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題名 企業以國際合資方式發展新事業之研究-組織學習的觀點
A study on new business development in the form of international joint venture - in the view of organizational learning
作者 楊淇筠
貢獻者 吳豐祥
楊淇筠
關鍵詞 國際合資
組織學習
連鎖餐飲業
新事業
international joint venture
organizational learning
chain restaurant business,
new business
日期 2008
上傳時間 8-Dec-2010 01:53:34 (UTC+8)
摘要 觀察國內連鎖服務業近二十年來的發展，由於台灣生活水準的提高，服務業也更為精緻化、多元化，除了本土的連鎖服務業種類與品牌日亦增加，也有愈來愈多的跨國連鎖服務業透過合資、授權或在台設立分公司的方式進入台灣市場。以目前國內連鎖餐飲業的發展情況來看，已有不少跨國企業成功將餐飲文化與標準化餐飲管理技術帶入台灣，包括麥當勞與肯德基、T.G.I. Friday’s、摩斯漢堡、Afternoon Tea、Cold Stone，Burger King等，這些國外品牌成功的融合台灣在地文化在台灣市場穩定發展，並促使台灣餐飲業更注重消費者的感受與服務品質。
     然而，國外企業要進入台灣市場必定會面臨一些環境差異的挑戰，因此許多國際品牌選擇以合資的方式和本地企業合作以順利擴張其品牌營運範圍。國內亦有不少企業集團以合資方式和名國際品牌合作發展新事業，一方面能學習到國外品牌企業之經營知識技術，並獲得品牌知名度的優勢；另一方面則可善用集團內部的資源。相較於自行發展品牌進入不熟悉的領域，此種做法能減少風險並增加效率。然而，由於合資的原故，新事業的發展必然也會受到國外企業的牽制與規範，從初期技術轉移、經營模式到未來的策略選擇方面，可能都會面臨一些困難與挑戰。
     　　本研究以本地企業和國際品牌企業合資引進國外品牌，並建立新事業之過程做為主軸，以組織學習的觀點探究其新事業營運模式之建立過程。本研究主要獲得以下結論：
     1. 台灣企業以國際合資方式引進國外品牌建之新事業，初期團隊的經營幹部大部分由台灣母公司指派，且組織扁平化。
     2. 以合資方式引進國外品牌的新事業享有當地與海外母公司的雙重資源，在品牌理念方面深受外資企業的影響，但在經營管理方面則會融合兩方的特色。
     3. 國際合資新事業的初期籌備著重於向品牌方學習相關的知識技術，是以模仿學習為主，之後則會從經驗中學習，配合環境做出調整。
     4. 在新事業建立初期，若國外品牌方能夠提供教育訓練或提供人力於營運當地協助，將有助於合資新事業快速學習知識並建立營運模式。而長期經營則有賴良好的溝通機制使得雙方的知識交流能持續不斷。
     5. 國際合資新事業由於引進品牌在當地經營，在不違背國外品牌企業的限制下，會做適度的在地化，也因產生創新。以相關多角化發展合資新事業的企業，由於集團內部的互補資源較多，將有助於合資新事業創新的產生。
With the improving standard of living in Taiwan, the chain-store industry has become more delicate and more diverse. The number of local chain-store brands has increased, and more and more multinational chain services companies have entered Taiwan market with the forms of joint ventures, licensing or setting up branches. Many multinational companies have successfully brought the food cultures and the food management technology into Taiwan, such as McDonald`s, Kentucky Fried Chicken, TGI Friday`s, Mos Burger, Afternoon Tea, Cold Stone, Burger King, etc. These foreign brands have successful adapted the Taiwanese culture and have been developing stably in Taiwan. They also have inspired Taiwan`s restaurants to pay more attention to the feelings of consumers and the service quality.
