Is there an East Asian model of MNC internationalization? A comparative analysis of Japanese and Korean firms

The degree of internationalization of Chinese Multinationals along the belt and road initiative countries

“…Meanwhile, the internationalization of Chinese firms continues to generate debate in International business research as scholars are divided on the ability [44,47,48] or otherwise [49] of extant theories to explain the internationalization of Chinese firms. For instance, some scholars believe that Chinese firms have, by and large, conformed with the predictions of the eclectic paradigm [50,51] while others doubt the ability of the eclectic paradigm to explain the internationalization of Chinese firms [52].…”

Participación en las redes globales de producción en el sureste de Asia: prospectos para mejoramiento tecnológico y lecciones para América Latina

“…Literature on business networks and its relevance for production and innovation is already vast. The shapes and characteristics of gv&pc by industry and nationality have been revised by scholars from several fields, from organization and management to political economy and geography (Carney, Gedajlovic, & Yang, 2009;Ernst, 2009;Gereffi et al, 2005;Hemmert & Jackson, 2016). The cases studied indicate that networks are established to tap local advantages in human resources and infrastructure, markets, and institutions, but also, that technological know-how "remains to a substantial degree national and local" (Borrus et al, 2000, p. 11).…”

Integration and Synergy Generation in Cross Border Acquisitions: A Case Study of Business Failure and Success ‘Made in Japan’

“…This is because of the distinctive geographical and institutional contexts for the development of Japanese business practices and management styles (Jackson & Matsumoto, 2016;. Indeed, it is possible to argue that the relative success andas we discuss consequently -failure of cross-border investments sourced in Japan might be traced back to the distinctive patterns of institutional embeddedness evident in the decisions made by senior managers in Japanese companies when compared to their Western and East Asian counterparts (Hemmert & Jackson, 2016;Jackson & Matsumoto, 2016).…”

“…According to recent M&A research specific to Japanese companies, when acquirers do not have scale advantage at the acquisition ('deal') stage, either in sales or production capacity against target, the investment is more likely to result in failure than in success (Hemmert & Jackson, 2016;Jackson & Matsumoto, 2016;Matsumoto, 2014;Pucik et. al., 2011).…”

“…Correspondingly, and echoing Porter (1996), a 'strategy' represents a systematic attempt by senior managers in a company to identify and define market opportunities and, consequently, to design, plan and implement a series of measures that should enable the company to establish and develop a 'unique and valuable' market position that, through the co-ordinated activities of the organisation and its key stakeholders, should render this position difficult for market rivals to imitate or surpass. In specific relation to Japanese organisations, an established strategic approach is to seek competitive and sustainable positions through forming and maintaining long-standing 'partnerships' or 'alliances', either though supplier / distributor agreements, joint ventures, mergers and occasionally through cross-border acquisitions (Jackson & Matsumoto, 2016;Hemmert & Jackson, 2016).…”