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題名 中小企業國際化策略之研究－以台灣自行車零組件廠為例
Internationalization strategies of SME: The case of Taiwanese bicycle component manufacturer作者 邱玲君
Chiu, Ling Jun貢獻者 于卓民
Yu, Chwo ming
邱玲君
Chiu, Ling Jun關鍵詞 自行車
中小企業
國際化
bicycle
SME
internationalization
international日期 2010 上傳時間 3-Sep-2013 14:37:29 (UTC+8) 摘要 面臨全球化的競爭,中小企業需國際化來增加自己的競爭力。本研究以台灣自行車零組件廠為例，探討中小企業之國際化之原因及策略，且分析原因影響地主國篩選，進入策略及國際化管理，最後提出建議給正在尋找國際化機會之中小企業。研究內容包含國際化動機，因素影響國際化策略包含資源基礎理論，地主國篩選，進入策略，進入模式及國際化管理。研究發現創始人國際化理想及母國市場規模為主要中小企業之國際化動機。地主國政策影響產品需求也會構成中小企業國際化。不可遷移之資源例如技術背景及廉價勞工都可激勵中小企業之業務及生產方面國際化。
Facing with increase global competition, SME has to increase their competitiveness through internationalization. The objective of this research is to review the internationalization strategies of SME based on the analysis of case companies of the factors affecting internationalization decision, process and management, and then make recommendation to SME who are seeking for international opportunities.Our research addresses the questions covering motives behind internationalization, factors including resource-based view affecting internationalization decision and host country selection, the entry strategy, process, and internationalization management. Our findings suggested that founder’s ambition and relative size of restricted home market would motivate SME to internationalize. Host country government regulation affecting product demand would also provide an incentive for SME to enter. Immobile resource endowments such as technological know-how and cheap labor will induce firms’ sales and production division to internationalize. During internationalization, SME would consider resource specificity, the amount of resource commitment and control when choosing entry strategy. SME follows Root (1982) process in choosing host country by evaluating the market size and potential. As for the entry process, it is consistent with Uppsala model of internationalization whereby SME increase their international commitment incrementally. During internationalization management, SME are more ethnocentric on the human resource perspective; meanwhile, marketing strategy on product and pricing for SME is rather homogeneous, except for distribution and promotion strategies which are adjusted based on market characteristics and channel structure.參考文獻 EnglishAnderson, E., & Gatignon, H. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business, 17(3), 1-26.Anderson, J. (2009). Expanding globally with local vision: foreign market entry and the value chain. Journal of Business Strategy, 30(5), 32-39.Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.Cheng, Y. M. (2008). Asset specificity, experience, capability, host government intervention, and ownership-based entry mode strategy for SMEs in international markets. International Journal of Commerce and Management, 18(3), 207-233.Deng, P. (2003). Foreign investment by multinationals from emerging countries: the case of China. Journal of Leadership and Organizational Studies, 10(2), 113-24.DeSarbo, W. S., Benedetto, C. A. D., & Song, M. (2007). A heterogeneous resource based view for exploring relationships between firms performance and capabilities. Journal of Modelling in Management, 2(2), 103-130.Dunning, J. H. (1988). The Eclectic Paradigm Of International Production: A Restatement and Some Possible Extensions. Journal of International Business Studies, 19, 1-31. Dunning, J. (1993). Multinational Enterprises and the Global Economy. Addison-Wesley, New York.Erramilli, M. K., & Rao, C. P. (1993). Service Firms’ International Entry-Mode Choice: A Modified Transaction-Cost Analysis Approach. Journal of Marketing, 57, 19-38.Forlani, D., Parthasarathy, M., & Keaveney, S.M. (2008). Managerial risk perceptions of international entry-mode strategies, The interaction effect of control and capability. International Marketing Review, (25)3, 292-311.Johanson, J., & Wiedersheim-Paul, F. (1975). The Internationalization of the Firm - Four Swedish Cases. Journal of Management Studies.Johanson, J., and Vahlne, J.-E. (1977). The Internationalization Process of the Firm-A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8(1), 23-32.Johanson, J., and Vahlne, J.