本研究的主要目的是在於了解台灣企業母公司內與大陸子公司的內部網路

關係，在結合代理理論之下，期望能提出一個適合的海外單位管理模式。

經過對相關文獻的歸納之後，本研究認為多國籍企業母子公司的網路關係

會影響代理型態，由於必須管理不同的代理型態，企業會有較適的內部控

制機制。經過歸納整理後，本研究以「網路間母子公司互動程度」及「子

公司相對重要程度」來區分母子以司網路關係，而「互動程度」與「資訊

不對稱」呈反向關聯；「相對重要程度」與「任務風險性」呈正向關聯，

而在其交互影響下區分代理型態。本研究係屬於探索性之研究，採取個案

研究法進行資料的收集與分析。試圖結合網路理論與代理理論而能對多國

籍企業之內部控制機制有更進一步了解。主要的研究對象是在大陸投資經

營的本國企業。研究結果發現，在由資訊不對稱與任務風險性所構成的四

種代理型態中，其所著重的問題都不太相同，在資訊不對稱高且任務風險

性高的代理型態型Ⅰ中面臨的是雙重的壓力，母公司會傾向採用「掌控代

理」型管理方式。此時公司會有較多的正式化機制；適度中等的授權；採

用社會化機制維持員工的忠誠度；選擇行為統治的績效制度，使員工的作

為能符合公司的目標。在資訊不對稱高但任務風險性低的代理型態型Ⅱ中

，公司對子公司的控制是設法突破分離可能帶來的問題，母公司會傾向採

用「監控代理」型管理方式。因此公司會有較多的正式化機制；對於子公

司給予相當的授權；透過社會化機制的採行與產出的績效制度，以維持員

工的向心力與激勵員工。在資訊不對稱低但任務風險性高的代理型態型Ⅲ

中公司對子公司的控制應是使子公司能夠正確有效的運作以配合公司的策

略，母公司會傾向採用「主理掌控」型管理方式。因此公司會有較多的正

式化機制；較高的集權掌握子公司的運作；並有社會化機制維持子公司幹

部的向心力，能按步就班完成任務；選擇行為的績效制度來評定員工的貢

獻。在資訊不對稱低且任務風險性低的代理型態型Ⅳ中對子公司的控制應

是如何激勵小兵，使其充分發揮效能，母公司會傾向採用「代理自主」型

管理方式。因此公司並不需投入太多的正式機制；並會給予較高的授權；

主要是透過產出統治的績效制度來加以管理。

---

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