OEM企业逆向并购与企业升级——台升及万向的比较案例研究（九）.pdf

OEMOEM 企业逆向并购与企业升级 企业逆向并购与企业升级 OEMOEM 企业逆向并购与企业升级企业逆向并购与企业升级 ——台升及万向的比较案例研究——台升及万向的比较案例研究（（九九）） ————台升及万向的比较案例研究台升及万向的比较案例研究 （（九九）） 2017年 10月 13 日 [10]Lumpkin GT, Dess GG. Clarifying the Entrepreneurial Orientation Construct and Linking it to Performance[J]. Academy of Management Review, 1996, 21, (1): 135-172. [11]Luo Y, Tung R L. International Expansion of Emerging Market Enterprises: A Springboard Perspective[J]. Journal of International Business Studies, 2007, (38): 481-498. [12]Luo Y, Xue Q, Han B. How Emerging Market Governments Promote Outward FDI: Experience from China[J]. Journal of World Business, 2010, 45, (1): 68-79. [13]Makino S, Lau C, Yeh R. Asset-Exploitation Versus Asset-Seeking: Implications for Location Choice of Foreign Direct In-vestment from Newly Industrialized Economies[J]. Journal of International Business Studies, 2002, 33, (3): 403-421. [14]Mao Y, Li T, Liu Y. Upgrading from OEM to OBM through Reverse Acquisition in Chinas Emerging Economy: The Case of Lacquer Craft MGF[J]. Frontiers of Business Research in China, 2015, 9, (1):64-90. [15]Mathews J A. Competitive Advantages of the Latecomer Firm: A Resource- Based Account of Industrial Catch-Up Strategies[J]. Asia Pacific Journal of Management, 2002, 19, (4): 467-488. [16]Mathews J A. Dragon Multinationals: New Players in 21st Century Globalization[J]. Asia Pacific Journal of Management, 2006, (23): 5-27. [17]Pennings J M, Barkema H, Douma S. Organizational Learning and Diversification[J]. Academy of Management Journal, 1994, 37, (3): 608-640. [18]Poon, T. S. C. Beyond the Global Production Networks: A Case of Further Upgrading of Taiwan s Information Technology Industry[J]. Technology and Clobalisation, 200