海外子公司定位、协调与控制研究
摘要
在知识和智力资本竞争日趋激烈以及快速变革的全球环境下，跨国公司总体(而非仅仅总部或个别单位)必须不断建设新竞争优势以维持其市场竞争地位。而发挥众多海外子公司的创业创新能动性又是建设这种竞争优势的关键。这种能动性在提高当地回应能力、促进全球学习和全球整合方面具有巨大潜力。本文以公司竞争优势来源理论和海外子公司定位、协调与控制研究成果为理论背景，探讨如何系统地定位、协调和控制数量不断增加和重要性不断增强的海外子公司以充分发挥它们的创业创新能动性，促进新增知识和能力的创造与转移，强化跨国公司总体智力基础。
本文分8章进行论述。第1章是绪论，阐述了研究背景、研究动机、选题依据、研究思路、研究路线、章节安排、创新点及基本概念。
第2章首先回顾和评述海外子公司定位、协调与控制研究理论现状，发现本领域的研究视角从总部逐渐过渡到子公司；相应地，研究对象从跨国公司整体和母公司下沉到子公司。主要不足在于：关于子公司的定位主要具有总部主导的内向性和事后性，很少从子公司与当地消费者等互动以及事前安排的角度进行考察；大量研究过于关注子公司定位、协调和控制模式本身，而对通过适当模式促进子公司创业创新精神的发展与扩散的研究还不够；研究仍然受到局限于成本和风险最小化导向的内部化理论的强烈影响。其次，阐述了公司竞争优势来源理论演变及其对跨国母子公司管理理论的启示。主要启示在于：现代跨国公司的持续竞争优势主要源于国际经营活动中对具有核心竞争能力属性的新增知识的持续开发和利用。而且在海外子公司创造并跨边界转移和共享差异性的知识与能力是建立与维持持续竞争优势的关键。
第3章和第4章基于全球一体化—当地回应的战略框架，综合影响海外子公司定位差异的环境、总部指派和子公司选择三种因素，引入嵌入性概念，建立基于双重嵌入性框架的海外子公司整合式定位模型，探讨海外子公司的定位机理及其转变。环境层面，跨国公司在业务、职能和地区三个经营维度的扩张以及全球一体化和当地回应两种冲突性基本环境压力相互交织，使海外子公司面临一种复杂、动态、立体性的压力结构。这种压力结构为跨国公司及其广泛分布的海外子公司实现全球规模经济及学习创新提供了多重来源。总部指派层面，跨国公司总部为应对激烈的能力竞争，需要深入了解环境压力结构及其蕴含机会，调整母子公司之间的战略责任重心和定位，才能适应环境压力的要求并抓住其中的机会。从子公司自身选择来看，海外子公司自主的内部嵌入和外部嵌入行为分别反映了其利用母公司现有优势、获取新优势的积极主动性，并借以成为公司网络中的活跃节点。
其中第3章在基于这种双重嵌入性提出的海外子公司整合式定位模型中，根据子公司嵌入行为划分并验证了Jarillo与Martinez(1990)及Taggart(1997)提出的积极型、自治型、接受型和静止型四种子公司定位模式的存在。该模型表明，在立体性环境压力的交互作用下，海外子公司定位需要在基于总部战略选择和资源承诺的情况下从自身视角出发通过能动性地内部嵌入、外部嵌入取得母公司优势利用者和新优势获取者之间的平衡。
第4章探讨了在两种环境压力动态发展与平衡过程中，双重嵌入框架下的海外子公司随着海外发展阶段的演化，在内部嵌入和外部嵌入方面不平衡发展导致定位从传统模式(母公司优势利用者)到新型模式(新优势获取者)的转变及动因。
第5章和第6章分析了定位海外子公司之后如何通过协调和控制整合海外子公司的资源和活动实现跨国公司全球经营的战略目标。其中第5章聚焦海外子公司协调。海外子公司之间一体化程度的增强有利于作为新优势获取者的子公司之间有效转移与共享资源和能力，从而实现能力增值、增强公司总体特有优势并改进整个公司业绩。这种一体化程度的增强意味着子公司间的关系模式从分散模式到整合模式的转变。在这种转变过程中，跨国公司适应不同程度的协调需求可以选择诸多正式和非正式的协调机制。而随着海外子公司之间横向依赖性逐渐增强，子公司之间、母子公司之间知识特别是默会知识的流动规模日益扩张，子公司关注的活动越来越需要非程式化的决策和反应，这对非正式化协调机制提出了更强的需求。
第6章聚焦海外子公司控制。本章将控制机制分为输入控制、行政组织控制、产出控制和社会化控制等方式，但适应于子公司定位及其发展阶段的演变，更有必要实行更加灵活的非正式控制。同时本章指出，在海外子公司作为新优势获取者的定位日益突出、子公司间日益整合以及当地环境动荡化发展背景下，跨国公司总部要改变过去“单一中心”格局下母子公司之间支配与被支配的关系状态，实行支持服务性的控制，通过灵活、高度回应性的控制和发挥母合优势增进母子公司关系伙伴化，强化“多中心”格局下子公司当地回应和创造新资源与能力的有效性。
第7章根据前面关于海外子公司定位、协调与控制的分散论述综合提出整合式的基于海外子公司创业创新能动性的定位、协调与控制模型，并实证研究它们之间的关系。实证结果表明东道主环境动荡性、总部协调控制以及子公司本身的资源能力基础和嵌入行为对自身创业创新能动性从而对创造新增资源能力优势具有显著影响。
第8章总结本文研究结论，提出本研究不足及以后的研究建议，阐述本研究对中外跨国公司母子公司定位、协调与控制管理的启示和意义。
主要研究创新和贡献：(1)本文一反海外子公司定位、协调与控制的理论脉络发展的历史逻辑，遵从组织跟随战略的现代组织管理逻辑，首先考虑母公司及其子公司的战略定位，其次才是组织层面的协调和控制。(2)本文系统地将定位、协调与控制三个主题的分散研究整合为一个模型。而且该模型从战略性层次上重视海外子公司创造公司特有优势的企业家精神，超越内部化逻辑，具有明显的价值创造导向性。(3)从子公司视角深入探测海外子公司的创造性，搜集到子公司创造新资源和能力基础的大量证据。
Confronted with the global environment characterized by increasingly furious competition for knowledge and intelligence as well as rapid change, Multinational companies (MNCs) as a whole (rather than only the headquarter or individual units) have to continuously build marginal competitive advantages to maintain the market position. It is key to building this kind of advantages to exert the initiative of many overseas subsidiaries. Subsidiaries' initiative has great potential in the respect of promoting local response, worldwide learning and global integration.Based on the existing theoretical study on the origin of corporate competitive advantages and the position, coordination and control of overseas subsidiaries, the dissertation probes into the systematic way to position, coordinate and control the overseas subsidiaries, which are growing in the number and importance. The main objective is to exert their initiative to advance the creation and transferring of marginal knowledge and capability as well as to consolidate the intelligence foundations of the whole company.
The dissertation is divided into 8 sections to address this theme. The first chapter of introduction sets forth the study background, motives, basis of the specific theme, the thinking thread, research course, the sections planning, points of innovation and the basic concepts.
The second chapter reviews and comments the theoretical study on the position, coordination and control of overseas subsidiaries in the first place. It shows that the angle of view is gradually transferred from the headquarter to the subsidiaries; accordingly, the study object goes down from the whole and parent company to the subsidiaries. There is some insufficiency in this area. Firstly, the positioning of overseas subsidiaries is characterized by introversion and after-action reviewing, dominated by the headquarter and rarely examined from the angle of view of the subsidiary-consumers interaction and beforehand arrangement. Secondly, the mode of position, coordination and control themselves is addressed too much, but there is lack in the study on the development and diffusion of subsidiary initiative through appropriate mode of such kind. Thirdly, the research is still greatly impacted by the theory of internalization which is costs and risks minimum oriented. Lastly, the research pays too much attention to the management's authority and responsibility
themselves and largely neglects the demands essence reflected by them. In the next place, the second chapter sets forth the evolution of the theory of origin of corporate competitive advantages and its revelation for the parent-subsidiary management in the MNCs. The sustainable competitive advantages of modern MNCs mainly originate from continuous exploration and exploitation of marginal core knowledge and capability. In addition, it is key to building and maintaining the sustainable competitive advantages to create characteristic knowledge and capability as well as cross-border transfer them to share in.
