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題名 亞洲區域營運策略 - 美國半導體設備公司之個案研究
Regional Operations Strategy in Asia — A Case Study of an US Semiconductor Capital Equipment Company
作者 張翰
Chang,Kevin Hann
貢獻者 于卓民
Yu,Chwo Ming
張翰
Chang,Kevin Hann
關鍵詞 區域營運策略
半導體設備產業
Regional operations strategy
Semiconductor equipment industry
日期 2007
上傳時間 12-Sep-2009 12:53:41 (UTC+8)
摘要 Please see the English Abstract
In the 21st century, the globalization movement to multinational corporations is an inevitable process to maintain the continuous business growth. Asia, in particular, has drawn all the attention of multinational corporations worldwide and is considered as the region of the century. This research is designed to study the Asian regional operations of a multinational corporate in semiconductor equipment industry.
     In response to the regional customers demand, the regional competition, and the regional operations cost reduction, the case company has strategically established regional operations centers in Asia, covering the aspects of technical support, technical training, parts logistics, parts sourcing and repairing, as well as service outsourcing.
      This study found that the outstanding regional operations strategy plays a key role in the industrial competition and the overall operational excellence. The service enhancement through the technical support and spares sourcing can directly benefit the IC manufacturing customers and reword to the cost reduction of the regional operations.
     The studied case company clearly can be a benchmark of the regional operations practices for semiconductor equipment industry as well as for other related industries. Furthermore, the objective of this research is to provide useful suggestions that may help the firms in the industry on their future regional operations strategies setting as well as offer the academic researchers with a good case study of the development of regional operations in Asia.
Chapter I Introduction 1
     1.1 Motivations of the Study 1
     1.2 Research Objectives and Questions 2
     1.3 Research Flow and Chapters Description 4
     1.4 Research Scope and Limitation 5
     Chapter II Review of Literature 7
     2.1 Multinational Corporations 7
     2.2 Centralization and Decentralization 8
     2.3 Structure and Strategy on Integrated and Responsive Forces 11
     2.3.1 Globalization 11
     2.3.2 Global Integration vs. Local Responsiveness 13
     2.4 Regional Organization and Corporations Strategy 15
     2.4.1 Headquarters vs. Subsidiary Operations 15
     2.4.2 Two Way Relationships 17
     2.4.3 The Eclectic Theory 19
     2.4.4 The National Diamond Theory 20
     2.5 Regional Operations and Management 22
     2.5.1 Roles of Regional Headquarters 22
     2.5.2 Managing Regional Operations 25
     2.5.3 Implications of Regional Operations and Management 26
     2.5.4 Regional Headquarters within Asia 29
     2.6 Summary of Literature Review 31
     Chapter III Research Methodology and Case Introduction 33
     3.1 Research Methodology 33
     3.1.1 Research Framework and Interview Guidelines 33
     3.1.2 Information Collection 35
     3.2 Descriptive Analysis of Semiconductor Industrial Environment 36
     3.3 Semiconductor Industry in Asia 38
     3.4 The Company – MAI 40
     3.4.1 Company Continue Growing 41
     3.4.2 Separation of MESA from MAI 42
     3.4.3 Acquisition of EPI 42
     3.4.4 Market Success of CVD in the New Millennium 43
     Chapter IV Case Description and Analysis 45
     4.1 Migration of Semiconductor Manufacturing to Asia 45
     4.2 Strengthening the Asian Regional Operations 47
     4.2.1 Asia Technical Support Center 48
     4.2.2 Asia Training Center 51
     4.2.3 Asia Parts Depot Center 52
     4.2.4 Asia Parts Sourcing Center 54
     4.2.5 Asia Parts Repairing Center 55
     4.2.6 Asia Service Outsourcing Centers 57
     4.2.7 Coordination of Asian Regional Operations Centers 59
     4.3 Strengthen the Customer Satisfactions 61
     4.4 Superior Performance and Recorded Selling from 2004 to 2007 62
     4.5 Regional Strategy aligned with the Corporate Goals 64
     Chapter V Conclusions and Suggestions 69
     5.1 Conclusions 69
     5.2 Suggestions 75
     5.2.1 Suggestions to the Firms in the Industry 75
     5.2.2 Suggestions to Future Research 76
     References 78
     English References: 78
     Chinese References: 85
參考文獻 English References:
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2. Baliga, B.R, and Jaeger, A. M., “Multinational Corporations: Control Systems and Delegation Issues”, Journal of International Business Studies, fall 1984, pp. 25-40.
