Title page for 974210004


[Back to Results | New Search]

Student Number 974210004
Author Hsin-ti Ku(古欣娣)
Author's Email Address No Public.
Statistics This thesis had been viewed 885 times. Download 10 times.
Department Graduate Institute of Accounting
Year 2009
Semester 2
Degree Master
Type of Document Master's Thesis
Language zh-TW.Big5 Chinese
Title The Value Network Analysis and Strategic Choices of Taiwan SMEs in China: A Case Study of C Company
Date of Defense 2010-07-12
Page Count 89
Keyword
  • M&A
  • Strategic Choices
  • Taiwan SMEs
  • Value Network
  • Abstract The purpose of this research is two-fold. First, it tries to explore the impact of changes in cross-strait economic and trade policies upon the value network of Taiwanese small and medium enterprises (SMEs) in China. Second, it analyzes the strategic choices of the SMEs under the environmental changes. This study uses the discounted cash flows valuation and the framework of value network proposed by Jeng (2009) to analyze the strategic choices of a Taiwanese SME in China in turbulent operating environment.
    The conclusions of this study are as follows:
    1.In recent years, mainland economic policy focused on to upgrade industry, social welfare, and protection of labor workers. These changes have made the cost of labor and corporate income taxes of Taiwanese SMEs in China to increase dramatically. With the changed Cross-strait economic and trade policies, the Taiwanese SMEs in China have formed clusters and created mutually trust and cooperative relationships between the Taiwan-funded enterprises.
    2.Facing the changes of the operating environment, the case company has three strategic choices: to keep the business alive, to liquidate the firm, or to engage in merger and acquisitions (M&As). Due to the small liquidation value and the huge cost of the necessary adjustments to keep the business to operate continually, Taiwanese SMEs are more likely to engage in M&As.
    3.The synergy effects of an anticipated M&A may not be the most important factors for the case company in deciding which buyer to merge with. The mutual trust and understanding between buyers and sellers are also the key factors.
    Table of Content 中文摘要 i
    英文摘要 ii
    目錄 iii
    圖目錄 v
    表目錄 vi
    1.緒論 1
    1.1研究背景 1
    1.3研究目的 6
    1.4研究方法 6
    1.5論文架構 7
    2.文獻探討 9
    2.1商業模式 9
    2.2企業價值創造 12
    2.2.1企業價值 12
    2.2.2價值創造 13
    2.3併購 15
    2.3.1併購 15
    2.3.2併購類型 16
    2.4兩岸經貿政策變遷 20
    2.4.1大陸對台經貿關係變遷20
    2.4.2台灣對陸經貿關係變遷 42
    3.研究方法 45
    3.1個案研究方法 45
    3.2價值網絡 49
    3.2.1企業與投資人 49
    3.2.2員工 49
    3.2.3公司治理 49
    3.2.4供應商 50
    3.2.5顧客 50
    3.2.6生產流程(供應鏈) 50
    3.2.7競爭者 51
    3.3評價模型 51
    3.4研究流程 52
    3.5研究對象 52
    4.個案分析 53
    4.1個案介紹 53
    4.2價值網絡 62
    4.2.1第一時點之價值網絡 62
    4.2.2第二時點之價值網絡 64
    4.3企業價值評估與敏感性分析 67
    4.4兩岸經貿政策變遷下台商中小企業的策略選擇 71
    5.結論 76
    參考文獻 77
    Reference 中文文獻
    [1]尤淑儀,臺灣企業購併之效益分析,清華大學經濟研究所碩士論文,2001
    [2]王美珍,產業報告2008年連接器產業展望,金鼎綜合證券,2007
    [3]林瓊瀛,桂竹安,成功併購系列(一)成功的併購靠努力,而非憑空得來,工商時報-資誠專論專欄,2008年5月20日
    [4]江蕾,中國大陸勞動合同法與企業所得稅法對台商的衝擊與因應,國立中央大學經濟學研究所碩士論文,2009
    [5]李汪杰「企業併購對組織文化融合過程之探討」,私立實踐大學企業管理研究所碩士論文,2002
    [6]宋四君,全球供應鏈實踐過程中柔性能力之研究-以利豐集團為例,國立政治大學經營管理研究所碩士論文,2008
    [7]吳綜璠,資訊管理個案研究方法,資訊管理學報,4(1):7-17,1997
    [8]邱憶惠,個案研究法-質化取向,教育研究,第7期,1999
    [9]張淑玲,併購動機整合機制與績效評估-以平衡計分卡為例,國立成功大學企業管理研究所碩士論文,2004
    [10]葉國忠,產業價值曲線與企業之價值創造—中美電子資訊廠商之實証,台灣大學國際企業學研究所碩士論文,2000
    [11]葉銀華,台灣公司治理的問題與改革之道,證券暨期貨管理雜誌,. 第二十卷,第十一期,頁1-32,2002
    [12]鄭漢鐔,企業價值創造的田字訣,工商時報/D4版/經營知識,2009年3月18日
    [13]經濟部商業司,92 年度商業e 化及物流e 化商業模式案例研究報告,2003
    [14]經濟部國際貿易局,中國最新經貿調整措施及對台商之影響,經濟部國際貿易局 ,2008
    [15]蘇隆德,台商如何以物流運籌邁向成功轉型,兩岸經貿月刊,2008年12月
    中文書籍
    [1]方至民,,企業競爭優勢,前程企管,2000
    [2]李誠,周子琴,高科技產業人力資源管理-高科技產業的員工關係篇,天下遠見出版股份有限公司,2001
    [3]吳啟銘,企業評價個案實證分析,貝塔/智勝,2001
    [4]吳仁和,資訊管理企業創新與價值創造(再版),智勝,2009
    [5]周文賢,行銷管理-市場分析與策略規劃,智勝文化,1999
    [6]黃偉峰,企業併購法,元照,2007
    [7]潘秀菊,老闆的第一課: 認識合夥與公司的經營型態,永然文化,2000
    [8]Wimmer, Roger D. and Joseph R. Dominick,大眾媒體研究,麥格羅.希爾公司,1991
    英文文獻
    [1]Amit & Zott, 2001 R. Amit and C. Zott, Value creation in e-business, Strategic Management Journal 22, pp. 493–520. Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (358), 2001
