本文選題：非股權(quán)經(jīng)營(yíng)模式 + 全球價(jià)值鏈��； 參考：《天津財(cái)經(jīng)大學(xué)》2014年碩士論文

【摘要】：隨著科技的進(jìn)步,國(guó)際分工日益細(xì)化,對(duì)全球價(jià)值鏈的管理也開始向多元化發(fā)展,越來(lái)越多的跨國(guó)公司開始將生產(chǎn)過(guò)程的非核心環(huán)節(jié)外包給東道國(guó)企業(yè)。非股權(quán)經(jīng)營(yíng)方式具有風(fēng)險(xiǎn)小、成本低、經(jīng)營(yíng)靈活等特點(diǎn),東道國(guó)企業(yè)可以學(xué)習(xí)跨國(guó)公司先進(jìn)的生產(chǎn)技術(shù)和管理理念,通過(guò)技術(shù)的積累,發(fā)展中國(guó)家可以不斷提升全球價(jià)值鏈上的位置。本文在國(guó)內(nèi)外學(xué)者關(guān)于非股權(quán)經(jīng)營(yíng)模式以及全球價(jià)值鏈治理的研究成果的基礎(chǔ)上,首先總結(jié)了全球價(jià)值鏈的特點(diǎn)和影響因素以及企業(yè)參與全球價(jià)值鏈的主要方式,并且結(jié)合2011年和2013年世界投資報(bào)告的相關(guān)數(shù)據(jù),研究了非股權(quán)經(jīng)營(yíng)模式的主要形式和發(fā)展現(xiàn)狀；其次分別從動(dòng)機(jī)的角度和全球價(jià)值鏈的管理角度兩個(gè)層面對(duì)非股權(quán)經(jīng)營(yíng)模式進(jìn)行了分類,從動(dòng)機(jī)的角度可以將非股權(quán)經(jīng)營(yíng)模式分為資源尋求型、效率尋求型和市場(chǎng)尋求型,從全球價(jià)值鏈的管理角度可以將非股權(quán)經(jīng)營(yíng)模式分為俘獲型、關(guān)聯(lián)型以及模塊型；在對(duì)非股權(quán)經(jīng)營(yíng)模式進(jìn)行分類的前提下探究了非股權(quán)經(jīng)營(yíng)模式發(fā)展的動(dòng)因以及不同類型的非股權(quán)經(jīng)營(yíng)模式對(duì)全球價(jià)值鏈的地位提升所產(chǎn)生的影響,本文的研究結(jié)果表明對(duì)于發(fā)達(dá)國(guó)家而言,非股權(quán)經(jīng)營(yíng)模式發(fā)展的動(dòng)因是能夠減少成本、降低風(fēng)險(xiǎn),而對(duì)于發(fā)展中國(guó)家而言,通過(guò)非股權(quán)經(jīng)營(yíng)模式可以更多地參與到全球價(jià)值鏈中去。非股權(quán)經(jīng)營(yíng)模式對(duì)價(jià)值鏈的地位提升的差異性主要體現(xiàn)在資源尋求型和市場(chǎng)尋求型能夠有效提高欠發(fā)達(dá)地區(qū)全球價(jià)值鏈的參與程度,并且通過(guò)技術(shù)外溢發(fā)展中國(guó)家有機(jī)會(huì)向價(jià)值鏈的高端移動(dòng),而效率尋求型的模式能夠幫助發(fā)達(dá)國(guó)家整合資源從事核心環(huán)節(jié)的生產(chǎn),進(jìn)而能提高經(jīng)營(yíng)效率；在此基礎(chǔ)上以合同制造和服務(wù)外包為例,將中國(guó)的非股權(quán)經(jīng)營(yíng)模式和全球價(jià)值鏈的分工地位分別與發(fā)達(dá)國(guó)家和發(fā)展中國(guó)家作了對(duì)比,指出了中國(guó)的非股權(quán)經(jīng)營(yíng)模式存在哪些不足以及在全球價(jià)值鏈上的分工地位；基于對(duì)比,對(duì)提升中國(guó)全球價(jià)值鏈分工地位提出了三點(diǎn)政策建議,首先將與非股權(quán)經(jīng)營(yíng)模式相關(guān)的政策納入到國(guó)家發(fā)展戰(zhàn)略中去,其次利用本國(guó)的技術(shù)創(chuàng)新提高在國(guó)際分工中的地位,最后通過(guò)人才培養(yǎng)從事更多的高技術(shù)活動(dòng)。
[Abstract]:With the development of science and technology, the international division of labor is becoming more and more detailed, and the management of global value chain is becoming more and more diversified. More and more multinational corporations begin to outsource the non-core links in the production process to the host country enterprises. Non-equity management is characterized by low risk, low cost, flexible management, and so on. Enterprises in host countries can learn the advanced production technology and management concepts of multinational corporations, and through the accumulation of technology, Developing countries can continue to upgrade their position in global value chains. Based on the research results of non-equity management model and global value chain governance at home and abroad, this paper first summarizes the characteristics and influencing factors of global value chain and the main ways for enterprises to participate in global value chain. Combined with the data of the World Investment report in 2011 and 2013, the paper studies the main forms and development status of the non-equity business model. Secondly, it classifies the non-equity management model from the angle of motivation and the management of global value chain. From the angle of motivation, the non-equity management model can be divided into three types: resource seeking, efficiency seeking and market seeking. From the perspective of global value chain management, the non-equity management model can be divided into capture type, association type and module type; On the premise of classifying the non-equity management mode, this paper probes into the motivation of the development of the non-equity management model and the influence of different types of non-equity management mode on the status of the global value chain. The results of this paper show that for developed countries, the motivation of the development of non-equity management model is to reduce costs and risks, while for developing countries, Through the non-equity management model, we can participate more in the global value chain. The difference between non-equity management mode and value chain is that resource seeking and market seeking can effectively improve the participation of global value chain in less developed regions. And through technology spillover developing countries have the opportunity to move to the high end of the value chain, while the efficiency seeking model can help developed countries integrate resources to engage in the production of core links, and then improve the operational efficiency; On this basis, taking contract manufacturing and service outsourcing as an example, this paper compares China's non-equity management model and the division of labor status of global value chain with those of developed countries and developing countries, respectively. This paper points out the shortcomings of China's non-equity management model and its position in the global value chain, and puts forward three policy recommendations to promote the division of labor in China's global value chain based on the comparison. Firstly, the policies related to the non-equity management model are incorporated into the national development strategy, secondly, the status of international division of labor is improved by using domestic technological innovation, and finally, more high-tech activities are carried out through the cultivation of talents.
【學(xué)位授予單位】：天津財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F124;F114.1

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