3. Bartlett, Christopher A., “Building and Managing the Transnational: The New Organizational Challenge”, in Competition in Global Industries, edited by Michael E. Porter, Boston, MA: Harvard Business School Press, 1986, pp. 367-401.
4. Bartlett, Christopher A., Ghoshal, Sumantra, “Tap Your Subsidiaries for Global Reach”, Harvard business Review, 1986, pp. 87-94.
5. Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders: The Transnational Solution, Boston, MA: Harvard business School Press, 1998.
6. Bartlett, Christopher A., Ghoshal, Sumantra, and Birkinshaw, Julian, Transnational Management, New York, NY: McGraw Hill, 1992
7. Benito, C., Grogaard, B., Narula, R., “Environmental Influences on MNE Subsidiary Roles: Economic Integration and the Nordic Countries”, Journal of International Business Studies, 34, 2003, pp. 443-456
8. Birkinshaw, Julian, Morison, Allen, and Hulland, John, “Structural and Competitive Determinants of a Global Integration Strategy”, Strategic Management Journal, 16, 8, 1995, pp. 637-655
9. Birkinshaw, Julian, “Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiatives”, Strategic Management Journal, 18, 3, 1997, pp. 207-229
10. Birkinshaw, Julian, and Hood, Neil, “Multinational Subsidiary Evolution: Capability and Capability and Charter Change in Foreign-Owned Subsidiary Companies”, The Academy of Management Review, Oct 23, 4, 1998, pp. 773-795
11. Buckley, P. J., and Casson, M. C., The Future of the Multinational Enterprise, London: Macmillan, 1976
12. Buckley, P. J., Dunning, J. H., and Pearce, R. B., “The Influence of Firm Size, Sector, Nationality, and Degree of Multinationality in the Growth and Profitability of the World’s Largest Firms”, Weltwirtschaftliches Archiv 114, 1977, pp. 243-257
13. Buckley, P. J., The Economic Theory of the Multinational Enterprise. New York, NY: St. Martins, 1985
14. Chandler, A. D., Strategy and Structure: Chapters in the History of American Industrial enterprise, Cambridge, MA: MIT Press, 1962
15. Chandler, A. D., “The Evolution of Modern Global Competition.” in Competition in Global Industries, edited by M.E. Porter., Boston: Harvard Business School Press, 1986, pp. 405-448
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17. Doz, Y. L., Strategic management of Multinational Companies, Oxford: Pergamon Press, 1986
18. Doz, Yves L., Prahalad, C. K., “Headquarters’ Influence and Strategic control in Multinational Corporations”, Sloan Management Review, Fall 1981, pp. 15-29
19. Doz, Yves L., Prahalad, C. K., “Patterns of Strategic Control within Multinational corporations”, Journal of International Business Studies, Fall 1984, pp. 55-72
20. Dunning, J. H., International Production and the Multinational enterprise, London: George Allen & Unwin, 1981
21. Dunning, J. H. Multinational Enterprises and the Global economy, Reading, Berkshire: Addison Wesley, 1992
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25. Ghemawat, Pankaj, “Distance Still Matters: The Hard Reality of Global Expansion”, Harvard Business review 79, 8, 2001, pp. 137-147
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27. Ghoshal, S. and Nohria, N., “Multinational Corporations as Differentiated Networks”, Working Paper 87/13, Fontainebleau, France: INSEAD, 1987
28. Gupta, Anil K., and Govindarajan, Vijay, “Knowledge Flows and The Structure of Control within Multinational Corporations”, The Academy of Management Review, 16, 4, 1991, pp. 768-792
29. Hamel, G., Prahalad, C. K., “Do You Really Have a Global strategy?” Harvard Business Review, July-August, 1985, pp. 139-148
30. Harvey, Michael, and Novicevic, Milorad M., “The Co-Ordination of Strategic Initiatives within Global Organizations: The Role of Global teams”, The International Journal of Human Resource Management, 13, 4, 2002, pp.660-676
