grad-oli

asgard-ai-platform ｜ 商業與營運 ｜ 原文 ｜ MIT

用 OLI 典範評估要不要做海外直接投資，以及該選哪種進入模式

---
name: "grad-oli"
description: "用 Dunning 的 OLI 典範（折衷理論），根據所有權、區位與內部化優勢，評估對外直接投資決策。當使用者需要決定要不要到海外投資、在 FDI 模式（獨資子公司、合資、授權）之間選擇，或解釋為什麼公司用 FDI 國際化，而不是出口或授權時，就用這個 skill。"
metadata:
  category: "WP-24 創新與國際化"
  tags: ["OLI-paradigm", "dunning", "eclectic-theory", "FDI", "ownership-advantage", "location-advantage", "internalization-advantage"]
---

# OLI Paradigm (Dunning, 1977)：FDI 的折衷理論

## Overview

OLI 典範解釋為什麼公司會進行對外直接投資（FDI），而不是出口或授權。三個條件必須同時成立：公司擁有所有權優勢（專有資產）、海外區位比本國市場有優勢，而且內部化比市場型交易（授權 / 加盟）更好。OLI 優勢的組合，也決定了 FDI 的模式。

## When to Use

**觸發條件：**
- 使用者正在決定要不要透過 FDI 投資海外市場
- 使用者問為什麼公司該擁有海外營運，而不是出口或授權
- 使用者需要在獨資子公司、合資或授權之間選擇
- 使用者提到「FDI decision」、「OLI」、「internationalization mode」或「eclectic theory」

**When NOT to use：**
- 漸進式的國際化過程 -> 用 grad-uppsala
- 早期快速國際化 -> 用 grad-born-global
- 國家競爭優勢分析 -> 用 grad-diamond

## Assumptions

```
IRON LAW: ALL Three OLI Advantages Must Be Present to Justify FDI

- Ownership (O) alone -> License or export (no need to be there)
- Ownership + Location (O+L) -> Export (no need to internalize)
- Ownership + Internalization (O+I) -> Domestic production (no location pull)

Only when O + L + I are ALL present does FDI make economic sense.
If ANY one is missing, a different entry mode is optimal.
```

- 公司是理性的行為者，尋求最小化交易成本
- 市場不完美（資訊不對稱、機會主義）驅動內部化
- OLI 優勢是公司特定、產業特定、國家特定的

## Methodology

### Step 1: Assess Ownership Advantages (O)

找出海外競爭者沒有的公司特定優勢：資產型（Oa：專利、技術、品牌）和交易型（Ot：管理能力、規模經濟）。如果沒有明確的 O 優勢，就停下來，公司沒有做 FDI 的基礎。

### Step 2: Assess Location Advantages (L)

評估為什麼海外據點比從本國服務更好：
- **尋求市場**：市場規模大、需求成長、貿易障礙讓出口行不通
- **尋求資源**：低成本勞工、原物料、專門人才
- **尋求效率**：規模經濟、有利的稅制、供應鏈最佳化
- **尋求策略性資產**：接觸技術群聚、研發生態系、知識網絡

如果沒有明確的 L 優勢 -> 從本國出口就夠了。

### Step 3: Assess Internalization Advantages (I)

評估為什麼內部治理比授權或加盟更好：
- **高交易成本**：難以編碼和轉移的隱性知識
- **品質控制**：品牌聲譽需要嚴格的營運控制
- **機會主義風險**：被授權者可能變成競爭者，或降低品質
- **契約不完全**：無法寫出涵蓋所有突發狀況的契約

如果沒有明確的 I 優勢 -> 用授權或加盟，不要做 FDI。

### Step 4: Determine Entry Mode

| OLI Configuration | Recommended Mode |
|-------------------|-----------------|
| O + L + I（全都強） | 獨資子公司（綠地投資或收購） |
| O + L + I（I 中等） | 合資（分享控制權，降低風險） |
| O + L（沒有 I） | 授權 / 加盟 |
| 只有 O（沒有 L、沒有 I） | 從本國出口 |
| 沒有 O | 不要國際化 |

## Output Format

```markdown
# OLI Assessment: {Firm} -> {Target Country/Market}

## Ownership Advantages (O)
- Asset-based: {list with strength rating}
- Transaction-based: {list with strength rating}
- O assessment: Strong / Moderate / Weak

## Location Advantages (L)
- Motivation: Market / Resource / Efficiency / Strategic asset
- Key L factors: {list}
- L assessment: Strong / Moderate / Weak

## Internalization Advantages (I)
- Transaction cost drivers: {list}
- Opportunism risk: High / Medium / Low
- I assessment: Strong / Moderate / Weak

## OLI Configuration: {O+L+I / O+L / O only / etc.}

## Recommended Entry Mode: {mode with rationale}
```

## Gotchas

- **OLI 是靜態的快照**：優勢會演變。區位優勢（廉價勞工）可能消退。要定期重新評估。
- **O 優勢可能被模仿**：專利會到期，知識會擴散。可持續的 O 需要持續創新。
- **政府政策可以一夜之間改變 L**：稅務優惠、貿易協定或政治不穩，都可能翻轉 L 的評估。
- **合資是獨立的策略，不是折衷**：不要因為不確定就預設選合資。合資有它自己的風險。
- **OLI 不處理時機**：它回答「該不該做 FDI？」，不回答「什麼時候？」。要排順序的話，結合 Uppsala。

