台灣中小企業國際化及產品多角化藉助策略聯盟對績效的影響

洪宗榮

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台灣中小企業國際化及產品多角化藉助策略聯盟對績效的影響

THE IMPACTS OF INTERNATIONALIZATION AND PRODUCT DIVERSIFICATION WITH STRATEGIC ALLIANCES ON PERFORMANCE FOR TAIWAN'S SMES

洪宗榮 , Masters　　Advisor：梁詠貴　　

英文

產品多角化；國際化；中小企業；營運績效；策略聯盟； internationalization ； strategic alliance ； performance ； product diversification ； SME.

Abstract │ Reference (197) │ Times Cited (7) │ Altmetrics

Abstract 〈TOP〉

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With the growing trend of Taiwan international business, the research of the impact of multinational Enterprises (MNEs) becomes more important. This paper examines how Taiwan small and medium-sized enterprises (SMEs) utilize the internationalization and product strategy to expand their business growth associated with strategic alliance partners to reach a competitive level of firm’s performance. Due to Taiwan firms’ particular international and alliance strategy, this paper examines the different impact between homogeneity and heterogeneity of internationalization. This study also tests the relationship of product and international diversity on firm performance. The results show that single internationalization strategy can not significantly improve performance. Product diversification can improve performance with curvilinear relationship, while unrelated product diversification is more effective than related. With the interaction of internationalization, the hybrid strategy of internationalization and product diversification could decrease performance in curvilinear relationship. With the moderation of strategic alliance, internationalization becomes more effective on performance, while product diversification decrease the effect on performance. 
The paper ends up with a section on conclusion and implication for SMEs with a suggested model to improve performance by expanding global business and product offers with appropriate integration of strategic alliance network. The empirical findings contribute the trends and results for SMEs to leverage strategic alliance to extend their capability to improve its performance through internationalization and product diversity under the keen competition of global market.

Reference ( 197 ) 〈TOP〉

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連結：
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連結：
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連結：
Barkema, H. G., John H. J. Bell, and Johannes M. Pennings. “Foreign entry, cultural barriers and learning.” Strategic Management Journal 17(2), (1996): 151-166.
連結：
Baliga, B. R. and A. M. Jaeger. “Multinational corporations: Control systems and delegation issues. “ Journal of International Business Studies 15(2), (1984): 25-39.
連結：

Times Cited (7) 〈TOP〉

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