基于捆绑模型的日本汽车零部件制造企业海外市场进入模式研究:以小糸制作所为例
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摘要
1980年代,日本汽车零部件制造企业紧随本国整车制造企业进入国际市场,开始对外直接投资。基于捆绑模型,以小糸制作所为例,从海外市场进入模式的视角对日本汽车零部件制造企业的国际化进行研究。日本汽车零部件制造企业的海外市场进入模式受企业资源捆绑的影响,小糸制作所通过合理地选择海外市场进入模式逐步推进国际化,促进内部资源和当地互补性资源的双向组合,实现了海外生产和销售业务的扩展。资源捆绑的效果不仅限于特定东道国,捆绑效果会突破国家界限,汽车零部件制造企业应当充分利用捆绑效果的全球性特质布局全球业务。最后企业应当充分考虑当地互补性资源获取以外的因素来决定海外市场进入模式的后续发展问题。
Since the 1980 s,the foreign business expansion of Japanese automobile component suppliers( JACSs) has been greatly promoted by the overseas production of Japanese automobile assemblers. This paper aims to analyze the internationalization of JACSs by focusing on foreign market entry mode choice of their foreign subsidiaries. This research,guided by the bundling model,has conducted an experimental case study of the global business expansion of Koito Manufacturing Co.,Ltd.( Koito). The entry mode of JACSs' affiliates is affected by the combination of firm resources in foreign markets. Koito has effectively adopted an appropriate entry mode,which has greatly promoted the bundling of firm resources with complementary local resources to expand foreign production and sales business. Moreover,the effect of the resource bundling in foreign subsidiaries can break through international barriers,thus helping to optimize the global business layout of JACSs. Finally,JACSs should take other factors into consideration when they decide the evolution of entry mode besides the resource bundling proposed by bundling model.
Since the 1980 s,the foreign business expansion of Japanese automobile component suppliers( JACSs) has been greatly promoted by the overseas production of Japanese automobile assemblers. This paper aims to analyze the internationalization of JACSs by focusing on foreign market entry mode choice of their foreign subsidiaries. This research,guided by the bundling model,has conducted an experimental case study of the global business expansion of Koito Manufacturing Co.,Ltd.( Koito). The entry mode of JACSs' affiliates is affected by the combination of firm resources in foreign markets. Koito has effectively adopted an appropriate entry mode,which has greatly promoted the bundling of firm resources with complementary local resources to expand foreign production and sales business. Moreover,the effect of the resource bundling in foreign subsidiaries can break through international barriers,thus helping to optimize the global business layout of JACSs. Finally,JACSs should take other factors into consideration when they decide the evolution of entry mode besides the resource bundling proposed by bundling model.
引文
[1]丹下英明.中小企業の新興国メーカー開拓戦略―中国自動車企業との取引を実現した日系中小自動車部品メーカーの戦略と課題―[J].日本政策金融公庫論集,2015(27):21-42.
[2]山崎克雄.日本自動車部品産業の国際展開[J].大原社会問題研究所雑誌,2005(556):24-40.
[3]江婷婷.自動車部品企業の海外展開に関する理論的再検討[J].大阪市大論集,2017(130):21-38.
[4]吴晓波,白旭波,常晓然.中国企业国际市场进入模式选择研究——多重制度环境下的资源视角[J].浙江大学学报(人文社会科学版),2016(46):145-161.
[5]HERTENSTEIN P,SUTHERLAND D,ANDERSON J. Internationalization within Networks:Exploring the Relationship between Inward and Outward FDI in China's Auto Components Industry[J]. Asia-Pacific Journal of Management,2017(34):69-96.
[6]HENNART J F. Down with MNE-centric Theories! Market Entry and Expansion as the Bundling of MNE and Local Assets[J]. Journal of International Business Studies,2009(40):1432-1454.
[7]HENNART J F. Emerging Market Multinationals and the Theory of the Multinational Enterprise[J]. Global Strategy Journal,2012(2):167-187.
[8]WILLIAMSON O E. Markets and Hierarchies[M]. New York:Free Press,1975:20-40.
[9]WILLIAMSON O E. The Economic Institutions of Capitalism[M]. New York:Basic Books,1985:85-102.
[10]ANDERSON E,GATIGNON H. Modes of Foreign Entry:A Transaction Cost Analysis and Propositions[J]. Journal of International Business Studies,1986(17):1-26.
[11]BROUTHERS K D,BROUTHERS L E. Why Service and Manufacturing Entry Mode Choices Differ:The Influence of Transaction Cost Factors,Risk and Trust[J]. Journal of Management Studies,2003(4):1179-1204.
