本文選題：民營(yíng)企業(yè)　切入點(diǎn)：跨國(guó)經(jīng)營(yíng)　出處：《貴州大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著全球經(jīng)濟(jì)一體化浪潮腳步的加快和“走出去”戰(zhàn)略的穩(wěn)步實(shí)施,貴州民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)活動(dòng)從無(wú)到有,但與國(guó)內(nèi)經(jīng)濟(jì)發(fā)達(dá)地區(qū)地區(qū)相比存在起步較晚和規(guī)模小的劣勢(shì),在近些年取得一定成就的同時(shí)與其他發(fā)達(dá)地區(qū)的差距仍較大。如果想要在激烈的國(guó)際競(jìng)爭(zhēng)中獲得主動(dòng)權(quán),則如何選擇跨國(guó)經(jīng)營(yíng)模式以及選擇何種模式進(jìn)行對(duì)外投資活動(dòng)是當(dāng)今貴州民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)發(fā)展的當(dāng)務(wù)之急。本文以貴州民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)模式選擇為研究對(duì)象,從貴州民營(yíng)企業(yè)發(fā)展和跨國(guó)經(jīng)營(yíng)現(xiàn)狀、特點(diǎn)為出發(fā)點(diǎn),引用以企業(yè)利潤(rùn)最大化為指標(biāo)的寡頭模型,采用層次分析方法對(duì)當(dāng)前典型貴州民營(yíng)企業(yè)雙龍實(shí)業(yè)有限公司的跨國(guó)經(jīng)營(yíng)模式的選擇過(guò)程進(jìn)行分析和總結(jié),實(shí)證結(jié)果證明了當(dāng)前雙龍實(shí)業(yè)有限公司跨國(guó)經(jīng)營(yíng)模式是合理的。最后從企業(yè)層面和政府層面就貴州民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)模式的選擇提供幾點(diǎn)政策建議。本文主要內(nèi)容由以下七個(gè)部分組成。第一部分是緒論。主要是介紹了本文的研究背景和意義,簡(jiǎn)單回顧了國(guó)內(nèi)外研究現(xiàn)狀,同時(shí)也簡(jiǎn)要介紹了本文的研究思路和采用的研究方法。第二部分主要是界定民營(yíng)企業(yè)和跨國(guó)經(jīng)營(yíng)的相關(guān)概念和對(duì)相關(guān)理論進(jìn)行整合和綜述,介紹了當(dāng)前跨國(guó)經(jīng)營(yíng)模式選擇的主流理論。第三部分是在對(duì)民營(yíng)企業(yè)可能采取的五種跨國(guó)經(jīng)營(yíng)模式進(jìn)行分析基礎(chǔ)上,從演進(jìn)理論出發(fā)探討了影響民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)模式選擇的內(nèi)外在因素。第四部分是模型建立和分析,本文引入一個(gè)簡(jiǎn)單的寡頭模型對(duì)其進(jìn)行模型分析,以跨國(guó)企業(yè)獲取最大利潤(rùn)為指標(biāo),對(duì)并購(gòu)和新建所產(chǎn)生的成本進(jìn)行比較,由于技術(shù)水平、文化和政治經(jīng)濟(jì)等差異的存在,不同的因素對(duì)企業(yè)跨國(guó)經(jīng)營(yíng)模式選擇有著不同的影響。第五部分內(nèi)容分析貴州民營(yíng)企業(yè)當(dāng)前跨國(guó)經(jīng)營(yíng)的現(xiàn)實(shí)狀況。對(duì)貴州民營(yíng)企業(yè)經(jīng)濟(jì)發(fā)展現(xiàn)狀、特點(diǎn)以及民營(yíng)企業(yè)跨國(guó)經(jīng)營(yíng)的現(xiàn)狀和特點(diǎn)進(jìn)行描述性分析。第六部分根據(jù)專家問(wèn)卷調(diào)查的數(shù)據(jù)采用層次分析方法對(duì)當(dāng)前典型貴州民營(yíng)企業(yè)雙龍實(shí)業(yè)有限公司的跨國(guó)經(jīng)營(yíng)模式的選擇過(guò)程進(jìn)行分析和進(jìn)行檢驗(yàn),是對(duì)寡頭模型結(jié)論的適用性和合理性的檢驗(yàn)。實(shí)證結(jié)果證明了當(dāng)前雙龍實(shí)業(yè)有限公司跨國(guó)經(jīng)營(yíng)所采取的模式是比較合理的,同時(shí)也表明企業(yè)對(duì)外投資的戰(zhàn)略目標(biāo)、目標(biāo)國(guó)的政治經(jīng)濟(jì)環(huán)境、社會(huì)文化差異以及企業(yè)不同的資源儲(chǔ)備等因素是民營(yíng)企業(yè)在選擇跨國(guó)經(jīng)營(yíng)模式時(shí)要充分考慮。然后選取貴州典型國(guó)有企業(yè)貴州茅臺(tái)集團(tuán)成功收購(gòu)法國(guó)海馬酒莊的成功案例,獲得幾點(diǎn)對(duì)民營(yíng)企業(yè)的啟示。第七部分為總結(jié)部分。
[Abstract]:With the acceleration of the global economic integration and the steady implementation of the "going out" strategy, the transnational business activities of private enterprises in Guizhou begin from scratch, but compared with the developed regions of China, there is a disadvantage of starting late and having a small scale. While some achievements have been made in recent years, the gap with other developed regions is still wide. If you want to gain the initiative in the fierce international competition, Then how to choose the transnational management mode and which mode to carry on the outward investment activity is the urgent matter of the development of the transnational management of the private enterprises in Guizhou. This paper takes the choice of the transnational management mode of the private enterprises in Guizhou as the research object. From the point of view of the current situation and characteristics of private enterprises' development and transnational