詞) 管理權力 zh_TW dc.subject (關鍵詞) 管理態度 zh_TW dc.subject (關鍵詞) 第三方供應商管理單位 zh_TW dc.subject (關鍵詞) 中東歐市場 zh_TW dc.subject (關鍵詞) Supplier management en_US dc.subject (關鍵詞) Buy-supplier power en_US dc.subject (關鍵詞) Management attitude en_US dc.subject (關鍵詞) Third-party institution en_US dc.subject (關鍵詞) Central and Eastern Europe en_US dc.title (題名) 台商於中東歐之供應商管理政策探討：權力比與態度之影響 zh_TW dc.title (題名) A case study of supplier management policy of Taiwanese company in Central and Eastern Europe (CEE): The impact of power ratio and attitude en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 英文部分Ashnai, B., Henneberg, S. C., Naudé, P., & Francescucci, A. (2016). Inter-personal and inter-organizational trust in business relationships: An attitude-behavior-outcome model. Industrial Marketing Management, 52, 128–139. https://doi.org/10.1016/j.indmarman.2015.05.020Barrell, R., & Holland, D. (2000). Foreign Direct Investment in Central and Eastern Europe Contents. Direct, 8(2), 477–504. https://doi.org/10.1007/BF02928116Bednarz, J. (2017). Th e determinants and development of crowdfunding in the Cen tr al and Eastern Europe coun tr ies, 16(3). https://doi.org/10.12775/EiP.2017.019.ThBookbinder, J. H., Gumus, M., & Jewkes, E. M. (2010). Calculating the benefits of vendor managed inventory in a manufacturer-retailer system. International Journal of Production Research, 48(19), 5549–5571. https://doi.org/10.1080/00207540903095434Borade, A. B., Kannan, G., & Bansod, S. V. (2013). Analytical hierarchy process-based framework for VMI adoption. International Journal of Production Research, 51(4), 963–978. https://doi.org/10.1080/00207543.2011.650795Burnes, B., & New, S. (1997). Collaboration In Customer-Supplier Relationships: Strategy, Operations and the Function of Rhetoric. The Journal of Supply Chain Management, 33(4), 10–17. https://doi.org/10.1111/j.1745-493X.1997.tb00032.xChakraborty, G., Srivastava, P., & Marshall, F. (2007). Are drivers of customer satisfaction different for buyers/users from different functional areas? Journal of Business and Industrial Marketing, 22(1), 20–28. https://doi.org/10.1108/08858620710722798Corbin, A. S. and J. (2008). Basic of Qualitative Research (3rd ed): Techniques and Procedures for Developing Grounded Theory (3rd ed.). SAGE Publications Inc. Retrieved from http://www.socresonline.org.uk/4/2/strauss.htmlCox, A. (2004). Business relationship alignment: on the commensurability of value capture and mutuality in buyer and supplier exchange. Supply Chain Management: An International Journal, 9(5), 410–420. https://doi.org/10.1108/13598540410560793Cui, L., Deng, J., Liu, F., Zhang, Y., & Xu, M. (2017). Investigation of RFID investment in a single retailer two-supplier supply chain with random demand to decrease inventory inaccuracy. Journal of Cleaner Production, 142, 2028–2044. https://doi.org/10.1016/j.jclepro.2016.11.081Day, M., Fawcett, S. E., Fawcett, A. M., & Magnan, G. M. (2013). Trust and relational embeddedness: Exploring a paradox of trust pattern development in key supplier relationships. Industrial Marketing Management, 42(2), 152–165. https://doi.org/10.1016/j.indmarman.2012.12.004Doz. (1996). The Evolution of Cooperation in Strategic Alliances : Initial Conditions or Learning Processes ? Author ( s ): Yves L . Doz Source : Strategic Management Journal , Vol . 