      However, due to the differences of market natures, foreign enterprises face some challenges as they enter the Taiwan market. For the reason, many international brands set up joint ventures with local enterprises to expand their business territory. Some domestic enterprises also develop their new businesses through international joint ventures. In this way, they not only can learn knowledge and skills from the foreign brands, but also can utilize their intra-group resources. By establishing international joint ventures reduce risk and increase efficiency, the domestic enterprises want to enter an unfamiliar area. New business development, however, will necessarily be restricted by the foreign enterprises, from the initial transfer of technology, operational strategy, and the future choice, and this development may face some difficulties and challenges.
     The study focuses on the process of the domestic enterprises when they build new business with international joint ventures. The main literature in this study includes international new business venture, organizational learning, and creative value.
     There are several conclusions from the study:
     1. The organization of the initial team of the Taiwanese enterprises which builds the brand new business through international joint venture is flat. Most of the management cadres of the initial team come from the Taiwan’s parent company.
      
     2. The new business which introduces foreign brand with international joint ventures enjoys the dual resources, the brand concept will influence deeply by foreign company, but the management will be integrated in the operating characteristics of the two sides.
     
     3. International new business venture learn knowledge from the brand company at early stage, focusing on learning from imitation, but later would learn from experience, and adapt to the environment.
     
     4. If the foreign brands are able to provide education, training or providing manpower to assistant in Taiwan, the new business venture will learn quickly and easy to establish the business model. The long-term business relies on good communication mechanism to allow the exchange of knowledge of both sides continuously.
     
     5. International joint venture will localize, but not violate the constraints of foreign brands, so it produces innovation. The companies which develop joint new business ventures with related diversification are easy to produce innovation because there are more complementary resources in the companies.
目錄 viii
     圖目錄 xi
     表目錄 xii
     第一章 緒論 1
     第一節 研究背景 1
     第二節　研究目的與問題 3
     第三節 研究流程 4
     第四節　論文內容 5
     第二章　文獻探討 6
     第一節　新事業相關文獻 6
     一、內部創業的意涵 6
     二、企業之創業活動 7
     三、多角化的定義 13
     四、多角化的種類 16
     五、多角化動機 19
     六、小結 24
     第二節 國際合資 24
     一、國際合資的定義 25
     二、合資動機 27
     三、合資相關理論 28
     四、小結 32
     第三節　組織學習理論 33
     一、組織學習的定義 33
     二、組織學習的類型 35
     三、組織學習程序 37
     四、小結 42
     第四節　創新之定義與類型 43
     一、創新的意義 43
     二、創新的類型 44
     三、小結 45
     第五節 連鎖餐飲業的定義及特性 46
     一、連鎖之定義 46
     二、連鎖餐飲業的定義及其特性 47
     三、小結 49
     第六節　本章小結 49
     第三章　研究架構與研究設計 50
     第一節　研究架構與變數說明 50
     一、研究架構 50
     二、研究變數說明 50
