国际商务英文论文 2.docx

国际商务英文论文 2.docx

《国际商务英文论文 2.docx》由会员分享，可在线阅读，更多相关《国际商务英文论文 2.docx（26页珍藏版）》请在冰豆网上搜索。

国际商务英文论文2

InternationalBusinessManagement

Abstract

ThisresearchstudyfocusedonthestrategyofToyotainChinaandlinkagesbetweentheresource-basedviewofthefirm,andorganizationalchange.FocusingonSino-ForeignJointVenturecompaniesintheChineseautomobileindustry,researchdevelopanunderstandingoftheautomobileindustryinChinathroughacasestudy.TheresearchdevelopedpropositionsthatwereanalyzedusingcomparativeandlongitudinalresearchmethodstostudytheimpactofforeigncompanyentryintotheautomobileindustryinChina.Thetheoreticalframeworkoutlinestherelationshipbetweenresource-basedview,organizationalchangeandthefirm’sperformance.Inthelongitudinalresearch,thecasesupportedthehypothesesofindustrygrowth,competitiveadvantage,andorganizationalchange.Thecrosscaseanalysisofthefirm’sperformanceintheSino-foreignjointventurecompanieswassupportedinalleightcompaniesthatwereanalyzed.AndalsousetheFiveForcesmodeltoanalyzethemotivationofautomobilestrategicalliance.

KeyWords:

automobilemanufacturers;FiveForcesmodel;strategicalliance

Acknowledgements

Iowemanythankstoanumberofindividualswhohavemadethispossible.

TableofContents

1INTRODUCTION3

1.1IntroductiontotheProblem1

1.2BackgroundoftheStudy1

1.3PurposeoftheStudy1

1.4SignificanceoftheStudy2

1.5DefinitionofTerms2

2METHODOLOGY2

2.1AssumptionsandLimitations2

2.2ChoiceofMethod3

2.3ADescriptionoftheAnalysis.4

3DATACOLLECTIONANDANALYSIS4

3.1OverviewofChineseAutomobileIndustry4

3.2GovernmentInfluences7

3.3BusinessEnvironment9

4TOYOTA'SCHINASTRATEGY11

4.1PositiveSound,SolidFoundation11

4.2ConsidertheSituation,RapidDeployment12

4.3TheExquisiteControl,TheFocusofChecksAndBalances13

5ALLIANCESMOTIVATION14

5.1TheTheoreticalBasisofTheStrategicAlliance14

5.2AutomotiveIndustryAlliance14

6RESULTS15

7CONCLUSION17

8REFERENCE.....................................................................................18

1INTRODUCTION

1.1IntroductiontotheProblem

Untilthemid-1980s,automobilemanufacturinginChinaremaineddependentonafullyverticalintegratedproductionsystemthatwassupervisedbythecentralministriesorlocalgovernments.In1983,legislationopenedtheChinesemarket,whichallowedforeignautomobilemanufacturerstosupervisetheproductqualitysothatitwasinlinewiththeimageoftheirbrands.TheChinesegovernmentidentifiedthatgloballinkswerecriticalforacquiringthenecessarytechnologyandmanagerialexpertiseneededtomoveupthemanufacturingladderandtodevelopnewcompetitiveadvantagesininternationaltrade（Yang,1994）.

Chinaisnowthehometomorethan120vehiclemanufacturers,withonlytwothatproducemorethan500,000vehiclesannually:

FirstAutomotiveWorks（FAW）andShanghaiAutomotiveIndustryCorporation（SAIC）.Thesecompanieshavebeenabletodevelop,thankstotheregulatedmarketsystemthathasforcedforeigncompaniesintosettingupjointventures（JV）withlocalplayers.TheBigThreeincreasinglydominatethebusiness,settingupjointventureswithanarrayofforeignautomakersandbuildingsubstantialsizedcorporations.TheBigThreeconsistofFAW,SAIC,andDongfengMotorGroup,allofwhichareowned100%bytheChinesegovernment（Bursa,2003）.

Chinaisoneofthemostunusualcountriesinatransitioneconomy.TodayChinaisoneofthelargestandfastestgrowingeconomies,andisheavilyengagedininternationalbusinessandinvestment.Chinaisalsounusualbecauseitstransitioncontinuestobeplannedbythecentralgovernment,whichplaysanactiveinvolvementinbusinessaffairs.Tojustifythecountry’stransitiontoamarketeconomy,thecentralgovernmentdefineditsgoaltodevelopamarketsystemwithsocialisticcharacteristics.Thismeansthatsomesectorsandregionshavebeenmoreexposedtomarketcompetitionandhavechangedfasterthanothers.Sincetheearly1990s,mosttransactionshavebeenenactedthroughmarkets（Child&Tse,2001）.

1.2BackgroundoftheStudy

Chinaisamajorplayerintheglobaleconomy.Currently,Chinahasthehighestsalesgrowthintheworld’sautomobileindustry.China’simpressivegrowthandglobalinfluenceshiftedtheworld’sbalanceofpowertowardAsia.Chinaassumedanimportantroleintheglobalsupplychain,whereeconomicdevelopmentandchangeaffecttheoperationsofmanytransnationalcompaniesaroundtheglobe.Chinacouldbeusedasagrowthmodelforotheremergingmarkets（Barton,2004）.

