The Technological Competitiveness of Japanese Multinationals

Pearce, Robert; Papanastassiou, Maria

doi:10.3998/mpub.23230

Cited by 32 publications

(8 citation statements)

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“…With hindsight we can see that even the more rigorous comparative studies of Japanese firms tended to focus only on a small sub-set of the most international firms in the relatively few industry sectors experiencing export-led growth (Dunning & Cantwell, 1991;Fransman, 1993;Pearce & Papanastassiou, 1996). They also tended to focus on specific, superior capabilities achieved by these Japanese firms in a limited range of business processes.…”

Section: Resultsmentioning

confidence: 96%

“…Trade data shows that export success of Japanese firms was only ever limited to a small number of industry sectors (Fransman, 1993) and these same sectors were responsible for much of the outward FDI and foreign sales of Japanese firms (Dunning & Cantwell, 1991;Pearce & Papanastassiou, 1996). The data presented in this paper further show how this success, expressed in terms of the proportion of overseas sales of a wide range of Japanese (and other Asian) firms, has also been rather limited.…”

Section: Resultsmentioning

confidence: 98%

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The regional character of Asian multinational enterprises

Collinson

Rugman

2007

Asia Pacific J Manage

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Section: Resultsmentioning

confidence: 96%

Section: Resultsmentioning

confidence: 98%

The regional character of Asian multinational enterprises

Collinson

Rugman

2007

Asia Pacific J Manage

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“…Much has been made of Japan's export and FDI performance in the 1980s and 1990s (for example, Saxonhouse, 1986;Pearce and Papanastassiou, 1996). Trade has been widely portrayed as a national priority and source of much of the global competitiveness of Japanese firms (see Katz, 2003).…”

Section: Internationalisation Strategies Of Japanese Mnes In Developimentioning

confidence: 98%

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

2010

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To inform understanding of the internationalisation of Japanese firms to emerging markets, this study assesses the expansion of the Japanese automobile industry to India along three key dimensions: (i) internationalisation strategy; (ii) corporate agglomeration; and (iii) marketing strategy. We find that majorityowned joint ventures (JVs) and wholly owned subsidiaries are more frequently associated with more recent investment projects relative to minority JVs. We also observe four centres that have emerged on an industry level, suggesting that what constitutes an 'agglomeration' in emerging markets may involve a wider geographic area and more numerous business clusters than is typically the case for Japanese investment in other contexts. Finally, we note that Japanese firms have substantially extended their marketing repertoire in India.

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“…In a way that may or may not be validated by higher-level (HQ) approval, the subsidiary may actively articulate in-house functional scopes that reflect creative elements of the host-country's evolving LAs, but which transcend the needs of its currently accepted (cost-effective efficiency-seeking) status. 20 The metamorphosis from RPS to PM status may be characterised as involving a process of creative transition (Papanastassiou and Pearce, 1994;Pearce and Papanastassiou, 1996b). At the core of this is a fundamental repositioning of technology in the strategic orientation of the subsidiary.…”

Section: Rps To Wpm/rpmmentioning

confidence: 99%

Multinationals and Industrialisation: The Bases of ‘Inward Investment’ Policy

Pearce¹

2001

International Journal of the Economics of Business

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The paper argues that policies towards inward investment should extend, much more decisively and comprehensively, beyond initial attraction in order to seek to secure sustained benefits from these operations. The view of the modern multinational enterprise as a dynamic differentiated network, operating through subsidiaries that have scope for evolution and development, provides a basis for the analysis of the potentials in this regard. The paper discusses in detail the content of particular phases in subsidiary transformation that can then provide a potential for embedding their operations in a host country in a creative and dynamic way that generates mutually supportive interdependencies in processes of resource (notably knowledge) generation and use.

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The Technological Competitiveness of Japanese Multinationals

Cited by 32 publications

References 0 publications

The regional character of Asian multinational enterprises

The regional character of Asian multinational enterprises

The strategies of Japanese firms in emerging markets: The case of the automobile industry in India

Multinationals and Industrialisation: The Bases of ‘Inward Investment’ Policy

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