【正文】 西部大開發(fā)戰(zhàn)略的實(shí)施，四川省中小企業(yè)的發(fā)展面臨著機(jī)遇，也面臨著挑戰(zhàn)。因此，本文想以四川省為例，對西部地區(qū)中小企業(yè)國際化發(fā)展實(shí)踐進(jìn)行研究，探討中小企業(yè)國際化發(fā)展的路徑。它是日本學(xué)者在1978年發(fā)表的《對外貿(mào)易論》中提出的，他的核心理論是對外直接投資應(yīng)該從邊際產(chǎn)業(yè)開始，另外，他也提倡兩國優(yōu)勢產(chǎn)業(yè)貿(mào)易互補(bǔ)。在企業(yè)國際化的條件上，我國學(xué)者黃凱（1991）將企業(yè)國際化的條件分為，產(chǎn)品、國別和國際條件三個(gè)方面。最后針對四川省中小企業(yè)在國際化經(jīng)營過程中存在的問題提出了完善中小企業(yè)國際化經(jīng)營策略的若干建議。從定量的角度來說，最常用的就是雇員數(shù)量和營業(yè)額，通常把雇員人數(shù)不超過500人的企業(yè)成為中小企業(yè)。內(nèi)向型國際化，簡單的說就是在本土本地區(qū)開展的國際化。改革開放以來，中小企業(yè)對擴(kuò)大社會(huì)就業(yè)做出了巨大的貢獻(xiàn)。通過和發(fā)達(dá)國家的合資經(jīng)營等方式，吸收和借鑒當(dāng)?shù)氐念I(lǐng)先技術(shù)，然后將其運(yùn)用到國內(nèi)，就可以提高國內(nèi)企業(yè)的競爭力，另外，企業(yè)在國際化的過程中獲得了廣泛的交流和學(xué)習(xí)的機(jī)會(huì)，開闊了視野，這樣就可以逐漸改變企業(yè)管理人員的思維慣性，不斷解放思想，最終提高企業(yè)的管理水平。2010年，%，拉動(dòng)GDP 8個(gè)百分點(diǎn)，%，%，新近產(chǎn)生的中小企業(yè)大多進(jìn)入新興戰(zhàn)略產(chǎn)業(yè)，使得全省的中小企業(yè)三大產(chǎn)業(yè)結(jié)構(gòu)總體呈現(xiàn)出第一產(chǎn)業(yè)平穩(wěn)增長、第二、三產(chǎn)業(yè)高速擴(kuò)張的發(fā)展態(tài)勢，基本形成成都、攀西、川東、川南地區(qū)中小企業(yè)領(lǐng)先發(fā)展，革命老區(qū)和貧困地區(qū)加快發(fā)展的格局。第五，從對外投資上說，四川省中小企業(yè)的對外投資主要有以下特點(diǎn)：首先是集中于發(fā)展中國家，對發(fā)達(dá)國家投資較少，其次是偏重于勞動(dòng)密集型產(chǎn)業(yè)，高新技術(shù)產(chǎn)業(yè)和服務(wù)行業(yè)投資較少，再次，四川省的海外企業(yè)多數(shù)是海外擴(kuò)建企業(yè)，以合資方式為主，兼并方式利用較少。比如四川恒鼎實(shí)業(yè)有限公司，它是“恒鼎”實(shí)業(yè)國際發(fā)展有限公司在華設(shè)立的外商獨(dú)資企業(yè)。 自創(chuàng)品牌和渠道路徑自創(chuàng)品牌和渠道有利于商家打造差別優(yōu)勢，把握市場，能夠更高效的鎖定目標(biāo)消費(fèi)者，獲得較高的品牌忠誠度和更多的利潤，但是自創(chuàng)品牌需要有專業(yè)的人員，大量的資金，還面臨渠道風(fēng)險(xiǎn)等，對于四川省的中小企業(yè)來說，這條國際化的路徑壓力很大，不僅成本要低，而且質(zhì)量要有保障，所以這樣的企業(yè)在四川乃至中國都是鳳毛麟角的。中小企業(yè)的資金比較少，資金積累的也比較慢，許多中小企業(yè)因?yàn)槿鄙儋Y金而失去發(fā)展機(jī)遇。 發(fā)揮相對優(yōu)勢，努力增強(qiáng)企業(yè)競爭力第一，中小企業(yè)要發(fā)揮相對優(yōu)勢。 充分利用我國支持性政策和對外援助政策任何一個(gè)中小企業(yè)的國際化都離不開本國和本地政府的政策支持，我國和四川省政府為了支持中小企業(yè)的國際化，都采取了一系列支持性的政策，包括“中小企業(yè)開拓國際市場資金補(bǔ)貼”、出口退稅、境外稅收抵扣和減免、貸款優(yōu)惠等等，除此之外，我國每年都有大量的對外援助項(xiàng)目，因此，中小企業(yè)要善于利用這些政策，為中小企業(yè)的國際化發(fā)展提供便利，更好的促進(jìn)中小企業(yè)的國際化經(jīng)營。從引進(jìn)方面來說，要有不拘一格降人才的思想觀念，建立引才用材的新機(jī)制，要廣泛招聘社會(huì)有用人才，特別是吸引大專院校和科研單位的高級專家，碩博士進(jìn)入中小企業(yè)開展研發(fā)活動(dòng)，有條件的話，可以聘請國外的高級人才擔(dān)任公司總經(jīng)理，同時(shí)注意引進(jìn)那些留學(xué)歸國的優(yōu)秀學(xué)子，讓人才引進(jìn)機(jī)制更加健全完善。然而，中國企業(yè)的全球化較少受到人們的重視。哈佛大學(xué)，羅林斯學(xué)院的編輯們成立于2007年，其中，佐治亞理工學(xué)院建議在這個(gè)問題上每年召開會(huì)議。一些的學(xué)者（）表明，現(xiàn)有的理論圓滿解釋中國企業(yè)的全球化。他發(fā)現(xiàn)，國外的擴(kuò)張和出口模式的選擇是依情況而定。重大的負(fù)面驅(qū)動(dòng)程序，包括產(chǎn)能過剩，盈利能力較低，在國內(nèi)市場和激烈的競爭（產(chǎn)品生命周期理論），和當(dāng)?shù)刭Y金的缺乏。問題2b:怎么樣？從間接出口到對外直接投資要回答“怎么做”的問題，可以采取以下方法：烏普薩拉模型（也稱為階段模型或過程理論的國際化[約翰森Vahlne，2009年），“國際新企業(yè)”的方法（奧維亞特及麥克杜格爾，1994年，1999年），orpath依賴?yán)碚摚ǖ偎沟热耍?997）。 Fetscherin, Voss, amp。 Keupp,2007。 Zollo amp。2. Identification of country/industry and firmspecific drivers (and motives) for internationalization and linking them to the pany type。 Blankenburg Holm, 2000。 Tung,2007)? Alon, Child, Li, and McIntyre (2011) describe three contrasting views. Some scholars () suggest that existing theories satisfactorily explain the globalization of Chinese enterprises. Others, like Barney and Zhang (2009) and S. Li and Nair(2009), argue that new theories based on the Chinese experience need to be developed. Tsui (2004) and and Peng (2008) suggest that new Chinaspecific theories need to be “indigenized”—that is, integrating contextfree and contextembedded (Chinaspecific) elements.The body of work presented