17 , Special Issue : Evolutionary Perspectives on Stable URL : http://www.jstor.org/s, 17, 55–83.Dries, L., Gorton, M., Urutyan, V., & White, J. (2014a). Supply chain relationships, supplier support programmes and stimulating investment: evidence from the Armenian dairy sector. Supply Chain Management: An International Journal, 19(1), 98–107. https://doi.org/10.1108/SCM-12-2012-0380Dyer, J. H. (1998). EFFECTIVE INTERFIRM COLLABORATION : HOW FIRMS MINIMIZE TRANSACTION COSTS AND Reproduced with permission of the copyright owner . Further reproduction prohibited without permission . Strategic Management Journal.Ekici, A. (2013). Temporal dynamics of trust in ongoing inter-organizational relationships. Industrial Marketing Management, 42(6), 932–949. https://doi.org/10.1016/j.indmarman.2013.03.008Eshghi, G., & Ph, D. (2016). Corporate income tax as a determinant of foreign direct investment in central and eastern europe, 4(11), 111–123.F.M., H. R. G. and J. . M. S. (2001). Private Enforcement Capital and Contract Enforcement in Transition Economies, 90(2), 686–690. https://doi.org/10.1111/j.1467-8276.2007.01112.xFerguson, R. J., Paulin, M., & Bergeron, J. (2005). Journal of the Academy of Marketing Science Governance , and the Performance of Interfirm Service Exchanges : The Influence of Boundary- Spanner Closeness, (Williamson 1985). https://doi.org/10.1177/0092070304270729Frooman, J., & Murrell, A. J. (2005). Stakeholder influence strategies: The roles of structural and demographic determinants. Business and Society, 44(1), 3–31. https://doi.org/10.1177/0007650304273434Gaffeo, E., & Garalova, P. (2014). On the finance-growth nexus : additional evidence from Central and Eastern Europe countries, 89–115. https://doi.org/10.1007/s10644-013-9143-xGhadge, A., Dani, S., Ojha, R., & Caldwell, N. (2017). Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective. Computers and Industrial Engineering, 103, 262–270. https://doi.org/10.1016/j.cie.2016.11.034Gilliland, D. I., & Bello, D. C. (2002). Two sides to attitudinal commitment: The effect of calculative and loyalty commitment on enforcement mechanisms in distribution channels. Journal of the Academy of Marketing Science, 30(1), 24–43. https://doi.org/10.1177/03079450094306Giraud, K. de C. M. (2017). Economic Complexity and Product Space of Visegrad Contires: A New Perspective on Czech Republic, Hungary, Poland and Slovakia, 1–68.Glock, C. H. (2016). Training suppliers by delegating workers: A decision support model. Computers and Industrial Engineering, 93, 302–309. https://doi.org/10.1016/j.cie.2016.01.005Glock, C. H., Grosse, E. H., & Ries, J. M. (2017). Decision support models for supplier development: Systematic literature review and research agenda. International Journal of Production Economics, 193(August), 798–812. https://doi.org/10.1016/j.ijpe.2017.08.025Godichaud, M., & Amodeo, L. (2018). Economic order quantity for multistage disassembly systems. International Journal of Production Economics, 199(May 2017), 16–25. https://doi.org/10.1016/j.ijpe.2018.02.008Habib, F., Bastl, M., & Pilbeam, C. (2015). Strategic responses to power dominance in buyer-supplier relationships. International Journal of Physical Distribution & Logistics Management, 45(1/2), 182–203. https://doi.org/10.1108/IJPDLM-05-2013-0138Hausman, A., & Johnston, W. J. (2010). The impact of coercive and non-coercive forms of influence on trust, commitment, and compliance in supply chains. Industrial Marketing Management, 39(3), 519–526. https://doi.org/10.1016/j.indmarman.2009.05.007Hecht, V., & Moritz, M. (2014). Regional