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    题名: 中國大陸珠三角地區不同世代臺商跨界流動經驗之比較
    其它题名: Transnational mobility and generational changed: Taiwanese businessmen in the Pearl river delta area
    作者: 魏明如;Wei, Ming-ju
    贡献者: 淡江大學未來學研究所碩士班
    鄧建邦;Deng, Jian-bang
    关键词: 世代;台商;家族企業;跨國移民;流動;Generation;Taiwanese Businessmen;family firm;Transnational Migration;mobility
    日期: 2010
    上传时间: 2010-09-23 15:22:45 (UTC+8)
    摘要:  1980年代,面臨台灣經濟結構轉型,開始集體遷移到中國大陸珠三角地區發展的台資傳統製造業台商在經過20-30年的經營,一方面再次遭遇環境變遷的結構性因素,另一方面也面臨年華老去、世代交替的問題。因此,對他們來說,企業的世代繼替及創新轉型是當前最急迫性的問題。

    本研究將台商視為一群「全球化」下的跨界行動者,來理解第二代台商的流動經驗,並比較他們與第一代台商的差異。希望從理解不同世代台商跨界流動後所帶來的一連串公私領域的變動,找出第二代台商流動經驗的特殊性,及其對台資傳統製造業的未來影響。研究問題主要為:引發不同世代台商跨界流動的抉擇為何?不同世代跨界流動的體驗有何差異?

    研究結果指出:第一,台商第一代的遷移主要是因為歷經產業結構的轉變、產業鏈的跨界轉移,為的是自身企業及個人的創業可以持續發展。但是,第二代台商的跨界,為的是接班傳承家族事業的需求,希望幫助家族事業進行轉型及永續經營。第二,在跨界生活經驗上,台商第二代與第一代相似,遷徙後的私人網絡也習慣與有相似背景、熟悉彼此文化的台灣年輕世代組成密切的關係網絡。「台青會」就是他們建立新生活連結更有效率的方式。工作經驗則呈現較大的差異,第一代通常將企業視為個人生命的延續,他們的經營才能都是在創業中形成的。第二代在工作態度及管理風格上,更強調專業化、系統化的經營。第三,台商第二代在珠三角地區傳統製造家族的接班現象,廣為分佈在傳統產業的各個行業別中,呈現為一個世代的現象。而台青會就是凝聚這些二代,建立彼此的歸屬感及更多樣化的聯繫的重要社群。以台青會為主所延伸的族群網絡,對台商二代的企業經營扮演了關鍵性的角色。
    Taiwan’s traditional manufacturing industry enterprises started to massively move to China’s Pearl River Delta, when Taiwan’s economical structure began to change in the 1980s. However, after 20 to 30 years of development, these traditional manufacturing industry enterprises are now facing the problem of transformation again, particularly due to economic structure changes in Southern China and the aging of the first generation of Taiwanese businessmen.
    This study deals with the issue of migration experiences between different generations of Taiwanese businessmen in China’s Pearl River Delta. It aims at finding the differences of migration experiences between the first-generation and the second-generation businessmen, and trying to find out the explanations of these changes.
    Results show, first, the first generation businessmen make transnational moves because of the structural change in the traditional industries in Taiwan. The migration of first-generation Taiwanese business people to China are made, therefore, only to meet the needs of the enterprise and the continuing development of their companies. However the transnational moves of the second generation businessmen are made to meet the needs of succession, in the hopes to reach a sustainable operation of family firms. Second, the migration experiences of first- and second-generation Taiwanese businessmen are very similar. Both their social networks and daily habits are close to other migrant Taiwanese, and show great differences to that of local Chinese. Third, the succession of Taiwanese manufacturing firms happens to diverse industries in the Pearl River Delta and the second-generation Taiwanese businessmen are strong connected through the Youth Taiwan Merchant Association. This ethnic network plays a pivotal role in the operation of the enterprises of the second generation businessmen in the Pearl River Delta area.
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