[12]GATIGNON H,ANDERSON E. The Multinational Corporation's Degree of Control over Foreign Subsidiaries:An Empirical Test of a Transaction Cost Explanation[J]. Journal of Law,Economics and Organization,1988(4):305-336.
[13]MAKINO S,NEUPERT K E. National Culture,Transaction Costs,and the Choice between Joint Venture and Wholly Owned Subsidiary[J]. Journal of International Business Studies,2000(31):705-713.
[14]HENNART J F,LARIMO J. The Impact of Culture on the Strategy of Multinational Enterprises:Does National Origin Affect Ownership Decisions?[J]. Journal of International Business Studies,1998(29):515-538.
[15]DELIOS A,BEAMISH P W. Ownership Strategy of Japanese Firms:Transactional,Institutional,and Experience Influences[J]. Strategic Management Journal,1999(20):915-933.
[16]HENNART J F,PARK Y R. Greenfield vs. Acquisition:The Strategy of Japanese Investors in the United States[J]. Management Science,1993(39):1054-1070.
[17]BROUTHERS K D,DIKOVA D. Acquisitions and Real Options:The Greenfield Alternative[J]. Journal of Management Studies,2010(47):1048-1071.
[18]DIKOVA D,WITTELOOSTUIJN A VAN. Foreign Direct Investment Mode Choice:Entry and Establishment Modes in Transition Economies[J]. Journal of International Business Studies,2007(38):1013-1033.
[19]LOPEZ-DUARTE C,GARCIA-CANAL E. The Effect of Firm and Host Country Characteristics on the Choice of Entry Mode:Empirical Evidence from Spanish Firms[J]. Journal of Management and Governance,2002(6):153-168.
[20]JOHANSON J,VAHLNE J. The Internationalization Process of the Firm——A Model of Knowledge Development and Increasing Foreign Market Commitments[J]. Journal of International Business Studies,1977(8):23-32.
[21] JOHANSON J,VAHLNE J. The Mechanism of Internationalization[J]. International Marketing Review,1990(7):11-24.
[22]JOHANSON J,VAHLNE J. The Uppsala Internationalization Process Model Revisited:From Liability of Foreignness to Liability of Outsidership[J]. Journal of International Business Studies,2009(40):1411-1431.
[23]LI P Y,MEYER K E. Contextualizing Experience Effects in International Business:A Study of Ownership Strategies[J]. Journal of World Business,2009(44):370-382.
[24]JUNG J C,BEAMISH P W,GOERZEN A. Dynamics of Experience,Environment and MNE Ownership Strategy[J]. Management International Review,2010(50):267-296.
[25]HENNART J F,SHENG H H,PIMENTA G. Local Complementary Inputs as Drivers of Entry Mode Choices:The Case of US Investments in Brazil[J]. International Business Review,2015(24):466-475.
[26]DUNNING J H. The Theory of International Production[J]. The International Trade Journal,1988(3):21-66.
[27]DUNNING J H,LUNDAN S. Multinational Enterprises and the Global Economy[M]. Cheltenham:Edward Elgar,2008:95-99.
[28]ASANUMA B. Manufacturer-supplier Relationships in Japan and the Concept of Relation-specific Skill[J]. Journal of the Japanese and International Economies,1989(3):1-30.
[29]MARTIN X,SWAMINATHAN A,MITCHELL W. Recreating and Extending Japanese Automobile Buyer'Supplier Links in North America[J]. Strategic Management Journal,1995(6):589-619.
[30]HENNART J F. A Transaction Costs Theory of Equity Joint Ventures[J]. Strategic Management Journal,1988(9):361-374.
[31]YIN R K. Case Study Research third edition[M]. CA:Sage Publications,2002:1-18.
[32]小糸制作所.小糸制作所年报[R/OL].(2018-06-29)[2018-07-01]. http://www. koito. co. jp/ir/info/securitiesreport. html.
[33]日本经济新闻.小糸、米で自動車用照明器具を現地生産―西独ヘラーの米法人と合弁会社設立[N].日本经济新闻,1983-08-18(10).
[34]KAWAI N,JONAS M. Market Entry Strategies in Post-financial Crisis Southeast Asia:The Case of Japanese Manufacturing Firms[J]. Asian Business&Management,2009(8):247-275.
[35]小糸制作所.小糸製作所100年史[EB/OL].(2015-10-15)[2018-03-21]. http://www. koito. co. jp/100 th/jp_pc/.
[36]小糸制作所.連結子会社の異動(持分譲渡)及ひ特別利益の計上並ひに業績予想の修正に関するお知らせ[EB/OL].(2017-09-28)[2018-03-21]. http://www. koito. co. jp/global-image/news/pdf/20170928170743211529190259 ccadcf21 b47. pdf#search=%27.
