Since the 1970s, there have been many changes to the ways in which Japanese firms have conducted business. The editors of this volume examine the strategies of Japanese subsidiaries in the new global economy and present, in four parts, a comprehensive picture of the nature of Japanese multinational enterprises.
The book addresses the overall nature of Japanese investment in international markets, and its broader implications for corporate performance. The entry mode choice and its relationship to performance is then examined, in an attempt to establish overall trends in the performance of various modes. The focus then shifts explicitly to joint ventures since nearly half of all Japanese subsidiaries take this form. Finally, the management strategies that Japanese firms have used in their foreign subsidiaries are investigated. Japanese Subsidiaries in the New Global Economy utilizes empirical analyses based on a very large, longitudinal data set, coupled with state of the art conceptual development.
This volume provides a complete current picture of the international strategy of Japanese firms, which will be both useful and informative for researchers, scholars and policy makers in international business, international economics, foreign investment, joint ventures and expatriate management.
Edited by Paul W. Beamish, Nortel Networks Director, Asian Management Institute, Ivey Business School, University of Western Ontario, Canada, Andrew Delios, Associate Professor, Department of Business Policy, National University of Singapore and Shige Makino, Associate Professor, Department of Management, Chinese University of Hong Kong
Contents: Part I: Why Internationalize? More Subsidiaries Results in Superior Performance Part II: Entry Mode Choice and Performance Part III: Joint Ventures Part IV: Management Strategy References Index