导　　师： 郑京淑

学科专业： 020105

授予学位： 硕士

作　　者： ;

机构地区： 广东外语外贸大学

摘　　要： 目前，一部分中国后进跨国企业通过“走出去”获取海外技术、知识和管理资源，致力于构建具有全球影响力的竞争优势。然而资源获取之后的转接问题“拿进来”却困扰着不少企业，低效的资源转接使得企业投资收益离预期甚远。因此，对资源获取机制的研究也应该转向关注对资源的转接机制研究，这对我国企业国际化发展是有利的。事实证明，资源观分析方法是对竞争优势的追根溯源，本文基于资源观点，构建了海外子公司竞争优势回馈的理论分析框架，并结合模型分析和案例分析，试图对跨国公司海外所获资源的有效转接提供分析参照。 本文第一部分是理论部分，一方面比较了基于交易费用和外生论的传统跨国公司竞争优势理论与基于资源观的内生竞争优势理论之间的差异，从发展的观点指出资源观才能揭示企业如何产生相对竞争优势的根本原因。并通过对资源观与竞争优势关系的深入探讨，得出了知识和能力的使用效率不同造成了企业绩效差异，从而最终使某些企业具有相对竞争优势。另一方面，通过分析了海外子公司的演化，得出海外子公司的角色扮演和发展定位是影响子公司特有竞争优势理论（SSAs）形成的重要因素，而子公司特有竞争优势是回馈的重要组成部分。 第二部分是文章的主题部分，首先介绍了基于资源观的海外子公司竞争优势回馈的内涵，即海外子公司如何产生了独特的资源，然后在跨国公司内部进行转移、吸收、利用，最终提升了整个跨国公司的竞争优势。然后概括了海外子公司竞争优势资源的特点，并依据来源总结了三个层面四种竞争优势资源。通过对海外子公司竞争优势回馈的路径和影响因素进行分析，构建了解释结构模型，发现转移意愿和吸收意愿是最上层的影响因素，而隔离机制是产生绩效差异的根本原因。最后对本部分的综合，最终建立了基于资源观的海外子公司竞争优势回馈的过程模型。 最后一部分结合了案例研究和结论展望。案例部分采用华为的国际化成功经验验证本回馈分析的实用性和价值性，华为采用国际化的研发、管理和人才战略，吸收全球资源然后加以整合利用，从而取得了骄人的成绩。结论和建议部分归纳总结了本文的理论研究成果和模型分析结果，同时也指出了本文的不足，最后根据本文的研究成果，对我国企业如何转接海外子公司所获资源提供了一些建议。 In recent years, part of our nation’s multinational corporations 'go out' foroverseas technology, knowledge, and management resources, it is committedto building global influence competitive advantage. However, after resourceacquisition, the problem 'take in' is plagued by many companies, inefficientresource adapter makes the enterprise investment income is far from expected.Therefore, the study of mechanism of resource acquisition should also turn onthe transfer mechanism study of resources, it is good for our country’senterprise’s international development. It is proved that resource view analysismethod can be traced back to competitive advantage. This article is based onresource view, build the overseas subsidiaries competitive advantagefeedback theory analysis framework, and combining the model analysis andcase analysis, attempts to offer reference to multinational company about howto “take in” overseas resources effectively. The first part of this paper is theoretical part, on the one hand, is based onthe theory of transaction cost and exogenous traditional multinational companycompetitive advantage theory and endogenous differences between the theoryof competitive advantage based on the resource view. From the point of viewof development, it points out that the resource view can reveal how theenterprises have relative competitive advantage primarily. And through deeplydiscussion of the relationship between resource views and competitiveadvantage, concluded that the efficiency of the use of knowledge and ability isdifferent, which caused the difference in firm’s performance, so as to therelative competitive advantage. On the other hand, by analyzing the evolutionof overseas subsidiaries and the subsidiary characteristic, found that theyinfluent the formation of subsidiary /(SSAs/) competitive advantage, which is animportant part of the feedback. The second part is the theme of the essay, first, it based on resource view,introduces the connotation of the overseas subsidiaries competitive advantagefeedback, and how the overseas subsidiaries has the unique resources, theninternal transfer, absorption and utilization, finally to enhance the whole of themultinational company's competitive advantage. And then summed up thecharacteristics of overseas subsidiaries competitive advantage resources, and summarizes the three levels based on source of four competitive advantageresources. Through the overseas subsidiaries feedback path of competitiveadvantage and influence factors analyzing, and the explanation structuremodel been constructed, found the metastases willingness and absorbing-willare the most influence factors of the upper. And the isolation mechanism is theroot cause of the performance differences. Ultimately established the overseassubsidiaries of competitive advantage feedback model of the process which isbased on resource view. The last part combines the case study and conclusion. Case part adoptsthe international successful experience of Huawei to verify the practicabilityand value of the feedback analysis, Huawei adopts the internationalizationalr/&d, management and talent strategy, then absorb, use of global resourcesand then integrate, which has made outstanding achievements. Suggestionsand conclusion part summarizes the theory research and model analysisresults, this paper also points out the shortages of this paper. According to theresearch results of this paper, provides some Suggestions on how our countryenterprise to transfer and absorb overseas subsidiaries’ obtained resources.

关 键 词： 海外子公司 资源观 竞争优势 回馈分析

分 类 号： [F276.7]

领　　域： [经济管理] [经济管理]