跨国公司在华子公司不同时期战略的比较研究

Comparative Research on the Strategy of MNCs' Subsidiaries in China During the Periods from 2001 to 2006

本文对跨国公司在华子公司不同时期的战略进行了比较研究。研究结论表明,2001～2006年之间,跨国公司在华子公司的总体战略和职能战略都发生了显著的变化:独资化倾向和利润导向增强;并购和联盟活动增加;研发当地化;注重品牌、形象等无形资产的管理;协调当地化和一体化匹配程度;大量启用当地人员等。跨国公司在华子公司战略的演变过程中,不同国家的跨国公司在华子公司既存在战略趋同性,又存在显著的战略差异性。

This paper compares the strategies of MNCs＇ subsidiaries in China during different periods. The paper first constructs the S- SWOT framework from a theoretic aspect. Then based on extensive investigations which include two questionnaires in 2001 and in 2005 and interviews with MNCs in 2006, a practical analysis is carried out. The research results show that the strategies of MNCs ＇ subsidiaries in China have greatly changed during the period from 2001 to 2006. The inclinations for MNCs＇ subsidiaries to become single funded or profit driven has increased. The number of combinations is also increased. Research is becoming localized. The management on virtual capital such as brand and company image has been emphasized. There is more coordination with the local environment. The number of local employee is also greatly increased.