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家族企業之國際化與海外當地化 = A Study of Family B...

國立高雄大學亞太工商管理學系碩士班

家族企業之國際化與海外當地化 = A Study of Family Businesses’Internationalization and Localization Strategy

紀錄類型:	書目-語言資料,印刷品 : 單行本
並列題名:	A Study of Family Businesses’Internationalization and Localization Strategy
作者:	李文清,
其他團體作者:	國立高雄大學
出版地:	[高雄市]
出版者:	撰者;
出版年:	2015[民104]
面頁冊數:	92面圖，表 : 30公分;
標題:	家族企業
標題:	family business
電子資源:	http://handle.ncl.edu.tw/11296/ndltd/01318868145941359043
附註:	參考書目：面73-78
附註:	104年3月25日公開
摘要註:	本研究探討家族企業國際化與海外當地化。藉由文獻探討及針對五家個案家族企業進行深度訪談，取得第一手真實資料，並利用質性研究方法，將蒐集的資料詳細分析探討，獲得以下結論：一、第一代經營之家族企業，若因國際化企業版圖持續擴大，則成立時間越久，家族成員參與人數越多。二、家族企業進行國際化時，會以當時市場及公司狀況進行評估，無固定進化歷程模式，但出口貿易通常先於海外子公司或海外設廠。三、家族企業國際化動機包括(1) 擴充海外市場以提高利潤，(2) 尋求特定技術、原料或人力，(3) 解決保護關稅或進口限額等。四、家族企業國際人力資源策略，起初多採取母國中心型，策略由母公司決定。後來則依照海外子公司狀況與母公司需求，發展為多元中心型或區域中心型。五、家族企業海外子公司高階主管以母國籍居多，地主國籍員工大多擔任中階幹部和基層員工，他們的薪資報酬和升遷機會比母國籍員工低。六、家族企業海外當地化之影響因素包括三個主要項目：(1) 全球趨勢，(2) 地主國環境，(3) 企業內部環境。綜合以上結論，我們發現了解內外環境和積極彈性的策略應用是家族企業國際化和海外當地化的共同成功要素。本研究最後也提供相關應用性之管理意涵，做為後續實務發展之參考。首先，建立合理的招募聘任、薪資報酬與升遷制度，可以留住當地及國際優秀人才，增加家族企業競爭力。其次，發展多元文化觀點有助勞資關係合諧。最後但同樣重要的是，為求國際經營的永續發展，家族企業應重視環保與公益等社會責任。 This study aims to explore family businesses’ internationalization and localization strategy. By carefully reviewing relevant literature and profoundly interviewing five family business owners, the researcher collected numerous meaningful data. Then all data collected were comprehensively analyzed in qualitative research approach. This study thus develops the following propositions:1. When founder-held family businesses go internationalized, it is apparent that the longer the business exists, the more family members join in.2. During internationalization, family businesses will adjust their own ways according to market situation and business need instead of abiding by any developing process mode. However, foreign trade is often prior to overseas subsidiary establishment.3. The motives of driving family businesses internationalized include (1) seeking bigger market abroad to gain more profit, (2) pursuing better technique, material or human resource, (3) solving protective tariff and import quotas problem.4. Family businesses mostly adopt ethnocentric approach to human resource management at the beginning stage of internationalization. Then they gradually turn to polycentric or regiocentric approach to meet the requirement of Mother Company and the subsidiary. 5. High-ranking executives in family businesses’ overseas subsidiaries are mostly from home country while middle managers and operating workers are usually local staff with lower wages and fewer promotion opportunities.6. When considering localization, family businesses think about three major factors: (1) global trend, (2) local environment, and (3) company’s own interior situation. We could sum up from the above propositions that awareness of outer- inner situation and elastic positive strategies are common contributing factors to the success of family businesses’ internationalization and localization. In addition, the research also yields useful implications about management. First, fair systems for recruitment, salary and promotion help attract great talents and increase family business competitiveness. Second, multiculturalism promotes harmonious labor-management relations during internationalization. Last but not the least, with sustainable development as long-term goal, family businesses should pay attention to environmental protection and public welfare especially when going localized.

家族企業之國際化與海外當地化 = A Study of Family Businesses’Internationalization and Localization Strategy
李, 文清

家族企業之國際化與海外當地化 = A Study of Family Businesses’Internationalization and Localization Strategy / 李文清撰 - [高雄市] : 撰者, 2015[民104]. - 92面 ; 圖，表 ; 30公分.
參考書目：面73-78104年3月25日公開.
家族企業family business

家族企業之國際化與海外當地化 = A Study of Family Businesses’Internationalization and Localization Strategy
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