Grounded on the strategic framework of Global Integration(GI)—Local Response (LR) , the third and fourth chapters integrate the three factors affecting the difference of subsidiary position, that is, the environment, the headquarter assignment and subsidiary choice, introduce the concept of embeddedness, establish an integrated position model based on the framework of dual embeddedness, and discuss the position mechanism and its transitions. In the respect of environment, with the expansion of businesses, functions and regions by MNCs as well as the conflicting and interweaved basic environmental forces of GI and LR, overseas subsidiaries are confronted with a kind of complex, dynamic and solid structure of pressure. Such kind of pressure structure provides MNCs and their worldwide overseas subsidiaries with multi-sources of global scale economy and learning. In the aspect of headquarter assignment, in order to cope with the furious competition for capability, it need to, based on understanding the pressure structure and the opportunities embedded within it, adjust the barycenter of strategic responsibility and position between the parent and subsidiaries so that they can respond to the environmental forces and tackle these opportunities. As for the subsidiary choice, their independent activities of internal and external embeddedness reflect their initiative to exploit the existent parent advantages and explore marginal ones respectively. By doing so, they become the flourishing nodes within the corporate network.
Thereinto, the third chapter puts forth an integrated position model based on the dual embeddedness, and classifies subsidiaries into four kinds of position of Active, Autonomous, Receptive (Jarillo and Martinez, 1990)and Quiescent(Taggart, 1997). Then it also validates the existence of such kind of classifications. The model indicates that under the interacting solid environmental pressure, overseas subsidiaries
need to, based on the headquarter's strategic choice and resources commitment, keep the balance between parent advantages exploitation and marginal advantages exploration through initiative internal and external embeddedness from the angle of view of themselves.
The fourth chapter discusses that during the dynamic development and balance of the two kinds of environmental pressure, and with the evolution of the overseas development, the imbalanced development in the aspect of internal and external embeddedness by overseas subsidiaries transfers the position from the traditional one of parent advantages exploitation to the new one of marginal advantages exploration.
The fifth and sixth chapters analyze the way to coordinate and control the resources and activities of overseas subsidiaries to accomplish the global strategic goal by MNCs. Thereinto, the fifth chapter focuses on overseas subsidiary coordination. More integrated relationship among subsidiaries can contribute to the effective transferring and sharing among them as marginal advantages explorer so as to realize capability increment, strengthen the whole firm specific advantages and better the whole corporate performance. The buildup of such kind of integration means that the relationship pattern among them changes from separate to integrative. During the process of transition, MNCs can choose a good many formal and informal coordination mechanisms according to different degree of coordination requirements. With the increasing interdependence among subsidiaries, the knowledge flow especially the tacit one is expanding, and activities addressed by subsidiaries need more non- programmed decision and reaction. As a result, there is strong requirement for informal coordination mechanisms.
The sixth chapter focuses on overseas subsidiary control. It divides the control mechanisms into inputs control, bureaucratic organizational control, output control and socialization. But it is more necessary to adopt more flexible informal control mechanisms adapted to different subsidiaries' position and the transition of their development stages. At the same time, the chapter points out that under the background of more prominent position mode of marginal advantage exploration, increasingly integrated among subsidiaries as well as more dynamic host environment, the headquarter needs to transform the past parent-subsidiary relationship of
dominating and being dominated in the "single center" pattern. That is, the headquarter should practise supportive and service control, further the parent-subsidiary partnership through flexible and highly responsive control and parenting advantages, and intensify the effectiveness of subsidiaries' local response and marginal capability accumulation in the "multi-center" pattern.
Warranted by the above separate discourse upon overseas subsidiary position, coordination and control, the seventh chapter proposes an integrated model based on overseas subsidiaries' initiative, and demonstrates the correlations between them. It shows that the dynamics of the host environment, coordination and control by headquarter, the strength of subsidiaries' resources and capability as well as their dual embeddedness are significantly related with their initiative to create marginal competence.
The eighth chapter of summary brings forward the conclusions, puts forth the main limitations of the dissertation and advice for the future research, and also relates the revelations and meaning to the parent-subsidiary management of position, coordination and control in China and foreign countries' MNCs.
The main academic innovation and contribution: (1) contrary to the historical development logic of the theory on overseas subsidiary position, coordination and control, the author obeys the general organizational management logic of modern MNCs, that is, structure following strategy, considers the parent and its overseas subsidiaries' strategic position before the organizational coordination and control. (2) the dissertation integrates the separate theme of position, coordination and control into a systematic model. In addition, it emphasizes strategically the overseas subsidiaries' entrepreneurship to create new firm specific advantages, surmounting the traditional logic of internalization and with the orientation of value creation. (3) the dissertation goes deep into overseas subsidiary creativity, gathering large amount of evidence to support the assumption that overseas subsidiaries strengthen the marginal basis of resources and capability.
本文分8章进行论述。第1章是绪论，阐述了研究背景、研究动机、选题依据、研究思路、研究路线、章节安排、创新点及基本概念。
第2章首先回顾和评述海外子公司定位、协调与控制研究理论现状，发现本领域的研究视角从总部逐渐过渡到子公司；相应地，研究对象从跨国公司整体和母公司下沉到子公司。主要不足在于：关于子公司的定位主要具有总部主导的内向性和事后性，很少从子公司与当地消费者等互动以及事前安排的角度进行考察；大量研究过于关注子公司定位、协调和控制模式本身，而对通过适当模式促进子公司创业创新精神的发展与扩散的研究还不够；研究仍然受到局限于成本和风险最小化导向的内部化理论的强烈影响。其次，阐述了公司竞争优势来源理论演变及其对跨国母子公司管理理论的启示。主要启示在于：现代跨国公司的持续竞争优势主要源于国际经营活动中对具有核心竞争能力属性的新增知识的持续开发和利用。而且在海外子公司创造并跨边界转移和共享差异性的知识与能力是建立与维持持续竞争优势的关键。
第3章和第4章基于全球一体化—当地回应的战略框架，综合影响海外子公司定位差异的环境、总部指派和子公司选择三种因素，引入嵌入性概念，建立基于双重嵌入性框架的海外子公司整合式定位模型，探讨海外子公司的定位机理及其转变。环境层面，跨国公司在业务、职能和地区三个经营维度的扩张以及全球一体化和当地回应两种冲突性基本环境压力相互交织，使海外子公司面临一种复杂、动态、立体性的压力结构。这种压力结构为跨国公司及其广泛分布的海外子公司实现全球规模经济及学习创新提供了多重来源。总部指派层面，跨国公司总部为应对激烈的能力竞争，需要深入了解环境压力结构及其蕴含机会，调整母子公司之间的战略责任重心和定位，才能适应环境压力的要求并抓住其中的机会。从子公司自身选择来看，海外子公司自主的内部嵌入和外部嵌入行为分别反映了其利用母公司现有优势、获取新优势的积极主动性，并借以成为公司网络中的活跃节点。
其中第3章在基于这种双重嵌入性提出的海外子公司整合式定位模型中，根据子公司嵌入行为划分并验证了Jarillo与Martinez(1990)及Taggart(1997)提出的积极型、自治型、接受型和静止型四种子公司定位模式的存在。该模型表明，在立体性环境压力的交互作用下，海外子公司定位需要在基于总部战略选择和资源承诺的情况下从自身视角出发通过能动性地内部嵌入、外部嵌入取得母公司优势利用者和新优势获取者之间的平衡。
第4章探讨了在两种环境压力动态发展与平衡过程中，双重嵌入框架下的海外子公司随着海外发展阶段的演化，在内部嵌入和外部嵌入方面不平衡发展导致定位从传统模式(母公司优势利用者)到新型模式(新优势获取者)的转变及动因。
第5章和第6章分析了定位海外子公司之后如何通过协调和控制整合海外子公司的资源和活动实现跨国公司全球经营的战略目标。其中第5章聚焦海外子公司协调。海外子公司之间一体化程度的增强有利于作为新优势获取者的子公司之间有效转移与共享资源和能力，从而实现能力增值、增强公司总体特有优势并改进整个公司业绩。这种一体化程度的增强意味着子公司间的关系模式从分散模式到整合模式的转变。在这种转变过程中，跨国公司适应不同程度的协调需求可以选择诸多正式和非正式的协调机制。而随着海外子公司之间横向依赖性逐渐增强，子公司之间、母子公司之间知识特别是默会知识的流动规模日益扩张，子公司关注的活动越来越需要非程式化的决策和反应，这对非正式化协调机制提出了更强的需求。
第6章聚焦海外子公司控制。本章将控制机制分为输入控制、行政组织控制、产出控制和社会化控制等方式，但适应于子公司定位及其发展阶段的演变，更有必要实行更加灵活的非正式控制。同时本章指出，在海外子公司作为新优势获取者的定位日益突出、子公司间日益整合以及当地环境动荡化发展背景下，跨国公司总部要改变过去“单一中心”格局下母子公司之间支配与被支配的关系状态，实行支持服务性的控制，通过灵活、高度回应性的控制和发挥母合优势增进母子公司关系伙伴化，强化“多中心”格局下子公司当地回应和创造新资源与能力的有效性。
第7章根据前面关于海外子公司定位、协调与控制的分散论述综合提出整合式的基于海外子公司创业创新能动性的定位、协调与控制模型，并实证研究它们之间的关系。实证结果表明东道主环境动荡性、总部协调控制以及子公司本身的资源能力基础和嵌入行为对自身创业创新能动性从而对创造新增资源能力优势具有显著影响。
第8章总结本文研究结论，提出本研究不足及以后的研究建议，阐述本研究对中外跨国公司母子公司定位、协调与控制管理的启示和意义。
主要研究创新和贡献：(1)本文一反海外子公司定位、协调与控制的理论脉络发展的历史逻辑，遵从组织跟随战略的现代组织管理逻辑，首先考虑母公司及其子公司的战略定位，其次才是组织层面的协调和控制。(2)本文系统地将定位、协调与控制三个主题的分散研究整合为一个模型。而且该模型从战略性层次上重视海外子公司创造公司特有优势的企业家精神，超越内部化逻辑，具有明显的价值创造导向性。(3)从子公司视角深入探测海外子公司的创造性，搜集到子公司创造新资源和能力基础的大量证据。
Confronted with the global environment characterized by increasingly furious competition for knowledge and intelligence as well as rapid change, Multinational companies (MNCs) as a whole (rather than only the headquarter or individual units) have to continuously build marginal competitive advantages to maintain the market position. It is key to building this kind of advantages to exert the initiative of many overseas subsidiaries. Subsidiaries' initiative has great potential in the respect of promoting local response, worldwide learning and global integration.Based on the existing theoretical study on the origin of corporate competitive advantages and the position, coordination and control of overseas subsidiaries, the dissertation probes into the systematic way to position, coordinate and control the overseas subsidiaries, which are growing in the number and importance. The main objective is to exert their initiative to advance the creation and transferring of marginal knowledge and capability as well as to consolidate the intelligence foundations of the whole company.
