【正文】 uggest directions for further research.A definition of international entrepreneurshipWe propose that international entrepreneurship is an organizationwide process which is embedded in the organizational culture of the firm and which seeks through the exploitation of opportunities in the international marketplace to generate value. Five aspects are associated with this statement.First, IE as an organizationwide phenomenon extends to all hierarchical levels and geographic boundaries of the firm. This implies that it is not specific to the toplevels of the organization, the foreign country subsidiaries or the international operations department. The entrepreneurial capabilities of toplevel managers represent a major resource strength (Penrose, 1959。 Castanias and Helfat, 1991). Nevertheless, the organizational context favors the empowerment of middle and lowlevel managers and employees in firms with an entrepreneurial posture (Peters and Waterman, 1982。Covin and Slevin, 1991。 Nonaka and Takeuchi, 1995。 Hornsby et al., 2002). This is expected in an internationalized firm also since these managers and employees often contact and interact with the international markets of the firm, and thus, may generate innovative ideas on how to service them addition, the fact that IE is an organizationwide phenomenon presupposes that it is not solely an individual entrepreneur event, notwithstanding the major effect that specific people within the firm may have on generating and pursuing entrepreneurial ideas (Horne et al., 1992。Man et al., 2002).Second, IE is a process, suggesting that IE embraces a dynamic and evolving development whose end products may take considerable time to materialize. In order to be successful, such a process can involve interrelated and integrated decisions(Jones, 1999) necessitating a significant degree of resource mitment (Mackenzie,2000). The outes of this process may be attained over a longterm horizon(cf. Pettigrew, 1997。 Van de Ven and Poole, 1995) because investments in entrepreneurship should be assessed like any other investment whose results take place in the long run (Wiklund, 1999). By stressing this process feature we corroborate the same view recently expressed by Zahra and George (2002) concerning IE, and also shared by many scholars regarding entrepreneurship (Low and MacMillan, 1988。 Brazeal and Herbert, 1999。 Bruyat and Julien, 2000。 Ireland et al.,2001。 Ucbasaran et al., 2001).Third, IE is embedded in the OC of the firm, a statement that forms the central thesis in this paper. We argue that in order to fully understand the manifestations of IE, which is viewed as a process, we have to examine the outer and over all organizational context in which it is embedded. We fully concur with Pettigrew39。s argument in that ``processes are embedded in contexts and can only be studied as such39。39。 (1992: 9). In addition, OC may be an important contextual factor affecting theresponse of the firm to international entrepreneurial motives (cf. Liesch and Knight,1999). In order to nurture and foster an entrepreneurial posture firms should establish an OC that helps nourish such a posture (Cornwall and Perlman, 1990。Covin and Slevin, 1991). Also, the entrepreneurial activity viewed as an organizational behavior can be seen as influenced by the cultural fabric of the firm (Meyer, 1982). Drawing on these arguments, we argue that research into the area of IE can benefit from an OC orientation and the respective concepts of the organization theory literature.Fourth, IE evolves around the discovery and exploitation of opportunities in the international marketplace. The theme of exploitation of opportunities lies in the heart of entrepreneurship research (Stevenson and Jarillo, 1990。 Lumpkin and Dess, 1996。 Shane and Venkataraman, 2000。 Brown et al., 2001。 Hitt et al., 2001). Such a pursuit of opportunities can be achieved through the creation of ``new enterprises39。39。 (Low and MacMillan, 1988), which is closely associated with the organization and rebinations of resources (Moran and Ghoshal, 1999。 Davidsson and Wiklund, 2001。 Gartner, 2001), and the entry into new markets or market segments (Schumpeter,1934。 Lumpkin and Dess, 1996). From a rather extreme viewpoint, some researchers assert that real entrepreneurs create and pursue opportunities regardless of the resources possessed (Stevenson and Jarillo, 1990。 Timmons, 1994). While this may seem an overstatement, we posit that international entrepreneurial firms possess a mindset that enables recognition of opportunities in the international marketplace and views exploitation of them achievable (cf. Hisrich and O39。Brien, 1982).附錄C調查問卷確定企業(yè)文化類型指出您在多大程度上認為下列的說法與您公司的情況相符。第一，確定要分析的單位是整個企業(yè)，還是一個分部，還是一個職能部門，或是一個團隊。為了對您身處的多種文化做類型判斷，您可能做多次這種測試。堅決不同意不同意既不同意也不反對同意非常同意這個團隊非常清楚自己的目標人們發(fā)自內心地彼此喜歡對于明確的工作要求和指示人們都遵守人們相處的很融洽，工作爭議也很少低劣績效很快受到堅定的處理人們在工作之余經常交往這個團隊非常有求勝的精神人們互相幫忙，因為大家的關系較好當出現(xiàn)能帶來競爭優(yōu)勢的機會時人們堅定地行動以抓住機會人們交朋友只是為了友誼，沒有其它用意1人們認同戰(zhàn)略目標1人們相互透露個人私事1人們建立長期緊密的關系 以后會受益1獎勵和懲罰標準很清楚1人們相互知道對方家庭的很多情況1團隊堅決要打敗已確定的競爭對手1在工作中靈活處理一些事情是受到鼓勵的1實現(xiàn)目標是最重要的事情1為了完成任務，您可以動用系統(tǒng)內的任何資源所有開始的項目都能完成2當有人離職后，同伴還與他保持聯(lián)系，知道他的狀況2員工之間的職責劃分的很清楚2人們互相維護企業(yè)文化調查問卷（確定文化積極性/消極性）在確定了文化類型之后，用下列問題來確定文化類型的積極性/消極性。指出您在多大程度上認為下列的說法與您公司的情況相符關系型文化堅決不同意不同意既不同意也不反對同意非常同意有太多的閑言碎語由于人們之間的緊密關系，人們可 以快速溝通 會議上的匯報象演戲，沒有實際內 榮人們不會被制度所制約；工作中他們可以不考慮層級和制度的約束友情阻礙人們做出困難的決策友誼意味著人們同甘共苦