Determinants of German.Heide, J. B., & John, G. (1990). Alliances in Industrial Purchasing: The Determinants of Joint Action in Buyer-Supplier Relationships. Journal of Marketing Research, 27(1), 24. https://doi.org/10.2307/3172548Heide, J. B., Wathne, K. H., & Rokkan, A. I. (2007). Interfirm Monitoring, Social Contracts, and Relationship Outcomes. Journal of Marketing Research, 44(3), 425–433. https://doi.org/10.1509/jmkr.44.3.425Hernández-Espallardo, M., & Arcas-Lario, N. (2003). The effects of authoritative mechanisms of coordination on market orientation in asymmetrical channel partnerships. International Journal of Research in Marketing, 20(2), 133–152. https://doi.org/10.1016/S0167-8116(03)00015-6Hsieh, C. (2006). Strengths and Weaknesses of Qualitative Case Study Research. University of Leicester Journal, 1(12), 81–116. https://doi.org/10.7014/TCYCFFYYY.200404.0087Ivanica, M. (2003). An Overview of the Treaty of Accession of Cyprus, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Slovakia, Slovenia to the European Union, (June), 90. Retrieved from http://www.eipa.eu/files/repository/product/20070816125607_2003w03.pdfJohnston, W. J., Khalil, S., Jain, M., & Cheng, J. M.-S. (2012). Determinants of Joint Action in International Channels of Distribution: The Moderating Role of Psychic Distance. Journal of International Marketing, 20(3), 34–49. https://doi.org/10.1509/jim.11.0178Jones, S. L., Fawcett, S. E., Fawcett, A. M., & Wallin, C. (2010). Benchmarking trust signals in supply chain alliances: moving toward a robust measure of trust. Benchmarking: An International Journal, 17(5), 705–727. https://doi.org/10.1108/14635771011076452Jørgensen, M. S. (2004). Organising Environmental Supply Chain Management : Experience from a ...Kannan, V. R., & Tan, K. C. (2004). Supplier alliances: Differences in attitudes to supplier and quality management of adopters and non-adopters. Supply Chain Management, 9(4), 279–286. https://doi.org/10.1108/13598540410550028Kehoe, D. F., Dani, S., Sharifi, H., Burns, N. D., & Backhouse, C. J. (2007). Demand network alignment: Aligning the physical, informational and relationship issues in supply chains. International Journal of Production Research, 45(5), 1141–1160. https://doi.org/10.1080/00207540600635219Krause, D. R., Handfield, R. B., & Tyler, B. B. (2007). The relationships between supplier development, commitment, social capital accumulation and performance improvement. Journal of Operations Management, 25(2), 528–545. https://doi.org/10.1016/j.jom.2006.05.007Laaksonen, T., Jarimo, T., & Kulmala, H. I. (2009). Cooperative strategies in customer-supplier relationships: The role of interfirm trust. International Journal of Production Economics, 120(1), 79–87. https://doi.org/10.1016/j.ijpe.2008.07.029Laaksonen, T., Pajunen, K., & Kulmala, H. I. (2008). Co-evolution of trust and dependence in customer-supplier relationships. Industrial Marketing Management, 37(8), 910–920. https://doi.org/10.1016/j.indmarman.2007.06.007Lee, Y. H., & Wang, K. J. (2012). Performance impact of new product development processes for distinct scenarios under different supplier-manufacturer relationships. Mathematics and Computers in Simulation, 82(11), 2096–2108. https://doi.org/10.1016/j.matcom.2012.04.008Liu, Y., Li, Y., & Zhang, L. (2010). Control mechanisms across a buyer-supplier relationship quality matrix. Journal of Business Research, 63(1), 