Which is better for proactor, analyzer, and risk-taking strategy?

• Main Authors: Chun-wei Chiu, 邱純瑋
• Other Authors: Wei-hwa Pan
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/36923580609885876110

碩士 === 國立雲林科技大學 === 企業管理系碩士班 === 93 === Which is better for proactor, analyzer, and risk-taking strategy? Student：Chun-Wei Chiu Advisors：Dr. Wei-Hwa Pan Department of Business Administration National Yunlin University of Science & Technology for the Degree of Master of Business Administration Abstract The trend toward global competition is inevitable. Capital n China comes from many countries because of its wide domestic demand market, great efficiency in administration and infrastructure as well as the price preference of factors, tax reduction and cheap labor cost provided by each province. A number of Taiwanese medium- and small corporations and large corporations make investment in Mainland China because of the same culture and race. According to the statistics of Investment Commission, Ministry of Economic Affairs, the approved investment amount in China accumulated from 1991 to Feb. 2005 is the first place of overseas investment. It shows that the importance of investment in Mainland China is growing day by day. This study discusses the influence of the internal resource capabilities and external environmental recognition of Taiwanese corporations entering into China on strategy choices. The difference in performance of corporations with different strategy will be further analyzed. This study attempts to integrate the environmental recognition theory, resource-based theory, strategy orientation, and performance assessment, in order to understand the key factors for business strategy choice. Moreover, the key analytic dimensions are induced and can be the reference for the Taiwanese corporations when they enter china market afterwards. The empirical research findings are shown below. First, the uncertainty of market environment is positively related to the risk-taking oriented strategy. Second, uncertainty in technology and general environment are positively correlated with analyzer strategy. Furthermore, marketing capability is positively related to actor-oriented and analyzer strategy. In addition, the better managerial capability the corporations possess and higher uncertainty exists in market environment, actor strategy generates better financial performance. The better marketing capability the corporations possess, taking proactor strategy creates better financial performance and analyzer strategy makes better general performance. Key word: resource capability, environmental recognition, strategy orientation, and performance.