[37]天野倫文.ビジネス·ケース小糸製作所—なぜ中国進出の先駆者たりえたのか[J].一橋ビジネスレビュー,2005(53):146-163.
(1)跨国企业的资源主要是指情报、新产品、新生产工艺、管理技术等能给企业带来竞争优势的资源。
(2)当地互补性资源主要是指土地、劳动力、当地的分销网络、客户等海外投资所需要的一些资源。本文中的当地互补性资源主要是指零部件制造企业在当地开展生产业务时所需要,然而不易从市场上获取的两种资源,即当地生产知识与当地客户。当地生产知识一般为在市场上难以定价的隐性知识(Tacit Knowledge);另外,汽车产业中整车制造企业和零部件制造企业的交易关系对个人和组织的依赖性较强[28-29],交易关系大多为难以从企业分离的嵌入性资源,因此跨国零部件制造企业不易直接通过市场方式与当地客户建立交易关系。
(1)2007年,小糸制作所研发的LED车灯最先获取了来自丰田公司的订单,并被雷克萨斯LS600h所采用。
(1)北美车灯墨西哥位于劳动力成本相对低廉的墨西哥,能为订单量不断增加的NAL承担部分生产任务,以降低生产成本并提高生产效率,实现北美地区子公司间的互补效应。
(2)小糸制作所将日本和中国大陆以外的市场统称为亚洲市场。
(1)本文关于小糸制作所海外子公司的统计,限于2018年3月末已开始生产的海外生产子公司。
[2]山崎克雄.日本自動車部品産業の国際展開[J].大原社会問題研究所雑誌,2005(556):24-40.
[3]江婷婷.自動車部品企業の海外展開に関する理論的再検討[J].大阪市大論集,2017(130):21-38.
[4]吴晓波,白旭波,常晓然.中国企业国际市场进入模式选择研究——多重制度环境下的资源视角[J].浙江大学学报(人文社会科学版),2016(46):145-161.
[5]HERTENSTEIN P,SUTHERLAND D,ANDERSON J. Internationalization within Networks:Exploring the Relationship between Inward and Outward FDI in China's Auto Components Industry[J]. Asia-Pacific Journal of Management,2017(34):69-96.
[6]HENNART J F. Down with MNE-centric Theories! Market Entry and Expansion as the Bundling of MNE and Local Assets[J]. Journal of International Business Studies,2009(40):1432-1454.
[7]HENNART J F. Emerging Market Multinationals and the Theory of the Multinational Enterprise[J]. Global Strategy Journal,2012(2):167-187.
[8]WILLIAMSON O E. Markets and Hierarchies[M]. New York:Free Press,1975:20-40.
[9]WILLIAMSON O E. The Economic Institutions of Capitalism[M]. New York:Basic Books,1985:85-102.
[10]ANDERSON E,GATIGNON H. Modes of Foreign Entry:A Transaction Cost Analysis and Propositions[J]. Journal of International Business Studies,1986(17):1-26.
[11]BROUTHERS K D,BROUTHERS L E. Why Service and Manufacturing Entry Mode Choices Differ:The Influence of Transaction Cost Factors,Risk and Trust[J]. Journal of Management Studies,2003(4):1179-1204.
[12]GATIGNON H,ANDERSON E. The Multinational Corporation's Degree of Control over Foreign Subsidiaries:An Empirical Test of a Transaction Cost Explanation[J]. Journal of Law,Economics and Organization,1988(4):305-336.
[13]MAKINO S,NEUPERT K E. National Culture,Transaction Costs,and the Choice between Joint Venture and Wholly Owned Subsidiary[J]. Journal of International Business Studies,2000(31):705-713.
[14]HENNART J F,LARIMO J. The Impact of Culture on the Strategy of Multinational Enterprises:Does National Origin Affect Ownership Decisions?[J]. Journal of International Business Studies,1998(29):515-538.
[15]DELIOS A,BEAMISH P W. Ownership Strategy of Japanese Firms:Transactional,Institutional,and Experience Influences[J]. Strategic Management Journal,1999(20):915-933.
[16]HENNART J F,PARK Y R. Greenfield vs. Acquisition:The Strategy of Japanese Investors in the United States[J]. Management Science,1993(39):1054-1070.
[17]BROUTHERS K D,DIKOVA D. Acquisitions and Real Options:The Greenfield Alternative[J]. Journal of Management Studies,2010(47):1048-1071.
[18]DIKOVA D,WITTELOOSTUIJN A VAN. Foreign Direct Investment Mode Choice:Entry and Establishment Modes in Transition Economies[J]. Journal of International Business Studies,2007(38):1013-1033.
