Locational Selection and Management of R&;D Sites in Mainland China : A Case Study of A Taiwanese Company

• Main Authors: WU, WEN-HUI, 吳文慧
• Other Authors: 張元杰
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/08913999931312209632

碩士 === 國立清華大學 === 高階經營管理碩士在職專班 === 100 === The fierce global competition and the shortened product life-cycle leave multinational companies no choice but decentralize establish R&;D centers globally. It is crucial for these companies to manage global technology resources properly and efficiently so as to consolidate their advantageous position in the worldwide competitiveness. Many multinational companies have been attracted to establish R&;D centers in China by its abundant resources, low labor cost, and potential tremendous market volume, since China tried to carry out the Reform and Open-up Policy in 1979. How to choose R&;D sites thus becomes an important topic because it influences the long term strategic development and competitiveness of a company. However, due to its complexity, it is difficult for a decision maker to choose a best location for an R&;D center. This thesis takes a networking DMS company in Taiwan (hereinafter: A-Company) as an example to discuss the issues of establishing and managing an R&;D site in China. To pick out a best location to establish an R&;D center in China, the study collect related literature and opinions from experts. I adopt Analytic Hierarchy Process (AHP) to analyze the four aspects: (1) products, (2) vendors, (3) R&;D expenses, and (4) local government policies. For alternative locations are compared: Tianjin, Suzhou, Shanghai and Shenzhen. This study interviews some senior managers in A-Company and summarizes their reflections on the management and the successful experience of establishing an R&;D center in China. The research provides a useful strategy for decision makers, and by following the strategy, they can make efficient and qualified decisions. It helps A-Company to pick out one suitable proposal; and therefore, get the most appropriate location for R&;D. The strategy is a tool for chief managers in multinational companies in Taiwan to manage and allocate R&;D centers overseas, and it also secures their global R&;D investment. Finally, hopes this research can be well valued in decision making by Taiwanese businessmen who plan to establish R&;D centers in China.