31. Heenan, David A., “The Regional Headquarters Decision: A Comparative Analysis”, Academy of Management Journal, 22, 2, 1979, pp. 410-415
32. Hewett, K, Roth, M. S., Roth, K., “Conditions Influencing Headquarters and Foreign Subsidiary Roles in Marketing Activities and Their Effects on Performance”, Journal of International Business Studies, 34, 2003, pp. 567-585
33. Hitt, M. A., Hoskisson, R. E., and Kim, H., “International Diversification: Effects on Innovation and Firm Performance in Product-Diversified Firms”, Academy of Management Journal, 40, 1997, pp. 767-798
34. Holm, Ulf, Johansson, Jan, and Thilenius, Peter, “Headquarters’ Knowledge of Subsidiary Network Contexts in the Multinational Corporation”, International Studies of Management and Organization, 25, 1/2, 1995,
35. Hout, T., Porter, M. E., Rudden, E., “How Global Companies Win Out”, Harvard Business Review, (September – October) 1982, pp. 98-108
36. Jaeger, A. M., and Baliga, B. R., “Control Systems and Strategic Adaptation: Lessons from the Japanese Experience.” Strategic management Journal, 6, 1985, pp. 115-134
37. Johansson, J., and Vahlne, J. E., “The Internationalization Process of the Firm: A Model of Knowledge Development and Increasing Foreign Market Commitments”, Journal of International Business Studies, 8, 1, 1977, pp. 23-32
38. Johansson, J., and Vahlne, J. E., “The Mechanism of Inter- nationalization”, International marketing Review, 7, 4, 1990, pp. 1-24
39. Kobrin, S. J., “An Empirical Analysis of the Determinants of Global Integration”, Strategic Management Journal, 12, 1991, pp. 17-31
40. Kogut, Bruce, “Normative Observations on the International Value-Added Chain and Strategic Groups”, Journal of International Business Studies, Fall 1984, pp. 151-168
41. Kriger, M. P., Rich, P. J. J., “Strategic Governance: Why and How MNCs Are Using Boards of Directors in Foreign Subsidiaries”, Columbia Journal of World Business, 22, 4, 1987, pp. 39-46
42. Lasserre, P., Regional Headquarters: “The Spearhead for Asia Pacific Markets”, Long Range Planning, 29, 1, 1996, pp. 30-37
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44. Mintzberg, H. The Structuring of Organizations: A Synthesis of the Research, Englewood Cliffs, NJ: Prentice-Hall, 1979
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46. Morck, R., and Yeung, B., “Why Investors Value Multinationality”, Journal of business, 64, 2, 1991, pp. 165-187
47. Morrison, Allen J., Ricks, David A., and Roth, Kendall, “Globalization versus Regionalization: Which Way for the Multinational?” Organizational Dynamics, 19, 3, 1991, pp. 17-29
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49. Perlmutter, H. V., “The Tortuous Evolution of the Multinational Corporation.” Columbia Journal of World Business, January-February 1969, pp. 9-18
50. Porter, Michael E., Competitive Strategy, New York: Free Press 1980
51. Porter, Michael E., “Competition in Global Industries: A Conceptual Framework,” in Competition in Global Industries, edited by M. E. Porter, Boston, MA: Harvard Business School Press, 1986
52. Porter, Michael E., Competitive Advantages of Nations, New York, NY: Free Press, 1990
53. Prahalad, C.K. The Strategic Process in a Multinational corporation, unpublished doctoral dissertation. Boston, MA: Harvard Business school, 1976
54. Prahalad, C.K. and Doz, Yves L., The Multinational Mission: Balancing Local Demands and Global Vision, New York, NY: Free Press, 1987
55. Roth, Kendall, and Morrison, A.J., “An Empirical Analysis of the Integration- Responsiveness Framework in Global Industries”, Journal of International Business Studies, 21, 4, 1990, pp. 541-564
56. Roth, Kendall and Morrison, Allen J., “Implementing Global Strategy: Characteristics of Global Subsidiary Mandates”, Journal of International Business Studies, Four Quarter, 1992, pp.715-735
