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題名 南亞市場跨國企業非市場策略： 以Shepherd Group為例
MNEs’ Non-market Strategies in South Asia Market: A case of Shepherd Group作者 林昱鳴
Lin, Yu-Ming貢獻者 傅浚映
Fu, Jyun-Ying
林昱鳴
Lin, Yu-Ming關鍵詞 非市場策略
新南向
東南亞
南亞
企業政治關係
Non-Market Strategies
New Southward Policy
Corporate Political Connections
Southeast Asia
South Asia日期 2019 上傳時間 7-Aug-2019 17:13:26 (UTC+8) 摘要 跨國企業在進入地主國市場投資，創立新公司時須取得內外的合法性，而新創立的公司往往受制於地主國的法律、文化、習俗及企業內部的監管機制，跨國企業也因此需承擔高不確定性，地主國政府的一舉一動都會影響跨國企業的經營生存。跨國企業為了降低不確定性，將透過市場策略或非市場策略來確保企業本身的獲利。近年來政府推動新南向政策，許多企業在進入東南亞、南亞國家時面臨法規、政治風險的不確定性，傳統的市場策略可能無法解決企業面對東南亞、南亞地主國產生的問題。因此本研究使用Hillman和Hitt（1999）所提出的三種非市場策略─財務激勵策略、資訊策略、選區建設策略─來研究企業進入地主國時如何建立企業政治關係。本研究發現當企業在地主國建立企業政治關係時，企業在進入地主國前期主要使用非市場策略當中的財務激勵策略，非初期則搭配選區建設策略。透過非市場策略建立並穩定與地主國政府關係，使企業政治關係成為企業的一種重要資源。本文發現企業非市場策略目標對象除了是偶發現象外，也仰賴前期目標對象牽線。本研究額外發現企業政治關係的類型，可能由初期的經濟交易型(economic exchange)轉為社會交易型(social exchange)，而社會交易型關係則仰賴多次前期經濟交易型關係的建立。
When mutinational enterprises (MNEs) invest in the host country and establish a new subsidiary, they must obtain internal and external legitimacy. The new subsidiary is usually influenced by the culture, laws, norms of the host country, and the control system of its parent company. Because the host country environments affect the operations of MNEs, MNEs may face high uncertainty. In order to reduce such uncertainty, MNEs may employ market or non-market strategies to ensure their profitability. Recently, government of ROC promoted a new policy, New Southward Policy, which encourages Taiwanese firms to invest in South Asia and Southeast Asia. However, due to the uncertainty of local regulatory systems and political risk in these host countries, conventional market strategies may not work as expected. In this research, we use three non-market strategies (Hillman & Hitt, 1999), i.e., an informational strategy, a financial incentive strategy, and a constituency-building strategy, to examine how to establish corporate political connections (CPC) when MNEs enter a host country. In this research, we found that it is proper that MNEs use financial incentive strategies when they first enter a new host country. After the subsidiary has established for a few years, it is proper for MNEs to adopt constituency-building strategies. These non-market strategies help establish and stable the CPC, which makes CPC an important type of corporate resources. Moreover, we found that the targets of non-market strategies may be a contingency; that is, it may be connected to the former targets of non-market strategies. In additional findings, we speculate that there are two types of CPC where one is economic exchange and the other is social exchange type. 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國立政治大學
企業管理研究所(MBA學位學程)
106363099資料來源 http://thesis.lib.nccu.edu.tw/record/#G0106363099 資料類型 thesis dc.contributor.advisor 傅浚映 zh_TW dc.contributor.advisor Fu, Jyun-Ying en_US dc.contributor.author (Authors) 林昱鳴 zh_TW dc.contributor.author (Authors) Lin, Yu-Ming en_US dc.creator (作者) 林昱鳴 zh_TW dc.creator (作者) Lin, Yu-Ming en_US dc.date (日期) 2019 en_US dc.date.accessioned 7-Aug-2019 17:13:26 (UTC+8) - dc.date.available 7-Aug-2019 17:13:26 (UTC+8) - dc.date.issued (上傳時間) 7-Aug-2019 17:13:26 (UTC+8) - dc.identifier (Other Identifiers) G0106363099 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/125067 - 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) 106363099 zh_TW dc.description.abstract (摘要) 跨國企業在進入地主國市場投資，創立新公司時須取得內外的合法性，而新創立的公司往往受制於地主國的法律、文化、習俗及企業內部的監管機制，跨國企業也因此需承擔高不確定性，地主國政府的一舉一動都會影響跨國企業的經營生存。跨國企業為了降低不確定性，將透過市場策略或非市場策略來確保企業本身的獲利。近年來政府推動新南向政策，許多企業在進入東南亞、南亞國家時面臨法規、政治風險的不確定性，傳統的市場策略可能無法解決企業面對東南亞、南亞地主國產生的問題。因此本研究使用Hillman和Hitt（1999）所提出的三種非市場策略─財務激勵策略、資訊策略、選區建設策略─來研究企業進入地主國時如何建立企業政治關係。本研究發現當企業在地主國建立企業政治關係時，企業在進入地主國前期主要使用非市場策略當中的財務激勵策略，非初期則搭配選區建設策略。透過非市場策略建立並穩定與地主國政府關係，使企業政治關係成為企業的一種重要資源。本文發現企業非市場策略目標對象除了是偶發現象外，也仰賴前期目標對象牽線。本研究額外發現企業政治關係的類型，可能由初期的經濟交易型(economic exchange)轉為社會交易型(social exchange)，而社會交易型關係則仰賴多次前期經濟交易型關係的建立。 