3–12. https://doi.org/10.1016/j.jbusres.2009.01.005Lo, S. M. (2015). Impact of greening attitude and buyer power on supplier environmental management strategy. International Journal of Environmental Science and Technology, 12(10), 3145–3160. https://doi.org/10.1007/s13762-014-0742-5Marinova, S. T. (2018). Foreign Direct Investment in Central and Eastern Europe.Mayer, K. J., & Teece, D. J. (2008). Unpacking strategic alliances: The structure and purpose of alliance versus supplier relationships. Journal of Economic Behavior and Organization, 66(1), 106–127. https://doi.org/10.1016/j.jebo.2007.06.007McCutcheon, D., & Stuart, F. I. (2000). Issues in the choice of supplier alliance partners. Journal of Operations Management, 18(3), 279–301. https://doi.org/10.1016/S0272-6963(99)00026-1Mendoza, A., & Ventura, J. A. (2013). Modeling actual transportation costs in supplier selection and order quantity allocation decisions. Operational Research, 13(1), 5–25. https://doi.org/10.1007/s12351-011-0109-3Minichiello, V., & Aroni, R. (2008). IN-DEPTH INTERVIEWING (3rd ed.). PEARSON Education Australia.Mukherji, A., & Francis, J. D. (2008). Mutual adaptation in buyer-supplier relationships. Journal of Business Research, 61(2), 154–161. https://doi.org/10.1016/j.jbusres.2007.06.008Nyaga, G. N., Whipple, J. M., & Lynch, D. F. (2011). Relationship Quality and Performance Outcomes : Achieving a Sustainable Competitive Advantage. Supply Chain Management, 32(4), 345–360.OECD List of Developing Countries or Territories. (1997). Water International, 22(1), 72. https://doi.org/10.1080/02508069708686671Osička, J., Lehotský, L., Zapletalová, V., Černoch, F., & Dančák, B. (2018). Natural gas market integration in the Visegrad 4 region: An example to follow or to avoid? Energy Policy, 112(July), 184–197. https://doi.org/10.1016/j.enpol.2017.10.018Pfeiffer, M., Mackenzie, R., & Com, S. (2017). Trends in On-Site Supplier Audits, 49(0).Pipaç, M. D. (2015). Interdependence between management, attitude and organizational behavior. Quality - Access to Success, 16(May), 99–104.Plank, R. E., Newell, S. J., & Reid, D. A. (2006). Organizational buyers and conflict: The impact of conflict on ongoing and new purchasing situations. Journal of Purchasing and Supply Management, 12(1), 2–13. https://doi.org/10.1016/j.pursup.2006.02.004President, V., Operations, D., President, V., & Operations, D. (2016). Coriant ; Coriant Awarded Gold Rating in EcoVadis Sustainability Survey, 2016–2018.Record, C. (2014). Supplier Support Services, (May), 2004.Rinehart, L. M., Eckert, J. A., Handheld, R. B., Page, T. J., & Atkin, T. (2004). JOURNAL OF BUSINESS LOGISTICS. Vol. 25. No. 1,2004 25, 25(1).S. Tamer Cavusgil, Seyda Deligonul, C. Z. (2004). Opportunism : An Examination of Trust , Contracts , and the Legal Environment in, 12(2), 7–27.Salancik, J. P. & G. R. (2017). Review Reviewed Work ( s ): The External Control of Organizations : A Resource Dependence Perspective by Jeffrey Pfeffer and Gerald R . Salancik Review by : H . Joseph Reitz Source : The Academy of Management Review , Vol . 4 , No . 