-E. (1990). The mechanism of internationalization. International Marketing Review, 7(4), 11-24.Keller, K. L., & Kotler, P. (2008). Marketing Management (13th Edition). Pearson International Edition. Kontinen, T., & Ojala, A. (2010). Internationalization pathways of family SMEs: psychic distance as a focal point. Journal of Small Business and Enterprise Development, 17(3), 437-454.Osland, G. E., Taylor, C. R., & Zou, S. (2001). Selecting international modes of entry and expansion. Marketing Intelligence & Planning, 19(3), 153-161.Pinho, J. C. (2007). The impact of ownership, Location-specific advantages, and managerial characteristics on SME foreign entry mode choices. International Marketing Review, 24(6), 715-734.Root, F. R. (1982). Entry Strategies for International Markets. DC Health, Lexington, Massachusetts/Toronto. Shamsuddoha, A. K., Ali, Y. M., & Ndubisi, N. O. (2009). Impact of government export assistance on internationalization of SMEs from developing nations. Journal of Enterprise Information Management, 22(4), 408-422.Wernerfelt, B. (1984). A Resourced-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.Zou, G.., & Ghauri, P. N. (2009). Internationalizing by learning: the case of Chinese high-tech new ventures. International Marketing Review, 27(2), 223-244.Chinese 于卓民，國際企業環境與管理，台北：華泰文化，民89DocumentsTaiwan Bicycle Source. 2010. Taiwan Bicycle Exporters’ Association Official Guide.Taiwan Bicycle Guide. 2010. Bicycle Today Magazine.WebsitesKing Sword Manufacturing Corporation Limitedwww.kingsword.comChance Good Enterprisewww.infini.com.twTaiwan Bureau of Foreign Tradehttp://cus93.trade.gov.tw/fsci/ 描述 碩士
國立政治大學
企業管理研究所
95355072
99資料來源 http://thesis.lib.nccu.edu.tw/record/#G0095355072 資料類型 thesis dc.contributor.advisor 于卓民 zh_TW dc.contributor.advisor Yu, Chwo ming en_US dc.contributor.author (Authors) 邱玲君 zh_TW dc.contributor.author (Authors) Chiu, Ling Jun en_US dc.creator (作者) 邱玲君 zh_TW dc.creator (作者) Chiu, Ling Jun en_US dc.date (日期) 2010 en_US dc.date.accessioned 3-Sep-2013 14:37:29 (UTC+8) - dc.date.available 3-Sep-2013 14:37:29 (UTC+8) - dc.date.issued (上傳時間) 3-Sep-2013 14:37:29 (UTC+8) - dc.identifier (Other Identifiers) G0095355072 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/59766 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所 zh_TW dc.description (描述) 95355072 zh_TW dc.description (描述) 99 zh_TW dc.description.abstract (摘要) 面臨全球化的競爭,中小企業需國際化來增加自己的競爭力。本研究以台灣自行車零組件廠為例，探討中小企業之國際化之原因及策略，且分析原因影響地主國篩選，進入策略及國際化管理，最後提出建議給正在尋找國際化機會之中小企業。研究內容包含國際化動機，因素影響國際化策略包含資源基礎理論，地主國篩選，進入策略，進入模式及國際化管理。研究發現創始人國際化理想及母國市場規模為主要中小企業之國際化動機。地主國政策影響產品需求也會構成中小企業國際化。不可遷移之資源例如技術背景及廉價勞工都可激勵中小企業之業務及生產方面國際化。 zh_TW dc.description.abstract (摘要) Facing with increase global competition, SME has to increase their competitiveness through internationalization. The objective of this research is to review the internationalization strategies of SME based on the analysis of case companies of the factors affecting internationalization decision, process and management, and then make recommendation to SME who are seeking for international opportunities.Our research addresses the questions covering motives behind internationalization, factors including resource-based view affecting internationalization decision and host country selection, the entry strategy, process, and internationalization management. Our findings suggested that founder’s ambition and relative size of restricted home market would motivate SME to internationalize. Host country government regulation affecting product demand would also provide an incentive for SME to enter. Immobile resource endowments such as technological know-how and cheap labor will induce firms’ sales and production division to internationalize. During internationalization, SME would consider resource specificity, the amount of resource commitment and control when choosing entry strategy. SME follows Root (1982) process in choosing host country by evaluating the market size and potential. As for the entry process, it is consistent with Uppsala model of internationalization whereby SME increase their international commitment incrementally. During internationalization management, SME are more ethnocentric on the human resource perspective; meanwhile, marketing strategy on product and pricing for SME is rather homogeneous, except for distribution and promotion strategies which are adjusted based on market characteristics and channel structure. en_US dc.description.tableofcontents CHAPTER 1: INTRODUCTION 1.1 Research Background and Motivation 51.2 Research Objectives and Questions 61.3 Research Process and Brief Introduction of Chapters 7CHAPTER 2: LITERATURE REVIEW 2.1 Theories of internationalization 10 2.1-1 Resource based View and internationalization 11 2.1-2 Transaction cost and internationalization 132.2 Motives to Internationalize 142.3 Factors affecting Entry Choices for SMEs 172.4 Entry Strategies 19 2.4-1 Modes of Internationalization 19 2.4-2 Entry Process: The Uppsala model of Internationalization 232.5 International