第五章 實證分析與結果
第三節 研究限制與後續研究建議
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(三) 對政府產業發展相關單位
政府可藉由培植中心廠商在母國之營運中心帶動上游產業之發展。
延伸廠商的跟隨策略至政府之產業發展層次，當廠商越採取跟隨 策略，代表該公司之營運重心外移至地主國。在本研究中，客戶的集 權方式會直接影響供應商在價值活動與決策權是否仍留在母國，而不 會外移至地主國，建議母國相關單位提供母國中心系統廠商設立營運 中心的優惠措施，可提高供應商將營運重心留至母國的意願，進而帶 動整體產業的發展。
第三節研究限制與後續研究建議
本研究以價值活動為分析單位，探討客戶驅動之國際化策略，雖經文 獻探討、個案訪談、實證資料蒐集及統計分析，但仍有以下研究限制及後 續研究建議可再進一步發展。
1. 分析單位：
(1) 加入其它價值活動
本研究僅能解釋與客戶海外據點連繫之特定價值活動的跟隨策 略，對於未接觸到客戶海外據點之價值活動，本研究之架構無法說明 其價值活動是否跟隨及決策權外移的影響。建議後續研究可將未與客 戶接觸之價值活動納入分析，並深入區位因素對於各種價值活動的影 響，可進一步了解廠商價值活動之國際化考量，使跟隨策略之解釋能 力更具一般化。
(2) 加入其它價值活動到公司層級
本研究以特定價值活動作為分析單位，每一家廠商以其接觸到客 戶海外據點之價值活動為主，然而企業可能受到價值活動特性或組織 特性所影響，而在不同的價值活動卻採取相同或不同的跟隨策略型 態。在本研究中雖有公司層級之跟隨策略型態，但卻未能得到其它價 值活動受到客戶海外據點之互動關係，未來若能以公司層級為分析單 位，收集多個價值活動之跟隨策略型態，則可考慮進行跨層次的分析。
本研究僅針對單一價值活動進行跟隨策略之研究，並未比較多個
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2. 可深入探討之議題
本研究認為跟隨策略應考量決策權與價值活動所在地理位置兩構 面，發現價值活動所在地理位置與決策權集中程度可以相互分離，建 議後續研究可深入探討決策權與執行活動之分離程度，是否依據價值 活動特性而有不同的分離程度。亦可以企業規模探討廠商運用跟隨策 略價值活動跟隨與決策權跟隨之運用，如中小企業由於資源或規模的 限制，僅能採取決策權跟隨策略或價值活動跟隨策略，但多國公司卻 可採取高度決策自主的完整價值活動子公司之跟隨策略。
由於在本研究中，與客戶海外據點的人際關係社會鑲嵌對跟隨策 略兩構面的影響皆不顯著，可能原因在於本研究之衡量變項偏重人際 互動，建議後續研究可深入探討資訊科技及組織不同鑲嵌層次對企業 國際化的影響。
本研究以為臺灣中小企業多跟隨網絡關係進行國際化，而跟隨客 戶是常見的動機，因此本研究之研究對象多屬於無其它子公司之情 境，並未討論企業之國際化程度對於國際化的影響，但廠商可能已具 備國際化經驗，其內部鑲嵌之來源不僅在於母公司，亦可能來自於其 它子公司，建議後續研究可深入多國公司面臨客戶國際化之因應策略。
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