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创业方向决定了全公司的战略风格，这是对公司的政策，实践和企业的战略定位，是一个多维的概念。 Entrepreneurial orientation is a company-wide strategic style, making the company policy, practice, entrepreneurial strategic orientation, this is a multidimensional concept. 很多人在研究创业方向的同时，也会研究创业方向与创业绩效之间的关系，还有学者会把关注的方向定位为研究其他因素之间的关系，包括创业方向对创业结果的影响，以及它们对另外两个其他因素的影响。 In the study the relationship between entrepreneurial orientation and performance at the same time, some scholars are concerned about the relationship between the orientation and other factors, including other factors that impact on entrepreneurial orientation and entrepreneurial orientation of the two other factors. 教育和培训在促进创业的过程中，起着非常重要的作用，创业中对技术创新和现实环境分析是必不可少的一项基本条件。 Education and training in the process of fostering entrepreneurial orientation plays a very important role, and in technological innovation and environmental analysis is indispensable power. Lee and Peterson (2000) examined the role of cultural adjustment, and the results showed that the different countries under different culture can produce specific high entrepreneurial orientation. Kreiser (2002) and other research indicated that a hostile environment is related to the various dimensions of entrepreneurial orientation. Frese (2002) suggested that all dimensions of business process variables and entrepreneurial orientation have different pros and cons to the relationship and business strategy will also affect the entrepreneurial orientation. In addition, the influence of shareholders and entrepreneurial orientation behavior will affect the consistency of the effectiveness of management actions. Some scholars studied the impact of entrepreneurial orientation on the other factors. Weaver (2003) and other studies showed that the stronger the executives entrepreneurial orientation, the greater the uncertainty of the company environment (economic, political and social factors); the same time, the difficulty of the environment has a regulatory role on the relationship between the entrepreneurial orientation and business success. Milier defined by three dimensions of entrepreneurial orientation, namely, innovativeness, risk taking and pro-activeness, Covin and Sevin (1991) continued to use the three dimensions used by Miller (l983), and then Lumpkin and Dess ( 1996), summarizing the results of previous studies based on the proposed entrepreneurial orientation included five dimensions: (1) Autonomy; (2) Innovation; (3) Risk-bearing; (4) Advance knowledge and action; (5) Competitive aggressiveness. This article used the later four dimensions. Lumpkin and Dess (1996) in the article proved that early awareness of entrepreneurship orientation and active competition are two independent dimensions, but it is not able to prove the mutual independence between innovativeness and risk-taking, suggesting that these two dimensions there is an intrinsic relationship between the related, but a company can develop with the existing resources and capacities related to new products and services, such innovation could be in the original product and operational improvements and improve the basis, from the theoretical point of view of resources, this innovation in the accumulation of resources and strengthen the positive role of core competencies, and in resource allocation and utilization, with relatively low risk. SMEs in China is in the backdrop of globalization, with the in-depth reform and opening up, state policy encourages the implementation of China's SMEs ‘go through strategy’, China is also global favorite's manufacturing center, with cheap labor, the road of ‘go through strategy’is a very consistent trend of development, and the company with high entrepreneurial orientation more predictable changes in the international market, looking more long term, we can assume that the companies have entrepreneurial orientation and more willing to globalization road. Therefore, we assume that the various sub-dimensions of entrepreneurial orientation is positive related with international level of the enterprise.#p#分页标题#e# Knowledge and ability to anticipate opportunities and business venture are the important factors will all affect the ability. From the theoretical terms of resources, human capital is scarce and high value, and can not easily access or be replaced, so that human capital is an important source of competitive advantage, but also can obtain a high return on capital investment (Barney, 1991). Professional knowledge and educational background have a stronger human resources intelligence, knowledge, can help enterprises in the process of better operating performance. In the globalized economy, it has excellent human capital to help enterprises in coping with the complicated process of international of the international environment, to deal with the various cultural differences, and to win better market opportunities. Foresight and grasp of the market is an important factor for the success of enterprise internationalization, we can assume that the business with good human capital has better international performance in the process of internationalization. International experience will positively affect the degree of internationalization, and this theory comes from (Jihanson and Wiedersheim-Paul, 1975; Johanson and Vahlne, 1977, 1990; Welch and Luostarinen, 1988) experiential learning theory and stage theories of internationalization theory. International experience is participation in international affairs to measure the number of years. Dynamic environment may have a mixed effect, on the one hand, a change of environment may create a dynamic international market for more opportunities, but on the other hand, dynamic environment for business is a greater challenge, requiring companies to quickly response to market changes, companies can take advantage of these opportunities is the challenge. Measurement is part of the environment variables used Gargetal (2003) used scale, and part is used (Jaworski and Kohli, 1993) with 7 measurements, its reliability has been the proof. Four dimensions of entrepreneurial orientation measurement are namely: innovativeness, risk taking, active competitive, early recognition, and is used with the previous scholars have been the reliability of a scale to measure validation, and this questionnaire is way to obtain the data. The measurement of innovativeness is to use the Miller and Friesen (1982) and Covin and Slevin (1989) on the measurement method used by small businesses, including the five problems: (a): the manager is to emphasize proven reliable products and services (choose 1), or stress leading technology and research and development (choose 7); (b) product lines or services, changes in levels (choose 1 - very small, choose 7 – very large); (c): In over the past five years, the company sold in the market the number of new products or services (choose 1 - none, choose 7 - many). (d): business likes to use and has been proven reliable methods and techniques to produce products (choose 1), still prefer to design their own unique methods and procedures to produce products (choose 7); (e): The company is inclined to imitate other companies to solve their own problems (choose 1), or the like to experiment and explore new solutions to solve business problems faced (choose 7). The measurement of risk-taking is the use of four 7 points scale, the first question is to inquire the tendency to be involved in the major risk projects, the second and third are to ask the company to achieve business objectives process is the use of prudent or bold action, and the fourth is the risk of asking how the affect the organization's decision-making for resource allocation. The difference is: (a): normal profit margin the company preferred investments in low-risk investment projects (choose 1) or preferred risk of investing in high-risk investment projects (choose 7); (b) the company's managers believe that, because the environment heterogeneity, the best step by step through the careful exploration of the action (l) or a bold, broad action is needed to achieve business goals (choose 7); (c): In the face of uncertainty, to take a cautious , wait and see attitude in order to minimize the cost of decision-making (choose 1), or to take bold, aggressive posture in order to seize the opportunity as possible (choose 7); (d):http://www.ukassignment.org/uklunwen/ the company's manager is like to fully consider the re-allocation of resources to solve problems (choose l), or the rapid investment in the possible solutions (choose 7). |
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