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|Other Titles: ||日本跨國企業在台灣、中國之國際經營及領導力|
The management and leadership of Japanese multinational corporations in Taiwan and China
|Authors: ||王麗華;Wang, Li-hwa|
|Keywords: ||市場的不完全性;資訊性經營資源;機會主義;整套設備出口方式;人才當地化;Market Incompletion;Informational Management Resources;The Principle of Opportunity;Turnkey Exporting;Localized Employment;市場の不完全性;情報的経営資源;機会主義;ターン・キー方式;ヒトの現地化|
|Issue Date: ||2010-01-10 23:54:14 (UTC+8)|
|Abstract: || 日本企業對台灣投資開始於1952年，迄今共有3次盛期；對中國投資開始於1980年代後半，至今同樣有3次高峰。詳細研究比較日本企業對台灣和中國投資内容，日本企業対中國投資高峰時期，対台灣投資就縮減，反之亦然。在中國經濟地位日益高漲之現況下，台灣企業要在全球經濟下確保一席之地，自當不可忽視日本企業在中國之動向。協同日本企業與台灣企業雙方的優勢，在得以發揮雙方互補之生産與經營体制下，建構出日本、台灣、中國三邊共贏架構，將可使日本企業在經營策略上，有更多的選擇，亦可使台灣企業在激烈的國際競爭下，贏得更多的勝利。|
Japanese corporations began to invest in Taiwan in 1952, since that time there have been three significant peaks in their investment. Japanese corporations, starting in the late 1980s, began to invest in China, and since that time there also have been three peak periods. Based on the data analysis of Japanese investment, the Japanese investment in these two countries has fluctuated; when investment peaked in Taiwan it decreased in China, and vice versa. Since the economic power of China is presently increasing, it is important for Taiwan to keep their status in the global economy by understanding how the Japanese are investing in China. This study suggests that combining the strengths of Japanese and Taiwanese corporations and creating a system of productivity and management to exploit these strengths can build a mutually beneficial model for Japan, Taiwan, and China. This framework can help Japanese corporations develop more selections in their management strategies and can strengthen the Taiwanese presence in the global economy.
There are eight chapters in this thesis. Chapter one, Introduction, explains the research motivation, background, method, and sampling. Chapter two: The International Management of Japanese Multinational Corporations. This chapter defines the multinational corporation and its developmental stages. It reviews the organizational structure of the multinational corporation and the procedure of Japanese multinational corporations’ overseas investment, and examines the exporting of Japanese management style and the characteristics of the international management of Japanese multinational corporations. Also, the key concepts and theories of this thesis would be discussed. Chapter three, International Management of Japanese Multinational Corporations in Taiwan, investigates the management strategies and future development of Japanese corporations in Taiwan. Characteristics of Taiwanese corporations and Taiwanese management leaders are reviewed, and they are compared to Japanese management in Taiwanese corporations with an “intercultural management comparison” framework. Chapter four: The International Management of Japanese Multinational Corporations in China. This chapter analyzes the investment and management strategies of Japanese multinational corporations in China and discusses real cases, and reviews the current economy in China and its developmental potential. It also demonstrates how this Japanese management and Chinese economic growth are codependent. Chapter five, Japanese and Taiwanese cooperation in the Chinese Market, compares the strengths and weaknesses of the management styles within Japanese and Taiwanese multinational corporations in China. It reviews the strengths of Japanese and Taiwanese cooperation and suggests that the greatest success in the Chinese market can be achieved by combining the strengths of the Japanese and Taiwanese corporations. Chapter six: The leadership of the International Management Leaders and Chief Executive Officers (CEOs) in Multinational Corporations. This chapter discusses the essential leadership qualities of international management leaders and CEOs, and training of future international management leaders. It analyzes the leadership of these managers from a management strategy perspective. Chapter seven, Case Studies, examines two corporations: Nissan, a prototypical Japanese multinational corporation, and Kinik, a Taiwanese multinational corporation that has kept the management style from past Japanese colonial times. Interviews with CEOs were also conducted to examine the leadership of CEOs and international management styles in multinational corporations. These case studies aim to extract the essence of how these management leaders become international business managers. Chapter eight: Summary. This chapter summarizes the highlights of each chapter and makes suggestions for future directions.
In conclusion, by conducting this study, the author hopes this thesis would become a reference for Japanese, Taiwanese and Chinese international business management leaders.
|Appears in Collections:||[日本研究所] 學位論文|
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