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The reverse multinational: An analys...

Tzeng, Rueyling.

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The reverse multinational: An analysis of one American factory under Chinese management.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	The reverse multinational: An analysis of one American factory under Chinese management./
作者:	Tzeng, Rueyling.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 1992,
面頁冊數:	294 p.
附註:	Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2565.
Contained By:	Dissertation Abstracts International53-07A.
標題:	Labor relations. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9232773

The reverse multinational: An analysis of one American factory under Chinese management.
Tzeng, Rueyling.

The reverse multinational: An analysis of one American factory under Chinese management. - Ann Arbor : ProQuest Dissertations & Theses, 1992 - 294 p.

Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2565.

Thesis (Ph.D.)--State University of New York at Stony Brook, 1992.

The results of economic growth in the Republic of China (ROC), Taiwan, since the Second World War have been viewed as a deviant case of dependent development. Yet, this case also reveals the ignored process of its economic ascent in the world along with its economic growth. "Reverse multinationals," based in a developing country but investing in developed countries, emerge. However this is not a specific phenomenon in Taiwan but also occurs in other developing countries.Subjects--Topical Terms:

3172144
Labor relations.

The reverse multinational: An analysis of one American factory under Chinese management.
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245 1 4 $a The reverse multinational: An analysis of one American factory under Chinese management.
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300 $a 294 p.
500 $a Source: Dissertation Abstracts International, Volume: 53-07, Section: A, page: 2565.
500 $a Adviser: Paul Attewell.
502 $a Thesis (Ph.D.)--State University of New York at Stony Brook, 1992.
520 $a The results of economic growth in the Republic of China (ROC), Taiwan, since the Second World War have been viewed as a deviant case of dependent development. Yet, this case also reveals the ignored process of its economic ascent in the world along with its economic growth. "Reverse multinationals," based in a developing country but investing in developed countries, emerge. However this is not a specific phenomenon in Taiwan but also occurs in other developing countries.
520 $a This dissertation is a case study of a reverse multinational, based in Taiwan and with subsidiaries in the United States. It attempts to answer two questions. First of all, why did the reverse multinational happen? It occurred at the juncture of economic growth in ROC and de-industrialization in the U.S. Although the States of ROC and the U.S. play weak roles in this event, business strategies account much for it. While American companies shift from the matured to the high-tech industry, companies from ROC come to the U.S. to take over the obsolete plants. The motives of the reverse multinational are to secure raw materials and to expand market shares. Its competitive edge is to increase productivity by refining the bought technology.
520 $a The second question of this dissertation is how Chinese manage an American plant. The Chinese company has changed the acquired plant from a large but rigid to a small but flexible organization and from loose to tight management. In spite of these changes, workers and first line supervisors feel that there is no Chinese management present in the plant. The Chinese company also withdraws Chinese managers from the plant to the headquarters. There are only a few Chinese staff in the plant. The management of this ROC's reverse multinational is a hybrid type, American appearance with a Chinese core. However, there is constant conflict between the plant upper managers and the headquarters of the Chinese company.
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