中国车企在印度：基于上汽和比亚迪的双案例研究
Journal: Project Engineering DOI: 10.12238/pe.v3i5.16625
Abstract
本研究以印度汽车市场为背景,对比分析了中国车企上汽集团和比亚迪采用的两种典型市场进入模式及其绩效差异。研究发现：(1)政策响应方面,比亚迪通过设立新德里政策研究室(年投入500万美元)和开发“政策雷达系统”,实现法规变动72小时预警,使其合规成本占比(9%)仅为上汽(18%)的一半；(2)文化适应方面,比亚迪实施“双文化官”制度(本地决策层占比35%)并结合本土文化元素营销,推动其品牌本土化认同度达67%,远超上汽的23%；(3)供应链方面,比亚迪的“移动微型工厂”和“3+3+3”供应商体系虽增加15%管理成本,但使供应中断时间较行业平均低60%。研究为中国车企全球化提供了“数字化合规+深度本土化+弹性供应链”的战略范式。
Keywords
跨国投资绩效；政策响应能力；文化智力；供应链韧性；印度汽车市场
Funding
本项目成果受“2024年度上海大学生创新创业计划示范校建设经费资助,编号：202510273018/S202510273018。
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[3] Brouthers K D.Institutional,Cultural and Transaction Cost Influences on Entry Mode Choice and Performance[J].Jour nal of International Business Studies,2013,44(1):1-13.
[4] Chen L,Huang Y.Geopolitical Compliance in Technology -Sensitive Industries[J].Strategic Management Journal,2024,45(1):89-107.
[5] Chen L,Pereira A.Dynamic Compliance:Transforming Reg ulatory Costs into Competitive Advantage[J].Strategic Manage ment Journal,2022,43(2):321-340.
[6] DiMaggio P.Interest and Agency in Institutional Theo ry[C]//Zucker L.Institutional Patterns and Organizations. Ball inger,1988:3-22.
[7] Dunning J H.International Production and the Multinat ional Enterprise[M].Allen & Unwin,1981.
[8] Dunning J H.The Eclectic Paradigm as an Envelope for Economic and Business Theories of MNE Activity[J].Internatio nal Business Review,2000,9(2):163-190.
[9] Gao P,Yang X.Digital Institutional Adaptation: How Blockchain and AI are Transforming Compliance[J].Journal of International Management,2022,28(4):1-15.
[10] Gao P,et al.Digital Institutional Distance: Measuring the Emerging Regulatory Divide[J].Journal of International Business Studies,2023,54(3):401-420.
[11] Hernández V.Institutional Resilience in Emerging Markets: A Resource-Based View[J].Journal of International Business Studies,2020,51(4):589-605.
[12] Johanson J,Vahlne J E.The Uppsala Internationalizat ion Process Model Revisited[J].Journal of International Business Studies,2009,40(9):1411-1431.
[13] Khanna T, Palepu K. Winning in Emerging Markets: A Road Map for Strategy and Execution[M].Harvard Business Pre ss,2010.
[14] Li J,Qian G.Institutional Arbitrage in Global Markets: Evidence from Fortune 500 Firms[J].Journal of World Business,2021,56(3):101-118.
[15] Liu W,et al.Ambidextrous Learning 2.0: The Role of Digital Tools in Knowledge Integration[J].Organization Scien ce,2021,32(6):1529-1550.
[16] Liu Y,et al.Real-Time Geopolitical Risk Monitoring [J].Harvard Business Review,2024,102(4):78-92.
[17] March J G. Exploration and Exploitation in Organiza tional Learning [J].Organization Science,1991,2(1):71-87.
[18] Meyer K E,et al.Institutions, Resources, and Entry Str ategies in Emerging Economies[J].Strategic Management Jour nal,2009,30(1):61-80.
[19] North D C.Institutions,Institutional Change and Econ omic Performance [M].Cambridge University Press,1990.
[20] Oliver C.Strategic Responses to Institutional Process es[J].Academy of Management Review,1991,16(1):145-179.
[21] Peng M W.The Resource-Based View and International Business[J].Journal of Management,2001,27(6):803-829.
[22] Rugman A M.Inside the Multinationals: The Economics of Internal Markets[M].Columbia University Press,1981.
[23] Teece D.Agile Reconfiguration: A Framework for Dyna mic Capabilities in Turbulent Environments[J].California Man agement Review,2020,62(2):78-95.
[24] Witt M A,Lewin A Y.Outward Foreign Direct Investment as Escape Response to Home Country Institutional Constraints [J].Journal of International Business Studies,2007,38(4):579- 594.
[25] Wu Y,et al.Digital-Enabled Entry Modes: How Technolo gy Reduces Information Asymmetry[J].International Business Review,2023,32(1):45-62.
[26] Yamamoto T,et al.Neural Mechanisms of Cultural Sym bols[J].Journal of Consumer Psychology,2023,33(2):201-220.
[27] Zhang R,et al.Policy Response Capability and Internat ionalization Performance:Evidence from BRI Firms[J].Interna tional Management Review,2021,61(5):723-750.
[28] Zhao M,Park S.Cultural Intelligence Ecosystems: How Technology is Transforming Cross-Cultural Management[J].Aca demy of Management Review,2023,48(1):89-107.
[29] 蓝海林.中国企业跨国经营的制度双元性研究[M].经济管理出版社,2012.
[30] 蓝海林.数字制度双元性:基于中印数据治理的比较[J].管理世界,2023,39(10):102-117.
[31] 李新春.制度性进入模式:一带一路沿线国家的实证研究[J].管理学报,2018,15(3):321-335.
[32] 苏中锋.实时政策预警系统:动荡制度环境中的企业能力[J].南开管理评论,2021,24(2):45-58.
[33] 王永贵.制度套利:汽车行业跨国企业的战略选择[J].管理世界,2020(8):102-115.
[34] 魏江.逆向合规:跨国企业在严苛制度环境中的战略选择[J].南开管理评论,2020,23(3):56-68.
[35] 魏江.地缘合规:技术标准与政策塑造[J].南开管理评论,2024,27(1):45-60.
[36] 吴晓波.跳跃式国际化:后发企业的技术范式变革[J].管理世界,2019(11):89-102.
[37] 薛有志.中国企业国际化战略:渐进式资源承诺的实证研究[J].管理世界,2016(5):89-102.
[38] 薛有志.政策窗口期识别模型[J].经济研究,2023(3):45-60.
[39] 赵曙明.跨国企业外派高管与本土团队的双元领导力研究[J].管理学报,2021,18(2):45-58.
[40] 雷梦琪,和法凯.新能源汽车电驱逆变器中点电位平衡控制策略研究[J].汽车测试报告,2025,(11):49-51.
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