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E90072
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日本企業對台之投資與撤退策略:從無形資源理論探討在台日系企業之變革可能性
The Investment and Disinvestment Strategies of Japanese MNEs in Taiwan: A study of the Transformation of Japanese Subsidiaries from Invisible Resources Theory
1.張秋菊
1.Chiu-chu Chang
1.國立屏東商業技術學院企業管理系
1.Department of Business Administration, National Pingtung Institute of Commerce
001,002,003,004
1.國立屏東商業技術學院企業管理系
1.Department of Business Administration, National Pingtung Institute of Commerce
002
1.行政院國家科學委員會
1.National Science Council
A.14 計畫執行期間(起):2001-08-01
A.14 計畫執行期間(訖):2002-07-31
A.16 收到日期:2002-11-05
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91年7月以週刊東洋經濟臨時增刊『海外進出企業總覽2001年版』所記載之對台投資日本母公司649家以及其在台子公司790家為對象

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日本:87 台灣:52


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003
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C.2 聯絡日期:2002-11-07
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1.國立屏東商業技術學院企業管理系
1.Department of Business Administration, National Pingtung Institute of Commerce
1
C.7 資料公開日期:2005-08-01
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008
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1.台灣日系企業
2.海外投資
3.無形資源
1.Foreign Direct Inestment
2.Invisible Resources
3.Japanese Subsidiaries in Taiwan
伊 丹(2000)根據統計資料指出日本產業的成長呈現三個明顯的波動:第一波(1955-74年)為高度成長期,主要由鋼鐵、化工、機械、電器(特別是重電 及家電)等企業在日本國內市場創造。第二波(1975-93年)為安定成長期,主要由汽車及其零組件、資訊電子等企業在海外市場(特別是歐美市場)創造。 第三波(1994年-現在)為支援及整合產業成長期,主要由高性能高精度零組件及原材料、資訊通信、資訊軟體等企業,藉由企業內部據點間以及與海外當地企 業進行國際分工之型態,在海外市場(特別是東亞區域)積極展開中。劉仁傑(1998)觀察日本企業對台投資的歷程,指出90年代以後來台投資的日系企業不 同以往,大都集中於半導體等高科技產業,正積極活用台灣今日的製造優勢進行另一種不同層級的事業變革。綜合上述資料清楚得知,在台日系企業從第一波起即參 與著日本產業的成長,在日本企業國際化歷程以及台灣現代經濟發展歷程中扮演著重要的角色。日本企業向來以長期視野培育無形資源著稱,無形資源是企業競爭優 勢所在,投資初期即開始累積的無形資源的質與量,深刻影響日後在台日系企業面對投資環境變遷時推動事業變革之成功與否,因此觀察在台日系企業定位之動態發 展、從母公司投資策略中對無形資源的累積,探討在台日系企業存續經營之關鍵因素,是本研究的主要課題。

According to statistics, Itami(2000) points out the growth of Japanese industry shows 3 evident fluctuate. The first one (1955~1974) we call “high growth period”. It composes with steel、 chemicals、 machinery、 electric appliances businesses that are in Japanese domestic market. The second one (1975~1993) we call “stable growth period”. The major parts are vehicle equipment、 electronics that are produced by overseas market, especial in European and US market. The last one we call “growth period of support and integration industries”. It included high power and strict components and material、data communication、software businesses. Those businesses use the style of their subsidiaries and overseas companies proceeding international specialization and aggressively develop in the overseas markets. Liu(1988) designates the differences between before and after 90s’ after his observation about the history of Japanese investment in Taiwan. Now they are concentrated on semi-conductor such high-technology business. They are more progressive using the manufacture’s advantage of Taiwan and preceding another different layer business revolution. Japanese companies are always known as their long-term view to raise invisible resources which is the point of competitive advantages. Early investment started accumulating the quality and quantity of invisible resource and deeply infected the effect about Japanese subsidiaries in Taiwan pushing the transformation when they face the environment change. Therefore, observing the dynamic evolution of position of Japanese subsidiaries in Taiwan, and explore the successful key factors of their transformation from their parents companies’ investment strategy in invisible resource, is the major task of this research.

D.16 完成檢誤日期:2004-07-09
D.17 預定釋出日期:2005-08-01
D.18 初次釋出日期:2005-08-01
D.19_1 最新版釋出日期:2005-08-01
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10.6141/TW-SRDA-E90072-1
https://efenci.srda.sinica.edu.tw/webview/index.jsp?object=https://efenci.srda.sinica.edu.tw:80/obj/fStudy/E90072
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