This article compares and contrasts the growth of Chinese and Korean multinational enterprises (MNEs). The article identifies the similarities and differences between Chinese and Korean MNEs in terms of motivations for internationalization, expansion strategies, and paths. The goal of this article is to contribute to the literature by shifting focus on host‐country conditions to home‐country conditions in explaining the drivers for firms' internationalization. We conclude that firms are motivated to expand abroad when faced with domestic competitive disadvantages resulting from absence or deficiency of one or more of Porter's Diamond attributes in their domestic market. Implications for further studies are also explored. © 2009 Wiley Periodicals, Inc.

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Internet plays a very important role for the success of small and medium-sized enterprises (SMEs). Many Japanese SMEs are risk-averse in adopting technological innovation such as the Internet. Others, despite these risk-related business norms, recognize the importance of technology and develop and deploy Internet marketing technology to compete in the current competitive environment. Drawing upon these contradicting practices among Japanese SMEs, this study investigates how Japanese SMEs risk perception impacts on the deployment of Internet marketing capabilities, the relationships between perception of risk, international mindset, business networks, Internet marketing capabilities and firm performance. This study makes two contributions. Firstly, there has been limited research investigating how Internetrelated capabilities impact on firms' performance. Secondly, there are few Internet related studies in Japan. Thus, our emphasis on key antecedents and outcomes of Internet marketing capabilities among Japanese SMEs contributes significantly to our understanding of this unique contextual setting. The findings also provide some insights to managers/owners of Japanese SMEs that lower risk perception fosters adoption of the Internet and combined with other resources creates Internet marketing capabilities which results in higher performance.

The aim of this paper is to find ways to reduce conflict between tax administrations and multinational corporations (MNCs) and between tax administrations in relation to transfer pricing. This paper examines cross-national differences in both management and regulatory styles between the US, the UK and Japan in relation to transfer pricing and evaluates Australia's transfer pricing regulatory strategy. Data were based on semistructured interviews conducted in July 2000 to September 2001 with tax managers working for MNCs, tax advisors employed by the Big Five accounting firms, and revenue authorities from Australia, Japan, the UK and the US. The results suggest that crossnational differences in management styles do exist between Japanese MNCs and their Western counterparts. However, harmonisation of management styles is occurring. The results suggest that the different regulatory styles employed by US, UK and Japanese tax administrations have both merits and shortcomings for ensuring compliance with transfer pricing rules. The implications of this study are discussed in a global regulatory context.

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