In recent years, industrial finance has experienced and is continuing to experience significant changes brought about by the development of venture or risk capital. Venture capital is now well-known as a means of providing good financial backup for innovative enterprises, in particular for information technology and communications technology. The technology-based venture capital enterprise, focusing on communication technology and the cellular market in China, is the primary focus of this research. / After the Open Door policy began in the late 1970s, the Chinese market has become important to all enterprises. With further acceleration in economic growth in the 1990s, China has become the world's largest single market in the cellular communications industry. Similar to other industries in China, the cellular market is not open and free but is limited to a small number of players under the politically planned economy. On one hand, the Government has opened the door to attract the latest technologies from foreign companies for the cellular market. On the other hand, the Government looks for the best way to protect and nurture the local industries with advance technologies and low equipment costs. It will be a challenge for the overseas venture capital enterprises to ride on such characteristics and to compete in such a highly competitive but politically regulated market. The purpose of this research was to shed some light upon the factors that can help overseas venture capital enterprises meet this challenge. / The first level of the research investigated the models of business strategies used by the major equipment suppliers and combined this with an exploration of the expectations of the cellular network operators. The next level was to establish a model of business strategies that would enable overseas high-tech venture capital enterprise to compete with the overseas giants and the big local manufacturers in the highly regulated, oligopoly but dynamic and politically planned cellular system market in China. This incorporated an examination of both the Resources-Based approach and the Structure-Conduct-Performance approach, and extended the Contingency approach in come up with the new model. The final stage of the research was to validate the model through a case study of an overseas high-tech venture capital enterprise which engages in cellular communication technologies and the market in China. / Thesis (PhDBusinessandManagement)--University of South Australia, 2004.

Thesis (PhDBusiness andManagement)--University of South Australia, 2002.

Thesis (doctoral)--Universität Erlangen.

Thesis (doctoral)--Ruprecht-Karl-Universität in Heidelberg.

Thesis (doctoral)--Georg-August-Universität zu Göttingen.

Thesis (doctoral)--Universität Erlangen.

Thesis (doctoral)--Universität Freiburg in der Schweiz.

Thesis (doctoral)--Universität Göttingen, 1916. / Includes bibliographical references (p. [vii]-x).

Thesis (doctoral)--Universität zu Köln, 1928. / Includes bibliographical references (p. vii-ix).

Thesis--Freiburg i.B. / Vita. Includes bibliographical references (p. 256-261).