在全球競爭環境愈趨激烈與產品生命週期越來越短的狀況下，跨國企業必須透過研發分權，在全球各地設立研發中心。有助於企業妥善、有效地運用全球科技資源，進而更能鞏固全球競爭優勢之地位。研發中心位置的選擇已經是一個重要的議題，足以影響公司長遠策略的發展與競爭力。然而，因為其複雜的特性，對於決策者來說，要選擇一個最佳的位置是很困難。
中國大陸自1979年推行經濟改革開放政策以來，挾其豐富之資源、低廉之勞力與巨大市場規模與潛力全球許多大型跨國企業紛紛搶進大陸成立研發中心，對於如何在其眾多發展城市選擇研發據點，實為重要的問題。因此，本研究以台灣某網通DMS 設備大廠為案例，以經營管理面的角度，探討台灣廠商至中國大陸設立海外研發中心所需考量之重點進行完整分析。
本研究建構一決策模式來輔助決策者做決策以提昇決策之品質與效率，進而協助本研究個案公司之決策者作出最適合的研發區位的選擇。決策模式使用分析層級程序法(AHP)，收集相關文獻與專家意見，採用四個構面，包括提供最具競爭力的產品、供應商、研發費用、區位政策等。建立層級結構，透過問卷蒐集資料，建立評估屬性與各屬性下不同方案的成對比較矩陣，計算各屬性之相對權重和各方案的相對評估，一致性檢驗，得出研發中心設立的最佳位置，並訪談整理個案公司至大陸設立研發中心之經營管理心得與成功經驗匯集整理，藉以提供我國跨國企業高層主管日後在海外設立研發中心佈局與經營管理之借鏡與參考，並使台商在海外的研發投資能獲得更確實的保障。

The fierce global competition and the shortened product life-cycle leave multinational companies no choice but decentralize establish R&D centers globally. It is crucial for these companies to manage global technology resources properly and efficiently so as to consolidate their advantageous position in the worldwide competitiveness. Many multinational companies have been attracted to establish R&D centers in China by its abundant resources, low labor cost, and potential tremendous market volume, since China tried to carry out the Reform and Open-up Policy in 1979.
How to choose R&D sites thus becomes an important topic because it influences the long term strategic development and competitiveness of a company. However, due to its complexity, it is difficult for a decision maker to choose a best location for an R&D center. This thesis takes a networking DMS company in Taiwan (hereinafter: A-Company) as an example to discuss the issues of establishing and managing an R&D site in China.
To pick out a best location to establish an R&D center in China, the study collect related literature and opinions from experts. I adopt Analytic Hierarchy Process (AHP) to analyze the four aspects: (1) products, (2) vendors, (3) R&D expenses, and (4) local government policies. For alternative locations are compared: Tianjin, Suzhou, Shanghai and Shenzhen. This study interviews some senior managers in A-Company and summarizes their reflections on the management and the successful experience of establishing an R&D center in China.
The research provides a useful strategy for decision makers, and by following the strategy, they can make efficient and qualified decisions. It helps A-Company to pick out one suitable proposal; and therefore, get the most appropriate location for R&D. The strategy is a tool for chief managers in multinational companies in Taiwan to manage and allocate R&D centers overseas, and it also secures their global R&D investment. Finally, hopes this research can be well valued in decision making by Taiwanese businessmen who plan to establish R&D centers in China.

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英文
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