後進國際新創公司如何成功進入全球市場?一個國際策略創業觀點的比較個案研究;How Does a Latecomer Multinational Enterprise Enter the Global Market Successfully? a Comparative Case Study from an International Strategic Entrepreneurship Approach

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題名:	後進國際新創公司如何成功進入全球市場?一個國際策略創業觀點的比較個案研究;How Does a Latecomer Multinational Enterprise Enter the Global Market Successfully? a Comparative Case Study from an International Strategic Entrepreneurship Approach
作者:	蕭嬋
貢獻者:	企業管理學系
關鍵詞:	研究領域：管理科學
日期:	2011-08-01
上傳時間:	2012-01-17 19:13:24 (UTC+8)
出版者:	行政院國家科學委員會
摘要:	本文以”後進國際新創公司如何在尋找創業機會與累積競爭優勢的策略中尋求平衡?其發展歷程為何?”為研究議題，並回顧國際新創事業與策略創業的相關文獻，提出了國際策略創業的整合性架構，其強調後進國際新創事業會致力於掌握國際創業機會，並同時累積競爭優勢。本研究擷取相關理論，認為國際創業環境所釋放出的創業機會可分為:(1)全球產業網絡的國際創業機會;(2)全球技術移轉的國際創業機會;(3)全球制度差異的國際創業機會;(4)全球市場需求的國際創業機會。同時，以後進國際新創事業的策略觀點而言，需要靠國際網絡的合作以補足資金和技術的不足。本研究整合生態系統的策略與動態能力的策略觀點，解釋後進新創公司如何一方面重組內外部資源以回應環境變化，另一方面也致力尋求其相關的生態體系的有效策略，一為內部資源的動態調節，另一則是所處生態體系的外部策略運用，強調整體的策略思維說明後進國家新創事業如何成功進入國際市場。最後，本研究以兩個構面來衡量機會及策略的整合點所造成之結果。第一個構面為公司本身之主觀與客觀創業績效與技術進展，第二個構面是公司在所屬產業生態系之中的策略角色重要性變化。鑒於本研究想要探討後進國際新創公司如何在尋找國際創業機會與累積競爭優勢的策略中的動態發展歷程，需要因果性與動態性的歷程分析，因此本研究將採取質化個案研究。至於個案選擇上選擇(1)近年來新創立的後進國際新創公司;(2)其創業初期即以國際化，且在國際市場及各產業間屬於領先地位的兩岸國際新創公司。秉持上述原則，本研究預計訪談的公司為法藍瓷、Timotion、宏達電、有成精密、上海同捷科技、上海展鋒展覽。最後，本研究將策略創業的理論納入國際新創事業的討論,以”國際策略創業家”的觀點論述其如何辨識國際市場所釋放出的創業機會,同時加入了策略創業的觀點，將生態體系的策略觀點與動態能力的策略兩者間的結合，預期對國際新創事業與策略創業的理論皆有所貢獻，同時在實務上，能提供高度出口導向的中小企業創業策略參考。 This research intends to answer the following questions: “How does a latecomer multinational enterprise (LME) enter the global market successfully?” Referring to the theories in the field of international entrepreneurship and of strategic entrepreneurship, this research develops the framework of ‘international strategic entrepreneurship’, which emphasizes that a latecomer multinational enterprise will strike balance between seeking international entrepreneurial opportunities and building competitive advantages. This research classifies the international entrepreneurial opportunities (IEO) into four dimensions: (1) the IEO released by global industrial network; (2) the IEO released by global technological development; (3) the IEO released by global institutional difference; (4) the IEO released by global market demand. Furthermore, in order to make the inadequacy of scarce resources, a latecomer international entrepreneurship will exploit the international linkages. Therefore, this research brings the strategic perspective into the discussion and integrates the dynamic capability and the eco-system strategies to explore the internal and external strategic resources allocation of LME. The dynamic capability allows a LME to process the internal transformation in order to address the fast-changing environment. The eco-system strategy explains how a LME leverage the resources of its strategic partners of the eco-systems for entering the international market. Finally, after the integration of entrepreneurial opportunities and strategic competitive advantages, the result of a LME can be measured by entrepreneurial performance and the relative strategic importance in the eco-system. Since the research stresses the dynamic development of an entrepreneurial process, this research adopts a qualitative case study method as it excels in detailed contextual analysis. Six cases are chosen based on the following criteria: they are newly-built entrepreneurial companies targeting at global market and achieve great performance in a short time. This research expects to contribute in the field of international entrepreneurship for its integrating the strategic dimension into discussion. Also, the different dimensions of entrepreneurial opportunities are pointed out to enrich the theory. This research also enlightens the field of strategic entrepreneurship by bringing the eco-system strategies into discussion, which effectively explains how a LME stands out in the competitive international environment. Finally, this research anticipates the strategic implications to Taiwanese international entrepreneurial enterprises which are highly export-oriented. 研究期間：10008 ~ 10107
關聯:	財團法人國家實驗研究院科技政策研究與資訊中心
顯示於類別:	[企業管理學系] 研究計畫

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