zh_TW dc.description.abstract (摘要) When mutinational enterprises (MNEs) invest in the host country and establish a new subsidiary, they must obtain internal and external legitimacy. The new subsidiary is usually influenced by the culture, laws, norms of the host country, and the control system of its parent company. Because the host country environments affect the operations of MNEs, MNEs may face high uncertainty. In order to reduce such uncertainty, MNEs may employ market or non-market strategies to ensure their profitability. Recently, government of ROC promoted a new policy, New Southward Policy, which encourages Taiwanese firms to invest in South Asia and Southeast Asia. However, due to the uncertainty of local regulatory systems and political risk in these host countries, conventional market strategies may not work as expected. In this research, we use three non-market strategies (Hillman & Hitt, 1999), i.e., an informational strategy, a financial incentive strategy, and a constituency-building strategy, to examine how to establish corporate political connections (CPC) when MNEs enter a host country. In this research, we found that it is proper that MNEs use financial incentive strategies when they first enter a new host country. After the subsidiary has established for a few years, it is proper for MNEs to adopt constituency-building strategies. These non-market strategies help establish and stable the CPC, which makes CPC an important type of corporate resources. Moreover, we found that the targets of non-market strategies may be a contingency; that is, it may be connected to the former targets of non-market strategies. In additional findings, we speculate that there are two types of CPC where one is economic exchange and the other is social exchange type. Social exchange type is primarily formed by repetitive economic exchanges between the subsidiary and same/relevant targets. en_US dc.description.tableofcontents 目次第一章 緒論……………………………………………………………………….01第一節 研究背景……………………………………………………………….01第二節 研究動機……………………………………………………………….02第三節 研究目的及問題……………………………………………………….03第四節 研究流程……………………………………………………………….04第二章 文獻探討………………………………………………………………….05第一節 企業政治關係………………………………………...………………..05第二節 企業非市場策略……………………………………………………….11第三章 研究方法………………………………………………………………….19第一節 研究流程……………………………………………………………….19第二節 研究方法……………………………………………………………….20第三節 研究範圍……………………………………………………………….21第四章 個案介紹………………………………………………………………….23第一節 Shepherd Group企業成長背景介紹…………………………………..23第二節 孟加拉國情介紹………………………………………………………..31第三節 企業環境分析…………………………………………………………..35第四節 企業非市場策略使用情境……………………………………………..39第五章 研究貢獻與討論…………………………………………………………..43第一節 研究討論………………………………………………………………..43第二節 結合企業政治關係及非市場策略的關聯……………………………..43第三節 企業非市場策略建立企業政治關係…………………………………..44第四節 研究限制………………………………………………………………..45第五節 後續研究建議…………………………………………………………..46參考文獻……………………………………………………………………………49表次表3-1、研究資料來源…………………………………………………………….22表4-1、孟加拉勞動力分級及薪資水準………………………………………….32圖次圖3-1，本論文研究流程………………………………………………………….19圖4-1、Shepherd Group孟加拉達卡總部至Baruka地區工廠地圖及路程……27圖4-2、Shepherd Group 企業組織圖…………………………………………….30圖4-3、紡織產業鏈……………………………………………………………….36 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0106363099 en_US dc.subject (關鍵詞) 非市場策略 zh_TW dc.subject (關鍵詞) 新南向 zh_TW dc.subject (關鍵詞) 東南亞 zh_TW dc.subject (關鍵詞) 南亞 zh_TW dc.subject (關鍵詞) 企業政治關係 zh_TW dc.subject (關鍵詞) Non-Market Strategies en_US dc.subject (關鍵詞) New Southward Policy en_US dc.subject (關鍵詞) Corporate Political Connections en_US dc.subject (關鍵詞) Southeast Asia en_US dc.subject (關鍵詞) South Asia en_US dc.title (題名) 南亞市場跨國企業非市場策略： 以Shepherd Group為例 zh_TW dc.title (題名) MNEs’ Non-market Strategies in South Asia Market: A case of Shepherd Group en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 王秉鈞（1995）個案研究法在企業管理上之應用與評議。第一屆管理學術定性研究方法研究研討會論文集，頁176-189。邱憶惠（1999）。個案研究：質化取向。國立高雄師範大學教育系教育研究，第七期，頁113-127。林佩璇（2000）。個案研究及其在教育研究上的應用。載於中正大學主編，質的教育研究方法，頁239-262。周泰華（1999）。行銷研究方法與個案。高雄：復文出版社。經濟部全球台商服務網，雙邊投資統計。連線日期：2019/05/31。取自：https://twbusiness.nat.gov.tw/page.do?id=16經濟部全球台商服務網，主要投資環境─孟加拉。連線日期：2019/05/05。取自：https://twbusiness.nat.gov.tw/countryPage.do?id=357203986&country=BDBaron, D. 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Strategic Management Journal, 36(11), 1615-1636. zh_TW dc.identifier.doi (DOI) 10.6814/NCCU201900395 en_US
