的过程中投入较少的资金，因此，如果他们是初始进入者，那么这一计划可以由资源较少的企业实施。
There are quite a lot of patterns that business can choose when entering in new trade places, and the pattern or the procedure the business adopt during entry may describes the success of the decision. In addition to this the pattern of entry also has an significant impact on the consequence of the new project.
在进入新的贸易场所时，企业可以选择很多模式，企业在进入过程中采用的模式或程序可以描述决策的成功。除此之外，进入模式也对新项目的后果产生重大影响。
"This framework identifies three underlying constructs that influence the entry mode decision. These constructs are linked to considerations that have been previously discussed in the literature. It is argued that a business's choice of entry mode depends on the strategic relationship the business envisages between operations in different countries. A particular entry decision cannot be viewed in isolation. It must be considered in relation to the overall strategic posture of the business. Further, the paper argues that different variables often suggest different entry modes, and that resolving these differences involves accepting trade-offs." Hill et al. (2006: p. 117)
“该框架确定了影响进入模式决策的三个基本结构。这些结构与文献中先前讨论过的考虑因素相关。有人认为，企业选择进入模式取决于企业在不同国家运营之间设想的战略关系隔离必须结合业务的整体战略态势来考虑。此外，该论文还认为，不同的变量往往表明不同的进入模式，解决这些差异需要接受权衡。
Different types of entry refer to the procedure the business decides to enter the market. There are different types of expanding its business globally like Export its good to the new markets international also is a form of international business, these Exports may be Direct or Indirect, business can even start its global business through Contracts like licensing and franchising; and Foreign Direct Investment this includes funding of business in other countries either as a whole or a part of the business (Armstrong and Sweeney 1994).
不同类型的进入是指企业决定进入市场的程序。有不同类型的全球扩张业务，如将货物出口到新市场。国际贸易也是一种国际贸易形式，这些出口可以是直接或间接的，企业甚至可以通过许可和特许经营等合同开始其全球业务；以及外国直接投资，这包括为其他国家的企业提供全部或部分资金。
There is also a significant feature that the business needs when going globally, learning. The importance of organizational learning for a company's survival and effective performance has been emphasized in the literature (Barkema and Vermeulen, 1998; Barlett and Ghoshal, 1987a, 1987b; Hitt, Hoskisson and Ireland, 1994; Huber, 1991). According to Zahra et al. (2000) "New ventures competing in international markets, for instance, draw from multiple knowledge bases in their different business operations and learn new skills that augment current capabilities." This viewpoint serves to emphasize the reality that later the primary experiences in terms of new ventures in international markets, helps gives the business an opportunity to learn, and with the help of this knowledge which the business gains in the process of learning can help them to be confident and which in turn helps them to reduce the level of risk associated with international business. Yet, a key problem the new entrants face is the distance of culture among the countries. "Within each of the 'management disciplines' there is a Significant literature which assumes that each nation has a distinctive, influential, and describable 'culture' it 'shapes everything'" (Hickson and Pugh, 1995: 90)
在全球范围内，学习也是企业需要的一个重要特征。文献中强调了组织学习对公司生存和有效绩效的重要性。根据Zahra等人的说法，“例如，在国际市场上竞争的新企业从其不同业务运营中的多个知识库中汲取经验，并学习新技能，以增强现有能力，帮助为企业提供了学习的机会，企业在学习过程中获得的知识可以帮助他们自信，进而帮助他们降低与国际业务相关的风险水平。然而，新加入者面临的一个关键问题是各国之间的文化距离。“在每一个‘管理学科’中，都有一个重要的文献，它假设每个国家都有一种独特的、有影响力的、可描述的‘文化’，它‘塑造一切’”
A very important aspect of the process of internationalization is the distance between certain cultures. This issue is very central to the international Business literature, as it can be conbusinessed by Sousa and Bradley (2006: p. 49)
国际化进程的一个非常重要的方面是某些文化之间的距离。这个问题是国际商业文献的核心，Sousa和Bradle对此进行了讨论
Cultural distance and psychic distance are two factors that are widely used in the international business literature. A large number of studies use both concepts interchangeably with no clear distinction between them. The authors propose a new model to assess cult
