The small and medium enterprises have been recognized as the main factor for the economic miracle in Taiwan. With fading ¡§dot com¡¨ companies and global economic depression, Taiwan academia, industry and government authorities have worked hard to propose numerous suggestions as well as policies, hopefully to build the competitive strength on the international trade market. High-tech industry is expected as the most significant part in the twenty-first century where knowledge and technology play the essential roles. Such industry also pertains high risks because of the fast changing technology. Hence, the innovation spirits of enterprises that continuously dedicate to technological R&D enable them to react the dynamic market efficiently. This study proposed several influent factors for enterprise performance. Three independent variables are enterpreneurship, technology strategy, and external network: the enterpreneurship includes innovativeness, risk taking, and proactiveness; the technology strategy refers to pioneering, internal R&D, external sources, patenting, and forecasting; in addition, the external network means the external linkages of the enterprise, such as consultants, alliances, association, financial institution, research institution, and government. Performance was measured by subjective perception containin sale growth, market share, ROI, and profitability. This study adopts questionnaires to collect data. Eight hundred and forty-four questionnaires were mailed to CEOs of Computer manufacture companies and IC manufacture companies in Taiwan. After one month, eighty-two responses were received. After statistic analysis, the results are: (1) those firms that stood for more than ten years or have more than 200 employees showed better performance; (2) several factors showed significant positive correlation with performance, including product innovativeness & risk taking in the entrepreneurship, pioneering & external sources in technology strategy, and research institution & government, alliances, and association in external network; (3) entrepreneurship, technology strategy, and external network were mutually positive correlated. Finally, based on the research findings, this study proposes conclusions and suggestions for managers or entrepreneurs in the directions of strategy planning and decision-making. Keywords¡GEnterpreneurship, Technology Strategy, External Network, Performance, High-tech Firms

Current research has pointed out that a subsidiary ́s external network, constituted by its suppliers and customers at the local market, is very important for the corporation as a whole. In this study we seek to explore if this is the case for a certain Multinational corporation through exploring the usage of its networks. More specifically how the knowledge within its networks sharing contribute to the company’s innovation development process. A number of interviews have been conducted with personnel at a Multinational corporation, General Electric Healthcare Life Sciences in Uppsala. The results have been analyzed using a theoretical frame of reference covering network theory and a subsidiary’s part in it. Our findings show that even though the external network may play a necessary part, the internal network of a large Multinational corporation is an important resource and should not be ignored.