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題 名 | Organizational Structure in Multinational Corporation=論多國籍公司的組織結構 |
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作 者 | 張道釗; | 書刊名 | 東海學報 |
卷 期 | 33 1992.06[民81.06] |
頁 次 | 頁537-554 |
分類號 | 553.92 |
關鍵詞 | 公司; 多國籍; 組織; 結構; |
語 文 | 英文(English) |
中文摘要 | 多國籍公司 (MNCs) 的經理必須負責國際化營運的同時追求最佳化效率,反應 力,及學習力之任務。經營策略需要配合組織結構,組織程序,組織系統,及組織 成員以達成組織目標。Stopford and Wells (1972) 的多國籍公司 (MNCs) 之經營 策略與組織結構模式,考慮兩個因素 (海外產品多樣化程度與海外銷售比率)而形 成常見的四種國際化組織結構型態。本文主張增加考慮第三個因素(海外製造比率 )的新模式,可以辨認與注意國際化策略之全球化與區域化的趨勢。 |
英文摘要 | Manages of multinational companies (MNCs) are now faced with the task of optimizing efficiency, responsiveness, and learning si- multaneously in their worldwide operations (17,1). Strategy must be matched with a compatible, congruent configuration of organizational structure, process, systems, and people for effiective financial perfor- mance to result(15). The Stopford and Wells study (1972) of strategy and structure in MNCs produced a now familiar model relating four types of structure to two elements- the percentage of product diversity and foreign sales- of a firm's international strategy. By adding the third element of strategy- the size or percentage of foreign manufacturing a proposed revised model allows to identify and take into account increasing im- portant trends toward toward globalism and regionalism in international strategy. |
本系統中英文摘要資訊取自各篇刊載內容。