跨国公司在《中国制造2025》议程中的机遇与挑战

Hasna Dherin Syakira, Aisyah Zakiyah Nur Aini, Sovira Hikari Luna Shinkoo
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摘要

背景:自 1978 年经济改革以来,跨国公司开始来到中国投资和经营。这是因为中国工资低、市场巨大、政府政策宽松。中国往往被认为是廉价劳动力和低质量产品的中心。MiC 2025 议程旨在改变这种负面印象。此外,该议程还计划在全球市场上追赶中国的高科技。本文采用新重商主义理论,假定中国政府通过保护国内市场和支持外商投资来积累国家财富。通过 MiC 2025,政府计划加强中国在全球市场的主导地位。 目的:本文旨在阐述《中国制造 2025》议程对在华跨国公司(MNCs)的影响。 研究方法:本研究采用描述性定性研究方法。 结果:研究结果表明,跨国公司在中国受到了 "小米 2025 "议程的影响:结果表明,跨国公司从《中国制造 2025》议程的实现中既获得了机遇,也面临着挑战。作者将《中国制造 2025》议程分为 4 个主要分章,即 1) 经济竞争;2) 合作与技术转让;3) 劳动力机器人化;4) 与美国的关税战。 结论:跨国公司需要在政府发起的 "MiC 2025 "议程中进行调整和重组,以实现最佳运营。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Peluang dan Tantangan Bagi Perusahaan Multinasional di Tengah Agenda MiC 2025 Tiongkok
Background: Since the economic reforms in 1978, multinational companies have begun to arrive, invest, and operate in China. This was because China had low wages, huge markets, and loose government policies. China is often associated with a negative perception as a center for cheap labor and low-quality products. The MiC 2025 agenda aims to change that negative perception. Besides, this agenda also plans to catch up with China's high-tech in the global market. This paper uses the neo-mercantilism theory, assuming that the Chinese government's initiation to accumulate state wealth by protecting the domestic market and supporting foreign investment. Through MiC 2025, the government plans to strengthen China's dominance in the global market.  Purpose: This paper aims to describe the influence of the MiC 2025 agenda on multinational companies (MNCs) in China. Methods: This research uses descriptive qualitative research methods. Results: The results show that MNCs receive both opportunities and challenges from the realization of the MiC 2025 agenda, which the author divides into 4 major subchapters, namely 1) economic competition, 2) collaboration and technology transfer, 3) robotization of labor, and 4) tariff war with the United States. Conclusion: MNCs need to adapt and restructure amidst the MiC 2025 agenda initiated by the government to operate optimally.
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