at past China Goes Global conferences and in the articles in this special issue clearly indicates that the application of institutionalbased, resourcebased, and marketbased views, process models, and network theory, among others, are now at the center of mainstream research to explain the phenomenon of internationalization. And, to a great extent, these views are capable of explaining the internationalization processes of Chinese panies.We can further conclude that no theory holds a dominant position in explaining the internationalization of firms in emerging markets. Hence, a multilevel, multidisciplinary, and contingency approach will have the greatest explanatory potential in future research on international business and on the process of internationalization of Chinese firms. Borrowing from leadership theory, Reid (1983) introduced the contingency approach to research on international business. He found that foreign expansion and the choice of an export mode are significantly situationdependent. Hence, the answers to the “why” and “how” questions will vary, depending on the situation. Question 2a: Why Are There Internal and External Motives for Internationalization?Internal needs and internal and external motives and drivers address the “why” question of internationalization. In the early 1980s, Rugman and Doh (1981) bined firmlevel and countrylevel factors to analyze the different conditions for internationalization in various developed and emerging countries. They suggested that firms rely on firmspecific resourcebased advantages (technologybased, knowledgebased or managerially derived,and networkbased) or on countryspecific (institutionalbased) advantages. Following Rugman and Doh(1981) in separating firmspecific and countryspecific features, and adding as well industryspecific features, it is possible to derive a 2 x 2 matrix (host/home country vs. internal/external drivers) .Many theories identify the needs and drivers (and motives) for expanding abroad. In the course of the China Goes Global project, and in this special issue in particular, a number of external and internal drivers are derived on the basis of existing theories. The major positive home countryspecific drivers (quadrant A) include government support (the institutionalbased view), the existence of cooperative local partners (network theory), and increased home market demand (for new international ventures). Major negative homecountry/industry drivers include overcapacity, low profitability, and intense petition in the home market (the product lifecycle theory), and the lack of local funding. Quadrant C includes hostcountryspecific positive pull drivers, cooperative foreign partners (network theory), and the growing demand in the host countries (marketbased view).Internal drivers (and motives) (quadrants B and D) can be derived from transaction cost economics, the marketbased view, and the resourcebased view and its successors and the knowledgebased and capabilitiesbased views. Motives for expanding into foreign markets include: to seek efficiency, strategic assets, resources, or markets. Firmlevel internal drivers are the constructs of ownership advantages (Dunning,1980), the ability to discover and explore markets(Teece, 2007), the ability to gain knowledge (Grant,1996), learning and alliancing