博士 / 國立臺灣大學 / 商學研究所 / 87 / The school of Uppsala held the dominating theory in business internationalization. They proclaim that the internationalization of business is an incremental process. Business will develop domestically, through the accumulation of international experiential knowledge and resources then gradually begins the internationalization process. However, the theory of International New Ventures (INVs) points out that more and more new ventures start their companies internationally without the domestic development stage. INVs claimed that the Uppsala’s theory lacks the ability to explain these types of new ventures. Yet, INVs’ theory cannot explain oversea market choice and the very important problem about how new start-up companies develop the organization capability for internationalization. And they merely focusing on describing the phenomena of fast internationalization.
In this thesis, by combining Uppsala and INVs’ theory together with literatures about how top managers of new ventures influence the process of internationalization, we explore and explain about “How new start-up company can setup the first foreign base within the early stage from inception”. Through four case studies, we discovered that the founding teams of high-tech companies in Taiwan have already gathered enough knowledge and resources before they start the company. These new ventures also acquiring exterior resources which compensated the insufficiency of international experiential knowledge and resources so that they can start their internationalization in such an early stage. The study shows for those early internationalization companies, we must take into consideration about the internationalization experience of the founding team. And from the view of INVs, considering the ability to acquire exterior resources including people with international management ability, capital, and the ability to access the international network. Contrast to those early established industries, these can boost the process of internationalization from their inception of newly found companies.
By analyzing sample data from 69 respondents out of 401 companies from information and electronic industry in Taiwan, we discovered:
1. The influence of international experience of founding team before starting the company: The more international management experience they have the earlier they start their oversea investment, and the more likely they tend to setup an oversea branch even in their inception. The more international experience the more likely they setup oversea branch directly without going through the intermediate mode.
2. Acquisition of exterior resources: If the new venture can have investment from domestic consortium and at the same time attracts people with international management ability to join their firm, the startup company will setup their oversea investment earlier.
3. Characteristic of the company: If the company relies more on the technical information of the oversea market then the high-tech company tends to setup their oversea branch earlier.
4. Characteristic of the product: The more important of technical and market aspect of the oversea market, then the more likely they start their investment in the oversea local market.
5. The market location factor and the international experience of founding team: The market location factor decides the selection of the first foreign base location, whereas on the contrary the timing of setting up the first foreign base depends on the foreign market experience of the founding team.
| Identifer | oai:union.ndltd.org:TW/087NTU00318069 |
| Date | January 1999 |
| Creators | Ru-Yuh Wang, 王如鈺 |
| Contributors | Yi-Long Jaw(Ph.D.), 趙義隆 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 257 |
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