EntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employees
Kumarasinghe, Sriya; Hoshino, Yasuo
Cite this item:
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. Accountancy Working Paper Series.
Permanent link to OUR Archive version:
http://hdl.handle.net/10523/1258
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
Date:
2009
Publisher:
Macrothink Institute
Series:
Accountancy Working Paper Series
Series number:
4
ISSN:
1946-052X
Keywords:
Japanese multinational corporations; Asia-Pacific; entry mode choices; performance; staffing policies
Research Type:
Journal Article
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