    [2]Birkinshaw J., Bresman H.& Hakanson L.,”Managing the post-acquisition integration process:How the human integration and task integration processes interact to foster value creation “,Joural of Management studies,37(3),395-425,2000
    [3]Business Horizons, 48(3): 199-208, 2005
    [4]Cooper, M. C., Ellram L. M., Gardner, J. T. & Hanks, A. M., , “Meshing Multiple Alliances”, Journal of Business Logistics, Vol.18 No.1, pp.67-89,1997
    [5]Dubosson-Torbay et al. M. Dubosson-Torbay, A. Osterwalder and Y. Pigneur, E-business model design, classification, and measurements, Thunderbird International Business Review 44 (1), pp. 5–23. Full Text via CrossRef, 2002
    [6]Eiserhardt, K.. “Building theories from case study research.” Journal of Management Review, 14(4), 523-550.,1989
    [7]Hill C.W.L & G.R. Jones, “Strategic Management Theory”,An Integrated Approach, Fourth Edition, Houghton Mifflin company, Boston, 1998
    [8]Hoque F. Hoque, The alignment effect, Prentice Hall, Upper Saddle River, NJ , 2002
    [9]Hedman & Kalling J. Hedman and T. Kalling, The business model concept: theoretical underpinnings and empirical illustrations, European Journal of Information Systems 12 (2003), pp. 49–59. Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (45) , 2003
    [10]Kalakota and Whinston, “Frontiers of Electronic Commerce," Addison-Wesley, pp. 1-3,1996
    [11]Lawler, E. E. The ultimate advantage: Creating the high-involvementorganization. San Francisco: Jossey-Bass,1992
    [12]Lawrence W Tuller, Small Business Valuation Handbook: Easy - to - Use Techniques for Determining Fair Price, Resolving Disputes, Vol. 1. , 1994
    [13]Linder & Cantrell J. Linder and S. Cantrell, Carved in water: changing business models fluidly, Accenture Institute for strategic change, 2000
    [14]Magretta J. Magretta, Why business models matter, Harvard Business Review 80 (2002) (5), pp. 86–92, 2002
    [15]Romme, A. G. L. Domination, self-determination and circular organizing. Organization Studies, 20:801–831, 1999
    [16]Rayport & Jaworski J.F. Rayport and B.J. Jaworski, Cases in e-Commerece, McGraw Hill, Boston, 2002
    [17]Stone, T., & Smith, F. A contingency theory of human resource management devolution. Canadian Journal of Administrative Science, 13:1–12,1996
    [18]Stewart, T. A. Gray flannel suit. Fortune, 137(5):76–82,1998
    [19]Shafer, S. M., H. J. Smith and J. C. Linder, ‘The power of business models”, Business horizons,Vol.48 No.3, pp.199-207.2005
    [20]Tsui, A. S., Pearce, J. L., Porter, L. W., & Hite, J. P. Choice of employee–organization relationship: Influence of external and internal organizational factors. Personnel and Human Resource Management, 13:117–151, 1995
    [21]Tsui A. S., & Wu, J. B.. The new employment relationship versus the mutual investment approach:Implications for human resource management. Human Resource Management, 44(2):15-121, 2005
    [22]Timmers P. Timmers, Business models for electronic markets, Electronic Markets 8 (2), pp. 3–8. Full Text via CrossRef, 1998
    [23]Van Der Vorst et al J.G.A.J. Van Der Vorst, S. Van Dongen, S. Nouguier and R. Hilhorst, E-business initiatives in food supply chains; definition, and typology of electronic business models, International Journal of Logistics: Research and Applications 5 (2), pp. 119–138. ., 2002
    [24]Weill & VitaleP. Weill and M.R. Vitale, Place to space: Migrating to eBusiness models, Harvard Business School Press, Boston, 2001
    [25]Walton, R. E.. From control to commitment in the workplace. HarvardBusiness Review, 63(2):77–84,1985
    英文書籍
    [1]Hamel, G. Hamel, Leading the revolution, Plume, New York, 2000
    [2]Michael Porter, Competitive Advantage: Creating and Sustaining Superior Performance,1985
    Advisor
  • Hann-Tarn Jeng(鄭漢鐔)
  • Files
  • 974210004.pdf
  • disapprove authorization
    Date of Submission 2010-07-28

    [Back to Results | New Search]


    Browse | Search All Available ETDs

    If you have dissertation-related questions, please contact with the NCU library extension service section.
    Our service phone is (03)422-7151 Ext. 57407,E-mail is also welcomed.