57. Rugman, A.M., International Diversification and the Multinational Enterprise, Lexington, MA: Lexington Books, 1979
58. Rugman, A.M., Inside the Multinationals The Economics of Internal Markets, New York, NY: Columbia University Press, 1981
59. Rugman, A. and Verbeke, A., “A Perspective on Regional and Global Strategies of Multinational Enterprises”, Journal of international Business Studies, 35, 2004, pp. 3-18
60. Svensson, G., “ “Glocalization” of Business Activities: A “Glocal Strategy Approach”, Management Decision, 39, 1, 2001, pp. 6-18
61. Svensson, G., “Beyond global Marketing and the Globalization of marketing Activities”, Management Decision, 40, 6, 2002, pp. 574-583
62. Tai, S. H. C., and Wong, Y. H., “Advertising Decision Marketing in Asia: “Glocal” versus “Regcal” Approach”, Journal of Managerial Issues, 5, 3, 1998, pp. 318-339
63. Vernon, R., “International Investment and International Trade in the Product cycle”, Quarterly Journal of Economics, 80, 1966, pp. 190-207
64. Vernon, R., “Passing Through Regionalism: The Transition to Global Markets”, The World Economy, 19, 6, 1996, pp. 621-633
65. Wan, W.P., and Hoskisson, R.E., “Home Country Environments, Corporate Diversification Strategies and Firm Performance”, Academy of Management Journal, 46, 1, 2003, pp. 27-45
66. Yeung, Henry Wai-Chung, Poon, Jessie, and Perry, Martin, “Towards A Regional Strategy: The Role of Regional Headquarters of Foreign Firms in Singapore”, Urban Studies, 38, 1, 2001, pp.157-183
67. Yip, G. S., “Global Strategy…In a World of Nations?”, Sloan Management Review, 31, 1, 1989, pp. 29-41.
68. Yip, George S., Asian Advantage – Key Strategies for Winning in the Asia-Pacific Region, Cambridge, MA: Preseus Publishing, 2000.
69. Yip, George S., Total Global Strategy II, New York, NY: Prentice Hall, 2003.
70. Yu, Chwo-Ming, Seetoo, Dah-Hsian, Li, Guey-Huey, “The Emerging Roles and Tasks of Sub-Regional Headquarters and Impacts for Subsidiaries: The Case of Greater-China Sub-Regional Headquarters and Taiwanese Subsidiaries”, under review, Management International Review.
Chinese References:
71. Chen, L. (陳令怡), “半導體設備產業客戶服務委外分析—以A公司為例”, 國立交通大學管理學院碩士在職專班管理科學組， 2006。
72. Chou, Yin-Chi (周瑛琪)，“台灣半導體設備業零件存貨模式之研究”，國立交通大學經營管理研究所，2001。
73. Chuang, Y. (莊旻璋)，“我國半導體設備通路產業之競爭策略分析---以帆宣科技股份有限公司為例”， 國立交通大學管理學院碩士在職專班國際經貿組，2005。
74. Huang, Yi-Ping (黃怡萍)，“半導體設備產業售後服務實務作法之研究”，國立交通大學經營管理研究所，2004。
75. Hung, Y. (洪于倢)，“半導體設備廠商評量精密陶瓷元件供應商之研究”，國立交通大學科技管理所，2003。
76. Shi, T. (施純巧)，“半導體設備商服務產業分析與競爭策略研究-以應用材料公司為例” ，國立交通大學管理學院碩士在職專班管理科學組，2006。
77. Yu, Chow-Ming (于卓民)，國際企業: 環境與管理International Business: Environments and Management，台北：華泰出版社, 2000。
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
929325021
96
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0929325021
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.advisor Yu,Chwo Mingen_US
dc.contributor.author (Authors) 張翰zh_TW
dc.contributor.author (Authors) Chang,Kevin Hannen_US
dc.creator (作者) 張翰zh_TW
dc.creator (作者) Chang,Kevin Hannen_US
dc.date (日期) 2007en_US
dc.date.accessioned 12-Sep-2009 12:53:41 (UTC+8)-
dc.date.available 12-Sep-2009 12:53:41 (UTC+8)-
dc.date.issued (上傳時間) 12-Sep-2009 12:53:41 (UTC+8)-
dc.identifier (Other Identifiers) G0929325021en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/30797-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 929325021zh_TW
dc.description (描述) 96zh_TW
dc.description.abstract (摘要) Please see the English Abstractzh_TW
dc.description.abstract (摘要) In the 21st century, the globalization movement to multinational corporations is an inevitable process to maintain the continuous business growth. Asia, in particular, has drawn all the attention of multinational corporations worldwide and is considered as the region of the century. This research is designed to study the Asian regional operations of a multinational corporate in semiconductor equipment industry.
