The impact of ownership, internalization, and entry mode on Japanese subsidiaries' performance in Brazil

Japan and the World Economy

Volumn 19, Issue 1, 2007, Pages 1-25

  Ogasavara, Mário Henrique ^a   Hoshino, Yasuo ^a  

^a UNIVERSITY OF TSUKUBA   (Japan)

Author keywords

Entry mode; FDI in Brazil; Japanese FDI; Japanese Japanese JV; Subsidiaries performance

Indexed keywords

EID: 33845260051     PISSN: 09221425     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.japwor.2005.06.001     Document Type: Article

References (56)

1. Agarwal S., and Ramaswami S. Choice of foreign market entry mode: impact of ownership, location and internalization factors. Journal of International Business Studies 23 (1992) 1-27
2. Amemiya T. Qualitative response models: a survey. Journal of Economic Literature 19 (1981) 1483-1536
3. Anand J., and Delios A. Competing globally: how Japanese MNCs have matched goals and strategies in India and China. Columbia Journal of World Business 31 (1996) 50-62
4. Anderson E., and Gatignon H. Modes of foreign entry: a transaction cost analysis and propositions. Journal of International Business Studies 17 (1986) 1-26
5. Barkema H., Bell J., and Pennings J. Foreign entry, cultural barriers, and learning. Strategic Management Journal 17 (1996) 151-166
6. Beamish P.W., and Delios A. Japanese investment in transitional economies: characteristics and performance. In: Denilson D. (Ed). Managing Organizational Change in Transition Economies (2001), Lawrence Erlbaum Associates, New Jersey 71-92
7. Beamish P.W., Delios A., and Lecraw D.J. Japanese Multinationals in the Global Economy (1997), Edward Elgar Publishing, Inc., Massachusetts
8. Beamish P.W., Delios A., and Makino S. Japanese Subsidiaries in the New Global Economy (2001), Edward Elgar Publishing, Inc., Cheltenham
9. Boddewyn J.J., Halbrich M., and Perry A.C. Service multinational: conceptualization, measurement and theory. Journal of International Business Studies 17 (1986) 41-57
10. Brouthers K. Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies 33 (2002) 203-221
11. Brouthers L., Brouthers K., and Werner S. Is Dunning's eclectic framework descriptive or normative?. Journal of International Business Studies 30 (1999) 831-844
12. Brouthers L., Brouthers K., and Werner S. Perceived environmental uncertainty, entry mode choice and satisfaction with EC-MNC performance. British Journal of Management 11 (2000) 183-195
13. Chang S.J. International expansion strategy of Japanese firms: capability building through sequential entry. Academy of Management Journal 38 (1995) 383-407
14. Chen H., and Hu M.Y. An analysis of determinants of entry mode and its impact on performance. International Business Review 11 (2002) 193-210
15. Cho K.R. Multinational Banks: Their Identities and Determinants (1985), UMI Research Press, Ann Arbor
16. Chu W., and Anderson E.M. Capturing ordinal properties of categorical dependent variables: a review with application to modes of foreign entry. International Journal of Research in Marketing 9 (1992) 149-160
17. Delios A., and Beamish P.W. Ownership strategy of Japanese firms: transactional, institutional, and experience influences. Strategic Management Journal 20 (1999) 915-933
18. Dunning J.H. Trade, location of economic activity and the MNE: a search for an eclectic approach. In: Ohlin B., Hesselborn P., and Wijkman P. (Eds). The International Allocation of Economic Activity. Proceedings of a Nobel Symposium. Stockholm, Macmillan, London (1977) 395-418
19. Dunning J.H. Toward an eclectic theory of international production: some empirical tests. Journal of International Business Studies 11 (1980) 9-31
20. Dunning J.H. The eclectic paradigm of international production: a restatement and some possible extensions. Journal of International Business Studies 19 (1988) 1-31
21. Dunning J.H. Multinational enterprise and the global economy (1993), Addison-Wesley Publishers, England
22. Dunning J.H. Reappraising the eclectic paradigm in an age of alliance capitalism. Journal of International Business Studies 26 (1995) 461-491
23. Ekeledo I., and Sivakumar K. Foreign market entry mode choice of service firms: a contingency perspective. Journal of the Academy of Marketing Science 26 (1998) 274-292
24. Erramilli M.K. Entry mode choice in service industries. International Marketing Review 7 (1990) 50-62
25. Freund J., and Walpole R. Mathematical Statistics (1987), Prentice-Hall Inc., Englewood Cliffs, NJ
26. Gomes L., and Ramaswamy K. An empirical examination of the form of the relationship between multinationality and performance. Journal of International Business Studies 30 (1999) 173-188
27. Gomes-Casseres B. Ownership structures of foreign subsidiaries: theory and evidence. Journal of Economic Behavior and Organization 11 (1989) 1-25
