例3
ABSTRACT
Internationalization and liberalization of business activities have become two of the most significant phenomena for the successful operations of contemporary enterprises.At present,the prevalence of national protectionism and the establishment of regional economic communites,have further enhanced many firms to take part in overseas investments in order that the tariff and non-tarriff barriers of the products could be reduced or eliminated.
Yet ,companies operate in different countries with different political,legal,economic,and social cultural surroundings might have different management styles and strategic operating patterns.Traditionally,the Japanese and the US management patterns are two of the most important reference models for the operations of domestic enterprises.Thus, to promote the success of business internationalization activities,it would be very helpful for the domestic firms in Taiwan to evaluate the similarites and differences of the characteristics of business operations for the US and the Japanese firms especially on management styles,organizational structures,and business performances.
Through a series of personal interview and mail survey,this study concluded the following findings:
(1)Firms with different investment origins(i.e.,Taiwanese,American,and Japanese firms)tended to operate differently on constructs of cooperate objectives,organizational structures,competitive strategies, and management performances.
(2)For cooperate objectives,Japanese firms tended to emphasize organizational development objectives through educating and activating human resources,while American firms favor financial objective such as improving cash flow and profitability.For organizational structures,American firms achieved higher levels of delegation authority and operation formalization than those of Japanese and Taiwanees firms.For competitive strategies,American firms tended to emphasize product differentiation and cost leadership strategies while Japanese firms favor process innovation and product differentiation strategies.
(3)Firms selecting process innovation and product development strategies tended to emphasize both organizational development and sales growth objectives .These firms tended to be very sensitive on the potentials of industry development.In addition,firms adopting cost leadership strategies tended to emphasize sales growth objectives.In a word,these firms seemed to exercise higher levels of formalization and standardization of business activities.
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