     第二節 研究方法 53
     第三節 研究對象 54
     第四節 資料蒐集方式 54
     第五節 研究限制 56
     第四章 個案研究 57
     第一節 E咖啡 57
     一、個案公司簡介 57
     二、國際合資新事業 58
     三、組織學習類型 60
     四、組織學習程序 61
     五、創造價值 63
     第二節 安心食品公司 64
     一、個案公司介紹 64
     二、國際合資新事業 65
     三、組織學習類型 68
     四、組織學習程序 69
     五、創造價值 71
     第三節 統一星巴克 72
     一、個案公司簡介 72
     二、國際合資新事業 74
     三、組織學習類型 75
     四、組織學習程序 76
     五、創造價值 77
     第四節 統一多拿滋 78
     一、個案公司簡介 78
     二、國際合資新事業 79
     三、組織學習類型 80
     四、組織學習程序 81
     五、創造價值 82
     第五節 個案彙整 84
     第五章 研究發現與討論 86
     第一節 國際合資新事業 86
     第二節　組織學習機制 89
     第三節　創造價值 98
     第六章 研究結論與建議 104
     第一節　研究結論 104
     第二節 實務上建議 106
     第三節　後續研究建議 107
     參考文獻 109
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三、網站
描述 碩士
國立政治大學
科技管理研究所
97359026
97
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0097359026
資料類型 thesis
dc.contributor.advisor 吳豐祥zh_TW
dc.contributor.author (Authors) 楊淇筠zh_TW
dc.creator (作者) 楊淇筠zh_TW
dc.date (日期) 2008en_US
dc.date.accessioned 8-Dec-2010 01:53:34 (UTC+8)-
dc.date.available 8-Dec-2010 01:53:34 (UTC+8)-
dc.date.issued (上傳時間) 8-Dec-2010 01:53:34 (UTC+8)-
dc.identifier (Other Identifiers) G0097359026en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/48940-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理研究所zh_TW
dc.description (描述) 97359026zh_TW
dc.description (描述) 97zh_TW
dc.description.abstract (摘要) 觀察國內連鎖服務業近二十年來的發展，由於台灣生活水準的提高，服務業也更為精緻化、多元化，除了本土的連鎖服務業種類與品牌日亦增加，也有愈來愈多的跨國連鎖服務業透過合資、授權或在台設立分公司的方式進入台灣市場。以目前國內連鎖餐飲業的發展情況來看，已有不少跨國企業成功將餐飲文化與標準化餐飲管理技術帶入台灣，包括麥當勞與肯德基、T.G.I. Friday’s、摩斯漢堡、Afternoon Tea、Cold Stone，Burger King等，這些國外品牌成功的融合台灣在地文化在台灣市場穩定發展，並促使台灣餐飲業更注重消費者的感受與服務品質。
     然而，國外企業要進入台灣市場必定會面臨一些環境差異的挑戰，因此許多國際品牌選擇以合資的方式和本地企業合作以順利擴張其品牌營運範圍。國內亦有不少企業集團以合資方式和名國際品牌合作發展新事業，一方面能學習到國外品牌企業之經營知識技術，並獲得品牌知名度的優勢；另一方面則可善用集團內部的資源。相較於自行發展品牌進入不熟悉的領域，此種做法能減少風險並增加效率。然而，由於合資的原故，新事業的發展必然也會受到國外企業的牽制與規範，從初期技術轉移、經營模式到未來的策略選擇方面，可能都會面臨一些困難與挑戰。
     　　本研究以本地企業和國際品牌企業合資引進國外品牌，並建立新事業之過程做為主軸，以組織學習的觀點探究其新事業營運模式之建立過程。本研究主要獲得以下結論：
     1. 台灣企業以國際合資方式引進國外品牌建之新事業，初期團隊的經營幹部大部分由台灣母公司指派，且組織扁平化。
     2. 以合資方式引進國外品牌的新事業享有當地與海外母公司的雙重資源，在品牌理念方面深受外資企業的影響，但在經營管理方面則會融合兩方的特色。
     3. 國際合資新事業的初期籌備著重於向品牌方學習相關的知識技術，是以模仿學習為主，之後則會從經驗中學習，配合環境做出調整。
     4. 在新事業建立初期，若國外品牌方能夠提供教育訓練或提供人力於營運當地協助，將有助於合資新事業快速學習知識並建立營運模式。而長期經營則有賴良好的溝通機制使得雙方的知識交流能持續不斷。
     5. 國際合資新事業由於引進品牌在當地經營，在不違背國外品牌企業的限制下，會做適度的在地化，也因產生創新。以相關多角化發展合資新事業的企業，由於集團內部的互補資源較多，將有助於合資新事業創新的產生。		zh_TW
dc.description.abstract (摘要) With the improving standard of living in Taiwan, the chain-store industry has become more delicate and more diverse. The number of local chain-store brands has increased, and more and more multinational chain services companies have entered Taiwan market with the forms of joint ventures, licensing or setting up branches. Many multinational companies have successfully brought the food cultures and the food management technology into Taiwan, such as McDonald`s, Kentucky Fried Chicken, TGI Friday`s, Mos Burger, Afternoon Tea, Cold Stone, Burger King, etc. These foreign brands have successful adapted the Taiwanese culture and have been developing stably in Taiwan. They also have inspired Taiwan`s restaurants to pay more attention to the feelings of consumers and the service quality.
