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201217 https://hdl.handle.net/2286/R.2.N.201217 http://rightsstatements.org/vocab/InC/1.0/ All Rights Reserved 2025 143 pages Doctoral Dissertation Academic theses en Feng, Li Wang, Shaoqing Yan, Hong Chen, Andrew Arizona State University Partial requirement for: D.B.A., Arizona State University, 2025 Field of study: Business Administration In recent years, China's "new three export champions"—new energy vehicles, lithium batteries, and photovoltaic (PV) products—have seen rapid export growth. Among these champions, China's PV industry, with over 20 years of development, has achieved global leadership in technical capabilities, product performance, and cost efficiency. It has formed a complete industrial chain—from raw materials to equipment and key products—with nearly 100% self-sufficiency. This has established a solid foundation for its efficient and high-quality expansion into global markets.Born with an "internationalization gene," the PV industry initially relied on a "two ends external" model (dependent on foreign technology and markets), which led to repeated setbacks in global competition. Following the 2018 Policy Notice on Photovoltaic Power Generation, which adjusted industry development goals, reduced subsidy dependence, and promoted high-quality development, the industry embarked on a new internationalization journey. In this phase, PV module enterprises exhibit increasingly differentiated internationalization strategies: some adopt a technology-driven approach, leveraging superior product performance and stability to enter global markets; others focus on market expansion, brand enhancement, corporate culture, and distribution channels; and still others prioritize raw material resource control to strengthen upstream competitiveness. Given similar policy environments and industrial structures, why do such strategic differences emerge? Are they driven by environmental factors, organizational factors, or unique resources? How do these factors interact, and what impact do these strategic choices have on corporate performance? What insights can other industries draw from the PV sector’s experiences? This study uses an inductive, multi-case research approach, integrating historical data, publicly available corporate information, interviews with executives and industry expert, and research reports, to uncover the deep-rooted causes of strategic divergence. By analyzing how environmental conditions (e.g., policy, competition) and organizational resources (e.g., technology, management, upstream control) interact to shape strategic choice, this research aims to provide insights into why technology-oriented firms choose different paths of internationalization. The findings not only contribute to academic understanding of industrial globalization but also offer practical guidance for Chinese manufacturing firms pursuing international expansions and enhacing global influence and competitiveness. Business Administration environmental factors Internationalization Organizational Factors Photovoltaic Enterprises Unique Resources Analysis on the Differential Internationalization Strategies of Chinese Photovoltaic Enterprises