The Influences of Internationalization Dynamic Capability and NetworkRelations on the Foreign Market Entry Mode Strategy

• Main Authors: Tsai, PeiFen, 蔡佩芬
• Other Authors: Hsu, Sue-Ming
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/87634065395794278885

碩士 === 東海大學 === 企業管理學系碩士班 === 100 === Teece et al. (1994,1997) that the integration and configuration both inside and outside the organization resources management capability of the organization, in order to succeed in the global competitive environment. In this study, Teece (2007) dynamic capabilities theoretical framework through literature to clarify the constructs in the theory, to infer the observation of the abstract constructs of variables, and so develop the dynamic capabilities of the international questions through observe the three successful cases and their supervisor interview secondary data collection, to explore the dynamic capabilities of the international firs and network relationships and to identify their representative capacity, to explore its relevance to overseas market entry strategy, and verify a theory mode. Organizational learning, unique resources and intellectual assets and successful experience has a positive impact on international dynamic capabilities. Followed by a literature review and interviews have five impacts of foreign market entry strategy for the internationalization of dynamic capabilities: 1. Firm provided with high-value products and manufacturing technology and with production of highly differentiated products. 2. Firm environmental dynamic link configuration. 3. Firm develop new capabilities that can enter the international market. 4. Firm and managers with the ability of corporate governance, and has international experience. 5. Flexibility.