| Abstract: | 本研究主旨在以台灣代工供應商的角度,探討在國際代工夥伴關係下廠商專屬性投資的防衛效果. 尤其特別著重於探究廠商如何建構有效且適合的統治機制(governance mechanism),藉以規避買方的投機行為或增加與買方繼續合作的機會,最終達成防衛專屬性投資的目的. 從實證上,本研究以台灣代工廠商為問卷調查對象,回收118份問卷,回收率26.8%. 經由線性結構迴歸模型AMOS 4.0所得,賣方為買方投資專屬性資產,對於提升本研究中所架構的三個統治機制--關係資本(relational capital). 聯合決策(joint decision-making)及準整合(quasi integration)有顯著正面影響. 同時,此三個統治機制對於賣方專屬性投資具有降低認知風險(perceived risk)及提高買方依賴(buyer''s dependence)的防衛效果-- 關係資本對降低賣方認知風險有顯著正向關係; 聯合決策及準整合則對 提高買方依賴有顯著正向關係. 換句話說,賣方在國際代工夥伴關係中為買方投入的專屬性投資,諸如有形資產,開發團隊,特殊性知識及流程..等,可有效將買賣雙方角色,從不對稱性的依賴關係轉換成緊密互賴的關係,並對雙方的關係資本.聯合決策及準整合具有正面效果. 本研究最後根據實證結果,提出管理意涵及對於未來研究的建議.
This study attempts to explore the safeguarding effects of trasaction-specific investments within the context of international subcontracting partnership from a supplier''s perspective. Specially, the study aims to answer how the suppliers deploy the appropriate control mechanism to inhibit opportunistic behavior or induce behaviors that promote the continuance of a relationship. From the empirical examination, we have found that the potential value of committing trasaction-specific investments by the supplier could be realized through inducing three possible governance mechanisms -- Relational Capital, Joint Decision Making and Quasi-Integration. The governance mechanism can therefore render the effects of safeguarding the transaction-specific investments(TSIs) for the supplier. At the same time, we have observing the consequence exerted by the safeguarding control mechanism on the trasaction-specific investments. Respectively, "Relational Capital" can be used as the safeguard on TSIs to bring the consequence of diminishing the supplier''s perceived risk, whereas "Joint Decision-Making" and "Quasi Integration" can be regarding as the safeguard on TSIs to result the consequence of enhancing the buyer''s dependence. In other words, the pledge of supplier commitment through specialized investments such as dedicated equipment, people, knowledge and processes effectively changes the buyer-supplier relationship from being asymmetric dependent to mutually dependent. We therefore suggest the suppliers can proactively set up transaction-specific investments with the buyers; such investments would not only signal the supplier''s commitments to maintain an enduring relationship, but also facilitate moer engagement of relational capital, joint decision-making and quasi integration with the buyers. |
