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題名 傳統紡織業國際擴張策略： 以探討業務據點之研究
The Management of International Expansion Strategy for Sales and Marketing Sites in the Textile Industry作者 陳怡君
Chen, Yi Chun貢獻者 黃國峯
陳怡君
Chen, Yi Chun關鍵詞 紡織產業
OLI折衷理論
海外業務據點
網絡關係
textile industry
eclectic paradigm
international sales and marketing sites
network日期 2015 上傳時間 3-八月-2015 13:13:37 (UTC+8) 摘要 過去紡織產業為台灣的主力產業，由於本國廠商掌握純熟的製造技術與低廉的勞力成本，促使產品達到高品質、低成本之優勢。然而，產業環境逐漸全球化，導致台灣廠商面臨中國大陸及東南亞地區勞力成本低之威脅，而喪失成本優勢，因而促使些許廠商採取海外設立製造據點策略，以因應客戶低成本的需求。但此海外擴張策略需要組織投入大量資金於建置廠房，除了提高組織之營運風險外，此策略並無法有效維持及強化自身與客戶的長遠關係，此外，台灣紡織廠商應運用研發技術之優勢，提供差異化產品以創造更高利潤。而當紡織廠商欲達到此目標且藉此拓展海外潛在客戶合作關係時，唯有利用海外業務據點之成立，才能降低營運風險，且貼近客戶端以了解需求，並提升雙方合作關係之緊密度。 本研究將採取質化個案研究方法，深度訪談台灣紡織產業內的標竿企業─A公司，且輔以蒐集隸屬於同集團下─B公司之次級資料，並加以運用Dunning(1980)之折衷理論，探討個案公司如何運用自擁優勢、區位優勢及內部化優勢，及組織與內外部重要利害關係人之網絡關係，以提高組織設立海外業務據點之成功機會，此外，本研究也蒐集大量之次級資料，分析組織分別設立海外業務據點及製造據點所需具備OLI理論各層面優勢之差異性。 研究結論顯示，於OLI架構下，文化距離差異度愈低之自擁優勢、廠商專屬程度愈高之資產；產業聚合密度較高與人力專屬性較高之區位優勢；母公司掌控程度越高之內部化優勢皆正向影響組織設立海外業務據點；而於內外部網絡關係層面，廠商與相關企業間業務人員銷售能力共用程度高之網絡關係、廠商間相互依存度高之外部網絡關係及地主國政府所提供的資源豐富性越高之外部網絡關係，皆能對於廠商設立海外業務據點形成助益。
In the past, the textile industry was prosperous in Taiwan because of professional techniques and low labor costs. However, these advantages disappear gradually because of the economic growth of developing countries such as China and Vietnam. Therefore, the managers in textile enterprises in Taiwan have to develop some strategies to overcome the challenges. Most of these companies strengthen their R&D skills to make differentiated products and then gain more profits. At the same time, they will reduce the operational risk and build the strong customer relationships by establishing the overseas sale and marketing sites. The study uses qualitative research method to interview the vice president and the assistant manager in the case company. Furthermore, the research applies the “Eclectic Paradigm”, which was published by Dunning in 1980, to discuss how the case company used the ownership advantages, location advantages, internalization advantages and the network relationships to increase the possibility of expanding the business overseas by establishing the sites. Moreover, the research also compares the differences between the production sites and sales and marketing sites. To sum up, there are some findings in the research. When the ownership advantages with low cultural difference and high specific assets, the location advantages with high cluster density of the industry and high specific labor assets, the internalization advantages with high control by the headquarter will encourage the company to set the sales and marketing sites overseas. 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國立政治大學
企業管理研究所
