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題名 臺商在波蘭營運管理之研究
How Taiwanese Firms Operate in Republic of Poland
作者 江宜臻
貢獻者 于卓民
江宜臻
關鍵詞 波蘭台商
營運管理
國際企業
日期 2013
上傳時間 29-Jul-2014 16:01:08 (UTC+8)
摘要 　　波蘭在這二十幾年的轉變與快速成長，讓它躋身為近年來歐洲受到矚目的新興國家，但在過去鮮少針對台灣至波蘭的企業進行營運上的研究與分析，因此本研究藉由訪問當地台商，以實際案例說明臺商在波蘭營運時所需調整的營運方式、遇到的問題與應對方法，來補足台商在波蘭營運管理上的研究不足，也希望研究結果對於未來進入波蘭的臺商具參考價值。
　　本研究針對公司資源與能力、地主國的環境、國際化的動機、進入波蘭營運的策略與企業的營運模式做分析比較，進而提出結論與建議。
　　研究結果發現臺商在營運管理上需因應波蘭文化，因波蘭員工相較台灣員工不重長遠規劃，因此以立即獎勵激勵員工成效較佳，另外波蘭員工在溝通上需以明確的指示交代任務；資金取得困難為在波蘭營運最大的問題，臺商難以取得波蘭銀行貸款，因此建議欲進入波蘭的台商要有充足的資金，以免進入後常備感資金壓力；最後，企業的資源發展與維持會影響在波蘭市場的競爭力，建議臺商在進入波蘭時對稀有資源能有策略性的規劃，並且持續發展與維持自身資源，以保競爭優勢。
Poland, through the rapid economic growth in the past 20 years, has become one of the emerging countries which receive the most attention in these years. Nonetheless, few research discussed the pragmatic operations of Taiwan-based firms. This research aims at studying the cases of Taiwanese firms operating in Poland, and illustrating the difficulties and solutions as the reference for firms which intend to invest in Poland.
This research characterizes managerial issues in the context of cross-culture. First, comparing to Taiwanese employees, Polish staffs are less motivated by long-term career development. We suggest that Taiwanese business operators have to establish rewarding system efficiently and to communicate more effectively by being more specific and concrete. Second, access to capital and getting bank loans have the likelihood of being highly challenging in Poland. Thus, we suggest that Taiwanese business operators should have sufficient funds before making any investment to avoid unnecessary tensions. Lastly, we recommend that Taiwanese business operators cope with other competitors in Poland by focusing on strategic plans toward rare resources critically and resourcefully, so as to maintain competitive advantages.
參考文獻 一、中文部分
1. 于卓民 (2014)，國際企業：環境與管理(四版)，台北：華泰文化。
2. 吳思華 (2000)，策略九說：策略思考的本質(三版)，台北：城邦文化。
3. 洪茂雄 (2010)，波蘭史－譜寫悲壯樂章的民族，台北：三民書局股份有限公司。
4. 陳惠芳 (1998)，「組織正當性、組織學習、與組織同形之關係研究－制度理論整合觀點」，國立台灣大學商學研究所博士論文。
5. 經濟部投資業務處 (2013)，波蘭投資環境簡介，台北：經濟部。

二、英文部分
1. Amit, R. and Paul J. H. Schoemaker (1993), “Strategic Assets and Organizational Rent,” Strategic Management Journal, 14(1), 33-46.
2. Anderson, E. and H. Gatignon (1986) “Mode of Foreign Entry: A Transaction Cost Analysis and Proportions,” Journal of International Business Studies, 17(3), 1-26.
3. Barney, J. B. (1991), “Firm Resources and Sustained Competitive Advantage,” Journal of Management, 17(1), 99-120.
4. Chen, M. (1995), Asian Management Systems: Chinese, Japanese and Korean Styles of Business, NY: Routledge.
5. Contractor, F. J. and S. K. Kunda (1998), “Mode Choice in a World of Alliances: Analyzing Organization Forms in the International Hotels Sector,” Journal of International Business Studies, 29(2), 325-358.
6. Davidson, W. H. (1980), “The Location of Foreign Direct Investment Activity: Country Characteristic and Experience Effect,” Journal of International Business Studies, 11(2), 9-22.
7. DiMaggio, P. J. and W. W. Powell (1983), “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality,” American Sociological Review, 48(2), 147-160.
8. Erramilli, M. K. and C. P. Rao (1990), “Choice of Foreign Market Entry mode by Service firms: Role of Market knowledge,” Management International Review, 30(2), 135-50.