     In response to the regional customers demand, the regional competition, and the regional operations cost reduction, the case company has strategically established regional operations centers in Asia, covering the aspects of technical support, technical training, parts logistics, parts sourcing and repairing, as well as service outsourcing.
      This study found that the outstanding regional operations strategy plays a key role in the industrial competition and the overall operational excellence. The service enhancement through the technical support and spares sourcing can directly benefit the IC manufacturing customers and reword to the cost reduction of the regional operations.
     The studied case company clearly can be a benchmark of the regional operations practices for semiconductor equipment industry as well as for other related industries. Furthermore, the objective of this research is to provide useful suggestions that may help the firms in the industry on their future regional operations strategies setting as well as offer the academic researchers with a good case study of the development of regional operations in Asia.		en_US
dc.description.abstract (摘要) Chapter I Introduction 1
     1.1 Motivations of the Study 1
     1.2 Research Objectives and Questions 2
     1.3 Research Flow and Chapters Description 4
     1.4 Research Scope and Limitation 5
     Chapter II Review of Literature 7
     2.1 Multinational Corporations 7
     2.2 Centralization and Decentralization 8
     2.3 Structure and Strategy on Integrated and Responsive Forces 11
     2.3.1 Globalization 11
     2.3.2 Global Integration vs. Local Responsiveness 13
     2.4 Regional Organization and Corporations Strategy 15
     2.4.1 Headquarters vs. Subsidiary Operations 15
     2.4.2 Two Way Relationships 17
     2.4.3 The Eclectic Theory 19
     2.4.4 The National Diamond Theory 20
     2.5 Regional Operations and Management 22
     2.5.1 Roles of Regional Headquarters 22
     2.5.2 Managing Regional Operations 25
     2.5.3 Implications of Regional Operations and Management 26
     2.5.4 Regional Headquarters within Asia 29
     2.6 Summary of Literature Review 31
     Chapter III Research Methodology and Case Introduction 33
     3.1 Research Methodology 33
     3.1.1 Research Framework and Interview Guidelines 33
     3.1.2 Information Collection 35
     3.2 Descriptive Analysis of Semiconductor Industrial Environment 36
     3.3 Semiconductor Industry in Asia 38
     3.4 The Company – MAI 40
     3.4.1 Company Continue Growing 41
     3.4.2 Separation of MESA from MAI 42
     3.4.3 Acquisition of EPI 42
     3.4.4 Market Success of CVD in the New Millennium 43
     Chapter IV Case Description and Analysis 45
     4.1 Migration of Semiconductor Manufacturing to Asia 45
     4.2 Strengthening the Asian Regional Operations 47
     4.2.1 Asia Technical Support Center 48
     4.2.2 Asia Training Center 51
     4.2.3 Asia Parts Depot Center 52
     4.2.4 Asia Parts Sourcing Center 54
     4.2.5 Asia Parts Repairing Center 55
     4.2.6 Asia Service Outsourcing Centers 57
     4.2.7 Coordination of Asian Regional Operations Centers 59
     4.3 Strengthen the Customer Satisfactions 61
     4.4 Superior Performance and Recorded Selling from 2004 to 2007 62
     4.5 Regional Strategy aligned with the Corporate Goals 64
     Chapter V Conclusions and Suggestions 69
     5.1 Conclusions 69
     5.2 Suggestions 75
     5.2.1 Suggestions to the Firms in the Industry 75
     5.2.2 Suggestions to Future Research 76
     References 78
     English References: 78
     Chinese References: 85		-
dc.description.tableofcontents Chapter I Introduction 1
     1.1 Motivations of the Study 1
     1.2 Research Objectives and Questions 2
     1.3 Research Flow and Chapters Description 4
     1.4 Research Scope and Limitation 5
     Chapter II Review of Literature 7
