Study on the Status and International Strategy Development of Technological Enterprises

Lan Wang

School of Business, Beijing Language and Culture University, Beijing, China.

DOI: 10.4236/ti.2015.64017                

Abstract

International strategy is a very hot topic today. Embedding in the global industry chain helps enterprises better integrate resources and enhance innovation capability especially for technological enterprises. Based on the data from Zhongguancun area, this thesis analyzes the current situation and problems of the internationalization of technological enterprises. And furthermore we put forward some suggestions to improve market internationalization of technological enterprises. In order to enhance the innovation capability and core competence, the government should support enterprises to explore international markets and establish a platform for technological intermediary services.

Keywords

International Strategy, Resource Integration, Technological Enterprises

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	Johanson, J. and Wiedersheim-Paul, F. (1975) The Internationalization of the Firm—Four Swedish Cases. Journal of Management Studies, 12, 305-323.
[2]	Johanson, J. and Vahlne, J.-E. (1977) The Internationalization Process of the Firms: Model of Knowledge Development and Increasing Market Commitment. Journal of International Business Studies, 8, 23-32. http://dx.doi.org/10.1057/palgrave.jibs.8490676
[3]	Oviatt, B.M. and McDougall, P.P. (1994) Toward a Theory of International New Ventures. Journal of International Business Studies, 25, 45-64.
[4]	Porter, M.E. (2000) Location, Competition and Economic Development: Local Clusters in a Global Economy. Economic Development Quarterly, 14, 15-34. http://dx.doi.org/10.1177/089124240001400105
[5]	Welch, L.S. and Luostatinen, R.K. (1993) Inward-Outward Connections in Internationalization. Journal of International Marketing, 1, 44-56.
[6]	Niechels, L. (2008) Transfer Pricing in Multinational Firms: A Heuristic Programming Approach and a Case Study. John Wiley and Sons Inc., New York.
[7]	Kogut, B. and Kulatilaka, N. (1994) Operating Flexibility, Global Manufacturing, and the Option Value of a Multinational Network. Management Science, 40, 123-139. http://dx.doi.org/10.1287/mnsc.40.1.123
[8]	Matthyssens, P. and Vandenbempt, K. (2008) Moving from Basic Offerings to Value-Added Solutions: Strategies, Barriers and Alignment. Industrial Marketing Management, 37, 316-328.
[9]	Lu, J.W. and Beamish, P.W. (2001) The Internationalization and Performance of SMEs. Strategic Management Journal, 22, 565-586. http://dx.doi.org/10.1002/smj.184
[10]	Nagurney, A., Cruz, J. and Matsypura, D. (2003) Dynamics of Global Supply Chain Supernetworks. Mathematical and Computer Modeling, 37, 963-983. http://dx.doi.org/10.1016/S0895-7177(03)00112-2
[11]	Huchzermeier, A. and Cohen, M.A. (1996) Valuing Operational Flexibility under Exchange Rate Risk. Operations Research, 44, 100-113. http://dx.doi.org/10.1287/opre.44.1.100