A Study of Channel Conflicts and its Managerial Mechanisms in Mainland China－The Perspective of Institutional Theory

• Main Authors: LI CHAO HSIANG, 李兆祥
• Other Authors: Sue Ming Hsu;Chang Yu Jen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/11812556503676813512

碩士 === 東海大學 === 企業管理學系碩士班 === 95 === With the rise of Mainland China’s economy, it’s becomes more important for foreign firms that theirs channel construction in local. Due to the special institutional environment characteristics of Mainland China in its transition economics, Taiwan firms can’t transplant theirs experience to china’s market. And in recent years, Institutional theory has risen to prominence as a popular and powerful explanation for organization practices. This study’s purpose is to probe the causes of conflicts between manufacturer and distributors and its managerial mechanism in institutional theory’s perspective. The research object is the top company of Taiwan’s food manufactures industry-Uni-President Enterprises Corp. And we discover that in the initial stage of entry, it’s tend to be emotional conflicts between manufacturer and distributor because the huge uncertainty of the institutional pressure, and the manufacturer’s reliability on distributor. In order to get the legitimacy, manufacture will resort to relationship/ emotion. In the middle stage of accommodation, it’s tend to be tusk conflicts between manufacturer and distributor because the reduction of uncertainty from institutional pressure, and the bilateral relation tend to become more formal. So manufacture will resort to contract/norm. In the mature stage, due to that China enter WTO, the openness of retail market and laws regulation, it’s tend to be mixed conflicts between manufacture and distributors. However, since manufacture had adapted the institutional environment, it will resort to Transformation/change. Nevertheless, the institutional characteristics each area has are differs from others of China, manufacturer will resort to the three managerial mechanisms simultaneously. According to the above result, through understanding the characteristics and effects of China’s institutional environment, this study expects to offer some suggestions in practice to firms which went to others transition economics country like Vietnam, India and so on.