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題名:中小企業進入海外市場的影響因素分析-以越南中小企業台商為例
作者:許癸鎣
作者(外文):Kuei-Ying Hsu
校院名稱:國立高雄第一科技大學
系所名稱:管理學院博士班
指導教授:傅新彬
學位類別:博士
出版日期:2016
主題關鍵詞:中小企業決策實驗室法成功關鍵因素進入海外市場折衷排序法模糊分析層級程序法DEMATELSMEsEntering Foreign MarketCSFFAHPVIKOR
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中小企業在進入海外市場時相對於大型企業必須承擔更高的風險,然而由於承擔風險的能力較低,必須有更好的準備,因此中小企業必須了解哪些重要的因素影響其進入海外市場。若是中小企業能夠掌握進入海外市場的影響因素重要程度,則能夠分配有限的資源到較佳的位置,以增加進入海外市場的成功機率。本研究依據動態能力架構從既有文獻中分類中小企業進入海外市場的影響因素,形成層級因素表,共有三個階層。目標層為兩大層面:策略導向及企業行為,兩個層面下有標的層五個面向及面向之下的準則層17個因素。以模糊分析層級程序法(FAHP)找出這17個影響因素的權重並排序,以折衷排序法(VIKOR)中可接受優勢概念找出6個成功關鍵因素,分別是客戶導向、當地對生產力的重要、跨功能部門協調、產品或服務在地連結、競爭者導向及虛心接受等六項,並且形成中小企業進入海外市場的關鍵路徑;最後再以決策實驗室(DEMATE)方法進行五個影響面向之間的關係分析,找出中小企業進入海外市場以學習導向為前導,最終由在地整合產生效果,其中以創業導向做為中介因子。本研究首度以多準則決策方法進行中小企業進入海外市場的影響因素分析,獲得權重,找出關鍵因素並提出影響因素間關係。在實務管理上,本研究結果提供台灣中小企業十項建議以掌握進入海外市場決策的重要參考。
When enterning to foreign markets, small and medium sized enterprises (SMEs) confront higher risks compared to large established corporations. Moreover, due to their limited capabilities in taking risks, SMEs must make even better preparations than large corporations do. SMEs have to understand which important factors will have an impact upon their entering foreign markets. If SMEs succeed in obtaining a thorough understanding of the importance of these factors, they will be able to optimally deploy limited resources, thereby maximizing the possibility to enter the global market.
Through literature review, this study adopts a hierarchical factors table comprising three levels, based on the Dynamic Capabilities framework, by categorizing the factors determining SMEs'' enterning foreign markets. The goal level consists of two dimensions: strategic orientation and firm behaviors. Below this level, there are five dimensions in the objective level, as well as 17 factors comprising the criteria level beneath. Through the Fuzzy Analytical Hierarchy Process (FAHP), the 17 influential factors were reorganized in sequence based on their respective weights. Through acceptable advantages of the VIKOR method, six critical success factors (CSF) were identified, including customer orientation, the host country importance to productivity, interfunctional coordination, the boundary of product/service and host country, competitor orientation, and open-mindnesess. The six factors also form the key path of the SMEs to enter foreign markets. Finally, the DEMATE method was employed to analyze the relationships among the five dimensions; the result shows that SMEs’ entering foreign markets takes learning orientation as the leading factor, with the expected effects ultimately achieved through local integration, in which entrepreneurial orientation serves as the mediate factor. This study is the first to adopt the multi-criteria decision-making method to analyze the factors of SMEs'' entering foreign markets, thereby acquiring the weights of the factors to identify the critical success factors and the relationships among the factors. In terms of practical management, ten suggestions are proposed in this study based on the research results as a reference for Taiwanese SMEs to optimize decision-making on entering foreign markets.
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