102363025資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102363025 資料類型 thesis dc.contributor.advisor 黃國峯 zh_TW dc.contributor.author (作者) 陳怡君 zh_TW dc.contributor.author (作者) Chen, Yi Chun en_US dc.creator (作者) 陳怡君 zh_TW dc.creator (作者) Chen, Yi Chun en_US dc.date (日期) 2015 en_US dc.date.accessioned 3-八月-2015 13:13:37 (UTC+8) - dc.date.available 3-八月-2015 13:13:37 (UTC+8) - dc.date.issued (上傳時間) 3-八月-2015 13:13:37 (UTC+8) - dc.identifier (其他 識別碼) G0102363025 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/77129 - 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) 102363025 zh_TW dc.description.abstract (摘要) 過去紡織產業為台灣的主力產業，由於本國廠商掌握純熟的製造技術與低廉的勞力成本，促使產品達到高品質、低成本之優勢。然而，產業環境逐漸全球化，導致台灣廠商面臨中國大陸及東南亞地區勞力成本低之威脅，而喪失成本優勢，因而促使些許廠商採取海外設立製造據點策略，以因應客戶低成本的需求。但此海外擴張策略需要組織投入大量資金於建置廠房，除了提高組織之營運風險外，此策略並無法有效維持及強化自身與客戶的長遠關係，此外，台灣紡織廠商應運用研發技術之優勢，提供差異化產品以創造更高利潤。而當紡織廠商欲達到此目標且藉此拓展海外潛在客戶合作關係時，唯有利用海外業務據點之成立，才能降低營運風險，且貼近客戶端以了解需求，並提升雙方合作關係之緊密度。 本研究將採取質化個案研究方法，深度訪談台灣紡織產業內的標竿企業─A公司，且輔以蒐集隸屬於同集團下─B公司之次級資料，並加以運用Dunning(1980)之折衷理論，探討個案公司如何運用自擁優勢、區位優勢及內部化優勢，及組織與內外部重要利害關係人之網絡關係，以提高組織設立海外業務據點之成功機會，此外，本研究也蒐集大量之次級資料，分析組織分別設立海外業務據點及製造據點所需具備OLI理論各層面優勢之差異性。 研究結論顯示，於OLI架構下，文化距離差異度愈低之自擁優勢、廠商專屬程度愈高之資產；產業聚合密度較高與人力專屬性較高之區位優勢；母公司掌控程度越高之內部化優勢皆正向影響組織設立海外業務據點；而於內外部網絡關係層面，廠商與相關企業間業務人員銷售能力共用程度高之網絡關係、廠商間相互依存度高之外部網絡關係及地主國政府所提供的資源豐富性越高之外部網絡關係，皆能對於廠商設立海外業務據點形成助益。 zh_TW dc.description.abstract (摘要) In the past, the textile industry was prosperous in Taiwan because of professional techniques and low labor costs. However, these advantages disappear gradually because of the economic growth of developing countries such as China and Vietnam. Therefore, the managers in textile enterprises in Taiwan have to develop some strategies to overcome the challenges. Most of these companies strengthen their R&D skills to make differentiated products and then gain more profits. At the same time, they will reduce the operational risk and build the strong customer relationships by establishing the overseas sale and marketing sites. The study uses qualitative research method to interview the vice president and the assistant manager in the case company. Furthermore, the research applies the “Eclectic Paradigm”, which was published by Dunning in 1980, to discuss how the case company used the ownership advantages, location advantages, internalization advantages and the network relationships to increase the possibility of expanding the business overseas by establishing the sites. Moreover, the research also compares the differences between the production sites and sales and marketing sites. To sum up, there are some findings in the research. When the ownership advantages with low cultural difference and high specific assets, the location advantages with high cluster density of the industry and high specific labor assets, the internalization advantages with high control by the headquarter will encourage the company to set the sales and marketing sites overseas. On the other hand, the internal social networks about the sale resources between the organization and affiliated companies, the external social networks with high dependency from the customers and the supporting from the host government