The dissertation is divided into 8 sections to address this theme. The first chapter of introduction sets forth the study background, motives, basis of the specific theme, the thinking thread, research course, the sections planning, points of innovation and the basic concepts.
The second chapter reviews and comments the theoretical study on the position, coordination and control of overseas subsidiaries in the first place. It shows that the angle of view is gradually transferred from the headquarter to the subsidiaries; accordingly, the study object goes down from the whole and parent company to the subsidiaries. There is some insufficiency in this area. Firstly, the positioning of overseas subsidiaries is characterized by introversion and after-action reviewing, dominated by the headquarter and rarely examined from the angle of view of the subsidiary-consumers interaction and beforehand arrangement. Secondly, the mode of position, coordination and control themselves is addressed too much, but there is lack in the study on the development and diffusion of subsidiary initiative through appropriate mode of such kind. Thirdly, the research is still greatly impacted by the theory of internalization which is costs and risks minimum oriented. Lastly, the research pays too much attention to the management's authority and responsibility
themselves and largely neglects the demands essence reflected by them. In the next place, the second chapter sets forth the evolution of the theory of origin of corporate competitive advantages and its revelation for the parent-subsidiary management in the MNCs. The sustainable competitive advantages of modern MNCs mainly originate from continuous exploration and exploitation of marginal core knowledge and capability. In addition, it is key to building and maintaining the sustainable competitive advantages to create characteristic knowledge and capability as well as cross-border transfer them to share in.
Grounded on the strategic framework of Global Integration(GI)—Local Response (LR) , the third and fourth chapters integrate the three factors affecting the difference of subsidiary position, that is, the environment, the headquarter assignment and subsidiary choice, introduce the concept of embeddedness, establish an integrated position model based on the framework of dual embeddedness, and discuss the position mechanism and its transitions. In the respect of environment, with the expansion of businesses, functions and regions by MNCs as well as the conflicting and interweaved basic environmental forces of GI and LR, overseas subsidiaries are confronted with a kind of complex, dynamic and solid structure of pressure. Such kind of pressure structure provides MNCs and their worldwide overseas subsidiaries with multi-sources of global scale economy and learning. In the aspect of headquarter assignment, in order to cope with the furious competition for capability, it need to, based on understanding the pressure structure and the opportunities embedded within it, adjust the barycenter of strategic responsibility and position between the parent and subsidiaries so that they can respond to the environmental forces and tackle these opportunities. As for the subsidiary choice, their independent activities of internal and external embeddedness reflect their initiative to exploit the existent parent advantages and explore marginal ones respectively. By doing so, they become the flourishing nodes within the corporate network.
Thereinto, the third chapter puts forth an integrated position model based on the dual embeddedness, and classifies subsidiaries into four kinds of position of Active, Autonomous, Receptive (Jarillo and Martinez, 1990)and Quiescent(Taggart, 1997). Then it also validates the existence of such kind of classifications. The model indicates that under the interacting solid environmental pressure, overseas subsidiaries
need to, based on the headquarter's strategic choice and resources commitment, keep the balance between parent advantages exploitation and marginal advantages exploration through initiative internal and external embeddedness from the angle of view of themselves.
The fourth chapter discusses that during the dynamic development and balance of the two kinds of environmental pressure, and with the evolution of the overseas development, the imbalanced development in the aspect of internal and external embeddedness by overseas subsidiaries transfers the position from the traditional one of parent advantages exploitation to the new one of marginal advantages exploration.
The fifth and sixth chapters analyze the way to coordinate and control the resources and activities of overseas subsidiaries to accomplish the global strategic goal by MNCs. Thereinto, the fifth chapter focuses on overseas subsidiary coordination. More integrated relationship among subsidiaries can contribute to the effective transferring and sharing among them as marginal advantages explorer so as to realize capability increment, strengthen the whole firm specific advantages and better the whole corporate performance. The buildup of such kind of integration means that the relationship pattern among them changes from separate to integrative. During the process of transition, MNCs can choose a good many formal and informal coordination mechanisms according to different degree of coordination requirements. With the increasing interdependence among subsidiaries, the knowledge flow especially the tacit one is expanding, and activities addressed by subsidiaries need more non- programmed decision and reaction. As a result, there is strong requirement for informal coordination mechanisms.
The sixth chapter focuses on overseas subsidiary control. It divides the control mechanisms into inputs control, bureaucratic organizational control, output control and socialization. But it is more necessary to adopt more flexible informal control mechanisms adapted to different subsidiaries' position and the transition of their development stages. At the same time, the chapter points out that under the background of more prominent position mode of marginal advantage exploration, increasingly integrated among subsidiaries as well as more dynamic host environment, the headquarter needs to transform the past parent-subsidiary relationship of
dominating and being dominated in the "single center" pattern. That is, the headquarter should practise supportive and service control, further the parent-subsidiary partnership through flexible and highly responsive control and parenting advantages, and intensify the effectiveness of subsidiaries' local response and marginal capability accumulation in the "multi-center" pattern.
Warranted by the above separate discourse upon overseas subsidiary position, coordination and control, the seventh chapter proposes an integrated model based on overseas subsidiaries' initiative, and demonstrates the correlations between them. It shows that the dynamics of the host environment, coordination and control by headquarter, the strength of subsidiaries' resources and capability as well as their dual embeddedness are significantly related with their initiative to create marginal competence.
The eighth chapter of summary brings forward the conclusions, puts forth the main limitations of the dissertation and advice for the future research, and also relates the revelations and meaning to the parent-subsidiary management of position, coordination and control in China and foreign countries' MNCs.
The main academic innovation and contribution: (1) contrary to the historical development logic of the theory on overseas subsidiary position, coordination and control, the author obeys the general organizational management logic of modern MNCs, that is, structure following strategy, considers the parent and its overseas subsidiaries' strategic position before the organizational coordination and control. (2) the dissertation integrates the separate theme of position, coordination and control into a systematic model. In addition, it emphasizes strategically the overseas subsidiaries' entrepreneurship to create new firm specific advantages, surmounting the traditional logic of internalization and with the orientation of value creation. (3) the dissertation goes deep into overseas subsidiary creativity, gathering large amount of evidence to support the assumption that overseas subsidiaries strengthen the marginal basis of resources and capability.