9. Grant, R.M. (1991), ”The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, 33(3), 114-135.
10. Hill, C. W. L., Hwang, P. and W. Kim (1990), “An Eclectic Theory of the Choice of International Entry Mode,” Strategic Management Journal, 11(2), 117-128.
11. Hirschman, A. O. (1970), Exit, Voice and Loyalty, Cambridge, MA: Harvard University Press.
12. Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-Related Values, Thousand Oaks, CA: Sage Publications.
13. Hofstede, G. (1991), Cultures and Organizations: Software of the Mind, NY: McGraw-Hill.
14. Katz, D. and R. L. Kahn (1978), The Social Psychology of Organizations, New York: Wiley.
15. Kogut, B. and H. Singh (1988), “The Effect of National Culture on the Choice of Entry Mode,” Journal of International Business Studies, 19(3), 411-432.
16. Morris, T. and C. M. Pavett (1992), “Management style and productivity in two cultures,” Journal of International Business Studies, 23(1), 169-179.
17. Nath, R. (1988), Comparative Management: A Regional Perspective, New York: Ballinger Publishing Company.
18. North, D. C. (1990), Institutions, Institional Change and Economic Performance, UK: Cambridge University Press.
19. Oliver, C. (1991), Strategic Responses to Institutional Processes, The academy of Management Review, 16(1), 145-179.
20. Penrose, E. T. (1959), Theory of the Growth of the Firm, Oxford: Oxford University Press.
21. Porter, M. E. (1991), “Towards a Dynamic Theory of Strategic,” Strategic Management Journal, 12(Special Issue), 95-117.
22. Redding, S. G. (1994), “Comparative Management theory: Jungle, Zoo or Fossil Bed?,” Organization Studies, 15(3), 323-359.
23. Root, F. R. (1982), Foreign Market Entry Strategies, NY: Amacom.
24. Scott, W. R. (1995), Institutions and Organizations, Thousand Oaks, California: Sage Publications.
25. Shenkar, O. and M. A. Von Glinow (1994), “Paradoxes of Organizational Theory and Research: Using the Case of China to Illustrate National Contingency,” Management Science, 40(1), 561.
26. Terpstra, V. (1987), “The Evolution of International Marketing,” International Marketing Review, 4(2), 47-59.
27. Wernerfelt, B. (1984), “The Resource-based View of the Firm,” Strategic Management Journal, 5(2), 171-180.
28. Woodcock, C. P., Beamish, P. W. and S. Makino (1994), “Ownership-Based Entry Strategies and International Performances,” Journal of International Business Studies, 25(2), 253-273.

三、網站部分
1. 中華民國國際經濟合作協會，網址：http://www.cieca.org.tw/CountryInfoList.aspx
2. 全球台商服務網，網址：http://twbusiness.nat.gov.tw/countryPage.do?country=PL
3. 波蘭國家檔案(2014)，經濟部國際貿易局網站，網址：http://www.trade.gov.tw/World/ListArea.aspx?code=7020&nodeID=977&areaID=2&country=b645rOi6Jit&pw=3
4. 楊瑪利、邱莉燕 (2008)，「前進的動力：借力歐盟 明日之星 波蘭」，遠見雜誌，網頁版，網址：http://www.gvm.com.tw/Boardcontent_14554_2.html
5. The Hofstede Centre，網址：http://www.geert-hofstede.com
描述 碩士
國立政治大學
企業管理研究所
101355022
102
資料來源 http://thesis.lib.nccu.edu.tw/record/#G1013550222
資料類型 thesis
dc.contributor.advisor 于卓民zh_TW
dc.contributor.author (Authors) 江宜臻zh_TW
dc.creator (作者) 江宜臻zh_TW
dc.date (日期) 2013en_US
dc.date.accessioned 29-Jul-2014 16:01:08 (UTC+8)-
dc.date.available 29-Jul-2014 16:01:08 (UTC+8)-
dc.date.issued (上傳時間) 29-Jul-2014 16:01:08 (UTC+8)-
