The major objectives of this thesis are to answer the following questions :
1. What are the relationships between strategic target and decision that the product development function is included or not in oversea plants? Furthermore, are there anything in common and difference in these relationships? And, what make the point of samenesses and differences exist?
2. How different outcomes are appeared according to changing combinations of related factors? What is the successful combination of each factors at each situation to achieve the goal of oversea transfer-plants?
3. How is the transfering speed of product development skill influenced by infrastracture and the level of technical capability of the oversea plants and vendors.
4. Is there any dynamically changing path in relations between strategic targets and the decisions that the development function is included or not according to changing overseas' environment?
This analysis is carried out through analysing actual cases of ten overseas' factories transferred from a Korean multinational enterprise. Hypotheses were tested through the qualitative analysis because of small sample size and difficulty in comparison of results for the overseas' factories transferred with different time phase.
The major findings of this thesis are as follows:
1. The more the strategic target of oversea transfer-plant is market- oriented, the more the product development function is included, and the more the strategic purpose is cost-oriented, the less the product development function is included, ceteris peribus. If the cost-oriented factory were moved to market-oriented factory dynamically for the changing of overseas' environment, the more its movement is close to the market-oriented factory, the more the product development function is included.
2. The better infrastracture and the higher the level of technical capability of the overseas' plant it has, the faster the product development capability is improved, and the better infrastracture and the higher the level of technical capability of the overseas' plant and vendors it has, the more the product development capability is improved slowly.
3. This thesis provides some particular directions in dynamic changes. Under the certain conditions, cost-oriented factories have tendencies to change into market-oriented factory, and try to have product development function.