引文
① 薛求知．无边界经营[M]．上海译文出版社，1989．
② 源自：国际商报．2005．03．19．
③ 中国商务部2005年3月18日发布的信息。
④ 2004年世界投资报告。
① 源自：世界经济论坛2002-2003年全球竞争力报告。
① 全球2003年的跨国直接投资总额为6530亿美元。
② 联合国贸发会议：《世界投资报告》(2003．9)以及历年《世界投资报告》。
③ 转引自：《经济导报》(港)2005．5．29。
① 本文从管理学意义上将海外分支机构(海外分公司和子公司)统一纳入海外子公司的范畴。
② 源于：蔡卫东，赵进．中国大型企业国际化程度比较研究[J]．北京工商大学学报：社科版，2004．4．16-21．
① 也是在全球一体化和当地回应两种压力之间的平衡。
② 本选题源于国家自然科学基金课题(70472022)并受其资助，本论文也是该课题阶段性的研究成果。
③ 根据作者的研究发现，既有的很多关于海外子公司定位、协调与控制的研究基本上都是从三个方面中的单一方面或者其中两个方面分散而非系统整体地进行。可参见第2章相关部分的内容。
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① 源于: Martinez& Jarillo.The Evolution of Research on Coordination Mechanisms in Multinational Corporations[J]. Journal of International Business Studies, 1989,vol.20.
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② 同上
① 主体内容已经发表：海外子公司定位研究：从总部视角到子公司视角．南开管理评论[J]．2005．8
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101 Birkinshaw, Morrison. Configurations of strategy and structure in subsidiaries of multinational corporations [J]. Journal of International Business Studies. Washington: Fourth Quarter 1995,Vol. 26, Iss. 4:25 pages.
102 Gooderham and Nordhaug.International Management: Cross-boundary Challenges [M]. Blackwell Publishing Ltd, 2003: P225-228.
103 Dunning. The changing dynamics of international production[C]. In J. H. Dunning, The Globalization of Business, Routledge: London and New York, 1993: 51-77.
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① 改编自: Bartlett和Ghoshal. Managing Across Borders: The Transnational Solution (2nd edition). Harvard Business School Press. Boston (1998).
① 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1998)
① 转引自：赵景华，于鹏．跨国公司海外子公司的理论新发展[J]．经济管理新管理，2005．10．
① Granovetter.The Strength of Weak Tie[J].American Journal of Sociology, 1973: 1360-1380.
① 改编自: Neil Hood.The multinational Subsidiary: management, economic development and public policy [M]. Palgrave Macmillan.2003.p292.
② 改编自: White and Poynter.Strategies for Foreign-Owned Subsidiaries in Canada[J]. Business Quarterly, 1984, 48(4): 59-69.
① 转引自：曾纪幸．以网路策略的观点探讨台商赴海外投资行为[D]．国立屏东商业技术学院．
① 上半部分来自作者根据本文相关研究，总结，后半部分改编自：Bartlett和Ghoshal(1998)；Jarillo与Martinez(1990)；Taggart(1997)
① 转引自：薛求知．“走进来”与“走出去”的交锋[EB／OL]．http://www.it-times.com.cn IT时报．
② 源自：金钢．本土化：中国企业跨国经营的重要战略[J]．国际经济合作，2004-10-14．
① 该表同第7章的表7.9
② 表示问卷中第17个题项中的第8个小项，以下同
③ 该值越小，说明变量之间可测量的共同特质越少，就越不适合做因素分析，一般来说，当KMO值小于0.5的时候，就不适合做因素分析(Kaiser，1974)。
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35 同上
36 Schmid, Stefan; Schurig, Andreas. The development of critical capabilities in foreign subsidiaries: disentangling the role of the subsidiary's business network [J]. International Business Review, December 2003,Volume 12, Issue 6:pp. 755-782.
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① 邱立成．跨国公司研究与开发的国际化．经济科学出版社．2000．1．
② 对于这些跨国公司而言，年轻、缺少经验以及金融资源、人力和有形资源不足不再是公司大规模国际化并获取成功的主要障碍，其创新精神、文化和能力以及一开始就具有的全球化视野促进自身早期国际化并获取成功。
① 杨丹辉．跨国公司对华技术转移的新动向与对策[J]．中国外资，2004年第10期．
① 主要因为母公司的资源承诺存在一定的局限性，详细见第5章相关部分
② 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1997)
① 转引自：查尔斯·W·L·希尔 著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社，2002．5：436．
① 转引自：查尔斯·W·L·希尔 著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社，2002．5：436．
② 同上 值得关注和研究的新趋势，这将给缺乏具有竞争力的母公司既有优势基础的发展中国家跨国公司的国际化经营提供有益借鉴。
① 源自: Kimzey and Sam.Technology outsourcing in the U.S. and Japan[J].Research Technology Management, July-August, 2002.
① 源于：跨国公司R&D的国际化战略[EB／OL]．中国宏观经济信息网，2002-06-08．
② 源自：国际商报．2005年9月17日
③ 转引自：孟华．跨国公司研发重地何时扎根中国?[N]．凤凰网，2005年06月03日．
④ 源自：国际商报．2005年9月16日
① 母公司也可能不能提供当地所需要的产品和技术，例如外采手机厂商往往没能提供中国市场更加畅销的折叠式手机及其技术。
① 改编自: Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39, 3.
① 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1997)
① 源自: Ed Delany. Strategic development of multinational subsidiary through subsidiary initiative taking. Long Range Planning, 2000,33:231.
② 源自: Ed Delany. Strategic development of multinational subsidiary through subsidiary initiative taking. Long Range Planning, 2000,33:236.
① 源自: Andersson, Pahlberg.Subsidiary Influence on Strategic Behavior in MNCs: an Empirical Study[J]. International Business Review Volume: 6, Issue: 3, June, 1997, pp. 320.
① 改编自: Lucia Piscitello and Larsrissa Rabbiosi.The impact of MNCs'Foreign Activities on the Innovative Performance of the Parent Company. at the DRUID Summer Conference 2004 on industrial dynamics, innovation and development.
① 制度化的过程包括外显化(externalization)-客体化(objectification)-内部化(internalization)三个重要的过程，将个体的学习和群体的共识纳入跨国共识的组织体系(Ozsomer and Gencturk，2003)
1 Ghoshal and Bartlett. The multinational corporation as an interorganizational network [J].
① 从管理作为一种资源整合活动或者过程的观点来看，协调表现出子公司之间的整合，控制体现为母子公司之间的整合。
② 根据新华社2005年10月11日的报道，美国布兹-艾伦-汉密尔顿咨询公司最近对世界1000家大跨国公司研发资金的相关情况进行的调查表明，这些公司2004年的研发经费均有大幅度增加，共达3840亿美元。过去两年内研发经费达到11％的高速增长。但大量经费投入并不等于高效产出，尤其在高科技领域。该报告认为，研发必须有的放矢，还需要精密的协调合作，充分发挥内部的资源优势。 Academy of Management Review, 1990, Vol. 15: p603-625.
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5 同上
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11 同上
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24 同上
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54 Porter. The Competitive Advantage of Nations [J]. Harvard Business Review, March-April, 1990: pp. 73-100.
55 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
56 Carlos, Jarillo and Martinez. Different Roles for Subsidiaries: the Case of Multinational Corporations in Spain [J]. Strategic Management Journal, 1990, (11): 501-512.
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60 Birkinshaw and Hood. Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies [J]. Academy of Management Review, 1998, 23 (4): 773-795.
61 Birkinshaw, Hood and Stefan Jonsson.Building firm specific advantages in MNCs: The role of subsidiary initiative [J]. Strategic Management Journal, 1998,19: 221-241.
62 Barney. Firm Resources and Sustained Competitive Advantage[J]. Journal of Management, 1991, 17(1): 99-120.
63 Szulanski. Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the firm, Strategic Management Journal, 1996,17, pp. 27-44.
64 同上
65 同上
66 White and Poynter.Strategies for Foreign-Owned Subsidiaries in Canada [J]. Business Quarterly, 1984,48(4): 59-69.
67 Birkinshaw, Hood. Characteristics of Foreign Subsidiaries in Industry Clusters. Journal of International Business Studies [J]. First Quarter 2000,31(1): 141-154.
68 Rugman and Verbeke. Subsidiary-specific Advantages in Multinational Enterprises [J]. Strategic Management Journal, 2001, 22:237-250.
69 Birkinshaw and Hood. Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies [J]. Academy of Management Review, 1998, 23 (4): 773-795.
70 Bartlett & Ghoshal. Tap your subsidiaries for global reach [J]. Harvard Business Review, 1986,64(6): 87-94.
71 Birkinshaw, Hood and Jonsson.Building firm specific advantages in MNCs: The role of subsidiary initiative [J]. Strategic Management Journal, 1998,19: 221-241.
72 Moore and Birkinshaw.Managing knowledge in global service firms: Centers of excellence [J]. Academy of Management Review, 1998,Vol.12: 81-92.
73 Birkinshaw and Hood. Unleash Innovation in foreign subsidiaries (2001). in Neil Hood. The multinational Subsidiary: management, economic development and public policy[M].Palgrave Macmillan, 2003.
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① Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.503.
① Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.514.
① UNCTD: Transnational Corporations,vol.5,No.3,December 1996.
