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dc.contributor.authorKumarasinghe, Sriyaen_NZ
dc.contributor.authorHoshino, Yasuoen_NZ
dc.identifier.citationKumarasinghe, 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.en
dc.description.abstractThis 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 Australiaen_NZ
dc.publisherMacrothink Instituteen_NZ
dc.relation.ispartofAsian Journal of Finance & Accountingen_NZ
dc.relation.ispartofseriesAccountancy Working Paper Seriesen_NZ
dc.subjectJapanese multinational corporationsen_NZ
dc.subjectentry mode choices; performance; staffing policiesen_NZ
dc.subject.lcshHF Commerceen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.subject.lcshHF5601 Accountingen_NZ
dc.titleEntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employeesen_NZ
dc.typeJournal Articleen_NZ
dc.description.versionPublisheden_NZ 19:25:47en_NZ
dc.description.refereedPeer Revieweden_NZ & Business Lawen_NZ
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