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dc.contributor.authorKumarasinghe, Sriyaen_NZ
dc.date.available2011-04-07T03:22:51Z
dc.date.copyright2011-04-07
dc.identifier.citationKumarasinghe, S. (2011). EntryMode Strategies and Performance of Japanese MNCs in Australia and New Zealand: the Role of Japanese Employees (Working Paper). Unpublished. Retrieved from http://hdl.handle.net/10523/1575en
dc.identifier.urihttp://hdl.handle.net/10523/1575
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 significant 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.mimetypeapplication/pdf
dc.publisherUnpublisheden_NZ
dc.subjectJapanese multinational corporationsen_NZ
dc.subjectAsia-Pacificen_NZ
dc.subjectentry mode choices; performance; staffing policiesen_NZ
dc.subject.lcshHG Financeen_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.typeWorking Paperen_NZ
dc.description.versionUnpublisheden_NZ
otago.bitstream.pages14en_NZ
otago.date.accession2009-06-24 02:46:42en_NZ
otago.schoolAccountancy and Business Lawen_NZ
otago.openaccessOpen
dc.identifier.eprints830en_NZ
otago.school.eprintsAccountancy & Business Lawen_NZ
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