和平文化经营理念与多国籍企业異文化管理绩效－以日本MNE之经营策略为例

Managerial Philosophy of Peace Culture and the Performance of Multinational Enterprises' Cross-cultural Management: A Research on Japanese Multinational Enterprises Strategies

MNE跨国異文化管理理論，其異文化管理之「经营绩效」在於经营策略之卓越性，而「经营策略」目标之达成，有赖於MNE在地主国管理文化之优越性，而「管理文化」之绩效深受MNE領导者「经营理念」世界观之差異性有高度之影响。 S：日本MNE企业内贸易效果策略之经营绩效如下： 1.日本MNE全世界子公司企业内贸易之绩效高达22，206亿美元，是母国对全世界贸易额8，590亿美元的2.6倍，因此日本实际的「国家总贸易额」（母国＋地主国）高达3兆0796亿美元，极受世界各国之注目。因此评估一国经济发展，必须考虑母国加上MNE在地主国产业之国际竞争力。 2.日本MNE，因应美国301强烈的贸易政策，采取提高输出代替效果扩大美国市场策略，美国子公司企业内贸易额高达8，595亿美元，是母国对美贸易额2，147亿美元的4倍以上，因此日本对美国实际的「国家总贸易额」是高达1兆0742亿美元，其中对美国市场销售总额是高达6，641亿美元。美国子公司加强输出诱发效果，从母国输入占母国对美输出总额高达97之影响力，确保并扩大日本的美国市场策略。 3.日本MNE因应欧盟最大市场采取扩大区域市场之策略，欧盟子公司企业内贸易额高达4，727亿美元，是日本对欧盟贸易额1，251亿美元的4.7倍，因此日本对欧盟实际的「国家总贸易额」高达5，975亿美元。欧盟子公司加强输出诱发效果，从母国输入占母国对欧盟输出总额高达88之影响力，确保并扩大日本的欧盟市场。 M：日本NNE在地主日采取「第三文化管理」提高经营绩效 多国籍企业之異文化管理，为提高「兩国異文化共識」之最佳管理制度(M)，是采取「第三文化管理」，集合第一文化与第二文化管理制度之优点，可提高地主国子公司之经营绩效。依实证研究结果，美、日MNE在台子公司最重视采取第三文化管理，因此美、日MNE在台之财务绩效，无論是营业获利能力，资本获利能力，总资产获利能力，固定资产获利能力都比台湾企业高出很多。 P: MNE領导者持有「和平文化经营理念」可提高全球经营绩效 MNE面对全球东西政治问题、南北经济问题、国家主义、国民利益、宗教信仰、民族文化以及国家歷史之恩怨等之问题，唯有MNE領导者能持有「和平文化经营理念」才能疏解上述问题，对全球子公司之经营管理绩效才能更好，对MNE经营策略之绩效必能更提升。 本文章架构提出領导者须持有「和平文化经营理念」(P)可提高全球子公司经营绩效田；在地主国之異文化管理宜采取「第三文化管理」(M)可提高子公司之卓越经营绩效； 对国际贸易磨擦问题宜采取「企业内贸易效果策略」(S)可提高MNE母子公司之经营绩效。

The theory of MNEs' cross-cultural management suggests that the performance of MNEs' cross-cultural management depends on the excellence of MNEs' managerial strategies. In turn, the fulfillment of managerial strategies depends on the excellence of culture management of MNE's in host countries. Finally, the performance of culture management is determined by the type of managerial philosophy with different world vision adopted by MNE leaders. S: The operation performance of Japanese MNEs' intra-trade effect strategy is as follows: a. The total intra-firm trade effect of Japanese MNEs was 2 trillions and 220.6 billions US dollars in year 2000, which was 2.6 times of the world trade amount directly made by Japan proper, US$859 billions. As a result, the true grand national world trade amount (trade made by Japan proper and oversea subsidiaries) was up to US$ 3 trillions and 79.6 billions. In other words, the evaluation of the economic development of a country must consider both the international competitiveness of the industries in home country and the competitiveness of the industries run by MNEs in the host country. b. In reacting to the threats of Special 301 Act from the US, Japanese MNE's subsidiaries in the US increased effect of replacement export to expand their market share in the US. The total amount of intra-firm trade effect made by Japanese MNEs' subsidiaries in the US was US$859.5 billions, which was 5 times as much as the trade amount between Japan and the US, US$214.7 billions. Japanese subsidiaries enhanced effect of lead export to the extent that this effect accounted for 97% of the export for Japan proper to the US. This helped sustain and expand Japan's market share in the US. c. In reacting to the fact that EU was the world's largest market, Japanese subsidiaries expand their market share in EU by enhancing intra-firm trade effect to US$472.7 billions, which was 4.7 times as much as the trade amount between Japan and EU, US$125.1 billions. M: what type of culture management Japanese MNEs located in Taiwan adopt in order to increase their operation performance. In order for MNEs' cross-cultural management to become the best management system for increasing the consensus of two cultures, and to increase the operation performance of subsidiaries, MNEs must adopt cross-cultural using the third culture management which integrates the advantages of using the first culture management and the second culture management. US and Japanese MNEs' subsidiaries in Taiwan value the cross-cultural using the third culture management most, their inventory turnover rates are higher than those of domestic enterprises in Taiwan. P: what type of managerial philosophy the leaders of MNEs should adopt in order to achieve as much as consensus among multiple different cultures. Only the managerial philosophy of peace culture can resolve the above-mentioned problems, and increase the performance of subsidiaries all over the world and the performance of MNEs' business strategies. The framework suggests that MNE leads must first hold the managerial philosophy of peace culture (P) so that they can increase the effect of management using the third culture (M) in managing their subsidiaries all over the world, and in turn enlarge the intra-firm trade effects of their subsidiaries all over the world (S).