28. Hanvanich S., Miller S., Richards M., and Cavusgil S. An event study of the effects of partner and location cultural differences in joint ventures. International Business Review 12 (2003) 1-16
29. Hennart J.F. The transaction cost theory of joint ventures: an empirical study of Japanese subsidiaries in the United States. Management Science 37 (1991) 483-497
30. Hennart J.F., and Zeng M. Cross-cultural differences and joint venture longevity. Journal of International Business Studies 33 (2002) 699-716
31. Hofstede G. Cultures and Organizations: Software of the Mind (1997), McGraw-Hill, New York
32. IMF (International Monetary Fund). The World Economic Outlook (WEO) Database 2001. (www document, accessed 10 October 2002) (2001). http://www.imf.org/external/pubs/ft/weo/2001/01/data/
33. JETRO (Japan External Trade Organization), 2001. White Paper on Foreign Direct Investment 2001. JETRO, Tokyo.
34. Johanson J., and Vahlne J.E. The internationalization process of the firm: a model of knowledge development and increasing foreign commitments. Journal of International Business Studies 8 (1977) 23-32
35. Kimura Y. Firm specific strategic advantages and foreign direct investment behavior of firms: the case of Japanese semi-conductor firms. Journal of International Business Studies 20 (1989) 296-314
36. Kimura Y., and Pugel T.A. Keiretsu and Japanese direct investment in US manufacturing. Japan and the World Economy 7 (1995) 481-503
37. Kogut B., and Singh H. The effect of national culture on the choice of entry mode. Journal of International Business Studies 19 (1988) 411-432
38. Lecraw D. Bargaining power, ownership, and profitability of transnational corporations in developing countries. Journal of International Business Studies 15 (1984) 27-44
39. Li J. Foreign entry and survival: effects of strategic choices on performance in international markets. Strategic Management Journal 16 (1995) 333-351
40. Li J., and Guisinger S. Comparative business failures of foreign-controlled firms in the United States. Journal of International Business Studies 22 (1991) 209-224
41. Makino S., and Delios S. Local knowledge transfer and performance: implications for alliance formation in Asia. Journal of International Business Studies 27 (1996) 905-927
42. Makino S., and Beamish P.W. Performance and survival of joint ventures with non-conventional ownership structures. Journal of International Business Studies 29 (1998) 797-818
43. Neupert K., and Montoya R. Characteristics and performance of Japanese foreign direct investment in Latin America. International Journal of Public Administration 23 (2000) 1269-1283
44. Nihon Keizai Shimbun, Inc., 2001a. Nikkei Kaisha Nenkan: Jyoujyou Kaishaban (Annual Corporation Report). Nihon Keizai Shimbun Inc., Tokyo.
45. Nihon Keizai Shimbun, Inc., 2001b. Nikkei Kaisha Soukan: Mijyoujyou Kaishaban (Annual Corporation Report - unlisted companies). Nihon Keizai Shimbun Inc., Tokyo.
46. Nitsch D., Beamish P.W., and Makino S. Entry mode and performance of Japanese FDI in Western Europe. Management International Review 36 (1996) 27-43
47. Ozawa T., Pluciennik M., and Rao K.N. Japanese direct investment in Brazil. Columbia Journal of World Business 11 (1976) 107-116
48. Pan Y., and Chi P. Financial performance and survival of multinational corporations in China. Strategic Management Journal 20 (1999) 359-374
49. Parkhe A. Interfirm diversity, organizational learning and longevity in global strategic alliances. Journal of International Business Studies 22 (1991) 579-601
50. Siripaisalpipat P., and Hoshino Y. Firm-specific advantages, entry modes, and performance of Japanese FDI in Thailand. Japan and the World Economy 12 (2000) 33-48
51. Stopford J., and Wells L. Managing the Multinational Enterprise (1972), Basic Books, New York
52. Tomlinson J.W.C. The Joint Venture Process in International Business: India and Pakistan (1970), MIT Press, Cambridge
53. Toyo Keizai Inc., 2001. Toyo Keizai Databank 2001-Kaigai Shinshutsu Kygyou Souran (Japanese Overseas Investments): Listed by Countries. Toyo Keizai Inc., Tokyo.
54. Vega-Céspedes C., and Hoshino Y. Effects of ownership and internalization advantages on performance: the case of Japanese subsidiaries in the United States and Latin America. Review of Pacific Basin Financial Markets and Policies 4 (2001) 69-94
55. Woodcock C.P., Beamish P.W., and Makino S. Ownership-based entry mode strategies and international performance. Journal of International Business Studies 25 (1994) 253-273
56. Yamawaki H. Exports and foreign distributional activities: evidence on Japanese firms in the United States. Review of Economics and Statistics 73 (1991) 294-300