摩托罗拉在中国的本土化战略研究
摘要
在二十一世纪经济全球一体化的浪潮中，国家的竞争优势，更多地来源于其企业在全球范围内，进行资源配置和整合的能力。中国作为最大的发展中国家，要想在日趋激烈的国际竞争中立于不败，必须加快其企业的国际化进程。建立中国的跨国公司是中国走向世界的桥梁，也是我国经济发展的必然结果，勿容置疑，跨国公司已成为推动中国经济发展的重要力量。
摩托罗拉是中国境内投资最多、销售收入最多、出口最多的跨国公司，其在华的发展过程，既遵循普遍的跨国公司对外直接投资动因理论，又有其自身的发展特点，本土化已成为摩托罗拉在中国发展的重要标志，也成为在经济全球化浪潮中，研究跨国公司具体经营实践的、发展的、重要的新课题。
掌握跨国公司产生和发展的一般规律，探索优秀的跨国公司的发展历程，学习他们的先进管理理念，是我国企业从事跨国经营的必不可少的过程。它山之石可以攻玉，尤其是在中国已加入WTO的今天，这也是本文的目的所在。
本文由五部分组成，第一部分：跨国公司理论与战略选择。该部分主要回顾了跨国公司产生和发展的基本理论，分析了跨国公司在国际化经营中，如何进行战略选择及其约束因素，试图从理论的角度，寻找出摩托罗拉在中国实施本土化战略的必然性。第二部分：摩托罗拉本土化战略的环境因素。主要从中美文化差异、政治经济环境、摩托罗拉的竞争对手等因素出发，指出摩托罗拉本土化战略与这些环境因素的关系，正是这些环境因素导致了本土化战略的产生。第三部分：摩托罗拉在中国的本土化战略研究。多角度剖析了摩托罗拉四项本土化战略产生的动因，努力对摩托罗拉本土化战略进行
详尽的分析。第四部分:摩托罗拉企业文化。通过对摩托罗拉优秀企业文化
和方法论的介绍、分析，试图寻求摩托罗拉本土化战略得以成功的本质性东
西;第五部分:本土化战略对中国企业国际化的启示。通过对中国企业国际
化经营现状的分析，加入孵O后中国企业国际化进程加快的现实，提出了摩
托罗拉本土化战略对中国企业国际化之路的借鉴作用。
本文的理论意义在于:从一个全新的视角将本土化战略与跨国公司产生
发展理论联系起来，论述了跨国公司经营战略选择与政治、经济、文化、组
织之间的关系;首次对摩托罗拉的本土化战略、企业文化进行了系统研究。
本文的现实意义在于:在研究摩托罗拉本土化战略的基础上，提出了中
国企业国际化的根本出路:坚持本土化的发展思路。
本文无论是对跨国公司在我国的发展，还是对我国企业的国际化都有一
定的参考价值。
Under the great waves of global economic integration, a nation' s competitive superiority mainly comes from its enterprises in its capability of resources distribution and conformity on a global scale. To achieve it, China, as the largest developing country, should strengthen its own enterprises and speed up its internationalization under the daily heated world competition. Unavoidably thereafter, it' 11 become an inevitable result of economic development domestically for China to build its own transnational corporations as a bridge to the outer world. Now it' s been proved that transnational corporations have already become the main forces of the economy of China to push forward in the 21st century.
Now Motorola is the largest transnational corporation in China with three first achievements - the largest investor, with the first sales revenue and the first export volume. As a transnational corporation, Motorola' s process of development appears to be in common with the accordance of the administration theory on the motivation for transnational corporations to invest directly overseas, but do has its unique root. Nowadays Localization has become Motorola' s symbolic feature of development in China, and
also a newly setup economic issue to study on for the practice way of transnational administration.
Regarding running a transnational business for the enterprises of our country, three necessities should be followed by. First, study the general rules of forming and developing of transnational corporations. Next, probe the ways of development of those successful transnational corporations. Thirdly, study their advanced management theory on administration. Just like what Chinese saying remarks that other people' s advice is the best way of help, these three necessities are of help for Chinese transnational corporation to make use of on the their business running. Especially when China already a member of WTO, the study of these three necessities is what the purpose of this thesis lies on.