will encourage the company to implement the global expansion strategy. en_US dc.description.tableofcontents 第一章 緒論 1 第一節、研究背景與動機 1 第二節、研究問題 2 第三節、研究範圍與對象 5第二章、文獻探討 6 第一節、國際進入策略理論 6 第二節、全球擴張策略 16 第三節、資源基礎理論、動態能力 18 第四節、內外部網絡關係 21 第五節、研究架構 22第三章、研究方法 24 第一節、質化研究與量化研究 24 第二節、個案研究法 26 第三節、研究程序 27 第四節、研究流程 29第四章、產業分析與個案公司簡介 31 第一節、國內(外)紡織產業環境分析 31 第二節、個案公司簡介 37第五章、個案分析 42 第一節、A公司於海外設立業務據點之背後動機 42 第二節、A公司於海外設立業務據點之進入市場選擇標準 45 第三節、A公司於海外設立業務據點所運用之相關優勢 47第六章、結論與建議 74 第一節、研究結論 74 第二節、研究貢獻 83 第三節、研究限制與未來研究建議 84參考文獻 86中文部分 86英文部分 88參考網址 94附檔─訪談大綱 95 zh_TW dc.format.extent 1499704 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102363025 en_US dc.subject (關鍵詞) 紡織產業 zh_TW dc.subject (關鍵詞) OLI折衷理論 zh_TW dc.subject (關鍵詞) 海外業務據點 zh_TW dc.subject (關鍵詞) 網絡關係 zh_TW dc.subject (關鍵詞) textile industry en_US dc.subject (關鍵詞) eclectic paradigm en_US dc.subject (關鍵詞) international sales and marketing sites en_US dc.subject (關鍵詞) network en_US dc.title (題名) 傳統紡織業國際擴張策略： 以探討業務據點之研究 zh_TW dc.title (題名) The Management of International Expansion Strategy for Sales and Marketing Sites in the Textile Industry en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 中文部分1.于卓民，2013，國際企業：環境與管理第四版，台北：華泰文化事業股份有限公司出版。2.于盈盈，2004，台灣廠商國際化過程與組織資源能力形成之研究－以宏碁與台積電為例，國立政治大學企業管理研究所碩士論文。3.王冠斐、邊泰明，2010，企業在地再投資區位選擇之研究，建築與規劃學報，第11卷第3期，頁193-220。4.司徒達賢，2011，策略管理新論觀念架構與分析方法(再版)，台北：智勝文化事業有限公司出版。5.李文煉，2010，台灣製造業對外直接投資進入模式之決定因素，國立政治大學行政管理碩士學程碩士論文。6.李欣，2012，台灣製造業倖存者的投資之道：與時代一起改變，2012年6月20日，取自華夏經緯網線上全文網頁：http://big5.huaxia.com/tslj/flsj/zz/2012/06/2895982_2.html7.李致賢，2009，零售業跨國經營策略-以台商零售業在中國市場為例，國立高雄第一科技大學行銷與流通管理所碩士論文。8.邱建綸，2012，台灣紡織業赴海外投資之研究－以南緯公司為例，國立台北大學國際財務金融碩士在職專班碩士論文。9.邱泰融，2012，紡織業垂直整合佈局之研究，國立中正大學企業管理研究所碩士論文。10.巫立宇，2006，資源、社會資本、路徑相依與動態能力之研究，管理評論，第25卷第1期，頁212-140。11.吳正宜，2001，臺灣軟體公司國際化成功因素探討，國立交通大學高階主管管理學程碩士論文。12.吳思華，1996，策略九說，台北：臉譜出版社股份有限公司出版。13.宗培倫，2008，探討多國籍企業資源與決策對其子公司績效之影響─以台灣外商銀行為例，國立中山大學企業管理學系碩士論文。14.洪龍珠，2005，對外直接投資(FDI)意願之研究─以臺灣紡織業投資孟加拉為例，交通大學管理學院高階主管管理碩士學程碩士論文。15.陳向明，2002，社會科學質的研究，台北：五南圖書出版股份有限公司出版。16.陳志成，2009，新創企業型態與區位選擇：台灣電子產業之實證，創業管理研究，第4卷第3期，頁103-125。17.陳書平、楊國彬，2007，台灣集團企業海外直接投資進入模式之研究：組織學習觀點，臺大管理論叢，第18卷第1期，頁151-182。18.馬紹綸，2011，中小型服務業國際化模式之建構，國立臺北大學企業管理學系碩士論文。19.許士軍，1996，定性研究在管理學上的重要，中原學報，第24卷第2期，頁1-3。20.梁文貴，1999，產品多角化、國際擴張與廠商績效之關係--台灣資訊電子業之實證，國立臺灣大學商學研究所碩士論文。21.張心馨、王怡臻，2008，多國籍企業海外行銷通路、網絡關係及電子化程度對通路績效之實證研究，資訊管理學報，第15卷第2期，頁47-83。22.張笠雲，1999，網絡台灣:台灣的人情關係與經濟理性，台北：遠流出版社。23.黃俊英、陳世穎，2003，市場基礎資產之角色：資源基礎理論觀點，運籌研究集刊，第3期，頁43-60。24.游適維，1999，資訊軟體業國際市場進入策略之研究，國立交通大學經營管理研究所碩士論文。25.廖婉孜，2003，影響台商赴大陸投資額與投資區位因素之實證研究，國立成功大學企業管理學系碩博士班碩士論文。26.楊豐華，2000，多國籍企業特性與企業國際競爭力關係之研究--以中日資訊硬體產業為例，中國文化大學國際企業管理研究所碩士論文。27.經濟部投資業務處，2008，台灣紡織產業產業分析及投資機會，台北。28.劉清、鄭勝利，2009，國際代工生產方式下OLI範式變化研究，福建師範大學學報(哲學社會科學版)，第4期，頁15-20。29.劉裕昌，2007，台灣產物保險業國際市場經營策略之研究，國立政治大學行政管理碩士學程碩士論文。30.蕭仲成，2004，從外部網絡與母子公司間之互動觀點探討多國籍企業海外子公司之經營績效，銘傳大學國際企業學系碩士論文。31.謝孟芬、張邦茹、王俊如，2007，台灣銀行業海外市場進入模式之選擇，2007 健康與管理學術研討會，元培科技大學，新竹。英文部分1.Amit, R. & Schoemaker, P. 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