全球价值网络模式下我国海外子公司治理  

Governance of China's Multinationals' Overseas Subsidiaries in the Global Value Network Mode

作　　者：袁红林[1] 

机构地区：[1]江西财经大学国际经贸学院,江西南昌330013

出　　处：《经济管理》2012年第3期68-75,共8页Business and Management Journal ( BMJ )

基　　金：国家自然科学基金项目"基于知识与网络的中国海外子公司治理与组织控制研究"(70372068)

摘　　要：在网络环境下,跨国公司是一种由地理分散和目标不同的企业和公司总部组成的,并嵌入于外部环境之中的异质性企业间的全球价值网络。在网络治理中,跨国公司母子公司都是全球资源整合的结点,母公司对子公司的控制模式必须同时兼顾资源整合程度和子公司的自治程度。对于我国跨国公司而言,全球商务环境以及自身特殊性,要实现跨越式发展,在治理路径的设计上,在强调全球资源整合能力的同时,应提高子公司的自治程度。In the context of network, a multinational is an inter-heterogeneous firms global value network com- prised of geographically-dispersed firms and the headquarters with different goals embedded in external environment. The firm focuses on the coopetition and network relationship among the firms, and pinpoints the upgrading of competitiveness through global organic allocation of resources, instead of pursuing mere inter-firm competitive, transactional relationship and intra-firm hierarchical relationship. Unlike a hierarchical or market organization, in a network organization, contracts between the firms are implied and of diversified choices, its governance and control mode differs from that of a hierarchical or market organization. As for governance and control logic, senior managers of a multinational should break the restriction of hierarchical paradigm, and take its subsidiaries as crunodes of global value network; As for governance and control goal, the multinational should change its idea from mere traditional competition to coopetition, and stress the overall profit of the value network; As for governance and control object, the multinational global value network should be regarded as the object of governance and control, and focus on the coordination and competitiveness of the global value network; As for governance and control mechanism, mechanisms including joint penalty, restricted access, firm reputation, corporate culture and knowledge penetration should be fully applied to achieve effective governance and control over the global value network; As for governance and control mode, the multinational should seek global resource allocation through modularized design, global supply chain, global production distribution, global capital operation, global R＆D cooperation and global human resource deployment; meanwhile, the multinational should require internal accumulation of knowledge and capacity within the subsidiaries. Subsidiaries should exchange resources and transfer knowledge with the parent compan

关 键 词：全球价值网络 海外子公司控制 治理路径 

分 类 号：F276.7[经济管理—企业管理]