      However, due to the differences of market natures, foreign enterprises face some challenges as they enter the Taiwan market. For the reason, many international brands set up joint ventures with local enterprises to expand their business territory. Some domestic enterprises also develop their new businesses through international joint ventures. In this way, they not only can learn knowledge and skills from the foreign brands, but also can utilize their intra-group resources. By establishing international joint ventures reduce risk and increase efficiency, the domestic enterprises want to enter an unfamiliar area. New business development, however, will necessarily be restricted by the foreign enterprises, from the initial transfer of technology, operational strategy, and the future choice, and this development may face some difficulties and challenges.
     The study focuses on the process of the domestic enterprises when they build new business with international joint ventures. The main literature in this study includes international new business venture, organizational learning, and creative value.
     There are several conclusions from the study:
     1. The organization of the initial team of the Taiwanese enterprises which builds the brand new business through international joint venture is flat. Most of the management cadres of the initial team come from the Taiwan’s parent company.
      
     2. The new business which introduces foreign brand with international joint ventures enjoys the dual resources, the brand concept will influence deeply by foreign company, but the management will be integrated in the operating characteristics of the two sides.
     
     3. International new business venture learn knowledge from the brand company at early stage, focusing on learning from imitation, but later would learn from experience, and adapt to the environment.
     
     4. If the foreign brands are able to provide education, training or providing manpower to assistant in Taiwan, the new business venture will learn quickly and easy to establish the business model. The long-term business relies on good communication mechanism to allow the exchange of knowledge of both sides continuously.
     
     5. International joint venture will localize, but not violate the constraints of foreign brands, so it produces innovation. The companies which develop joint new business ventures with related diversification are easy to produce innovation because there are more complementary resources in the companies.		en_US
dc.description.abstract (摘要) 目錄 viii
     圖目錄 xi
     表目錄 xii
     第一章 緒論 1
     第一節 研究背景 1
     第二節　研究目的與問題 3
     第三節 研究流程 4
     第四節　論文內容 5
     第二章　文獻探討 6
     第一節　新事業相關文獻 6
     一、內部創業的意涵 6
     二、企業之創業活動 7
     三、多角化的定義 13
     四、多角化的種類 16
     五、多角化動機 19
     六、小結 24
     第二節 國際合資 24
     一、國際合資的定義 25
     二、合資動機 27
     三、合資相關理論 28
     四、小結 32
     第三節　組織學習理論 33
     一、組織學習的定義 33
