Notice
This is not the latest version of this item. The latest version can be found at: https://ourarchive.otago.ac.nz/handle/10523/1258
EntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employees
| dc.contributor.author | Kumarasinghe, Sriya | en_NZ |
| dc.contributor.author | Hoshino, Yasuo | en_NZ |
| dc.date.available | 2011-04-07T03:11:48Z | |
| dc.date.copyright | 2009 | en_NZ |
| dc.identifier.citation | Kumarasinghe, S., & Hoshino, Y. (2009). EntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employees. Asian Journal of Finance & Accounting, 1(1), 87–105. | en |
| dc.identifier.issn | 1946-052X | en_NZ |
| dc.identifier.uri | http://hdl.handle.net/10523/1248 | |
| dc.description.abstract | This study investigates different entry modes and staffing practices, and their influence on performance in Japanese subsidiaries in Australia and New Zealand. Company data were derived from the Toyo Keizai data bank of Japanese overseas investments (Kaigai Shinshutsu Kigyou Souran) for the period from 2004 to 2008. The major assumption of this paper is that Japanese MNCs use their staffing policies as a means of exerting more influence over the entry mode strategy by having more control over the business operations in the host country. The study reveals ignificant differences in Japanese subsidiaries between the two countries. A relationship between performance and the variables of industry and employing Japanese expatriates was found for Australia | en_NZ |
| dc.format.mimetype | application/pdf | |
| dc.publisher | Macrothink Institute | en_NZ |
| dc.relation.ispartof | Asian Journal of Finance & Accounting | en_NZ |
| dc.relation.isreplacedby | 1289 | en_NZ |
| dc.relation.uri | http://www.macrothink.org/journal/index.php/ajfa/article/view/92/100 | en_NZ |
| dc.subject | Japanese multinational corporations | en_NZ |
| dc.subject | Asia-Pacific | en_NZ |
| dc.subject | entry mode choices; performance; staffing policies | en_NZ |
| dc.subject.lcsh | HF Commerce | en_NZ |
| dc.subject.lcsh | HF5601 Accounting | en_NZ |
| dc.subject.lcsh | HF5601 Accounting | en_NZ |
| dc.title | EntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employees | en_NZ |
| dc.type | Journal Article | en_NZ |
| dc.description.version | Published | en_NZ |
| otago.date.accession | 2009-11-03 01:09:37 | en_NZ |
| otago.relation.issue | 1 | en_NZ |
| otago.relation.pages | 87-105 | en_NZ |
| otago.relation.volume | 1 | en_NZ |
| otago.openaccess | Open | |
| dc.identifier.eprints | 846 | en_NZ |
| dc.description.refereed | Peer Reviewed | en_NZ |
| otago.school.eprints | Accountancy & Business Law | en_NZ |
| dc.description.references | Alba, J. D., Park, D., & Wang, P. 2008. Corporate Governance and Merger & Acquisition (M&A) FDI: Firm-level Evidence from Japanese FDI into the US, Journal of Multinational Financial Management, (Article in Press). Anand, J. & Delios, A. 1997. Location Specificity and the Transferability of Downstream Assets to Foreign Subsidiaries, Journal of International Business Studies, 28 (3), 579-603. Bamber, G. J., Shadur, M. A.,, & Howell, F. 1992. The International Transferability of Japanese Management Strategies: an Australian Perspective, Employee Relations, 14(3), 3-20. Beamish, P. W. &Inkpen, A. 1998. Japanese firms and the decline of the Japanese Expatriate. Journal of World Business, 33 (1), 35-50. Beamish, P. W. & Ruihua, J. 2002. Investing Profitably in China: Is it Getter Harder?, Long Range Planning, 35 (2). 