企業國際化是政府既定的政策，而國計企業也多暸解未來須朝向國際化發展的必然趨勢，唯在有意進行國際化時，國內企業常苦於並無一般性的市場進入與發展模式可供遵循，且在採取不同的進入模式後，應對組織作何種調整以因應各個國際化階段互異之經營管理問題，亦缺乏相關研究可提供適切的建議。基此，乃引發本文之研究動機，並希望達成下列目的：1.發展一個一般化的觀念架構，用以描述企業國際化之市場進入模式演進過程及與其相對應的環境偵測組織調整。2.以台灣企業為實證分析的對象，驗證其適用性。3.了解台灣企業國際化之現況，包括其國際化目標、營運方式、以及國際化成效。

本文以郵寄問卷方式，抽樣調查國內民營前700 大製造業，而以敘述統計方法、正典相關分析、集群分析、區別分析等進行資料分析。結果顯示：

一、目前從事國際化的台灣企業，其所追求的國際化目標主要有五種：

1.分散風險2.技術取得與利用3.改善競爭地位4.垂直整合5.開拓新市場。

二、兩國際化階段高成效群與低成效群，皆沒有隨著國際化階段進展而調整其國際化目標的情形，亦即企業並無所謂階段性的國際化目標存在。

三、兩國際化階段高成效群在環境偵測上有顯著差異。其中，處於國際化後階段之高成效群傾向概括性、深入性皆較高的偵測方式；至於低成效群則並無顯著差異存在。最後由兩國際化階段高成效群之組織調適作法，可以導引出台灣企業配合國際化階段之進展，理想的組織調適演進過程：

四、以傳統製造業來說，企業隨著國際化階段的進展，其偵測內容將愈來愈趨向廣範圍的總體環境資訊；偵測目的在於協助整體政策之擬訂；偵測工作的執行則愈依賴正式而專門化的偵測單位，並儘管由組織中基層人員負環境偵測之責，以提昇組織整體對環境偵測的能力。

五、至於高科技製造業之企業，則隨著國際化階段的演進，愈傾向蒐集和分析產業環境資訊，用以解決特定的決策問題；負責實際偵測工作的則是組織中的高階管理者，此應與高科技產業所面對的環境變化程度高，必須迅速針對環境需要作及時的反應有密切的關係。

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