1.3PurposeoftheStudy

Resource-basedtheorywasusedtodeterminewhetherthefirm’sresourcesandcapabilitiesinfluencethegrowthandperformanceoftheautomobilemanufacturersinChina.ThepurposeofthestudywastoanalyzetherecentoutstandingachievementthathasoccuredintheautomobileindustryinChina.SinceChinaenteredtheWorldTradeOrganization（WTO）in2001,thegovernmenthasmademajorreductionstotariffstocomplywiththerequirementssetforthforacceptanceintotheWTO.Theseadjustmentstogovernmentpolicycreatedmanychangesinthebusinessenvironment.Firmshadtocompeteonaglobalbasisbecausetheywerenolongerprotectedbygovernment.Thesechangescreatedanenvironmentofuncertaintyformanyfirms.Thestateownedenterprises（SOE）alsohadtocompeteandlearntobecomeprofitable（profitable（U.S.-ChinaEconomicandSecurityReviewCommission,2004）.

Adoptionofstrategiestochangingmarketconditionswasinfluencedbywhathappenedintheoverallindustryenvironment.Astheindustryevolved,thedrivingforcesforchangeincompetitivestructureandperformancerequiredchangestostrategicdecisions.Researchhasidentifiedacongruencybetweeninternalandexternalenvironment（Lambkin&Day,1989;Lawrence&Lorsch,1969;Porter,1990;Thompson,1967）thatexaminedtheshiftingstructuralconditionsandlifecyclechangesoffirmsastheygrow.Researchoncompetitivenessofthefirmandstrategicchange（Pettigrew,1990;VandeVen&Huber,1990）discussesthelinkagebetweenvolatilityinbusinessenvironment,businessstrategy,andstructure.Changeismultifacetedinthatitinvolvespolitical,cultural,incremental,environment,andstructuralDimensions.

Buildingonindustrylifecycle,theresource-basedview,andorganizationalchange,thestudyanalyzedstrategiesavailabletomanagementofautomobilemanufacturersinChina.Themainquestion“WhatistheimpactontheChineseautomobileindustryofforeigncompanyentryintoChina?

”istheissuethathascreatedafoundationforthereviewofstrategicmanagementliterature.ThepurposeofthestudywastoanalyzetherecentoutstandingachievementintheautomobileindustryinChina.

1.4SignificanceoftheStudy

ThisstudyallowsautomobilemanufacturerstoanalyzetheChinesemarkettodeterminewhethertheywishtoenterandbecomeplayersintheindustry.Thestudyprovidedinsighttoatransitionaleconomyandcouldbeusedasamodeltoenterothercountries.Additionally,thestudyprovidedotherfirmsabetterunderstandingofthebusinessenvironmentinChina.

Chinaistheworld’sthirdlargestmarketforvehiclesandthefourthlargestproducer.TheplansforfuturedevelopmentintheindustrybytheChinesegovernmentandtheworld’slargestautomotivecompanieswillhaveprofoundeffectsonthelocation,production,andlaborforcearoundtheworld.TheobjectiveofChina’sautomobilepolicyistobecometheworld’slargestmanufacturer,produceitsownbrandsofvehicles,andgeneratepartsfortheinternationalmarket.Theautopartsindustryaccountedforthemajorityofjobsintheautomotiveindustry,anditwasinthisareathatintensepricecompetitionexistedtosearchforlowerandlowerlaborcosts.TherewassignificantpotentialandthemarketwasextremelyprofitableinChinafortheautomobilemanufacturers.Volkswagenmadeathirdofitsprofits,GeneralMotors（GM）madeapproximately23%approximately23%ofprofits,andHondamadeabout6%ofprofitsinChina.TheyallhadinvestedbillionsofdollarsinChina.Laborcostswerelow:

theaverageChineseworkermade$3.00perhour,whileaunionworkerintheUnitedStatesmadearound$25.63,excludingbenefits.However,thehighprofitswerenotrelatedtolowcosts:

theywererelatedtohighpricing.TheChineseconsumerspaidsignificantlyhigherpricesforcarsthandidbuyersinanyothercountry（U.S.-ChinaEconomicandSecurityReviewCommission,2004）.

1.5DefinitionofTerms

Businessprocessesareactionsthatafirmengagesintoaccomplishsomebusinesspurposeorobjective.Businessprocessesareroutinesoractivitiesthatthefirmdevelopstoachievesomething（Porter,1991）.

DomesticCompaniesarethosethatareownedbysomecombinationofChineseinvestorsandthegovernment.

Firmperformanceforthepurposeofthispaperismeasuredbymarketshareduetoforeigncompaniesnotalwaysusingthesamefinancialreportingformat.Marketshareoffersacomparisonofafieldthatwillrepresentatruecomparisonwithintheindustry.

Firm’sresourcesrefertothetangibleandintangibleassetsthatafirmusestodevelopandimplementstrategiesSino-JointVentureforthepurposeofthispaperiswhereaportionofthecompanyisownedbyanon-Chineseorganization.

StateOwnedEnterprise（SOE）Enterprisesthatareowned100%bytheChinesegovernment.

WorldTradeOrganization（WTO）TheorganizationthatsucceededtheGeneralAgreementonTariffsandTrade（GATT）asaresultofthesuccessfulcompletionoftheUruguayRoundofGATTnegotiations.

2METHODOLOGY

2.1AssumptionsandLimitations

TherearelimitationstothestudyinthatthestudyanalyzestheSino-foreign