135-151. Beamish P. W. & Jae, J. 2005. The Performance and Survival of Joint Ventures with Parents of Asymmetric Size, International Management, 10 (1), 19-30. Ben_Youssef, K. & Hoshino, Y. 2007. The Influence of Firm-specific Advantages and Entry Mode Choice on Performance: the Case of Japanese Foreign Direct Investment in Australia, Int. J. Service Technology & Management, 8 (4/5), 329-343. Cieslik, A. & Ryan, M. 2008. Firm Heterogeneity, Foreign market Entry Mode and Ownership Choice, Japan and the World Economy, (Article in Press). Delios, A. & Ensign, P. C. 2000. A Subnational Analysis of Japanese Direct Investment in Canada, Canadian Journal of Administrative Sciences, 17(1), 38-51. De Silva, L. S. 2006. Direct Investment and Japanese Subsidiaries in Australia, The Otemon Journal of Australian Studies, 32, 93-110. Gorg, H. 2000. Analysing Foreign Market Entry: The Choice between Greenfield Investment and Acquisitions, Journal of Economic Studies, 27 (3), 165-181. Harzing, A. W. 2002. Acquisitions Versus Greenfield Investments: International Strategy and Management of Entry Modes, Strategic Management Journal, 23, 211-227. Ito, K. & Rose, E. L.1994. Subsidiary Ownership Policies of Japanese Manufacturing Firms, Academy ofManagement Meetings, Dallas, August 15. Johnston, S. & Menguc, B. 2007. Subsidiary Size and the Level of Subsidiary Autonomy in Multinational Corporations: A Quadratic Model Investigation of Australian Subsidiaries, Journal of International Business Studies, 38, 787-801. Kasuga, H. 2008. Exchange rates and Ownership Structure of Japanese Multinational Firms, Japan and the World Economy, 20, 661-678. Konopaske, R. Werner, S. & Neupert, K. E. 2002. Entry Mode Strategy and Performance; The Role of FDI Staffing, Journal of Business Research, 55, 759-770. Makino, S. & Kent, E. N., 2000. National Culture, Transaction Costs, and the Choice Between Joint Venture and Wholly-Owned Subsidiary, Journal of International Business Studies, 31 (4). 705-713. Mansour, M. & Hoshino, Y. 2002. Entry Mode Choice of the Japanese MNEs in Europe: Impact of Firm and Industrial Factors, Japanese Journal of Administrative Science, 15(3), 231-247. Nitsch, D., Beamish, P. & Makino, S. 1996. Entry Mode and Performance of Japanese FDI in Western Europe, Management International Review, 36, 27-43. Ogasavara, M. H. & Hoshino, Y. 2007. The Impact of Ownership, Internationalization, and Entry Mode on Japanese Subsidiaries’ Performance in Brazil, Japan and the World Economy, 19, 1-25. Okamoto, Y. 1998. Direction and Problems of Basic Strategies of Japanese Multinationals in East Asia, In (Takahashi, Y., Murata, M. & Rahman, K. ((Ed.)), Management Strategies of Multinational Corporations in Asian Markets, P. 21, Chuo University Press, Tokyo. Rasouli G., M. & Hoshino, Y. 2007. Establishment, Survival, Sales Growth and Entry Strategies of Japanese MNCS Subsidiaries in India, Journal of Developmental Entrepreneurship, 12(4), 433-447. Scott-Kennel, J. 2004. Foreign Direct Investment to New Zealand, University of Auckland Business Review, spring, 41-49. Siripaisalpipat, P.& Hoshino, Y. 2000. Firm-specific Advantages, Entry Modes, and Performance of Japanese FDI in Thailand, Japan and the World Economy, 12, 33-48. Statistics New Zealand, New Zealand Economic & Financial Overview, 2007. Woodcock, C. P., Beamish, P.W. & Makino, S., 1994. Ownership-based entry mode strategies and international performance, Journal of International Business Studies, 25, 253-273. Yeh, T. & Hoshino, Y. 2000. The Effects of Mergers and Acquisitions on Taiwanese Corporations, Review of Pacific Basin Financial Markets and Policies, 3(2), 183-199. | en_NZ |
Files in this item
This item appears in the following Collection(s)
-
Journal Article [781]
-
Accountancy and Finance [263]