     二、組織學習的類型 35
     三、組織學習程序 37
     四、小結 42
     第四節　創新之定義與類型 43
     一、創新的意義 43
     二、創新的類型 44
     三、小結 45
     第五節 連鎖餐飲業的定義及特性 46
     一、連鎖之定義 46
     二、連鎖餐飲業的定義及其特性 47
     三、小結 49
     第六節　本章小結 49
     第三章　研究架構與研究設計 50
     第一節　研究架構與變數說明 50
     一、研究架構 50
     二、研究變數說明 50
     第二節 研究方法 53
     第三節 研究對象 54
     第四節 資料蒐集方式 54
     第五節 研究限制 56
     第四章 個案研究 57
     第一節 E咖啡 57
     一、個案公司簡介 57
     二、國際合資新事業 58
     三、組織學習類型 60
     四、組織學習程序 61
     五、創造價值 63
     第二節 安心食品公司 64
     一、個案公司介紹 64
     二、國際合資新事業 65
     三、組織學習類型 68
     四、組織學習程序 69
     五、創造價值 71
     第三節 統一星巴克 72
     一、個案公司簡介 72
     二、國際合資新事業 74
     三、組織學習類型 75
     四、組織學習程序 76
     五、創造價值 77
     第四節 統一多拿滋 78
     一、個案公司簡介 78
     二、國際合資新事業 79
     三、組織學習類型 80
     四、組織學習程序 81
     五、創造價值 82
     第五節 個案彙整 84
     第五章 研究發現與討論 86
     第一節 國際合資新事業 86
     第二節　組織學習機制 89
     第三節　創造價值 98
     第六章 研究結論與建議 104
     第一節　研究結論 104
     第二節 實務上建議 106
     第三節　後續研究建議 107
     參考文獻 109		-
dc.description.tableofcontents 目錄 viii
     圖目錄 xi
     表目錄 xii
     第一章 緒論 1
     第一節 研究背景 1
     第二節　研究目的與問題 3
     第三節 研究流程 4
     第四節　論文內容 5
     第二章　文獻探討 6
     第一節　新事業相關文獻 6
     一、內部創業的意涵 6
     二、企業之創業活動 7
     三、多角化的定義 13
     四、多角化的種類 16
     五、多角化動機 19
     六、小結 24
     第二節 國際合資 24
     一、國際合資的定義 25
     二、合資動機 27
     三、合資相關理論 28
     四、小結 32
     第三節　組織學習理論 33
     一、組織學習的定義 33
     二、組織學習的類型 35
     三、組織學習程序 37
     四、小結 42
     第四節　創新之定義與類型 43
     一、創新的意義 43
     二、創新的類型 44
     三、小結 45
     第五節 連鎖餐飲業的定義及特性 46
     一、連鎖之定義 46
     二、連鎖餐飲業的定義及其特性 47
     三、小結 49
     第六節　本章小結 49
     第三章　研究架構與研究設計 50
     第一節　研究架構與變數說明 50
     一、研究架構 50
     二、研究變數說明 50
     第二節 研究方法 53
     第三節 研究對象 54
     第四節 資料蒐集方式 54
     第五節 研究限制 56
     第四章 個案研究 57
     第一節 E咖啡 57
     一、個案公司簡介 57
     二、國際合資新事業 58
     三、組織學習類型 60
     四、組織學習程序 61
     五、創造價值 63
     第二節 安心食品公司 64
     一、個案公司介紹 64
     二、國際合資新事業 65
     三、組織學習類型 68
     四、組織學習程序 69
     五、創造價值 71
     第三節 統一星巴克 72
     一、個案公司簡介 72
     二、國際合資新事業 74
     三、組織學習類型 75
     四、組織學習程序 76
     五、創造價值 77
     第四節 統一多拿滋 78
     一、個案公司簡介 78
     二、國際合資新事業 79
     三、組織學習類型 80
     四、組織學習程序 81
     五、創造價值 82
     第五節 個案彙整 84
     第五章 研究發現與討論 86
     第一節 國際合資新事業 86
     第二節　組織學習機制 89
     第三節　創造價值 98
     第六章 研究結論與建議 104
     第一節　研究結論 104
     第二節 實務上建議 106
     第三節　後續研究建議 107
     參考文獻 109		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0097359026en_US
dc.subject (關鍵詞) 國際合資zh_TW
dc.subject (關鍵詞) 組織學習zh_TW
dc.subject (關鍵詞) 連鎖餐飲業zh_TW
dc.subject (關鍵詞) 新事業zh_TW
dc.subject (關鍵詞) international joint ventureen_US
dc.subject (關鍵詞) organizational learningen_US
dc.subject (關鍵詞) chain restaurant business,en_US
dc.subject (關鍵詞) new businessen_US
dc.title (題名) 企業以國際合資方式發展新事業之研究-組織學習的觀點zh_TW
dc.title (題名) A study on new business development in the form of international joint venture - in the view of organizational learningen_US
dc.type (資料類型) thesisen
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