【正文】 of age or size.Also, many studies in IE seem to be devoid of holistic frameworks, a fact that can lead to fragmentation of research in the field. There is a need for development of theoretical frameworks in the IE area (McDougall and Oviatt, 2000。 Bruyat and Julien, 2000。Zahra et al., 2001). By conceptualizing an international entrepreneurial culture (IEC)and exploring its six dimensions we provide the aspects of an enpassing framework for the IE construct employing concepts from organization theory studies. Toward this objective, we also use ideas from the IE, entrepreneurship and international business literatures.Researchers (McDougall and Oviatt, 2000。 Lyon et al., 2000). However, we suggest that in order to prehensively capture both its entrepreneurial and international business dimensions, an IEC should be expressed through six rather than three dimensions: international market orientation, international learning orientation, international innovation propensity, international risk attitude, international networking dimension, and international paper is structured as follows. In the second section, we suggest a definition of IE in order to clarify this construct and establish its boundaries. We additionally discuss five aspects that are linked to the IE construct. In the third section, we elaborate on the concept of OC and approach it through a dynamic perspective that isof importance to our objectives. In the fourth section, we elaborate on the procedure we followed in order to e up with the dimensions of an IEC. In the fifth section,we propose and discuss the six dimensions of an IEC of the firm by drawing on studies of organization theory, IE, entrepreneurship, and international the concluding section, we provide a synopsis and suggest 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。Covin and Slevin, 1991。 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。 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。 Bruyat and Julien, 2000。 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。39。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。 Shane and Venkataraman, 2000。 Hitt et al., 2001). Such a pursuit of opportunities can be achieved through the creation of ``new enterprises39。 (Low and MacMillan, 1988), which is closely associated with the organization and rebinations of resources (Moran and Ghoshal, 1999。 Gartner, 2001), and the entry into new markets or market segments (Schumpeter,1934。 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。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。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(nèi)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(jīng)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(nèi)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(diào)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