本研究結合企業國際化進入模式的相關研究與海外市場的競爭策略觀點，試圖建立一整合性的架構，深入探討一般環境、產業環境、廠商特性與核心競爭能力等組織內外部因素，對於企業海外市場進入模式選擇的影響，以及廠商特性與核心競爭能力等組織內部因素對於企業海外市場競爭策略選擇的影響，並進一步研究進入模式與競爭策略對廠商海外市場經營績效之影響。本研究根據交易成本理論與資源基礎理論進行假設推導，然後配合實證的方式來驗證本研究所推導之假設。
本研究依據四項組織之內、外部因素：一般環境、產業環境、廠商特性與核心競爭能力對進入模式、競爭策略之影響做出假設1-6；進入模式、競爭策略分別對廠商市場經營績效之影響做出假設7-8；而進入模式與競爭策略之交互作用對廠商績效之影響則做出假設9。
本研究的母體是以中華徵信所所公布的5000大企業為主要調查對象，涵蓋了一般製造業、高科技產業及服務業，採取分層隨機抽樣，共計發放500份問卷，問卷詢問對象為公司之高階主管或海外事業營運主管。回收之有效問卷為104份，問卷之有效回收率為20.8％。
本研究結果發現：
一、經濟、法令、供應商不確定性越高時，廠商越傾向採用高控制程度的進入模式。
二、當企業規模越大、研發核心能力越強時，廠商越傾向採用高控制程度的進入模式。
三、當生產核心能力越強時，廠商越傾向採用低控制程度的進入模式。
四、當企業規模越大、國際化動機越強以及行銷核心能力越強時，廠商越傾向採用領導者市場競爭策略。
五、廠商海外市場進入模式之選擇對其海外市場經營績效不會產生直接的影響。
六、廠商在海外市場採取領導者市場競爭策略，對其海外市場經營績效會有較佳的影響。
七、當採取領導者策略時，以選擇高控制程度進入模式之經營績效優於選擇低控制程度海外市場進入模式。
八、採取跟隨者策略時，選擇低控制程度海外市場進入模式的廠商，其經營績效優於選擇高控制程度海外市場進入模式的廠商。

This study attempts to fill the gap in the literature by providing an integrative research framework through extensive literature review to identify the general environment, industrial environment, firm’s characteristics and core competence and to examine the relationships among these determinants, entry modes choice, competitive strategies choice and the foreign market performance of the firms. The research develops nine hypotheses based on transaction costs theory and resource-based perspective and then to examine the hypotheses by empirical method.
The population is the top 5000 firms of Taiwan listed in the China Credit Information Service Incorporation. A random stratified sampling method was used. 500 questionnaires were mailed, and in 107 responses were received 3 were incomplete. The remaining 104 valid questionnaires represent a useable response rate of 20.8%.
The major finding of the research includes:
1. The more environment uncertainty of economics, regulations and suppliers, firms more likely adopt high control level entry mode.
2. Firms with greater size, stronger R&D core competence, the more likely adopt high control level entry mode.
3. Firms with stronger manufacture core competence, the more likely adopt low control level entry mode.
4. Firms with greater size, stronger internationalized motive and stronger marketing core competence, the more likely adopt leadership market competitive strategy.
5. The adoption of entry mode has no impact on foreign performance.
6. Firms that adapt leadership strategy are better on foreign performance.
7. Firms that adapt leadership strategy, while adopting high control level entry mode will get better foreign market performance than adopting low control level entry mode.
8. Firms that adapt follower strategy, while adopting low control level entry mode will get better foreign market performance than adopting high control level entry mode.

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