dc.identifier (Other Identifiers) G1013550222en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/67844-
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zh_TW
dc.description (描述) 101355022zh_TW
dc.description (描述) 102zh_TW
dc.description.abstract (摘要) 　　波蘭在這二十幾年的轉變與快速成長，讓它躋身為近年來歐洲受到矚目的新興國家，但在過去鮮少針對台灣至波蘭的企業進行營運上的研究與分析，因此本研究藉由訪問當地台商，以實際案例說明臺商在波蘭營運時所需調整的營運方式、遇到的問題與應對方法，來補足台商在波蘭營運管理上的研究不足，也希望研究結果對於未來進入波蘭的臺商具參考價值。
　　本研究針對公司資源與能力、地主國的環境、國際化的動機、進入波蘭營運的策略與企業的營運模式做分析比較，進而提出結論與建議。
　　研究結果發現臺商在營運管理上需因應波蘭文化，因波蘭員工相較台灣員工不重長遠規劃，因此以立即獎勵激勵員工成效較佳，另外波蘭員工在溝通上需以明確的指示交代任務；資金取得困難為在波蘭營運最大的問題，臺商難以取得波蘭銀行貸款，因此建議欲進入波蘭的台商要有充足的資金，以免進入後常備感資金壓力；最後，企業的資源發展與維持會影響在波蘭市場的競爭力，建議臺商在進入波蘭時對稀有資源能有策略性的規劃，並且持續發展與維持自身資源，以保競爭優勢。		zh_TW
dc.description.abstract (摘要) Poland, through the rapid economic growth in the past 20 years, has become one of the emerging countries which receive the most attention in these years. Nonetheless, few research discussed the pragmatic operations of Taiwan-based firms. This research aims at studying the cases of Taiwanese firms operating in Poland, and illustrating the difficulties and solutions as the reference for firms which intend to invest in Poland.
This research characterizes managerial issues in the context of cross-culture. First, comparing to Taiwanese employees, Polish staffs are less motivated by long-term career development. We suggest that Taiwanese business operators have to establish rewarding system efficiently and to communicate more effectively by being more specific and concrete. Second, access to capital and getting bank loans have the likelihood of being highly challenging in Poland. Thus, we suggest that Taiwanese business operators should have sufficient funds before making any investment to avoid unnecessary tensions. Lastly, we recommend that Taiwanese business operators cope with other competitors in Poland by focusing on strategic plans toward rare resources critically and resourcefully, so as to maintain competitive advantages.		en_US
dc.description.tableofcontents 第壹章　緒論 8
第一節　研究背景與研究動機 8
第二節　研究問題與研究目的 9
第三節　研究範圍與研究流程 10
第四節　章節結構 11
第貳章　文獻探討 13
第一節　國際市場進入模式 13
第二節　資源基礎論 22
第三節　制度理論 27
第四節　比較管理與國家文化理論 30
第参章　研究架構 34
第一節　研究架構 34
第二節　研究方法 35
第肆章　波蘭營運環境之概述 39
第一節　波蘭地理與社會環境簡介 39
第二節　波蘭經濟概況 40
第三節　台灣與波蘭經濟關係 40
第四節　波蘭勞工法令 41
第五節　波蘭產業概況 42
第六節　波蘭未來展望 45
第伍章　個案資料 47
第一節　F公司 47
第二節　V公司 51
第三節　B公司 54
第四節　E公司 58
第陸章　個案分析 62
第一節　企業資源與進入策略 62
第二節　營運模式 67
第三節　個案公司績效評估 73
第柒章　結論與建議 77
第一節　研究結論 77
第二節　研究建議 78
參考文獻 82		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1013550222en_US
dc.subject (關鍵詞) 波蘭台商zh_TW
dc.subject (關鍵詞) 營運管理zh_TW
dc.subject (關鍵詞) 國際企業zh_TW
dc.title (題名) 臺商在波蘭營運管理之研究zh_TW
dc.title (題名) How Taiwanese Firms Operate in Republic of Polanden_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 一、中文部分
1. 于卓民 (2014)，國際企業：環境與管理(四版)，台北：華泰文化。
2. 吳思華 (2000)，策略九說：策略思考的本質(三版)，台北：城邦文化。
3. 洪茂雄 (2010)，波蘭史－譜寫悲壯樂章的民族，台北：三民書局股份有限公司。
4. 陳惠芳 (1998)，「組織正當性、組織學習、與組織同形之關係研究－制度理論整合觀點」，國立台灣大學商學研究所博士論文。
5. 經濟部投資業務處 (2013)，波蘭投資環境簡介，台北：經濟部。

二、英文部分
1. Amit, R. and Paul J. H. Schoemaker (1993), “Strategic Assets and Organizational Rent,” Strategic Management Journal, 14(1), 33-46.
2. Anderson, E. and H. Gatignon (1986) “Mode of Foreign Entry: A Transaction Cost Analysis and Proportions,” Journal of International Business Studies, 17(3), 1-26.
