世界正變得越來(lái)越小,基于國(guó)際化和全球化趨勢(shì)以及與之相關(guān)的力量,跨國(guó)公司的競(jìng)爭(zhēng)日益激烈。全球商業(yè)環(huán)境的變化非常迅速,因此跨國(guó)公司不斷提升其核心競(jìng)爭(zhēng)力,能力和資源,以發(fā)展和維持其競(jìng)爭(zhēng)優(yōu)勢(shì)。全球化進(jìn)程背后的主要驅(qū)動(dòng)因素是對(duì)世界貿(mào)易進(jìn)一步的放松管制,新技術(shù)的快速發(fā)展以及全球大規(guī)模的私有化進(jìn)程。這都極大的促進(jìn)了具有全球影響力的大型跨國(guó)公司的崛起。本文詳細(xì)闡述了外國(guó)公司投資烏茲別克斯坦汽車產(chǎn)業(yè),使之于1994年成為中亞最大的汽車生產(chǎn)國(guó)之間產(chǎn)生影響的不同動(dòng)機(jī)和決定因素,通過(guò)PEST和波特的五種力量的分析對(duì)烏茲別克斯坦汽車制造業(yè)進(jìn)行徹底的描繪和總結(jié)。此外,基于鄧寧的折衷范式(OLI理論)的理論背景,文章通過(guò)準(zhǔn)備詳細(xì)分析影響烏茲別克斯坦汽車工業(yè)中兩個(gè)最強(qiáng)大的參與者:美國(guó)通用汽車公司和MAN汽車公司的投資的驅(qū)動(dòng)因素,為現(xiàn)有的文獻(xiàn)做出補(bǔ)充。此外,論文提出了德國(guó)和美國(guó)兩個(gè)國(guó)家與烏茲別克斯坦產(chǎn)生差距的決定因素,就提供在烏茲別克斯坦兩個(gè)最大的全球參與者的運(yùn)作作為寶貴的例子。最后,本文深入介紹了烏茲別克斯坦汽車工業(yè)的可持續(xù)發(fā)展趨勢(shì),并提供了MAN汽車和通用汽車目前在這方面的戰(zhàn)略管理。結(jié)論章節(jié)對(duì)兩家外國(guó)公司在烏茲別克...

【文章頁(yè)數(shù)】：106 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ABSTRACT 摘要 1 INTRODUCTION
1.1 PROBLEM STATEMENT
1.2 PURPOSE OF THE RESEARCH
1.3 THE SIGNIFICANCE OF THE STUDY
1.4 SCOPE AND LIMITATIONS
1.5 CHAPTER ORGANIZATION OF THE STUDY 2 LITERATURE REVIEW
2.1 INTRODUCTION AND DEFINITIONS OF FDI
2.2 OVERVIEW OF THE MAIN FDI THEORIES
2.3 FDI MOTIVES AND DETERMINANTS
    2.3.1 Motives (Types of FDI)
    2.3.2 Determinants
    2.3.3 Distance Determinants
2.4 SUMMARY 3 RESEARCH METHODOLOGY
3.1 INTRODUCTION
3.2 RESEARCH METHODOLOGY
3.3 RESEARCH PARADIGM
3.4 RESEARCH APPROACH
3.5 RESEARCH STRATEGY
3.6 CASES SELECTION
3.7 DATA COLLECTION METHODS
3.8 SUMMARY OF METHODOLOGY 4 AN ANALYSIS OF THE BUSINESS ENVIRONMENT OF UZBEKISTAN`SAUTOMOBILE INDUSTRY
4.1 INTRODUCTION
4.2 A BRIEF REVIEW OF THE AUTOMOBILE INDUSTRY OF UZBEKISTAN: IMPORTANTSTATISTICS AND FACTS
4.3 ANALYSIS OF THE MACRO ENVIRONMENT OF UZBEKISTAN`S AUTOMOBILE INDUSTRY
    4.3.1 Political Environment
    4.3.2 Economic Environment
    4.3.3 Social/Cultural Environment
    4.3.4 Technological Environment
4.4 PORTER’S FIVE FORCES INDUSTRY ANALYSIS OF THE AUTOMOBILE INDUSTRY OFUZBEKISTAN
    4.4.1 Bargaining Power of Buyers and Main Drivers for It
    4.4.2 Bargaining Power of Suppliers and Main Drivers for It
    4.4.3 The threat of New Entrants
    4.4.4 Threat of Substitutes
    4.4.5 Market competitors
    4.4.6 Summary of Porter’s Five Forces 5 CASE STUDY ANALYSES CHAPTER
5.1 GENERAL MOTORS (GM) CASE STUDY
    5.1.1 A brief overview of GM Company
    5.1.2 Introduction of General Motors (GM) Uzbekistan
    5.1.3 Investment structure of GM Uzbekistan
    5.1.4 Performance of GM Uzbekistan in the last couple of years
    5.1.5 The future goals of GM Uzbekistan
    5.1.6 General Motors: Analysis based on the OLI paradigm
    5.1.7 General Motors and its Uzbek partners: Analysis based on the CAGEframework
5.2 MAN AUTO CASE STUDY
    5.2.1 Brief introduction of MAN Auto Company
    5.2.2 Overview to MAN Auto-Uzbekistan
    5.2.3 Investment structure of MAN Auto Uzbekistan
    5.2.4 Performance of MAN Auto Uzbekistan In the last couple of years
    5.2.5 The future goals of MAN Auto Uzbekistan in the future
    5.2.6 The MAN Auto Analysis Based on the OLI Paradigm
    5.2.7 MAN Auto and its Uzbek partners: Analysis based on the CAGE framework 6 SUSTAINABLE TRENDS IN THE AUTOMOBILE INDUSTRY OFUZBEKISTAN 7 CONCLUSION CHAPTER BIBLIOGRAPHY ANNEX APPENDICES



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