This thesis consists of five parts. Part one: the Transnational Business Theory and Choice of Strategies. This part mainly reviews the basic theory of the forming and developing of transnational corporations, analyze the choice of business strategies and restrictions for a transnational corporation to engage in the cross-culture businesses, and attempt to find out the necessities for Motorola to take localization as its business strategy in China on the theoretical basis; Part two: The Environmental Factors for Motorola' s Localization Strategy. On the analysis of cultural diversities between America and China, its political and economical environment and Motorola' s business rivals, it' s been pointed out that it is the relations between Motorola' s localization and business environmental factors which lead to the localization
strategy. Part three: The Research on Motorola' s Localization Strategy in China. This section divisively analyzes the motive of Motorola' s four-localization strategy, trying to give a through analysis of Motorola' s localization. Part four: Motorola' s Business Culture. Trying to find out the essential reason of the success of Motorola' s localization strategy by means of introducing and analyzing Motorola' s advanced business culture and its methodology. Part five: The Meaning of Localization for Chinese enterprises Internationalization. On the analysis of the present situation of Chinese enterprises internationalization, the speed up of it after China became a member of WTO, it pointed out the referential meaning of Motorola' s localization to Chinese enterprises internationalization.
The theoretical meaning of this thesis should lies on the following two points. It is from a new angle of view to point out the relationships between the choice of business strategy and the politics, economy, culture and business organization. It is the first time to analyze the localization strategy and business culture of Motorola in a systematically way.
Meanwhile, the referential meaning of thi
摩托罗拉是中国境内投资最多、销售收入最多、出口最多的跨国公司，其在华的发展过程，既遵循普遍的跨国公司对外直接投资动因理论，又有其自身的发展特点，本土化已成为摩托罗拉在中国发展的重要标志，也成为在经济全球化浪潮中，研究跨国公司具体经营实践的、发展的、重要的新课题。
掌握跨国公司产生和发展的一般规律，探索优秀的跨国公司的发展历程，学习他们的先进管理理念，是我国企业从事跨国经营的必不可少的过程。它山之石可以攻玉，尤其是在中国已加入WTO的今天，这也是本文的目的所在。
本文由五部分组成，第一部分：跨国公司理论与战略选择。该部分主要回顾了跨国公司产生和发展的基本理论，分析了跨国公司在国际化经营中，如何进行战略选择及其约束因素，试图从理论的角度，寻找出摩托罗拉在中国实施本土化战略的必然性。第二部分：摩托罗拉本土化战略的环境因素。主要从中美文化差异、政治经济环境、摩托罗拉的竞争对手等因素出发，指出摩托罗拉本土化战略与这些环境因素的关系，正是这些环境因素导致了本土化战略的产生。第三部分：摩托罗拉在中国的本土化战略研究。多角度剖析了摩托罗拉四项本土化战略产生的动因，努力对摩托罗拉本土化战略进行
详尽的分析。第四部分:摩托罗拉企业文化。通过对摩托罗拉优秀企业文化
和方法论的介绍、分析，试图寻求摩托罗拉本土化战略得以成功的本质性东
西;第五部分:本土化战略对中国企业国际化的启示。通过对中国企业国际
化经营现状的分析，加入孵O后中国企业国际化进程加快的现实，提出了摩
托罗拉本土化战略对中国企业国际化之路的借鉴作用。
本文的理论意义在于:从一个全新的视角将本土化战略与跨国公司产生
发展理论联系起来，论述了跨国公司经营战略选择与政治、经济、文化、组
织之间的关系;首次对摩托罗拉的本土化战略、企业文化进行了系统研究。
本文的现实意义在于:在研究摩托罗拉本土化战略的基础上，提出了中
国企业国际化的根本出路:坚持本土化的发展思路。
本文无论是对跨国公司在我国的发展，还是对我国企业的国际化都有一
定的参考价值。
Under the great waves of global economic integration, a nation' s competitive superiority mainly comes from its enterprises in its capability of resources distribution and conformity on a global scale. To achieve it, China, as the largest developing country, should strengthen its own enterprises and speed up its internationalization under the daily heated world competition. Unavoidably thereafter, it' 11 become an inevitable result of economic development domestically for China to build its own transnational corporations as a bridge to the outer world. Now it' s been proved that transnational corporations have already become the main forces of the economy of China to push forward in the 21st century.
Now Motorola is the largest transnational corporation in China with three first achievements - the largest investor, with the first sales revenue and the first export volume. As a transnational corporation, Motorola' s process of development appears to be in common with the accordance of the administration theory on the motivation for transnational corporations to invest directly overseas, but do has its unique root. Nowadays Localization has become Motorola' s symbolic feature of development in China, and
also a newly setup economic issue to study on for the practice way of transnational administration.
Regarding running a transnational business for the enterprises of our country, three necessities should be followed by. First, study the general rules of forming and developing of transnational corporations. Next, probe the ways of development of those successful transnational corporations. Thirdly, study their advanced management theory on administration. Just like what Chinese saying remarks that other people' s advice is the best way of help, these three necessities are of help for Chinese transnational corporation to make use of on the their business running. Especially when China already a member of WTO, the study of these three necessities is what the purpose of this thesis lies on.
