多國公司執行區域策略對子公司的影響：貢獻型子公司組織角色的改變

The Impact of MNC Regional Strategies on Subsidiaries: Changes in the Role of Contributing Subsidiaries

本研究採用個案研究法，探討當多國公司執行區域策略時，貢獻型子公司在何種情況下會被加重角色，以及會用何種方式加重角色。本研究發現，當該產業的關鍵成功因素之一是與外部網絡的鑲嵌程度有關時、當貢獻型子公司的地主國的消費者愈具領先指標意義時，以及當母公司愈不了解黑洞型子公司的地主國市場時(同時該貢獻型子公司所在之地主國其性質與前者相似)，多國公司愈傾向運用貢獻型子公司的能力到整個市場。此外，多國公司可運用三種組織設計的概念來運用貢獻型子公司的角色，即虛擬型卓越中心、魅力型卓越中心及焦點型卓越中心。角色重要性上升的貢獻型子公司，其整合的知識內容與整合的價值活動範疇將增加，所相對應的價值活動的自主權會增加；反之，則會減少。 Using a case study approach, this paper explores how regional strategy adopted by MNCs influences the role of contributing subsidiaries. A contributing subsidiary will be more important for a MNC in the following situations: when a key success factor of the industry is network embeddedness; when sophisticated consumers in the host market are opinion leaders within the region; and when a parent does not have enough knowledge about the host country of a black hole while the nature of the market served by the contributing subsidiary is similar to that host market. A MNC can adopt three kinds of organizational design to explore the ability of contributing subsidiaries, namely, virtual, charismatic and focused centers of excellences. The more important of a contributing subsidiary, the more the knowledge it integrates, and the more the functional activities it is in charge. Subsidiary autonomy increases with the increase of subsidiary importance, too.