3. Barney, J. B. (1991), “Firm Resources and Sustained Competitive Advantage,” Journal of Management, 17(1), 99-120.
4. Chen, M. (1995), Asian Management Systems: Chinese, Japanese and Korean Styles of Business, NY: Routledge.
5. Contractor, F. J. and S. K. Kunda (1998), “Mode Choice in a World of Alliances: Analyzing Organization Forms in the International Hotels Sector,” Journal of International Business Studies, 29(2), 325-358.
6. Davidson, W. H. (1980), “The Location of Foreign Direct Investment Activity: Country Characteristic and Experience Effect,” Journal of International Business Studies, 11(2), 9-22.
7. DiMaggio, P. J. and W. W. Powell (1983), “The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality,” American Sociological Review, 48(2), 147-160.
8. Erramilli, M. K. and C. P. Rao (1990), “Choice of Foreign Market Entry mode by Service firms: Role of Market knowledge,” Management International Review, 30(2), 135-50.
9. Grant, R.M. (1991), ”The Resource-Based Theory of Competitive Advantage: Implications for Strategy Formulation,” California Management Review, 33(3), 114-135.
10. Hill, C. W. L., Hwang, P. and W. Kim (1990), “An Eclectic Theory of the Choice of International Entry Mode,” Strategic Management Journal, 11(2), 117-128.
11. Hirschman, A. O. (1970), Exit, Voice and Loyalty, Cambridge, MA: Harvard University Press.
12. Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-Related Values, Thousand Oaks, CA: Sage Publications.
13. Hofstede, G. (1991), Cultures and Organizations: Software of the Mind, NY: McGraw-Hill.
14. Katz, D. and R. L. Kahn (1978), The Social Psychology of Organizations, New York: Wiley.
15. Kogut, B. and H. Singh (1988), “The Effect of National Culture on the Choice of Entry Mode,” Journal of International Business Studies, 19(3), 411-432.
16. Morris, T. and C. M. Pavett (1992), “Management style and productivity in two cultures,” Journal of International Business Studies, 23(1), 169-179.
17. Nath, R. (1988), Comparative Management: A Regional Perspective, New York: Ballinger Publishing Company.
18. North, D. C. (1990), Institutions, Institional Change and Economic Performance, UK: Cambridge University Press.
19. Oliver, C. (1991), Strategic Responses to Institutional Processes, The academy of Management Review, 16(1), 145-179.
20. Penrose, E. T. (1959), Theory of the Growth of the Firm, Oxford: Oxford University Press.
21. Porter, M. E. (1991), “Towards a Dynamic Theory of Strategic,” Strategic Management Journal, 12(Special Issue), 95-117.
22. Redding, S. G. (1994), “Comparative Management theory: Jungle, Zoo or Fossil Bed?,” Organization Studies, 15(3), 323-359.
23. Root, F. R. (1982), Foreign Market Entry Strategies, NY: Amacom.
24. Scott, W. R. (1995), Institutions and Organizations, Thousand Oaks, California: Sage Publications.
25. Shenkar, O. and M. A. Von Glinow (1994), “Paradoxes of Organizational Theory and Research: Using the Case of China to Illustrate National Contingency,” Management Science, 40(1), 561.
26. Terpstra, V. (1987), “The Evolution of International Marketing,” International Marketing Review, 4(2), 47-59.
27. Wernerfelt, B. (1984), “The Resource-based View of the Firm,” Strategic Management Journal, 5(2), 171-180.
28. Woodcock, C. P., Beamish, P. W. and S. Makino (1994), “Ownership-Based Entry Strategies and International Performances,” Journal of International Business Studies, 25(2), 253-273.

三、網站部分
1. 中華民國國際經濟合作協會，網址：http://www.cieca.org.tw/CountryInfoList.aspx
2. 全球台商服務網，網址：http://twbusiness.nat.gov.tw/countryPage.do?country=PL
3. 波蘭國家檔案(2014)，經濟部國際貿易局網站，網址：http://www.trade.gov.tw/World/ListArea.aspx?code=7020&nodeID=977&areaID=2&country=b645rOi6Jit&pw=3
4. 楊瑪利、邱莉燕 (2008)，「前進的動力：借力歐盟 明日之星 波蘭」，遠見雜誌，網頁版，網址：http://www.gvm.com.tw/Boardcontent_14554_2.html
5. The Hofstede Centre，網址：http://www.geert-hofstede.com		zh_TW