This thesis consists of five parts. Part one: the Transnational Business Theory and Choice of Strategies. This part mainly reviews the basic theory of the forming and developing of transnational corporations, analyze the choice of business strategies and restrictions for a transnational corporation to engage in the cross-culture businesses, and attempt to find out the necessities for Motorola to take localization as its business strategy in China on the theoretical basis; Part two: The Environmental Factors for Motorola' s Localization Strategy. On the analysis of cultural diversities between America and China, its political and economical environment and Motorola' s business rivals, it' s been pointed out that it is the relations between Motorola' s localization and business environmental factors which lead to the localization
strategy. Part three: The Research on Motorola' s Localization Strategy in China. This section divisively analyzes the motive of Motorola' s four-localization strategy, trying to give a through analysis of Motorola' s localization. Part four: Motorola' s Business Culture. Trying to find out the essential reason of the success of Motorola' s localization strategy by means of introducing and analyzing Motorola' s advanced business culture and its methodology. Part five: The Meaning of Localization for Chinese enterprises Internationalization. On the analysis of the present situation of Chinese enterprises internationalization, the speed up of it after China became a member of WTO, it pointed out the referential meaning of Motorola' s localization to Chinese enterprises internationalization.
The theoretical meaning of this thesis should lies on the following two points. It is from a new angle of view to point out the relationships between the choice of business strategy and the politics, economy, culture and business organization. It is the first time to analyze the localization strategy and business culture of Motorola in a systematically way.
Meanwhile, the referential meaning of thi
引文
1．黎永泰，《企业文化专题研究》，四川大学管理学院教材，1999年
2．吴文武，《跨国公司新论》，北京大学出版社，2000年8月
3．苏珊C．施奈德，简-路易丝 巴尔索克斯，《跨文化管理》，经济管理出版社，2002年1月
4．赵曙明，彼得．J．道林，丹尼斯．E．韦尔奇，《跨国公司人力资源管理》，中国人民大学出版社，2001年10月
5．罗进，《跨国公司在华战略》，复旦大学出版社，2001年8月
6．帕拉哈拉德，伊夫．多茨，《跨国公司的使命—寻求经营当地化与全球一体化之均衡》，华夏出版社，2001年1月
7．隆瑞主编，《哈佛商学院MBA案例全书》，经济日报出版社，1998年2月
8．陈维政，张丽华，《中国MBA论文选》，大连理工大学出版社，2001
9．Stephen．P．Robbins，《组织行为学—概念·争议·应用》，第六版，清华大学出版社，1997年9月
10．彼得 S．潘德，罗伯特 P．纽曼，罗兰 R．卡瓦纳，《6σ管理法—追求卓越的阶梯》，机械工业出版社，2001年10月
11．弗雷德．R．戴维，《战略管理》，经济科学出版社，1998年6月
12．杨东平，《中国21世纪生存空间》，西苑出版社，2001年10月
13．杨德新，《跨国经营与跨国公司》，中国统计出版社，1996年6月
14．杰克．韦尔奇，约翰．拜恩，《杰克．韦尔奇》，中信出版社，2001年10月
15．张维迎，《企业理论与中国企业改革》，北京大学出版社，1999年3月
16．国家发展计划委员会—摩托罗拉企业优化中心，管理系列培训教材，摩托罗拉公司版权，1998年
17．小岛清著：《对外直接投资理论》，日本钻石出版社，1977年
18. Zul Mawardi, K.H Tuang,《Six Sigma Process Control Training》, MOTOROLA Communications Power and Signal Technologies Group
19. Motorola,《Total Productive Manufacturing》, Only Motorola Internal, 2001
20. S.H. Hymer: The International Operations of National Firms: A Study of Direct Foreign Investment, Cambridge, Massachusetts, MIT Press, 1976
21. C.P. Kindelberger: American Business Abroad: Six Lectures on Direct Investment, New Haven, Yale University Press, 1969
22. R. Vernon: "International Investment and International Trade in the Product Cycle", Quarterly Journal of Economics, May 1966, p 190-207
23. P.J. Buckley and M.C. Casson: The Future of Multinationals, Macmillam Press, 1976
24. P.J. Buckley and M.C. Casson: A Theory of International Operation, North-Holland, Amsterdam, 1978
25. J.H. Dunning: Trade, Location of Economic Activities, and the MNE: A Search for an Eclectic Approach, in B. Ohlin ed. International Allocation of Economic Activity, Holms & Meier, 1977
26. J.H. Dunning: International Production and the Multinational Enterprise, London, George Allen & Unwin, 1981