     2.1 Multinational Corporations 7
     2.2 Centralization and Decentralization 8
     2.3 Structure and Strategy on Integrated and Responsive Forces 11
     2.3.1 Globalization 11
     2.3.2 Global Integration vs. Local Responsiveness 13
     2.4 Regional Organization and Corporations Strategy 15
     2.4.1 Headquarters vs. Subsidiary Operations 15
     2.4.2 Two Way Relationships 17
     2.4.3 The Eclectic Theory 19
     2.4.4 The National Diamond Theory 20
     2.5 Regional Operations and Management 22
     2.5.1 Roles of Regional Headquarters 22
     2.5.2 Managing Regional Operations 25
     2.5.3 Implications of Regional Operations and Management 26
     2.5.4 Regional Headquarters within Asia 29
     2.6 Summary of Literature Review 31
     Chapter III Research Methodology and Case Introduction 33
     3.1 Research Methodology 33
     3.1.1 Research Framework and Interview Guidelines 33
     3.1.2 Information Collection 35
     3.2 Descriptive Analysis of Semiconductor Industrial Environment 36
     3.3 Semiconductor Industry in Asia 38
     3.4 The Company – MAI 40
     3.4.1 Company Continue Growing 41
     3.4.2 Separation of MESA from MAI 42
     3.4.3 Acquisition of EPI 42
     3.4.4 Market Success of CVD in the New Millennium 43
     Chapter IV Case Description and Analysis 45
     4.1 Migration of Semiconductor Manufacturing to Asia 45
     4.2 Strengthening the Asian Regional Operations 47
     4.2.1 Asia Technical Support Center 48
     4.2.2 Asia Training Center 51
     4.2.3 Asia Parts Depot Center 52
     4.2.4 Asia Parts Sourcing Center 54
     4.2.5 Asia Parts Repairing Center 55
     4.2.6 Asia Service Outsourcing Centers 57
     4.2.7 Coordination of Asian Regional Operations Centers 59
     4.3 Strengthen the Customer Satisfactions 61
     4.4 Superior Performance and Recorded Selling from 2004 to 2007 62
     4.5 Regional Strategy aligned with the Corporate Goals 64
     Chapter V Conclusions and Suggestions 69
     5.1 Conclusions 69
     5.2 Suggestions 75
     5.2.1 Suggestions to the Firms in the Industry 75
     5.2.2 Suggestions to Future Research 76
     References 78
     English References: 78
     Chinese References: 85		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0929325021en_US
dc.subject (關鍵詞) 區域營運策略zh_TW
dc.subject (關鍵詞) 半導體設備產業zh_TW
dc.subject (關鍵詞) Regional operations strategyen_US
dc.subject (關鍵詞) Semiconductor equipment industryen_US
dc.title (題名) 亞洲區域營運策略 - 美國半導體設備公司之個案研究zh_TW
dc.title (題名) Regional Operations Strategy in Asia — A Case Study of an US Semiconductor Capital Equipment Companyen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) English References:zh_TW
dc.relation.reference (參考文獻) 1. Asheghian, Parviz, and Ebrahimi, Bahmen, International Business: Economics, Environment, and Strategies, NY: Harpercollins College Div, 1990zh_TW
dc.relation.reference (參考文獻) 2. Baliga, B.R, and Jaeger, A. M., “Multinational Corporations: Control Systems and Delegation Issues”, Journal of International Business Studies, fall 1984, pp. 25-40.zh_TW
dc.relation.reference (參考文獻) 3. Bartlett, Christopher A., “Building and Managing the Transnational: The New Organizational Challenge”, in Competition in Global Industries, edited by Michael E. Porter, Boston, MA: Harvard Business School Press, 1986, pp. 367-401.zh_TW
dc.relation.reference (參考文獻) 4. Bartlett, Christopher A., Ghoshal, Sumantra, “Tap Your Subsidiaries for Global Reach”, Harvard business Review, 1986, pp. 87-94.zh_TW
dc.relation.reference (參考文獻) 5. Bartlett, Christopher A. and Ghoshal, Sumantra, Managing Across Borders: The Transnational Solution, Boston, MA: Harvard business School Press, 1998.zh_TW
dc.relation.reference (參考文獻) 6. Bartlett, Christopher A., Ghoshal, Sumantra, and Birkinshaw, Julian, Transnational Management, New York, NY: McGraw Hill, 1992zh_TW
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