中外承接软件服务外包政府政策比较研究

南京航空航天大学硕士学位论文中外承接软件服务外包政府政策比较研究姓名：贡磊申请学位级别：硕士专业：行政管理指导教师：陈圻20090301I?IIAbstractTheintegrationofworldeconomymakeoutsourcingglobalizationareality.Inordertodecreasecostsandfocusoncorebusinessbetter,companiesindevelopedcountriesoutsourcetheirnon-corebusinesstofirmswhichhavelowercostsofhumanresourceindevelopingcountries.Becauseofseizingtheopportunity,theemergingnationswhicharecharacterizedbyIndiaandIrelandhavebecomesomesuperpowerofsoftwareindustryandthecentersofinternationalsoftwareoutsourcing.ThesoftwareindustryinChinastartedatthesametimeasIndia.HoweverthedevelopmentofsoftwareoutsourcinginChinaisfarinferiortoIndia.Why?Inthisthesis,theanalysisframeworkisfoundedbyauthorbasedonthemajorelementsofMichaelE.Porter’sDiamondModel,whichcontainsfactorconditions,demandconditions,contextforfirmstrategyandrivalry,relatedandsupportingindustries.ItisusedtocomparethedifferentfieldsofsoftwareoutsourcinginChina,IndiaandIreland,andtheeffectbythegovernmentpolicyofsoftwareoutsourcingBetweenChina,IndiaandIreland.TheanalysisrevealsthatthegovernmentpoliciesofChina’ssoftwareoutsourcingindustryhasmanyweaknessescomparedtoIndiaandIreland,suchas,theHRpolicy,capitalguidancepolicy,preferentialtaxpolicies,theintellectualpropertyrightsprotectionpolicyandsoon.However,Chinaalsohasitsownadvantagesinsoftwareoutsourcingindustry.BasedonForeigncountries’experienceandaccordingtoChina’sownsituation,theauthorgivessomeusefuladviecesandsuggestionsonthegovernmentpolicyofdevelopmentofsoftwareoutsourcingindustryofChina.KeyWords:SoftwareOutsourcing;DiamondModel;ChinaandForeigncountriesGovernmentPolicyV1.1GARTNER................................................................21.2....................................................................................................................52.1.........................................................................................................................122.2..............................................................................................................122.3..........................................172.4..................................................................................................................182.5..............................................................................................................193.1..................................................................................................253.2..........................................................................................................253.3..............................................................................................................251.1..............................1.2200520...................................................32.1................................................................................................................63.12001-2005...................................................293.210............................................333.31991-2005...........................34()11.11.1.1[1]200810000[2]1.1.22000200342%23.4%21%16%300040%[3]2004114.334.8%29.7%1.1[4]1.1,,.,,2006,11:87~88.21.1.32005101%121200611812.2%/60.668.8%201070.2850.2%1.1[5]1.1GARTNER.:IT.,2005,11:20~21.22004200545.5%49.8%3111.2[6]31.2200520IBM5000Microsoft1500EDS100CSC350Accenture2000HP3000Oracle483Hitachi250SAP1100Capgemimi200NTTData200NTTData200LockheedMartinAtosOrgin300SAICSYNNEXIngramMicro418QUALCOMUnisys600EMC240ACS100,..,2007,3:23~25.41.1.41.21.2.1EBSCO1.2.21.251.262.12.1.1Outsourcing2.12.1LohVenkatraman1992Kotabe1992Willcocksetal1994LeiHittAltinkemerIT1995GroverIT1996GilleyRasheed200072.1.2,2.1.3(1[7](21990CoreCompetence[8]9082.22.2.11.114.334.8%29.7%60%2.2.2.21291100%2507200040030300[9]3ISO9000CMMCMM7%[10]4MASSCOMMAITMASSCOM2.2.3[11]19941010FORFAS1990200661%2111764GDP3.317%4.4%19952005312.2297.995%80%1212EHUB1999314%15294520112.312342.42.4.1122.4.2:(2.1)(2.2)[12]2.12.2.(,).:,2003:7~13.113234514()()()6;2.4.31511WayneR.Cartwrigh[13]Cartwrihgt:2Dunning[14]Dunning()DunningDunningDunning1621RugmanandD’CruzRugmanandD’CruzSafarianRugmaCrookelRugmanD’Cruz70%2.3[15]172.3RugmanAlnanM.,DCruz,JosephR..TheDoubleDimaondModelofInternationalCompetitiveness:TheCanadinanExperience.ManagementIntenrnationalReview199333(2)17~39.RugmanD’Cruz1991RugmanD’Cruz2.4[16]182.4RugmanA.M.DiamondintheRough.BusinessQuarterlyWinier,1991,05:61~64.2MoonH.C.RugmanA.M.&VerbekeThegeneralizeddoublediamondapproach10MoonH.C.RugmanA.M.&Verbeke2.5[17]192.5Dunning.TheCompetitiveAdvantageofCountriesandtheActivitiesofTransnationalCorporartions.TransnationalCorporartions,1993,2:135~168.;[18]2.4.4202.512345213.1l222343.23.2.112004266198719882.520032565[19]MIT[20]1xl22x22:2500400(MIT)6MIT23199816050017.8507[21]18(NHT)IT211113IT1/3NllT3040%1/3214%1529302412IT20001850400010IT33.1[22]68%2%13%10%2005359416()200434.71.1920027%33%17%200514%59%27%[23]3.23.32568%7%10%13%2%3.13.23.3,.Internet.,2003,01:15~18.200626[24]1:2:730%200410%30%3.2.2150005%1324[25]2200642%27%33%94%57%3200560%273.2.31806%2005200620079.0%9.7%8.7%2007GDP1.16GD