② 改编自：Bartlett and Ghoshal(1989)；高静美．跨国公司TMT内部网分层研究[J]．中国工业经济．2003．12．
① 改编自: Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.250.
① 《世界投资报告(2003)》
② Peter Dicken.Global Shift[M].New York: Guilford Press,1992.
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① Business Week Online 1994.
② 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163)
① Business Week Online 1994
② 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163．
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① 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．161
② 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．170
③ 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．178
④ 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．188
① 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．167．
① 转引自：陈楫宝．夺食海外--中石化的海外“集权”运动[EB／OL]．华夏经纬网，04／30／2004．
② 源于：欧姆龙在中国加大集中采购力度[EB／OL]．21IC.com，2004-12-16．
③ 源于：曲沛力．医疗设备物流现状简析[EB／OL]．http://www.gscnet.com，2005年2月17日．
① 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163。
① 主体内容已经被接受将发表于：跨国公司在华直接投资形式的新动向研究．国际商务[J]．2005．12．
① 中华人民共和国商务部网站：http://www.mofcom.gov.cn
② 数据来源：中国国家统计局 1985-2004年各年统计年鉴
③ 源于：杨利宏，赵刚．人事之变揭开联合利华防守反击战[N] 中国经营报，2005年07月29日．
1 Roth and Morrison. Implementing global strategy: Characteristics of global subsidiary mandates [J]. Journal of International Business Studies, 1992, Vol. 23 Issue 4:21p.
2 Baliga and Jaeger. Multinational Corporations Control Systems And Delegation Issues [J]. Journal of International Business Studies (fall 1984): pp.25-40.
3 Daft. Management (4th edition)[M]. The Dryden Press, Forth worth, TX.1999.
4 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
5 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution (2nd Edition)[M]. Boston: Harvard Business School Press, 1998.
6 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
7 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution (2nd edition)[M]. Boston: Harvard Business School Press, 1998.
8 Birkinshaw.How multinational subsidiary mandates are gained and lost [J]. Journal of International Business Studies, 1996, Vol. 27 Issue 3: 29p.
9 Prahalad & Hamel.The core competence of the corporation [J]. Harvard Business Review, May-June 1990: 79-91.
10 Prahalad, Doz. An Approach to Strategic Control in MNCs [C]. Sloan Management Review (pre-1986). Cambridge: Summer 1981. Vol. 22, Iss. 4:9 pages.
11 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
12 Kogut, Zander. Knowledge of the firm, combinative capabilities and the replication of technology [J]. Organization Science, 1992,3(3): 383-396.
13 Hallen, Johanson and Nazeem Sayed-Mohammed.Interfirm adaptations in business relationships [J]. Journal of Marketing, 1991,55(2): 29-37.
14 Malnight. The transition from decentralized to network-based MNC structures: An evolutionary perspective [J]. Journal of International Business Studies. Washington: First Quarter 1996,27(1): 23 pages.
15 同上
16 同上
17 David Cray. Control and Coordination in Multinational Corporations [J]. Journal of International Business Studies, 1984,15:85-98.
18 Hansen, Bj(?)rn. How do multinational companies leverage technological competencies? Moving from single to interdependent explanations [J]. Strategic Management Journal, (20 Jul 2004):801-822.
19 Daft. Understanding management. Orlando Fl: Dryden.1995.
20 Gupta, Govindrajan. Knowledge flows within multinational corporations [J]. Strategic Management Journal, 2000,21(4): 473-496.
21 Doz, Prahalad. Controlled Variety: A Challenge for Human Resource Management in the MNC[c]. Introduction. Human Resource Management (1986-1998). New York: Spring 1986, Vol. 25, Iss. 1:17 pages.
22 薛求知，阎海峰．跨国公司全球学习——新角度审视跨国公司[J]．南开管理评论，2001．
23 Martinez,Jarillo.Coordination Demands of International Strategies[J].Journal of International Business Studies, 3rd Quarter 1991.
24 Manev.The managerial network in a multinational enterprise and the resource profiles of subsidiaries [J]. Journal Of International Management, 2002, (9): 133-151.
25 毛蕴诗 袁静．跨国公司对华直接投资策略：趋势与特点[J]．管理世界(月刊)，2005年第9期．
26 同上．
27 路风，张宏音．寻求加入WTO后中国企业竞争力的源泉[J]．管理世界(月刊)，2002．2．
① 源自：杰夫．拉索尔 迈克尔．M．伯瑞尔 著 张新胜 王湲 译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．270-271．
① 源自：杰夫．拉索尔迈克尔．M．伯瑞尔著 张新胜 王湲译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．269—270．
① 源于: Ghoshai and Nohria. Internal Differentiation within Multinational Corporations [J]. Strategic Management Journal, 1989.10:357-364.
① 源自: Rodrigues.Headquarters-foreign subsidiary control relationships: three conceptual frameworks [J].Empowerments in Organization (1995) 3(3): 25-50.
① 转引自：杰夫．拉索尔迈克尔．M．伯瑞尔著 张新胜 王湲译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．270-272．
① 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：30页．
① 源于：薛求知．“走进来”与“走出去”的交锋[EB／OL]．http://www.it-times.com.cn IT时报．
② 源于：杨利宏，赵刚．人事之变揭开联合利华防守反击战[N]中国经营报，2005年07月29日．
③ 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：p66．
① 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：36页
① 转引自：孟华．跨国公司研发重地何时扎根中国?[N]．凤凰网，2005年06月03日．
② 况且，在谋求技术标准控制等结构性权力的“温特主义”时代，过度的知识产权保护将不利于确立技术标准控制地所需的网络外部性效应的发挥。
① 转引自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01．
② 改编自：饶小民．跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士学位论文．2002．11．01．
① 改编自：单明，梁秧森．跨国企业的内部监管机制[D]．2000-05-08．
① 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：69．
② 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：32．
③ 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：69．
① 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：70．
① 改编自：饶小民．跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士学位论文．2002．11．01．
② 源自: Rodrigues.Headquarters-foreign subsidiary control relationships: three conceptual frameworks [J].Empowerments in Organization,1995,3(3): 25-50.
① 源自: Richards, Hu. US subsidiary control in Malaysia and Singapore. Business Horizons Volume: 46, Issue: 6,November-December, 2003, pp. 72.
① 源自：迈克尔·古尔德等著，黄一义等译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．
① 改编自：查尔斯·W·L·希尔著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民大学出版社．2002．5：470-479．
② 联合国贸发会议相关数据
③ 世界贸易组织和世界银行相关数据
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4 同上
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8 Lawrence and Lorsch.1967. Differentiation and Integration in Complex Organizations, Administrative Science Quarterly, 1967:1-47.
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11 Lawrence and Lorsch.Differentiation and Integration in Complex Organizations,Administrative Science Quarterly, 1967:1-47.
12 Ghoshal and Nohria. Internal Differentiation within Multinational Corporations [J]. Strategic Management Journal, 1989, 10:357-364.
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16 同上
17 查尔斯·W·L·希尔 著周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社．2002．5．
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23 同上
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35 Nohria & Ghoshal. Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations [J]. Strategic Management Journal. 1994.15: 491-502.
36 转引自：廖永凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005．
37 查尔斯·W·L·希尔著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人 民出版社．2002．5．
38 Baliga and Jaeger. Multinational Corporations Control Systems And Delegation Issues [J].Journal of International Business Studies, fall 1984:pp.25-40.
39 Morrison, A.J. & Roth K.A taxonomy of business-level strategies in global industries[J].Strategic Management Journal, 1992,13:399-418.
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45 Doz, Prahalad. Headquarters Influence and Strategic Control in MNCs [J]. Sloan Management Review (pre-1986). Cambridge: Fall 1981,23(1): 15 pages.
46 Doz, Prahalad. Controlled Variety: A Challenge for Human Resource Management in the MNC[c]. Introduction. Human Resource Management (1986-1998). New York: Spring 1986,Vol.25, Iss. 1:17 pages.
47 Prahalad, Doz. An Approach to Strategic Control in MNCs [C]. Sloan Management Review (pre-1986). Cambridge: Summer 1981. VoL 22, Iss. 4:9 pages.
48 Hamel, Prahalad.Managing Strategic Responsibility in the MNC [J]. Strategic Management Journal, 1983,4(4): 341-351.
49 同上
50 Roth, Morrison. Implementing global strategy: Characteristics of global subsidiary mandates[J]. Journal of International Business Studies, 1992, Vol. 23 Issue 4:21p.
51 Birkinshaw. Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives [J]. Strategic Management Journal (1986-1998). Chichester: Mar 1997. Vol. 18, Iss. 3:23 pages.
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54 Edited by Birkinshaw and Hood. Multinational Corporate Evolution and Subsidiary Development[C]. New York: St. Martin's Press, 1998.