management in Guizhou, the oligarchic model, which takes the maximization of enterprise profits as the index, is quoted as the starting point. This paper analyzes and summarizes the selection process of transnational management mode of Ssangyong Industrial Co., Ltd., a typical private enterprise in Guizhou, by using the analytic hierarchy process (AHP) method. The empirical results prove that the current transnational management model of Ssangyong Industrial Co., Ltd. is reasonable. Finally, some policy suggestions are provided on the choice of transnational management mode of Guizhou private enterprises from the enterprise level and the government level. The first part is the introduction. It mainly introduces the research background and significance of this paper. At the same time, it briefly introduces the research ideas and research methods adopted in this paper. The second part mainly defines the related concepts of private enterprises and transnational operations, and integrates and summarizes the relevant theories. This paper introduces the mainstream theory of the choice of transnational management mode at present. The third part is based on the analysis of five kinds of transnational business models that private enterprises may adopt. This paper discusses the internal and external factors that influence the choice of transnational business model of private enterprises from the perspective of evolution theory. The fourth part is the establishment and analysis of the model. This paper introduces a simple oligarchic model to analyze the model. Taking the maximum profits of multinational enterprises as indicators, this paper compares the costs of M & A and new construction because of differences in technology, culture, and politics and economy. Different factors have different influence on the choice of transnational management mode of enterprises. The fifth part analyzes the current situation of the transnational management of private enterprises in Guizhou Province, and analyzes the current situation of the economic development of private enterprises in Guizhou Province. In the sixth part, according to the data of expert questionnaire survey, the author uses the analytic hierarchy process method to analyze the cross-section of Ssangyong Industrial Co., Ltd., a typical private enterprise in Guizhou. The selection process of the national business model shall be analyzed and tested, It is a test of the applicability and rationality of the conclusions of the oligarchic model. The empirical results prove that the mode adopted by Ssangyong Industrial Co., Ltd. in its transnational operation is more reasonable, and it also shows the strategic objective of the enterprise's foreign investment. The political and economic environment of the target country, Social and cultural differences and different resource reserves of enterprises are factors that private enterprises should take into full consideration when choosing transnational business models. Then the successful case of Guizhou Maotai Group, a typical state-owned enterprise in Guizhou, is selected to successfully acquire the French Hippoc Winery. Get some enlightenment to private enterprises. The seventh part is the summary part.
【學(xué)位授予單位】：貴州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.3;F276.5

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本文編號(hào)：1650359