臺大管理論叢 NTU Management Review VOL.29 NO.1

99 NTU Management Review Vol. 29 No. 1 Apr. 2019 Table 1 Literature of Foreign Entry Motives Examined Authors Key Research Question Entry Motives Journal Citied Frequency (times) Beamish (1987) The author examined how the performance of joint business ventures in developing countries could be improved. 1. Technological transfer. 2. Learning of managerial skills. 3. Access of international markets. Management International Review 266 Erramilli and Rao (1990) The authors studied how unique characteristics of service firms would affect their foreign market entry mode choices. 1. Client-following. 2. Market-seeking. Management International Review 546 Kim and Hwang (1992) The authors examined how various environmental, transaction-specific factors, and global strategic considerations would affect entry decisions of firms. 1. To set up a strategic outpost for future global expansion. 2. To develop a global sourcing site (i.e., resource- seeking). 3. To attack actual or potential global competitors. Journal of International Business Studies 1,242 Williams (1992) The authors examined the motives of internationalization of the UK-based retailers and the structures behind respectively. 1. For proactive growth. 2. Limitation to domestic market growth opportunities. 3. In search of internationally appealing innovative offering. 4. Passive motives (e.g., offers from foreign retailers). Journal of Marketing Management 124 Hagedoorn (1993) The authors empirically explored the firms’ motives to engage in the strategic technology partnering. 1. Motives related to basic and applied research. 2. Motives related to concrete innovation processes. 3. Motives related to market access and search opportunities. Strategic Management Journal 2,619