| Based on the present situation of Zhejiang Non-State Owned Enterprises ODI, the paper carried out a research with grounded theory on Holley which was deemed as the most representative Non-SOEs of the nine selected cases by AHP, and the results showed that there were three ODI paradigms: market-oriented ODI, strategic asset-oriented ODI and responsibility-oriented ODI. Strategic asset-oriented ODI was appropriate for companies with ample international experience and the right international opportunities. Companies that chose market-oriented ODI normally had a comparative advantage. These companies could occupy lager market and absorb more profit through the building of plant or the establishment of marketing agencies, etc. Responsibility-oriented ODI was more suitable for companies with strong social responsibility.According to previous literature, the paper summarized six indicators of enterprise innovation, i.e. innovation culture, human capital, technology gap, technology knowledge base, business organization and corporate innovation system. The study employed descriptive statistics, single factor analysis of variance and logistic regression model to study how these six indicators affect the choice of ODI paradigm. Results suggested that the more abundant the human capital of innovation, and compared with foreign counterparts, the more advanced technology enterprise owned, the probability of the choosing of market-oriented ODI was larger. Compared with companies which chose market-oriented ODI, the company tended to choose responsibility-oriented ODI when having higher level of innovation culture and poorer coordinated innovation system. Besides, corporate innovation culture imposed greatest impact on entry mode decision. When it came to the decision between strategic asset-oriented ODI and market-oriented ODI, the impact of technical knowledge reserves was greatest, and the companies with more adequate technology knowledge reserves were more likely to choose market-oriented ODI. |
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