文献翻译.docx

文献翻译.docx

《文献翻译.docx》由会员分享，可在线阅读，更多相关《文献翻译.docx（13页珍藏版）》请在冰豆网上搜索。

文献翻译

英文参考文献及其翻译

Value-basedlocalizationstrategiesofautomobilesubsidiariesinThailand

Onthecontrary,thosewhoargueagainstlocalizationfocusmainlyonlocalizationversusstandardizationofproductsandprocesses.Forexample,Levitt（1983）observedthatalthoughlocalizingproductsandpracticeshelpsmultinationalcompaniesrespondbetterthanapplyingaglobalstandard,itresultsinhighercosts;incontrast,globalcorporationsemploystandardizationasameanstokeepcostslowandremaincompetitive.Inthecaseoftheautomobileindustry,HowellandHsu（2002）favoredaglobalizationstrategy,indicatingthatadoptingaglobalnetworkofallianceswouldhelpGMreduceresearchanddevelopmentcosts.Fujimoto（2000）,ontheotherhand,pointedouttheadvantageoflocalizationofnewproductdevelopmentactivityinhelpingtoincorporate“localinformation”aboutproduction,sales,andconsumption,whilestandardizationofproductslendstheadvantageofeconomiesofscaleandscope.Insummary,areviewoftheliteraturerelatedtolocalizationidentifiedtwosalientissues:

（1）Discussionsonlocalizationoftenfocusonalimitedscope,suchasproductadaptationoruseoflocalresources.Theemphasisisoninputandoutputaspects–i.e.theuseoflocalmaterialsanduseoflocallaborwiththeaimofmakingproductsthatmeetlocaltastes.

（2）Thedecisionwhetherornottoimplementalocalizationstrategyoftendependsonitseconomiccostsandbenefits.ThestudyoflocalizationstrategiesofthesubsidiariesofinternationalautomobilecompaniesinThailand,describedinthispaper,addressesthesetwosalientpoints.

LocalizationofstrategicdecisionmakingLocalizationofstrategicdecisionmakingreferstoappointinglocalstotheboardofdirectorstohelpdeterminestrategicdirection.OnlyJapanesesubsidiariesdidthis.Twoapproacheswerefound:

usingexternalandinternalappointees.ThefirstwasappointingThaisfromoutsidethecompany’sstafftoobtainlocalinformationandstrengthenconnectionswiththelocalcommunity.AtTMT,respectedtop-rankgovernmentofficerswereofferedboardmembershipfortheirinsightsandinformationongovernmentpolicyandeconomicconditionsandtheirinfluenceongovernmentpolicies.ThishelpedTMTsuccessfullylobbythegovernmenttoestablishataxbreakformanufacturingpassengercarsusingpickupplatforms;itthenbecamethefirstautomobilemanufacturertobenefitfromthistaxpolicywhenitlaunchedapickuppassengervehicleintotheThaimarket.Thisapproachthusallowssubsidiariestoimplementstrategyproactivelybyreducinguncertaintyandinvestmentrisk.RecognizingthebenefitoflocalizationinstrategicdecisionmakinginThailand,itsfirstoverseassubsidiary,ToyotaMotorCorporationJapannowusesthisstrategyasaplatformforregionalandglobalstrategies.Inanothertypeofexternalappointment,TMT,HATC,andIMCTallappointedtop-levelThaimanagersofpartnercompaniestoenhancetheirconnectionswithintheThaibusinesscommunityandobtainin-depthmarketinformation.Usingtheexperienceandexpertiseoftheseboardmembersenabled,thesesubsidiariestoimprovetheiroperationalefficiency,minimizingthelearningcurvefornewprojects.TMTimprovedimplementationofnewpromotionandpublicrelationcampaignsandstrategies.IMCT’sexternalboardmembersprovidemarketanalysistohelpitcompetewithTMT,itsmaincompetitor.Thisapproachrunscountertothewesternideathatcompaniesshouldnotappointexternalboardmemberswhohaveabusinessorprofessionalrelationshipwiththecorporationoranaffiliatedenterprise,inordertomaximizetheindependenceoftheboardandimprovethequalityofcorporategovernance（Halletal.,2005）.Thesecondapproachwasthroughinternalstaffappointmentstotheboard,whichprovidesthebenefitsoftheexperienceandtacitknowledgethatappointeeshavegainedfromworkingwiththecompany.ThisapproachdevelopsThaiemployees’careerpath,promoteshighertransparencyandgoodgovernanceintheorganization,andhelpsbuildmutualtrustandapositiveattitudebetweenbothparties.Bycontrast,Hammeretal.（1991）foundthatinternalstaffweremadeboardmembersintheUSAusuallybecausetheypurchasedcompanystock,and,inEurope（especiallyScandinavia,Germany,Luxembourg,andAustria）,becauselegislationrequiredworkerrepresentationontheboard.BuildingandexploitingthelocalknowledgepoolSubsidiariesbuildandexploitthelocalknowledgepoolbyorganizingsuppliers’anddealers’clubswheremembersshareinformationaboutproblems,remedialactions,newideasandbestpractices.TMT,IMCT,HATC,andDCTHhadformedtheseclubs.Duringclubmeetingsthesuppliershearinformationonwhatcustomersneedinordertoimprovethedesign,appearance,andqualityofpartstomatchcustomerexpectations.Forexample,adealerinformedDCTHthatThaicustomersprefersmoothleatherseats,incontrasttoGermancustomers,whowantleatherwithanatural,wrinkledlook.Usingsuchinformation,DCTHandsupplierscollaboratedtocustomizetheleatherseatdesigntomeetThaipreferences.Sharingmarketknowledgealsoprovidesoperationalbenefits,suchasincreasingqualityandpunctualityofdeliveryandreducingcost.Atthe“ThaiHinoCooperationClub,”Thaimanagers,expatriates,suppliers,anddealersregularlymeetandthrashoutahostofproblemsthatincludequalityofparts,assemblyschedulingandlogisticsdelays.Thediscussionshelpimprovethelearningoflocalstaff,expatriatestaff,suppliers,anddealers.Since,thelaunchofthisclub,thenumberofqualityproblemshasdropped.TMT’sandHACT’ssupplierscommentedthatthesuppliers’clubsmadethemfeelthattheseautomobilecompaniesrecognizedthemasteammembersandaspartofthecompanies’successinwinningThaicustomers’hearts.Thishascreatedofasenseofbelongingamongsuppliersanddealers.Learningfrombestpracticeshelpssuppliersandcompaniesreducecostsincurredfromrepeatingthesamemistakesandhelpsshortenthetimeneededtosolveproblems.HACThasbenefitedbyapplyinglessonslearnedatclubmeetingsfrombest-practicesupplierstoyearlyevaluationsthathavereducedthenumberofworst-performancesuppliers.Additionally,HACTandIMCTqualitymanagementmanagersandengineerscommentedthatcreatingaknowledgepoolhelpedreducethecostofsendingthemanufacturer’sengineerstomonitorqualityperformanceorhelpsolveproblemsatasupplier’splant.ThisisconsistentwithDyerandHatch（2004）,whofoundthatsharingknowledgewithasuppliers’networkenabledToyotatocreateasustainablecompetitiveadvantage.DeploymentoflocalhumanresourcesAllsubsidiarieshaverecruitedanincreasingnumberofThaisintomanagementwhiledecreasingthenumberofexpatriates.ThisisconsistentwithLavyandTeramura（1993）,whofoundthatJapanesecompaniesattempttopromoteAmericanmanagerstothetoplevelaspartoftheirstrategicemploymenttactics.TheprominentobjectiveofdeployingThaisistoobtainlocalknowledge.Duringthedata-gatheringperiod,onlyAATappointedaThaipresident.ThereasonisthatAATbelievedthatThaisknewbesthowtodealwithThaistakeholders.AsalateentrantintheThaimarket,AAThadtoaccelerateacquisitionofThaimarketknowledgetodesignstrategiestopenetratethatmarket.Additionally,wefoundatrendtowardgivingThaimanagersmoreautonomyandpowerindecisionmakingbyappointingthemtoimportantcommitteeswhileexpatriates’roleswerebecomingmainlysupervisory.AtTMT,HMT,IMCT,andBMW,expatriatesinkeycommittees,suchasthoserelatedtopromotions,salaryadministrations,anddiscipline,werereplacedbyThaimanagers.Companiesidentifiedseveralgeneralbenefitsofusingmorelocalmanagersandgivingthemgreaterautonomy.Themostimportantbenefitwasanincreaseinthestabilityofthemanagementforce,sincelocalemployeesstaylongerwithcompany,IJOEM3,2148whileexpatriatesmoveinandoutoftheirpositionseverythreetofouryears.Theaccumulatedknowledgehelpssubsidiariescreatealearningorganization.Companiesspecificallyreportedthattheyhavebenefitedfromlocalknowledgebroughtbylocalmanagers.Inaddition,deployinglocalmanagersclosestheculturalgapthatexistsbetweenexpatriatemanagersandlocallineemployees,therebyprovidingbettercommunicationamongthevariouslevelswithinthecompanyandgreaterintegrationasaresultofbettermutualunderstanding.Somecompaniesreportedthatemployeeshavecommentedfavorablyonthedifferencebetweentheforeignmanagementstylepracticedinthepastandthemoreautonomousfunctioningthatreplacedit.TheinvolvementofThaisatalllevelsofdecisionmakinghasresultedinseveralspecificimprovementsinperformanceoroperations.First,companiesreportedanincreaseinemployees’abilitytoanalyzeandsolveproblems.Second,overallteamperformancehasimprovedasemployeesshareproblemsanddiscusssolutions.Third,lesstimeisrequiredtotackleproblems.Fourth,theemployee’scommitmentishigherastheyfeelempoweredtodesignplansfortheirteams.Fifth,subsidiariescanimplementstrategiesproactively–promptreactionandcontrolexercisedbylocalemployeeshelpstoreducetheuncertaintyandriskthatthecompanyfacesinaverycompetitivemarket.Sixth,byappointinglocalmanagerstokeydecisionbodies,companieswereabletoeliminateunfairnessinpromotion,whichwasaproblemwhenthesecommitteeswerecomprisedofexpatriatemanagersonly.Finally,byreplacingexpatriateswithlocalmanagers,thecompaniesbenefitedfromcostreduction,asexpatriatemanagers’salariesarefivetimeshigherthanthoseoflocalmanagers.

Localdeployme