55 Edwards, Adlina and Simon. Subsidiary Autonomy: The Case of Multinational Subsidiaries in Malaysia. Journal of International Business Studies, 2002,33:183-191.
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① 属于已经发表的论文之一部分：跨国公司子公司创业创新精神——内部化和网络化视角下的考察[J]．当代财经，2005，9．
① Birkinshaw. Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives [J].Strategic Management Journal (1986-1998). Chichester: Mar 1997. Vol. 18, Iss. 3:23 pages.
① 源自 Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39,3,
② 同上
③ 改编自: Birkinshaw. Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives [C]. Strategic Management Journal (1986-1998). Chichester: Mar 1997. Vol. 18, Iss. 3:23 pages.
④ 源自 Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39,3,
① 转引自: Gooderham and Nordhaug.International Management: Cross-boundary Challenges [M]. Blackwell Publishing Ltd.2003.p223.
① 源于: Gooderham and Nordhaug.International Management: Cross-boundary Challenges [M]. Blackwell Publishing Ltd.2003.p223.
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① 这种“生意意识”或者“生意经”需要更多的直觉判断。鉴于可资利用的信息常常并不充分，理性的分析判断和决策经常是不可能的事情。
② 不注意培养自主的设计和制造能力，我国及企业未来的经济增长效果都会大打折扣。不过自主能力增强了，越是接近发达国家及其企业的水平，我国企业就越是容易被对手关注，在技术转让和交流方面将面临更加苛刻的条件，对此我国企业必须加以重视。当然这逼迫我国企业在创新方面永不停息，这是一种“良性循环”。
③ 刘勇．无疆界商战：运营新视野，全球资源整合[EB／OL]．ccw.com.cn.
④ 同上
⑤ TCL集团股份有限公司财务结算中心．TCL集团2005年度第一季度经营情况通报，2005．5．20．
① 转引自：薛求知，任胜钢．跨国公司理论新进展：基于区位与集群的视角[J]．复旦大学学报(社科版)，2005，1：63-71．
② 不能仅仅满足于：适应风起云涌的跨国公司在华全球采购的要求，依靠快速提高效率、改善质量和降低成本而成为跨国公司眼中更加高级的OEM厂商。在跨国公司在华直接投资日益转向低资源消耗的知识产业和服务产业背景下，寻求品牌、定位和价格综合差异化优势以及开展ODM才是更加持续的战略性举措。
① 在这种特定的关键位置上，企业能够充当连接成员企业之间的联系纽带或者利用在网络中的声望和权力而获取重要信息、建立控制地位和巩固核心能力。源自：陈莉平．嵌入社会网络的企业竞争优势探源[J]．经济管理．新管理，2005年7月第14期。
① 根据2005年5月在深圳某著名公司SZHW的访谈整理。
② 要提供特定(当地)客户真正需要的问题解决方案，而非提供总部转移而来的自认为具有特色的方案。
③ 跨国公司内部的资源整合是外部整合的基础。在外部，传统的条块分割的管理体制使得我国海外企业之间经常缺少横向联系与合作，相互竞争与封锁消息，不能实现经营资源的共享，经营分散化现象比较严重，全球定价和报价能力极其衰弱。这与众多跨国公司纷纷通过兼并扩大规模和积极建立战略联盟的现实形成巨大反差。
① 特别是许多西方国家的MBA和EMBA课程纳入越来越多的中国因素。
② 我国跨国公司不熟悉海外市场特别是竞争对手的情况以及对它国政治、经济、丈化与历史的研究极为不足，这是目前我国跨国公司普遍面临的一个软肋。
③ 源于：王念祖．中国企业如何走向国际市场[M]．安徽科学技术出版社．1995：263．
① 胜任业务、了解母国与东道国文化是十分重要的两大条件。
② 根据2005年5月在深圳某著名公司SZHW的访谈整理。
③ 如果一家跨国公司在当地没有可靠的接班人，那么母国派出的管理人员的晋升就会因为脱不开而面临限制。
④ 绝不是简单的容易引起排斥的文化同化。鉴于亚太地区特别是亚洲是我国对外直接投资的主要目的地，以及由于地缘接近的的缘故，这种文化认同应该比较容易些。
⑤ 懂外语、懂经济、懂法律、懂技术、懂管理的复合型人才。
⑥ 不能在外派的时候轰轰烈烈，而在回国的时候无声无息。
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① 这种职位轮换可能导致企业战略决策和实施的不连贯性。但是在跨国公司总部不能对海外子公司进行时时监控和事事监督的情况下，这是确保海外经营安全性的必要代价。
② 目前海外直接投资的企业大多是国有企业或者与国有企业存在非常持久密切的关系。这不排除在个别海外市场的中国企业主要是民营企业的事实。例如在新加坡上市的龙筹股就有90％属于民营企业。
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② 源自：国际商报．2005．03．19．
③ 中国商务部2005年3月18日发布的信息。
④ 2004年世界投资报告。
① 源自：世界经济论坛2002-2003年全球竞争力报告。
① 全球2003年的跨国直接投资总额为6530亿美元。
② 联合国贸发会议：《世界投资报告》(2003．9)以及历年《世界投资报告》。
③ 转引自：《经济导报》(港)2005．5．29。
① 本文从管理学意义上将海外分支机构(海外分公司和子公司)统一纳入海外子公司的范畴。
② 源于：蔡卫东，赵进．中国大型企业国际化程度比较研究[J]．北京工商大学学报：社科版，2004．4．16-21．
① 也是在全球一体化和当地回应两种压力之间的平衡。
② 本选题源于国家自然科学基金课题(70472022)并受其资助，本论文也是该课题阶段性的研究成果。
③ 根据作者的研究发现，既有的很多关于海外子公司定位、协调与控制的研究基本上都是从三个方面中的单一方面或者其中两个方面分散而非系统整体地进行。可参见第2章相关部分的内容。
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① 源自: Baliga and Jaeger. Multinational Corporations Control Systems And Delegation Issues []. Journal of International Business Studies (fall 1984). pp.25-40.
① 源自: Anne-Wil Kathe Harzing. Managing the Multiantionals:An International Study of Control Mechanisms[M].Edward Elgar. 1999. pp21.
① 源于: Martinez& Jarillo.The Evolution of Research on Coordination Mechanisms in Multinational Corporations[J]. Journal of International Business Studies, 1989,vol.20.
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① 源于：约翰 B．库仑 著，邱立成 译．多国管理：战略要径[M]．机械工业出版社．2000．p230．
① 转引自：高勇强，田志龙．公司对子公司的管理和控制模式研究[J]．南开管理评论．2002年第4期．
② 同上
① 主体内容已经发表：海外子公司定位研究：从总部视角到子公司视角．南开管理评论[J]．2005．8
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37 同上
38 同上
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40 同上
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45 同上
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① 改编自: Bartlett和Ghoshal. Managing Across Borders: The Transnational Solution (2nd edition). Harvard Business School Press. Boston (1998).
① 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1998)
① 转引自：赵景华，于鹏．跨国公司海外子公司的理论新发展[J]．经济管理新管理，2005．10．
① Granovetter.The Strength of Weak Tie[J].American Journal of Sociology, 1973: 1360-1380.
① 改编自: Neil Hood.The multinational Subsidiary: management, economic development and public policy [M]. Palgrave Macmillan.2003.p292.
② 改编自: White and Poynter.Strategies for Foreign-Owned Subsidiaries in Canada[J]. Business Quarterly, 1984, 48(4): 59-69.
① 转引自：曾纪幸．以网路策略的观点探讨台商赴海外投资行为[D]．国立屏东商业技术学院．
① 上半部分来自作者根据本文相关研究，总结，后半部分改编自：Bartlett和Ghoshal(1998)；Jarillo与Martinez(1990)；Taggart(1997)
① 转引自：薛求知．“走进来”与“走出去”的交锋[EB／OL]．http://www.it-times.com.cn IT时报．
② 源自：金钢．本土化：中国企业跨国经营的重要战略[J]．国际经济合作，2004-10-14．
① 该表同第7章的表7.9
② 表示问卷中第17个题项中的第8个小项，以下同
③ 该值越小，说明变量之间可测量的共同特质越少，就越不适合做因素分析，一般来说，当KMO值小于0.5的时候，就不适合做因素分析(Kaiser，1974)。
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① 邱立成．跨国公司研究与开发的国际化．经济科学出版社．2000．1．
② 对于这些跨国公司而言，年轻、缺少经验以及金融资源、人力和有形资源不足不再是公司大规模国际化并获取成功的主要障碍，其创新精神、文化和能力以及一开始就具有的全球化视野促进自身早期国际化并获取成功。
① 杨丹辉．跨国公司对华技术转移的新动向与对策[J]．中国外资，2004年第10期．
① 主要因为母公司的资源承诺存在一定的局限性，详细见第5章相关部分
② 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1997)
① 转引自：查尔斯·W·L·希尔 著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社，2002．5：436．
① 转引自：查尔斯·W·L·希尔 著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社，2002．5：436．
② 同上 值得关注和研究的新趋势，这将给缺乏具有竞争力的母公司既有优势基础的发展中国家跨国公司的国际化经营提供有益借鉴。
① 源自: Kimzey and Sam.Technology outsourcing in the U.S. and Japan[J].Research Technology Management, July-August, 2002.
