The Impacts of Ownership Structures and CEO Incentives on the Internationalization Process：Case Studies of Taiwan Heavy Electrical Equipment Industry.
|Keywords:||個案研究法;國際化;擴張;重電業;家族企業;代理理論;核心能力;case-study method;internationalization;expansion;heavy electrical equipment industry;the family business;agency theory;core competence||Issue Date:||2009||Abstract:||
重電產業由於有高投資金額、高專業技術、特殊市場等進入障礙而呈現寡佔市場的情況；另外，重電產業為一內需型產業，以內銷市場為主，產品外銷比率一向不高，受到國內景氣的影響較明顯；重電業每年之生產量與銷售量大至相同，主要係依訂單生產所致。但實際上因國內的重電生產廠商數量過多，使得每家廠商所能分到的訂單量都很小。電公司為重電產品重要之需求單位，也是目前國內重電產品最主要使用客戶。但台電公司因屬國營事業，電力設備採購發包多採價格標，重電業者為維持公司業績，多不自覺陷入低價搶標。近年來工業用電不增反降，致使台電放慢電力建設腳步，在國內的內需市場不足以滿足各重電業者的成長需求之下，轉型為國際化的企業將是重電業者的重點。台灣重電產業面臨國際化的壓力，公司的領導人及董事會需具有正確的國際化觀念，以確切地掌握公司國際化方式。但由於重電業投資龐大、效益回收慢的特性，國內重電業者對海外的投資多較保守。外，台灣重電業由於技術的需要以及市場規模的限制，因此必須長期與國外的重電業者合作，形成技術國際化的必然性。而台灣重電業經營者的結構，除了台灣傳統的「家族企業」外，也有完全由「專業經理人管理」的公司，在面對長期環境的變遷下，經營者結構有向「專業經理人管理」移動的可能。個案研究採用Stanford University，Kathleen M. Eisenhardt，「Building Theories from Case Study Research」的研究方法，將藉由研究國內幾家已有國際化歷程的重電公司之經驗，以探索台灣重電廠商是否適合國際化、應如何國際化以及國際化歷程的規則性。本個案研究經過九個研究步驟，最後探索得到三項假說如下：說一：重電業的「品質及技術」與「擴張風險」成反比，因此重電業必須以「可確保的品質」及「已成熟的技術」作為其國際化之核心能力。說二：對重電業而言，「獲取市場知識」能顯著降低重電業國際化投資風險，並造成較積極的經營策略。說三：台灣重電業的擴張的速度與管理結構有關，「專業經理人」較「家族企業」相對積極，擴張的韻律並不穩定，而擴張的路徑為技術合作、技術整合及主動發展三步驟。
Because of the entry barriers by huge initial investment, high pro-technology and special sale market, the heavy electrical equipment industry formed an oligopoly in Taiwan. In addition, since the HEE industry as a domestic-oriented industry, mainly in the domestic market, the export ratio of products has always been low, the impact of the domestic economy is more pronounced. HEE industry with an annual production capacity of up to the same sales, is mainly due to production according to orders. However, the quantities of domestic HEE manufacturers are over, which companies can share each of the orders are small.PC is the most important customer of heavy power products. However, TPC is a state-owned enterprise; power equipment purchase always contracts the lowest bidding price. In the meantime, manufacturers in order to maintain the performance of the company, most of them unconsciously get into low-price bidding. In recent years, rather than increasing the industrial use of electricity down, resulting in TPC slowdown the footsteps of power construction. By the demand in the domestic market can not meet the re-growth of HEE manufacturers, the transformation into an international enterprise will be heavily critical. Taiwan''s power industry is facing heavy international pressure, the company''s leaders and the board of directors should have the correct concept of internationalization in order to grasp the exact way for the company’s internationalization. However, due to the characteristics of the huge investment and the slow recovery, most of domestic manufacturers are conservative to overseas investment.esides, due to the needs of technical promotion and restrictions of market size, Taiwan HEE manufacturers must depend on foreign long-term cooperation, which formed the inevitability of technological internationalization. The industrial structure of the HEE industry, in addition to the traditional "Taiwan family business", there are also entirely by the "professional agency management". By facing long-term changes in the external environment, the structure of the leadership to the "professional agency management" may be moving.he research method of this case study by the Stanford University, Kathleen M. Eisenhardt, "Building Theories from Case Study Research" will explore the suitability and the rules of the internationalization of enterprises from the experience of several international HEE companies. After nine steps of the case study research, we get three hypotheses are as follows,irst hypothesis: Since "the level of quality and technology" and "the risk of expansion" is inversely proportional, "Quality Maintenance" and "Mature Technology" must be as the core competences in the internationalization of heavy electrical equipment industry.econd hypothesis: For Taiwan HEE industry, "To grasp the market knowledge" can obviously reduce the risk of international investment, and would result in a more positive business strategy.hird hypothesis: The speed of expansion of Taiwan HEE industry is concerned with management structure. "Agency management" is relatively positive than "Family business". The rhythm of expansion is unsteady. And the path of expansion is similarly three-steps, technical cooperation, technology integration and the development of initiative.
|Appears in Collections:||土木工程學系|
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