Business Management 25CHAPTER 3: RESEARCH DESIGN 3.1 Tentative Research Framework and Interview Outline293.2 Case Selection and Research Process 32CHAPTER 4: INDUSTRY AND CASE ANALSIS 4.1 Industry Background 344.2 Case Description 38 4.2-1 King Sword Case Description 39 4.2-2 Chance Good Company Background 564.3 Case Analysis 71 4.3-1 Implication for the different internationalization strategies 80CHAPTER 5: CONCLUSION AND RECOMMENDATION 5.1 Conclusion 865.2 Recommendation to firms 905.3 Future Research Suggestions 92REFERENCES Books and Articles 93Websites 95Acknowledgments 96 zh_TW dc.format.extent 859713 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0095355072 en_US dc.subject (關鍵詞) 自行車 zh_TW dc.subject (關鍵詞) 中小企業 zh_TW dc.subject (關鍵詞) 國際化 zh_TW dc.subject (關鍵詞) bicycle en_US dc.subject (關鍵詞) SME en_US dc.subject (關鍵詞) internationalization en_US dc.subject (關鍵詞) international en_US dc.title (題名) 中小企業國際化策略之研究－以台灣自行車零組件廠為例 zh_TW dc.title (題名) Internationalization strategies of SME: The case of Taiwanese bicycle component manufacturer en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) EnglishAnderson, E., & Gatignon, H. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business, 17(3), 1-26.Anderson, J. (2009). Expanding globally with local vision: foreign market entry and the value chain. Journal of Business Strategy, 30(5), 32-39.Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120.Cheng, Y. M. (2008). Asset specificity, experience, capability, host government intervention, and ownership-based entry mode strategy for SMEs in international markets. International Journal of Commerce and Management, 18(3), 207-233.Deng, P. (2003). Foreign investment by multinationals from emerging countries: the case of China. Journal of Leadership and Organizational Studies, 10(2), 113-24.DeSarbo, W. S., Benedetto, C. A. D., & Song, M. (2007). A heterogeneous resource based view for exploring relationships between firms performance and capabilities. Journal of Modelling in Management, 2(2), 103-130.Dunning, J. H. (1988). The Eclectic Paradigm Of International Production: A Restatement and Some Possible Extensions. Journal of International Business Studies, 19, 1-31. Dunning, J. (1993). Multinational Enterprises and the Global Economy. Addison-Wesley, New York.Erramilli, M. K., & Rao, C. P. (1993). Service Firms’ International Entry-Mode Choice: A Modified Transaction-Cost Analysis Approach. Journal of Marketing, 57, 19-38.Forlani, D., Parthasarathy, M., & Keaveney, S.M. (2008). Managerial risk perceptions of international entry-mode strategies, The interaction effect of control and capability. International Marketing Review, (25)3, 292-311.Johanson, J., & Wiedersheim-Paul, F. (1975). The Internationalization of the Firm - Four Swedish Cases. Journal of Management Studies.Johanson, J., and Vahlne, J.-E. (1977). The Internationalization Process of the Firm-A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8(1), 23-32.Johanson, J., and Vahlne, J.-E. (1990). The mechanism of internationalization. International Marketing Review, 7(4), 11-24.Keller, K. L., & Kotler, P. (2008). Marketing Management (13th Edition). Pearson International Edition. Kontinen, T., & Ojala, A. (2010). Internationalization pathways of family SMEs: psychic distance as a focal point. Journal of Small Business and Enterprise Development, 17(3), 437-454.Osland, G. E., Taylor, C. R., & Zou, S. (2001). Selecting international modes of entry and expansion. Marketing Intelligence & Planning, 19(3), 153-161.Pinho, J. C. (2007). The impact of ownership, Location-specific advantages, and managerial characteristics on SME foreign entry mode choices. International Marketing Review, 24(6), 715-734.Root, F. R. (1982). Entry Strategies for International Markets. DC Health, Lexington, Massachusetts/Toronto. Shamsuddoha, A. K., Ali, Y. M., & Ndubisi, N. O. (2009). Impact of government export assistance on internationalization of SMEs from developing nations. Journal of Enterprise Information Management, 22(4), 408-422.Wernerfelt, B. (1984). A Resourced-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.Zou, G.., & Ghauri, P. N. (2009). Internationalizing by learning: the case of Chinese high-tech new ventures. International Marketing Review, 27(2), 223-244.Chinese 于卓民，國際企業環境與管理，台北：華泰文化，民89DocumentsTaiwan Bicycle Source. 2010. Taiwan Bicycle Exporters’ Association Official Guide.Taiwan Bicycle Guide. 2010. Bicycle Today Magazine.WebsitesKing Sword Manufacturing Corporation Limitedwww.kingsword.comChance Good Enterprisewww.infini.com.twTaiwan Bureau of Foreign Tradehttp://cus93.trade.gov.tw/fsci/ zh_TW