## References

- 想了解 OLI 的數學形式化與延伸，見 `references/oli-formalization.md`
- 想了解 OLI 在服務業 FDI 的應用，見 `references/oli-services.md`

---
name: "grad-oli"
description: "Apply Dunning's OLI Paradigm (Eclectic Theory) to evaluate foreign direct investment decisions based on Ownership, Location, and Internalization advantages. Use this skill when the user needs to decide whether to invest abroad, choose between FDI modes (wholly-owned subsidiary, joint venture, licensing), or explain why a firm internationalizes through FDI rather than export or licensing."
metadata:
  category: "WP-24 創新與國際化"
  tags: ["OLI-paradigm", "dunning", "eclectic-theory", "FDI", "ownership-advantage", "location-advantage", "internalization-advantage"]
---

# OLI Paradigm (Dunning, 1977): Eclectic Theory of FDI

## Overview

The OLI Paradigm explains why firms engage in foreign direct investment (FDI) rather than exporting or licensing. Three conditions must hold simultaneously: the firm possesses Ownership advantages (proprietary assets), the foreign Location offers advantages over the home market, and Internalization is preferable to market-based transactions (licensing/franchising). The configuration of OLI advantages also determines the FDI mode.

## When to Use

**Trigger conditions:**
- User is deciding whether to invest in a foreign market via FDI
- User asks why a firm should own foreign operations rather than export or license
- User needs to choose between wholly-owned subsidiary, joint venture, or licensing
- User mentions "FDI decision", "OLI", "internationalization mode", or "eclectic theory"

**When NOT to use:**
- For gradual internationalization process -> use grad-uppsala
- For early-stage rapid internationalization -> use grad-born-global
- For national competitive advantage analysis -> use grad-diamond

## Assumptions

```
IRON LAW: ALL Three OLI Advantages Must Be Present to Justify FDI

- Ownership (O) alone -> License or export (no need to be there)
- Ownership + Location (O+L) -> Export (no need to internalize)
- Ownership + Internalization (O+I) -> Domestic production (no location pull)

Only when O + L + I are ALL present does FDI make economic sense.
If ANY one is missing, a different entry mode is optimal.
```

- Firms are rational actors seeking to minimize transaction costs
- Market imperfections (information asymmetry, opportunism) drive internalization
- OLI advantages are firm-specific, industry-specific, and country-specific

## Methodology

### Step 1: Assess Ownership Advantages (O)

Identify firm-specific advantages foreign competitors lack: asset-based (Oa: patents, technology, brand) and transaction-based (Ot: managerial capabilities, scale economies). If no clear O advantage exists, STOP -- the firm has no basis for FDI.

### Step 2: Assess Location Advantages (L)

Evaluate why the foreign location is superior to serving from home:
- **Market-seeking**: Large market size, growing demand, trade barriers making export unviable
- **Resource-seeking**: Low-cost labor, raw materials, specialized talent
- **Efficiency-seeking**: Scale economies, favorable tax regimes, supply chain optimization
- **Strategic asset-seeking**: Access to technology clusters, R&D ecosystems, knowledge networks

If no clear L advantage exists -> Export from home is sufficient.

### Step 3: Assess Internalization Advantages (I)

Evaluate why internal governance is preferable to licensing or franchising:
- **High transaction costs**: Tacit knowledge that is hard to codify and transfer
- **Quality control**: Brand reputation requires tight operational control
- **Opportunism risk**: Licensee may become a competitor or degrade quality
- **Contractual incompleteness**: Cannot write contracts covering all contingencies

If no clear I advantage exists -> License or franchise instead of FDI.

### Step 4: Determine Entry Mode

| OLI Configuration | Recommended Mode |
|-------------------|-----------------|
| O + L + I (all strong) | Wholly-owned subsidiary (greenfield or acquisition) |
| O + L + I (I moderate) | Joint venture (share control, reduce risk) |
| O + L (no I) | Licensing / franchising |
| O only (no L, no I) | Export from home |
| No O | Do not internationalize |

## Output Format

```markdown
# OLI Assessment: {Firm} -> {Target Country/Market}

## Ownership Advantages (O)
- Asset-based: {list with strength rating}
- Transaction-based: {list with strength rating}
- O assessment: Strong / Moderate / Weak

## Location Advantages (L)
- Motivation: Market / Resource / Efficiency / Strategic asset
- Key L factors: {list}
- L assessment: Strong / Moderate / Weak

## Internalization Advantages (I)
- Transaction cost drivers: {list}
- Opportunism risk: High / Medium / Low
- I assessment: Strong / Moderate / Weak

## OLI Configuration: {O+L+I / O+L / O only / etc.}

## Recommended Entry Mode: {mode with rationale}
```

## Gotchas

- **OLI is a static snapshot**: Advantages evolve. A location advantage (cheap labor) may erode. Reassess periodically.
- **O advantages can be imitated**: Patents expire, knowledge diffuses. Sustainable O requires continuous innovation.
- **Government policy changes L overnight**: Tax incentives, trade agreements, or political instability can flip L assessments.
- **JVs are a distinct strategy, not a compromise**: Do not default to JV out of uncertainty. JVs carry their own risks.
- **OLI does not address timing**: It answers "should we FDI?" not "when?" For sequencing, combine with Uppsala.

## References

- For OLI mathematical formalization and extensions, see `references/oli-formalization.md`
- For OLI application to service sector FDI, see `references/oli-services.md`