[19]LOPEZ-DUARTE C,GARCIA-CANAL E. The Effect of Firm and Host Country Characteristics on the Choice of Entry Mode:Empirical Evidence from Spanish Firms[J]. Journal of Management and Governance,2002(6):153-168.
[20]JOHANSON J,VAHLNE J. The Internationalization Process of the Firm——A Model of Knowledge Development and Increasing Foreign Market Commitments[J]. Journal of International Business Studies,1977(8):23-32.
[21] JOHANSON J,VAHLNE J. The Mechanism of Internationalization[J]. International Marketing Review,1990(7):11-24.
[22]JOHANSON J,VAHLNE J. The Uppsala Internationalization Process Model Revisited:From Liability of Foreignness to Liability of Outsidership[J]. Journal of International Business Studies,2009(40):1411-1431.
[23]LI P Y,MEYER K E. Contextualizing Experience Effects in International Business:A Study of Ownership Strategies[J]. Journal of World Business,2009(44):370-382.
[24]JUNG J C,BEAMISH P W,GOERZEN A. Dynamics of Experience,Environment and MNE Ownership Strategy[J]. Management International Review,2010(50):267-296.
[25]HENNART J F,SHENG H H,PIMENTA G. Local Complementary Inputs as Drivers of Entry Mode Choices:The Case of US Investments in Brazil[J]. International Business Review,2015(24):466-475.
[26]DUNNING J H. The Theory of International Production[J]. The International Trade Journal,1988(3):21-66.
[27]DUNNING J H,LUNDAN S. Multinational Enterprises and the Global Economy[M]. Cheltenham:Edward Elgar,2008:95-99.
[28]ASANUMA B. Manufacturer-supplier Relationships in Japan and the Concept of Relation-specific Skill[J]. Journal of the Japanese and International Economies,1989(3):1-30.
[29]MARTIN X,SWAMINATHAN A,MITCHELL W. Recreating and Extending Japanese Automobile Buyer'Supplier Links in North America[J]. Strategic Management Journal,1995(6):589-619.
[30]HENNART J F. A Transaction Costs Theory of Equity Joint Ventures[J]. Strategic Management Journal,1988(9):361-374.
[31]YIN R K. Case Study Research third edition[M]. CA:Sage Publications,2002:1-18.
[32]小糸制作所.小糸制作所年报[R/OL].(2018-06-29)[2018-07-01]. http://www. koito. co. jp/ir/info/securitiesreport. html.
[33]日本经济新闻.小糸、米で自動車用照明器具を現地生産―西独ヘラーの米法人と合弁会社設立[N].日本经济新闻,1983-08-18(10).
[34]KAWAI N,JONAS M. Market Entry Strategies in Post-financial Crisis Southeast Asia:The Case of Japanese Manufacturing Firms[J]. Asian Business&Management,2009(8):247-275.
[35]小糸制作所.小糸製作所100年史[EB/OL].(2015-10-15)[2018-03-21]. http://www. koito. co. jp/100 th/jp_pc/.
[36]小糸制作所.連結子会社の異動(持分譲渡)及ひ特別利益の計上並ひに業績予想の修正に関するお知らせ[EB/OL].(2017-09-28)[2018-03-21]. http://www. koito. co. jp/global-image/news/pdf/20170928170743211529190259 ccadcf21 b47. pdf#search=%27.
[37]天野倫文.ビジネス·ケース小糸製作所—なぜ中国進出の先駆者たりえたのか[J].一橋ビジネスレビュー,2005(53):146-163.
(1)跨国企业的资源主要是指情报、新产品、新生产工艺、管理技术等能给企业带来竞争优势的资源。
(2)当地互补性资源主要是指土地、劳动力、当地的分销网络、客户等海外投资所需要的一些资源。本文中的当地互补性资源主要是指零部件制造企业在当地开展生产业务时所需要,然而不易从市场上获取的两种资源,即当地生产知识与当地客户。当地生产知识一般为在市场上难以定价的隐性知识(Tacit Knowledge);另外,汽车产业中整车制造企业和零部件制造企业的交易关系对个人和组织的依赖性较强[28-29],交易关系大多为难以从企业分离的嵌入性资源,因此跨国零部件制造企业不易直接通过市场方式与当地客户建立交易关系。
(1)2007年,小糸制作所研发的LED车灯最先获取了来自丰田公司的订单,并被雷克萨斯LS600h所采用。
(1)北美车灯墨西哥位于劳动力成本相对低廉的墨西哥,能为订单量不断增加的NAL承担部分生产任务,以降低生产成本并提高生产效率,实现北美地区子公司间的互补效应。
(2)小糸制作所将日本和中国大陆以外的市场统称为亚洲市场。
(1)本文关于小糸制作所海外子公司的统计,限于2018年3月末已开始生产的海外生产子公司。
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