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題名:從外部資源觀點探討中小企業之動態國際化能力- 形成與海外績效
作者:彭劉德
作者(外文):Peng, Dennis Liu-Te
校院名稱:國立交通大學
系所名稱:管理科學系所
指導教授:陳姵樺
學位類別:博士
出版日期:2019
主題關鍵詞:動態國際化能力社會網絡關係海外市場導向海外績效中小企業台灣DIC (Dynamic internationalization capability)social network relationshipoverseas market orientationinternational performanceSMETaiwan
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中小企業在推動國際化市場過程中,常面臨缺乏國際市場的經驗與有限的經營資源,阻礙其進入國際市場發展時,取得海外網絡連結與外部資源,並且進而影響了國際化績效。本研究利用外部資源的觀點角度來構建研究的結構,形成並討論動態國際化能力如何影響台灣中小企業國際化進程中的海外績效,本研究利用社會網絡關係和國際市場導向作為前導變數,研究獲取網絡關係和海外市場導向資訊是否能夠轉化為動態國際化能力,以及國際績效是否受到影響。從台灣外資中小企業中隨機抽取經驗數據,得出252份有效回應。探討了資訊提供者(首席執行官,副總裁,資深經理)去探索對該公司責任的認識與所需承擔之責任。結果顯示了信任和承諾與國際探索能力呈現正向相關,海外市場導向與國際探索能力以及國際開發能力都呈現正向相關,國際探索能力與國際績效亦呈現正向相關。本研究建議中小企業管理者可以通過聯合產品開發,聯合性行銷和聯合解決問題等戰略聯盟來分擔企業營運的風險和不確定性,進而加深與聯盟間成員的聯繫。此外,對企業的能力分類也指明了中小企業管理者海外經營上相關的重點性資源,幫助集中資源和減少不必要的浪費。
In the process of entering international markets, SMEs often face the lack of experience in the international market and limited operational resources, hindering their access to overseas networks and external resources when they enter the international market, thus affecting SME’s international performance in overseas markets. This study uses external resource’s perspective to build its structure, formation and discusses how dynamic internationalization capabilities affect international performance during the internationalizing process of Taiwanese SMEs. Using network relationships and international market orientation as antecedent variables, this study investigates whether obtaining network relationships and market orientation information transforms into dynamic internationalization capabilities, and whether the international performance is thus affected. Empirical data was randomly selected from Taiwanese foreign investment SMEs, yielding 252 valid responses. Informants’ (CEOs, vice presidents, senior managers) knowledge about, and shouldering of, firm responsibilities are explored. Results reveal trust and commitment are positive related with international exploration capabilities, international market orientation is positive related with both international exploration capabilities and international exploitation capabilities, and international exploration capabilities are positive related with international performance. This study suggests that SME managers can share risks and uncertainties through strategic alliances, such as joint product development, joint marketing and joint problem solving, so as to deepen the connection with the members of the alliance. In addition, the classification of the enterprise’s capabilities also indicates the key resources related to the overseas operations for SME managers, helping to concentrate resources and reduce unnecessary waste.
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