cross-border coopera的問題，透過圖書和論文來找解法和答案更準確安心。 我們找到下列包括價格和評價等資訊懶人包

工業性產品市場製造商與供應商間信任、關係承諾對動態能力之關係之研究

為了解決cross-border coopera的問題，作者蔣政良 這樣論述：

供應鏈體系中動態能力與「承諾-信任理論」為近年來相當熱門的話題，本研究的目的旨在對製造商與供應商的長期合作上，將動態能力與「承諾-信任理論」關係中從信任與關係承諾的觀點作一探討，回顧其理論來源，並就構成之因素進行比較與分析。在文獻中發現信任、關係承諾二項構念雖然有相異之處，但是也有不少共同點。本研究除了藉由文獻整理建立本研究之理論架構之外，也進行敘述性統計、信度與效度分析、相關分析、迴歸分析等方法針對54份有效回卷之企業進行實證分析，結果顯示，信任及關係承諾對動態能力的影響，因關係承諾的影響而有提高或減少，而動態能力則受信任與關係承諾而有不同程度的影響，雖然信任和關係承諾的構成因素頗多雷同之

處，不過就本質上，卻也互相影響。動態能力重視組織內部與外部的互動並改變組織行為，可提昇製造商與供應商在供應鏈中的地位，而動態能力與信任和關係承諾的影響程度有關。最後本研究提出三項實證研究：信任影響動態能力；信任影響關係承諾；關係承諾對信任、動態能力的中介效果。供後續研究作進一步的探討與驗證。

企業文化多元性-新興市場進入模式的新決定因素:台灣跨國企業之實證研究

為了解決cross-border coopera的問題，作者阮皇靈 這樣論述：

This study seeks to contribute to entry mode literature by introducing the concept of “corporate culture diversity”. Compared to multinational corporations (MNCs) from developed countries, Taiwan’s MNCs have shorter history of internationalization. Therefore, international learning is critical to t

heir entry modes. We examined an original determinant of entry mode choice, proposed and tested the operationalization for a new theoretical construct, namely “corporate culture diversity”.In the theory of knowledge development process, it suggests that MNCs enter a foreign country initially with re

latively small commitments, for instance through export, because of the high uncertainty caused by a low level of knowledge regarding the operational environment of the host country. At the later stage, as knowledge development takes place over time and the uncertainty is reduced. MNCs then graduall

y increase their levels of commitment to the country. MNCs are viewed to go through this sequential and incremental process of internationalization within not only a foreign country but also when they stretch out from one foreign country to another.To establish a new theoretical construct, hypothese

s were developed on the entry modes in relation to cultural diversity of a firm’s international experience, a step beyond the conventional theory of how national cultural differences influence entry mode choice. The hypotheses were tested within the framework of organizational learning, using data o

n 1,156 entries that 376 Taiwanese MNCs carried out in 41 countries and territories during 1986-2006. Additionally, a moderating effect of corporate culture diversity regarding entry modes in countries with high level of cultural distance was also specified.The result shows that not only culture dis

tance at national level and prior experience by the MNC in a host country, but also the culture diversity of the MNC itself has a strong effect on the decision making process of entry mode choice. In addition, the research confirmed the traditional view that the amount of cultural learning needed in

a particular host country is an important determinant of mode choice in foreign direct investments. However, less traditionally, the finding that corporate culture diversity that reflects the capacity of an MNC in understanding foreign cultures had a significant increasing effect on the selection o

f WOSs mode over JVs mode seems to provide an important contribution to this field of research. Most importantly, the novelty of the research is that we have successfully formulated an operationalization of a new construct – the culture diversity at corporate level, a step beyond the national level.

The culture diversity reflects the level that an MNC exposes to foreign cultures. Our result contributes to support the importance of the concept of corporate culture diversity. The operationalization of this construct has also been tested and found significant in our empirical test.