The Relationship between The Nature of Core Knowledge of The MNC and Its Foreign Subsidiary Management Control System:An Empirical Study of The Taiwan FDI in The Mainland China

• Main Authors: Chien Yu-hui, 簡玉惠
• Other Authors: Lei Han-sheng, Ph. D.
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/15886201868186125388

碩士 === 朝陽科技大學 === 企業管理系碩士班 === 89 === ABTRACT: Because of the distance between the MNCs and their subsidiaries, to coordinate those subsidiaries effectively, the headquarters of MNCs need a well-designed management control system. In the recent years, the positive result of the effective knowledge management to the competitive advantage is emphasized among the practitioners and the academic community. The transfer of the knowledge in the organization is one of the important but difficult tasks in knowledge management. Put it in the context of multinational, this task is even harder. This study proposed that the degree of the knowledge transferred between the headquarters of the MNCs and their foreign subsidiaries will influence the choice of the alternative of management control strategies. This study collected data from the Taiwaness enterprises who had direct investment in the mainland by mailing questionnaires, and analyze these data by structural equation model. Through this analysis, this study tries find: 1. The high level personnel control is the most preferred method by the Taiwan enterprises, then are the hierarchy control, the output control and the cultural control. 2. The management knowledge of the Taiwan enterprises can be divided into two groups, the hard knowledge and the soft knowledge. Both of them have the equal emphasized by the sample firms. 3. The degree of the knowledge transferred did influence the choice of the management control method. There are positive relationship between the degree of the knowledge transferred and the possibility of the adoption of the hierarchy control and the output control.