① 源于：跨国公司R&D的国际化战略[EB／OL]．中国宏观经济信息网，2002-06-08．
② 源自：国际商报．2005年9月17日
③ 转引自：孟华．跨国公司研发重地何时扎根中国?[N]．凤凰网，2005年06月03日．
④ 源自：国际商报．2005年9月16日
① 母公司也可能不能提供当地所需要的产品和技术，例如外采手机厂商往往没能提供中国市场更加畅销的折叠式手机及其技术。
① 改编自: Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39, 3.
① 改编自: Bartlett和Ghoshal (1998); Jarillo与Martinez (1990); Taggart (1997)
① 源自: Ed Delany. Strategic development of multinational subsidiary through subsidiary initiative taking. Long Range Planning, 2000,33:231.
② 源自: Ed Delany. Strategic development of multinational subsidiary through subsidiary initiative taking. Long Range Planning, 2000,33:236.
① 源自: Andersson, Pahlberg.Subsidiary Influence on Strategic Behavior in MNCs: an Empirical Study[J]. International Business Review Volume: 6, Issue: 3, June, 1997, pp. 320.
① 改编自: Lucia Piscitello and Larsrissa Rabbiosi.The impact of MNCs'Foreign Activities on the Innovative Performance of the Parent Company. at the DRUID Summer Conference 2004 on industrial dynamics, innovation and development.
① 制度化的过程包括外显化(externalization)-客体化(objectification)-内部化(internalization)三个重要的过程，将个体的学习和群体的共识纳入跨国共识的组织体系(Ozsomer and Gencturk，2003)
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① 从管理作为一种资源整合活动或者过程的观点来看，协调表现出子公司之间的整合，控制体现为母子公司之间的整合。
② 根据新华社2005年10月11日的报道，美国布兹-艾伦-汉密尔顿咨询公司最近对世界1000家大跨国公司研发资金的相关情况进行的调查表明，这些公司2004年的研发经费均有大幅度增加，共达3840亿美元。过去两年内研发经费达到11％的高速增长。但大量经费投入并不等于高效产出，尤其在高科技领域。该报告认为，研发必须有的放矢，还需要精密的协调合作，充分发挥内部的资源优势。 Academy of Management Review, 1990, Vol. 15: p603-625.
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5 同上
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10 Prahalad & Hamel. The core competence of the corporation[J]. Harvard Business Review, May-June 1990: 79-91.
11 同上
12 Dunning. The electic (OLI) paradigm of international production: past, present and future[J].International Journal of the Economics of Business, 2001, 1 (2): 173—190.
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24 同上
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28 同上
29 Hite and Hersterly.The Evolution of Firm Networks: From Emergence to Early Growth of The Firm [J]. Strategic Management Journal, 2001,22: 275-286.
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33 同上
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48 Andersson, Pahlberg.Subsidiary Influence on Strategic Behavior in MNCs: an Empirical Study [J]. International Business Review, June 1997,Volume 6, Issue 3:pp. 319-334.
49 Dunning.The geographical sources of the competitiveness of firms: some results of a new survey[C]. Transnational Corporations,1996, 5/3: 1-29.
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51 Shan, Song. Foreign direct investment and the sourcing of technological advantage: evidence from the biotechnology industry [J]. Journal of International Business Studies, 1997, 28(2): 267-284.
52 Almeida. Knowledge sourcing by foreign multinationals: patent citation analysis in the U.S. semiconductor industry [J]. Strategic Management Journal, Winter Special 1996,Issue 17: 155-165.
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54 Porter. The Competitive Advantage of Nations [J]. Harvard Business Review, March-April, 1990: pp. 73-100.
55 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
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57 Gupta and Govindarajan.Organizing for Knowledge Within MNCs [J]. International Business Review, 1994,3(4): 443-457.
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60 Birkinshaw and Hood. Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies [J]. Academy of Management Review, 1998, 23 (4): 773-795.
61 Birkinshaw, Hood and Stefan Jonsson.Building firm specific advantages in MNCs: The role of subsidiary initiative [J]. Strategic Management Journal, 1998,19: 221-241.
62 Barney. Firm Resources and Sustained Competitive Advantage[J]. Journal of Management, 1991, 17(1): 99-120.
63 Szulanski. Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the firm, Strategic Management Journal, 1996,17, pp. 27-44.
64 同上
65 同上
66 White and Poynter.Strategies for Foreign-Owned Subsidiaries in Canada [J]. Business Quarterly, 1984,48(4): 59-69.
67 Birkinshaw, Hood. Characteristics of Foreign Subsidiaries in Industry Clusters. Journal of International Business Studies [J]. First Quarter 2000,31(1): 141-154.
68 Rugman and Verbeke. Subsidiary-specific Advantages in Multinational Enterprises [J]. Strategic Management Journal, 2001, 22:237-250.
69 Birkinshaw and Hood. Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies [J]. Academy of Management Review, 1998, 23 (4): 773-795.
70 Bartlett & Ghoshal. Tap your subsidiaries for global reach [J]. Harvard Business Review, 1986,64(6): 87-94.
71 Birkinshaw, Hood and Jonsson.Building firm specific advantages in MNCs: The role of subsidiary initiative [J]. Strategic Management Journal, 1998,19: 221-241.
72 Moore and Birkinshaw.Managing knowledge in global service firms: Centers of excellence [J]. Academy of Management Review, 1998,Vol.12: 81-92.
73 Birkinshaw and Hood. Unleash Innovation in foreign subsidiaries (2001). in Neil Hood. The multinational Subsidiary: management, economic development and public policy[M].Palgrave Macmillan, 2003.
74 Birkinshaw and Hagstrom (Editors). The Flexible Firm: Capability Management in Network Organizations[C]. Oxford. New York, 2000.
① Bartlett and Ghoshai.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.503.
① Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.503.
① Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.503.
① Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.514.
① UNCTD: Transnational Corporations,vol.5,No.3,December 1996.
② 改编自：Bartlett and Ghoshal(1989)；高静美．跨国公司TMT内部网分层研究[J]．中国工业经济．2003．12．
① 改编自: Bartlett and Ghoshal.Transnational Management: Text, Cases and Readings in Cross-Border Management (Third Edition)[M]. Irwin McGraw-Hill.2000.250.
① 《世界投资报告(2003)》
② Peter Dicken.Global Shift[M].New York: Guilford Press,1992.
① 源自: Malnight.The Transition from Decentralized to Network-based MNC structures: An Evolutionary Perspective [J]. Journal of International Business Studies, 1996,vol.27.
① Business Week Online 1994.
② 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163)
① Business Week Online 1994
② 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163．
① 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．162
① 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．161
② 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．170
③ 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．178
④ 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．188
① 转引自：柯荣浦 著．企业集团管理体制研究[M]．中国经济出版社．2004．2．167．
① 转引自：陈楫宝．夺食海外--中石化的海外“集权”运动[EB／OL]．华夏经纬网，04／30／2004．
② 源于：欧姆龙在中国加大集中采购力度[EB／OL]．21IC.com，2004-12-16．
③ 源于：曲沛力．医疗设备物流现状简析[EB／OL]．http://www.gscnet.com，2005年2月17日．
① 改编自：迈克尔·古尔德等 著，黄一义等 译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．159-163。
① 主体内容已经被接受将发表于：跨国公司在华直接投资形式的新动向研究．国际商务[J]．2005．12．
① 中华人民共和国商务部网站：http://www.mofcom.gov.cn
② 数据来源：中国国家统计局 1985-2004年各年统计年鉴
③ 源于：杨利宏，赵刚．人事之变揭开联合利华防守反击战[N] 中国经营报，2005年07月29日．
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6 Bartlett and Ghoshal. Managing Across Borders: The Transnational Solution [M]. Boston: Harvard Business School Press, 1989.
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15 同上
16 同上
17 David Cray. Control and Coordination in Multinational Corporations [J]. Journal of International Business Studies, 1984,15:85-98.
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22 薛求知，阎海峰．跨国公司全球学习——新角度审视跨国公司[J]．南开管理评论，2001．
23 Martinez,Jarillo.Coordination Demands of International Strategies[J].Journal of International Business Studies, 3rd Quarter 1991.
