||Industry Environment,OBM Strategic Choice and New Venture Performance
||Industry Environment,OBM Strategic Choice and New Venture Performance
||Institute of International Management (IIMBA--Master)(on the job class)
New Venture Performance
OBM Strategic choice
The original equipment manufacturing (OEM) suppliers play an essential important role in today’s global economy. Although the increasing importance and getting more popular of the investment in China, little has been done in the literature in examining the relationships among the industry environment, OBM strategic choice and new venture performance. To extend and further our understanding of new venture performance, this study attempts to identify the key determinants and to examine the effects between these determinants and new venture performance by providing an integrative research framework through extensive literature review. Further, the hypotheses were proposed and then examined through an empirical study.
A convenient sampling method was used to select respondents. From the 740 questionnaire mailed in this study, 110 valid and complete questionnaires were collected, yielding a response rate of 14.8%.
The major findings of this study include: First, this study investigated the relationship between various dimensions and new venture performance. Second, the results of the regression analyses reveal that the impact on new venture performance is partially supported with respect to munificence and dynamism characteristics.
TABLE OF CONTENTS
TABLE OF CONTENTS .II
LIST OF TABLES .III
LIST OF FIGURES .V
CHAPTER ONE INTRODUCTION 1
1.1 Research Background and Motivations 1
1.2 Research Objectives 2
1.3 Research Procedures 3
CHAPTER TWO LITERATURE REVIEW 5
2.1 OEM/OBM Strategic Choice 5
2.2 Industry Environment 6
2.2.1 Definition of Environment 6
2.2.2 Theoretical Background 8
2.2.3 Measuring Environment 9
2.2.4 Environment Uncertainty 9
2.2.5 Dimensions of Environment 12
2.3 New Venture Performance 17
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 19
3.1 The Research Framework 19
3.2 Hypotheses 20
3.3 Construct Measurement 21
3.3.1 OEM/OBM Strategic Choice 21
3.3.2 Industry Environment 21
3.3.3 New Venture Performance 22
3.4 Data Collection and Sampling 23
CHAPTER FOUR RESEARCH DESIGN ANALYSIS AND RESULTS 24
4.1 Reliability Test 24
4.2 The Discrepancy between Industry Environment and New Venture Performance 25
4.3. Multiple Regression Analysis for the moderate effect of the OBM on relationship between Industry Environment and New Venture Performance 27
CHAPTER FIVE CONCLUSION AND SUGGESTIONS 29
5.1 Research Conclusion 29
5.2 Research Contribution 31
5.3 Limitation of this Research 32
APPENDIXES: QUESTIONAAIRE 38
LIST OF TABLES
Table 2.1 The different Definitions of Environment in the Literature 7
Table 2.2 Differences between Strategic Management and Organizational Theory in Explaining the Effect of Environment 9
Table 2.3 The Dimensions of Environment 16
Table 3.1 Variables and Dimensions for Measuring for Industry Environment Characteristic 22
Table 3.2 The Measurement of New Venture Performance 23
Table 4.1 Reliability Analysis of Industry Environment 25
Table 4.2 The results of multiple regression analyses between control variables and new venture performance 26
Table 4.3 The result of multiple regression analysis for the moderate effect of the OBM between Industry Environment and New Venture Performance 27
Table 5.1 Hypotheses Summary and Results 31
LIST OF FIGURES
Figure 1-1. The flow chart of this research 4
Figure 3-1. The research model of this research 20
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