27. M.G. Duerr, 1996. International Business Management: It' s Four Tasks, Conference Board Record, October, p 43
28. M.E. Porter: "The competitive Advantage of Nations, New York, The Free Press, 1990
29. P. Lorange: A Framework for Strategy Planning in Multinational Corporations, Long Rang Planning, June 1976
30. United Nations Conference on Trade and Development: World Investment Report 1998: Trends and Determinants, New York, United Nations Publication, 1998
31. United Nations Conference on Trade and Development: World Investment Report 1999: Foreign Direct Investment and the Challenge of Development, New York, United Nations Publication, 1999
32. United Nations Conference on Trade and Development: World Investment Report 2000: Cross-Border Mergers and Acquisitions and Development, New York, United Nations Publication, 2000
33. United Nations Conference on Trade and Development: World Investment Report 2001: Promoting Linkages, New York, United Nations Publication, 2001
2．吴文武，《跨国公司新论》，北京大学出版社，2000年8月
3．苏珊C．施奈德，简-路易丝 巴尔索克斯，《跨文化管理》，经济管理出版社，2002年1月
4．赵曙明，彼得．J．道林，丹尼斯．E．韦尔奇，《跨国公司人力资源管理》，中国人民大学出版社，2001年10月
5．罗进，《跨国公司在华战略》，复旦大学出版社，2001年8月
6．帕拉哈拉德，伊夫．多茨，《跨国公司的使命—寻求经营当地化与全球一体化之均衡》，华夏出版社，2001年1月
7．隆瑞主编，《哈佛商学院MBA案例全书》，经济日报出版社，1998年2月
8．陈维政，张丽华，《中国MBA论文选》，大连理工大学出版社，2001
9．Stephen．P．Robbins，《组织行为学—概念·争议·应用》，第六版，清华大学出版社，1997年9月
10．彼得 S．潘德，罗伯特 P．纽曼，罗兰 R．卡瓦纳，《6σ管理法—追求卓越的阶梯》，机械工业出版社，2001年10月
11．弗雷德．R．戴维，《战略管理》，经济科学出版社，1998年6月
12．杨东平，《中国21世纪生存空间》，西苑出版社，2001年10月
13．杨德新，《跨国经营与跨国公司》，中国统计出版社，1996年6月
14．杰克．韦尔奇，约翰．拜恩，《杰克．韦尔奇》，中信出版社，2001年10月
15．张维迎，《企业理论与中国企业改革》，北京大学出版社，1999年3月
16．国家发展计划委员会—摩托罗拉企业优化中心，管理系列培训教材，摩托罗拉公司版权，1998年
17．小岛清著：《对外直接投资理论》，日本钻石出版社，1977年
18. Zul Mawardi, K.H Tuang,《Six Sigma Process Control Training》, MOTOROLA Communications Power and Signal Technologies Group
19. Motorola,《Total Productive Manufacturing》, Only Motorola Internal, 2001
20. S.H. Hymer: The International Operations of National Firms: A Study of Direct Foreign Investment, Cambridge, Massachusetts, MIT Press, 1976
21. C.P. Kindelberger: American Business Abroad: Six Lectures on Direct Investment, New Haven, Yale University Press, 1969
22. R. Vernon: "International Investment and International Trade in the Product Cycle", Quarterly Journal of Economics, May 1966, p 190-207
23. P.J. Buckley and M.C. Casson: The Future of Multinationals, Macmillam Press, 1976
24. P.J. Buckley and M.C. Casson: A Theory of International Operation, North-Holland, Amsterdam, 1978
25. J.H. Dunning: Trade, Location of Economic Activities, and the MNE: A Search for an Eclectic Approach, in B. Ohlin ed. International Allocation of Economic Activity, Holms & Meier, 1977
26. J.H. Dunning: International Production and the Multinational Enterprise, London, George Allen & Unwin, 1981
27. M.G. Duerr, 1996. International Business Management: It' s Four Tasks, Conference Board Record, October, p 43
28. M.E. Porter: "The competitive Advantage of Nations, New York, The Free Press, 1990
29. P. Lorange: A Framework for Strategy Planning in Multinational Corporations, Long Rang Planning, June 1976
30. United Nations Conference on Trade and Development: World Investment Report 1998: Trends and Determinants, New York, United Nations Publication, 1998
31. United Nations Conference on Trade and Development: World Investment Report 1999: Foreign Direct Investment and the Challenge of Development, New York, United Nations Publication, 1999
32. United Nations Conference on Trade and Development: World Investment Report 2000: Cross-Border Mergers and Acquisitions and Development, New York, United Nations Publication, 2000
33. United Nations Conference on Trade and Development: World Investment Report 2001: Promoting Linkages, New York, United Nations Publication, 2001
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