An Empirical Study of relationship of the Perceived Environments, Competitive Strategy, Technology Transfer Level and Performance of Taiwanese Firms in Mainland China.

• Main Authors: Chih-Wei Taung, 唐志維
• Other Authors: Yie-Fang Kao
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/18723271886773416526

碩士 === 輔仁大學 === 管理學研究所 === 90 === Internationalization might not be a new topic for business; however, it becomes an important issue for native business of Taiwan. Recently, the Taiwan Government is arguing about the policy of permitting native corporations to run their business in Mainland China. Consequently, these firms start to develop the strategies of related investments. Before a proper competitive strategy, which enables a business to extend its competitive advantages to another environment, is developed, many questions are required to answer. For example, how to re-locate a business’s functions for maximizing its profitability? Another example is which level of technological transfer is the best situation? To answer these questions, a questionnaire is developed to investigate the relationships between each possible pair of perceived environments, competitive strategies, technology transfer levels, and business performance. The object of this study was the manufacturing industries invested in Mainland China. In totality, the study mailed 700 questionnaires, 85 questionnaires returned and of which 80 were valid, and the response rate was11.42%. After the cluster analysis, we divided the competitive strategies of Taiwanese firms into 3 groups, respectively named them「Cautious-Prospector」,「Cautious-Defender」and「Bold-Investor」. By using ANOVA and Regression analysis, the results are as follows: (1) The results of this study reveal that when the Enterpriser perceived the political environment was uncertainty, he preferred the cautious strategy; perceived the industrial environment was uncertainty; he preferred to choose the cautious-prospector strategy. (2) When the Enterpriser perceived the industrial environment was uncertainty, he preferred to transfer higher level on ability of R&D and manufacturing; perceived the political environment was uncertainty, he preferred to have higher transfer level on ability of management. (3) With the China market, Cautious-Prospectors had higher transfer level on R&D and manufacturing ability than others. (4) With the China market, Cautious-Prospectors lead to better financal performance and ability than others. (5) With the China market, firms had higher transfer level of marketing and service ability lead to better satisfaction of consumer, market share, ability of grasping consumer needs and number of new product. (6) With the China market, firms had higher transfer level of R&D and manufacturing ability lead to higher satisfaction of consumer.