2 ( Apr ., 1979 ), pp, 4(2), 309–310.Shenas, D. G., & Derakhshan, S. (1994). Organizational Approaches to the Implementation of Simultaneous Engineering. International Journal of Operations & Production Management, 14(10), 30–43. https://doi.org/10.1108/01443579410067234Srivastava, P., & Frankwick, G. L. (2011). Environment, management attitude, and organizational learning in alliances. Management Decision, 49(1), 156–166. https://doi.org/10.1108/00251741111094491Tseng, M. L., Chiang, J. H., & Lan, L. W. (2009). Selection of optimal supplier in supply chain management strategy with analytic network process and choquet integral. Computers and Industrial Engineering, 57(1), 330–340. https://doi.org/10.1016/j.cie.2008.12.001van der Valk, W., Wynstra, F., & Axelsson, B. (2009). Effective buyer‐supplier interaction patterns in ongoing service exchange. International Journal of Operations & Production Management, 29(8), 807–833. https://doi.org/10.1108/01443570910977706Wagner, S. M. (2000). A strategic approach to professional supplier management, 21–29.Wagner, S. M. (2006). Supplier development practices: an exploratory study. European Journal of Marketing, 40(5/6), 554–571. https://doi.org/10.1108/03090560610657831Wang, X., & Disney, S. M. (2016). The bullwhip effect: Progress, trends and directions. European Journal of Operational Research, 250(3), 691–701. https://doi.org/10.1016/j.ejor.2015.07.022Week, S. I., & Vol, C. (2009). Can GPOs Help Ease the Pain ?, 258(Jul), 24–25.Williamson, O. E. (1985). The Economic Institutions of Capitalism (Book). New York Free Press (Vol. 20). London: Collier Macmillan Publishers. Retrieved from http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=6127643&S=R&D=bth&EbscoContent=dGJyMMTo50SeprA4wtvhOLCmr0meqK5Ssa64SbaWxWXS&ContentCustomer=dGJyMPGuslGvqrdKuePfgeyx44Dt6fIAWilliamson, O. E. (1991). Comparative Economic Organization: The Analysis of Discrete. Administrative Science Quarterly, 36(2), 269–296.Xiaoyan, W., & Yanyan, W. (2010). Research on Supplier Selection in Supply Chain Management-From the Perspective of Reducing the Bullwhip Effect. Logistics and Supply Chain Research in China, 11, 364–369. https://doi.org/10.5503/J.CL.2013.11.012Yeung, K., Lee, P. K. C., Yeung, A. C. L., & Cheng, T. C. E. (2013). Supplier partnership and cost performance: The moderating roles of specific investments and environmental uncertainty. International Journal of Production Economics, 144(2), 546–559. https://doi.org/10.1016/j.ijpe.2013.04.008Zhang, L., Grešš, M., & Brocková, K. (2017). Current and Potential Chinese Foreign Direct Investment in the Slovak Republic. Baltic Journal of European Studies, 7(1), 84–96. https://doi.org/10.1515/bjes-2017-0006Zhou, K. Z., Poppo, L., & Yang, Z. (2008). Relational ties or customized contracts? An examination of alternative governance choices in China. Journal of International Business Studies, 39(3), 526–534. https://doi.org/10.1057/palgrave.jibs.8400363Zoogah, D. B., Vora, D., Richard, O., & Peng, M. W. (2011). Strategic alliance team diversity, coordination, and effectiveness. International Journal of Human Resource Management, 22(3), 510–529. https://doi.org/10.1080/09585192.2011.543629卓瑞瑩. (2014). 台資企業投資趨勢之區域優勢分析以捷克共和國為例The Investment Trends of Taiwanese Enterprises in Czech Republic, 1–92.外銷東歐專刊. (2012). Retrieved from http://www.cens.com/cens/html/zh/publication/pub_13.html孫益民、婁臻亮. (2011). 汽車產品開發同步工程應用管理機制研究, 68–69.我國對歐盟(28國)出進口統計. (2018). 根據經濟部國際貿易局經貿資訊網, 2016. Retrieved from file:///Users/maxine/Downloads/77186cc9-00c1-4b8d-a15a-6c9c55a5fe6d.pdf林淑馨. (2010). 質性研究：理論與實務. 巨流圖書公司. Retrieved from http://www.books.com.tw/products/0010590752林金定、嚴嘉楓、陳美花. (2005). 質性研究方法：訪談模式與實施步驟分析, 3(2). https://doi.org/10.30072/JDR.200506.0005毛樹仁、鄭伊真. (2005). 歐盟東擴對我國貿易與投資的影響. 歐洲國際評論, 31–64. zh_TW dc.identifier.doi (DOI) 10.6814/THE.NCCU.MBA.024.2019.F08 en_US