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25 毛蕴诗 袁静．跨国公司对华直接投资策略：趋势与特点[J]．管理世界(月刊)，2005年第9期．
26 同上．
27 路风，张宏音．寻求加入WTO后中国企业竞争力的源泉[J]．管理世界(月刊)，2002．2．
① 源自：杰夫．拉索尔 迈克尔．M．伯瑞尔 著 张新胜 王湲 译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．270-271．
① 源自：杰夫．拉索尔迈克尔．M．伯瑞尔著 张新胜 王湲译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．269—270．
① 源于: Ghoshai and Nohria. Internal Differentiation within Multinational Corporations [J]. Strategic Management Journal, 1989.10:357-364.
① 源自: Rodrigues.Headquarters-foreign subsidiary control relationships: three conceptual frameworks [J].Empowerments in Organization (1995) 3(3): 25-50.
① 转引自：杰夫．拉索尔迈克尔．M．伯瑞尔著 张新胜 王湲译．国际管理学——全球化时代的管理[M]．中国人民出版社．2002．8．270-272．
① 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：30页．
① 源于：薛求知．“走进来”与“走出去”的交锋[EB／OL]．http://www.it-times.com.cn IT时报．
② 源于：杨利宏，赵刚．人事之变揭开联合利华防守反击战[N]中国经营报，2005年07月29日．
③ 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：p66．
① 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：36页
① 转引自：孟华．跨国公司研发重地何时扎根中国?[N]．凤凰网，2005年06月03日．
② 况且，在谋求技术标准控制等结构性权力的“温特主义”时代，过度的知识产权保护将不利于确立技术标准控制地所需的网络外部性效应的发挥。
① 转引自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01．
② 改编自：饶小民．跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士学位论文．2002．11．01．
① 改编自：单明，梁秧森．跨国企业的内部监管机制[D]．2000-05-08．
① 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：69．
② 改编自：饶小民跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士论文．2002．11．01：32．
③ 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：69．
① 转引自：廖勇凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005：70．
① 改编自：饶小民．跨国公司对在华子公司的控制机制研究[D]．浙江大学硕士学位论文．2002．11．01．
② 源自: Rodrigues.Headquarters-foreign subsidiary control relationships: three conceptual frameworks [J].Empowerments in Organization,1995,3(3): 25-50.
① 源自: Richards, Hu. US subsidiary control in Malaysia and Singapore. Business Horizons Volume: 46, Issue: 6,November-December, 2003, pp. 72.
① 源自：迈克尔·古尔德等著，黄一义等译．公司层面战略：多业务公司的管理与价值创造[M]．人民邮电出版社．2004．
① 改编自：查尔斯·W·L·希尔著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民大学出版社．2002．5：470-479．
② 联合国贸发会议相关数据
③ 世界贸易组织和世界银行相关数据
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4 同上
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12 Ghoshal and Nohria. Internal Differentiation within Multinational Corporations [J]. Strategic Management Journal, 1989, 10:357-364.
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16 同上
17 查尔斯·W·L·希尔 著周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人民出版社．2002．5．
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23 同上
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36 转引自：廖永凯．跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究[D]．复旦大学博士学位论文．2005．
37 查尔斯·W·L·希尔著 周健临 等译．国际商务：全球市场竞争(第三版)[M]．中国人 民出版社．2002．5．
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49 同上
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53 Luo, Yadong. Organizational dynamics and global integration: A perspective from subsidiary managers [J]. Journal of International Management, 2002,Volume 8, Issue 2:pp. 189-215.
54 Edited by Birkinshaw and Hood. Multinational Corporate Evolution and Subsidiary Development[C]. New York: St. Martin's Press, 1998.
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① 属于已经发表的论文之一部分：跨国公司子公司创业创新精神——内部化和网络化视角下的考察[J]．当代财经，2005，9．
① Birkinshaw. Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives [J].Strategic Management Journal (1986-1998). Chichester: Mar 1997. Vol. 18, Iss. 3:23 pages.
① 源自 Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39,3,
② 同上
③ 改编自: Birkinshaw. Entrepreneurship in Multinational Corporations: the Characteristics of Subsidiary Initiatives [C]. Strategic Management Journal (1986-1998). Chichester: Mar 1997. Vol. 18, Iss. 3:23 pages.
④ 源自 Birkinshaw. Subsidiaries Initiatives to Develop New Markets [J]. MIT Sloan Management Review. Spring 1998.39,3,
① 转引自: Gooderham and Nordhaug.International Management: Cross-boundary Challenges [M]. Blackwell Publishing Ltd.2003.p223.
① 源于: Gooderham and Nordhaug.International Management: Cross-boundary Challenges [M]. Blackwell Publishing Ltd.2003.p223.
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14 同上
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64 孙国辉．跨国公司内部贸易与全球一体化经营[J]．中央财经大学学报．2004．3．
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① 这种“生意意识”或者“生意经”需要更多的直觉判断。鉴于可资利用的信息常常并不充分，理性的分析判断和决策经常是不可能的事情。
② 不注意培养自主的设计和制造能力，我国及企业未来的经济增长效果都会大打折扣。不过自主能力增强了，越是接近发达国家及其企业的水平，我国企业就越是容易被对手关注，在技术转让和交流方面将面临更加苛刻的条件，对此我国企业必须加以重视。当然这逼迫我国企业在创新方面永不停息，这是一种“良性循环”。
③ 刘勇．无疆界商战：运营新视野，全球资源整合[EB／OL]．ccw.com.cn.
④ 同上
⑤ TCL集团股份有限公司财务结算中心．TCL集团2005年度第一季度经营情况通报，2005．5．20．
① 转引自：薛求知，任胜钢．跨国公司理论新进展：基于区位与集群的视角[J]．复旦大学学报(社科版)，2005，1：63-71．
② 不能仅仅满足于：适应风起云涌的跨国公司在华全球采购的要求，依靠快速提高效率、改善质量和降低成本而成为跨国公司眼中更加高级的OEM厂商。在跨国公司在华直接投资日益转向低资源消耗的知识产业和服务产业背景下，寻求品牌、定位和价格综合差异化优势以及开展ODM才是更加持续的战略性举措。
① 在这种特定的关键位置上，企业能够充当连接成员企业之间的联系纽带或者利用在网络中的声望和权力而获取重要信息、建立控制地位和巩固核心能力。源自：陈莉平．嵌入社会网络的企业竞争优势探源[J]．经济管理．新管理，2005年7月第14期。
① 根据2005年5月在深圳某著名公司SZHW的访谈整理。
② 要提供特定(当地)客户真正需要的问题解决方案，而非提供总部转移而来的自认为具有特色的方案。
③ 跨国公司内部的资源整合是外部整合的基础。在外部，传统的条块分割的管理体制使得我国海外企业之间经常缺少横向联系与合作，相互竞争与封锁消息，不能实现经营资源的共享，经营分散化现象比较严重，全球定价和报价能力极其衰弱。这与众多跨国公司纷纷通过兼并扩大规模和积极建立战略联盟的现实形成巨大反差。
① 特别是许多西方国家的MBA和EMBA课程纳入越来越多的中国因素。
② 我国跨国公司不熟悉海外市场特别是竞争对手的情况以及对它国政治、经济、丈化与历史的研究极为不足，这是目前我国跨国公司普遍面临的一个软肋。
③ 源于：王念祖．中国企业如何走向国际市场[M]．安徽科学技术出版社．1995：263．
① 胜任业务、了解母国与东道国文化是十分重要的两大条件。
② 根据2005年5月在深圳某著名公司SZHW的访谈整理。
③ 如果一家跨国公司在当地没有可靠的接班人，那么母国派出的管理人员的晋升就会因为脱不开而面临限制。
④ 绝不是简单的容易引起排斥的文化同化。鉴于亚太地区特别是亚洲是我国对外直接投资的主要目的地，以及由于地缘接近的的缘故，这种文化认同应该比较容易些。
⑤ 懂外语、懂经济、懂法律、懂技术、懂管理的复合型人才。
⑥ 不能在外派的时候轰轰烈烈，而在回国的时候无声无息。
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6 Andersson, Forsgren. Subsidiary Embeddedness and Control in the Multinational Corporation [J]. International Business Review, October 1996, Volume 5, Issue 5:pp. 487-508.
① 这种职位轮换可能导致企业战略决策和实施的不连贯性。但是在跨国公司总部不能对海外子公司进行时时监控和事事监督的情况下，这是确保海外经营安全性的必要代价。
② 目前海外直接投资的企业大多是国有企业或者与国有企业存在非常持久密切的关系。这不排除在个别海外市场的中国企业主要是民营企业的事实。例如在新加坡上市的龙筹股就有90％属于民营企业。
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