Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers

Journal of International Management

Volumn 13, Issue 3, 2007, Pages 296-318

  Li, Peter Ping ^a  

^a CALIFORNIA STATE UNIVERSITY   (United States)

Author keywords

China; Developing country; Integrated framework; MNE evolution; MNE latecomer

Indexed keywords

EID: 34548058404     PISSN: 10754253     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.intman.2007.05.004     Document Type: Article

References (66)

1. Andersen O. On the internationalization process of firms: a critical analysis. Journal of International Business Studies 2 (1993) 209-231
2. Andersen O. Internationalization and market entry mode: a review of theories and conceptual frameworks. Management International Review 37 2 (1997) 7-42
3. Barnett W.P., and Burgelman R.A. Evolutionary perspectives on strategy. Strategic Management Journal 7 (1996) 5-19 (special issue)
4. Birkinshaw J. Entrepreneurship in the Global Firm (2000), Sage, London
5. Buckley P.J., and Casson M. The Future of the Multinational Enterprise (1976), Macmillan, London
6. Caves R.H. Multinational Enterprise and Economic Analysis (1982), Cambridge University Press, Cambridge
7. Chen H., and Chen T. Network linkages and location choice in foreign direct investment. Journal of International Business Studies 29 (1998) 445-468
8. Chi Y. The Saga of Lenovo (2005), Zhongguo Guangbuodainshi Publishing, Beijing, China (in Chinese)
9. Child J., and Rodrigues S.B. The internationalization of Chinese firms: a case for theoretical extension?. Management and Organization Review 1 (2005) 381-410
10. Coviello N.E. Network dynamics of international new ventures. Journal of International Business Studies 37 (2006) 713-731
11. Coviello N.E., and McAuley A. Internationalization and the smaller firm: a review of contemporary empirical research. Management International Review 39 (1999) 223-256
12. Dicken P. Global Shift: Mapping the Changing Contours of the World Economy. 5th ed. (2007), Guilford Publications, London
13. Du H. Li Dongsheng's Twelve Secretive Weapons for Innovative Management (2004), Zhonghua Gongshanglianhe Publishing, Beijing, China (in Chinese)
14. Dunning J.H. International Production and the Multinational Enterprise (1981), Allen and Uniwin, London
15. Dunning J.H. The eclectic paradigm of international production: a restatement and some possible extensions. Journal of International Business Studies 19 (1988) 1-491
16. Dunning J.H. Reappraising the eclectic paradigm in an age of alliance capitalism. Journal of International Business Studies 26 (1995) 461-491
17. Dunning J.H. Comment on dragon multinationals: new players in 21st century globalization. Asia Pacific Journal of Management 23 (2006) 139-141
18. Eisenhardt K.M. Building theories from case study research. Academy of Management Review 14 (1989) 532-550
19. Eisenhardt K.M., and Graebner M.E. Theory building from cases: opportunities and challenges. Academy of Management Journal 50 (2007) 25-32
20. Erdener C., and Shapiro D.M. The internationalization of Chinese family enterprises and Dunning's eclectic MNE paradigm. Management and Organization Review 1 (2005) 411-436
21. Ernst D. Inter-organizational knowledge outsourcing: what permits small Taiwanese firms to compete in the computer industry?. Asia Pacific Journal of Management 17 (2000) 223-256
22. Gersick C.J.G. Revolutionary change theories: a multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review 16 (1991) 10-36
23. Giddy I.H., and Young S. Conventional theory and unconventional multinationals: do new forms of multinational enterprise require new theories?. In: Rugman A.M. (Ed). New Theories of the Multinationals Enterprise (1982), Croom Helm, London 55-78
24. Hill C.W.L., Hwang P., and Kim W.C. An eclectic theory of the choice of international entry mode. Journal of Strategic Management 11 (1990) 117-128
25. Hobday M. Latecomer catch-up strategies in electronics: Samsung of Korea and Acer of Taiwan. Asia Pacific Business Review 4 2/3 (1997) 48-83
26. van Hoesel R. New Multinational Enterprises from Korea and Taiwan (1999), Routledge, London
27. Hua Y. A reexamination of Haier Group (2003), Zhongguo Fangzhi Publishing, Beijing, China (in Chinese)
28. Johanson J., and Vahlne J.E. The internationalization process of the firm: a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies 8 (1977) 23-32
29. Johanson J., and Vahlne J.E. The mechanism of internationalization. International Marketing Review 7 4 (1990) 11-24
30. Johanson J., and Vahlne J.E. Business relationship learning and commitment in the internationalization process. Journal of International Entrepreneurship 1 (2003) 83-101
31. Johanson J., and Vahlne J.E. Commitment and opportunity development in the internationalization process: a note on the Uppsala internationalization process model. Management International Review 46 (2006) 165-178
32. Jones M.V., and Coviello N.E. Internationalization: conceptualizing an entrepreneurial process of behavior in time. Journal of International Business Studies 36 (2005) 270-283
33. Lado A.A., Boyd N.G., Wright P., and Kroll M. Paradox and theorizing within the resource-based view. Academy of Management Review 31 (2006) 115-131
34. Lall S. The New Multinationals: The Spread of Third World Enterprise (1983), Wiley, New York
35. Lecraw D.J. Outward direct investment by indonesian firms: motivation and effects. Journal of International Business Studies 3 (1993) 589-600
36. Leung K., Bhagat R.S., Buchan N.R., Erez M., and Gibson C.B. Culture and international business: recent advances and their implications for future research. Journal of International Business Studies 36 (2005) 357-378
37. Lewis M.W. Exploring paradox: toward a more comprehensive guide. Academy of Management Review 25 (2000) 760-776
38. Li P.P. Strategic profile of indigenous MNEs from NIEs: case of South Korea and Taiwan. The International Executives 36 (1994) 147-170
39. Li P.P. Toward a geocentric framework of organization study: a holistic, dynamic and paradoxical approach. Organization Studies 19 (1998) 829-861
40. Li P.P. Toward a geocentric theory of multinational evolution: the implications from the Asian MNEs. Asian Pacific Journal of Management 20 (2003) 217-242
41. Li P.P. The puzzle of China's township-village enterprises: the paradox of local corporatism in a dual-track economic transition. Management and Organization Review 1 (2005) 197-224
42. Li, P.P., in press. 'Social tie, social capital, and social behavior: toward an integrated framework of organized exchange,' Asian Pacific Journal of Management.
43. Li P.P., and Chang S.T. The Asian paradox of miracle and debacle: an exploratory study. International Finance Review 1 (2000) 429-453
44. Ling Z. The Legend of Lenovo (2005), Zhongxin Publishing House (in Chinese)
45. Madhok A. Cost, value and foreign market entry mode: the transaction and the firm. Strategic Management Journal 18 (1997) 39-61
46. Mathews J.A. Dragon Multinational (2002), Oxford University Press, New York
47. Mathews J.A. Dragon multinationals: new players in 21st century globalization. Asia Pacific Journal of Management 23 (2006) 5-27
48. Narula R. Globalization, new ecologies, new zoologies, and the purported death of the eclectic paradigm. Asia Pacific Journal of Management 23 (2006) 143-151
49. Nelson R.R., and Winter S.G. Evolutionary theorizing in economics. Journal of Economic Perspectives 16 2 (2002) 23-46
50. Numagani T. The infeasibility of invariant laws in management studies: a reflective dialogue in defense of case studies. Organization Science 9 (1998) 2-15
51. Oviatt B.M., and McDougall P.P. Toward a theory of international new ventures. Journal of International Business Studies 25 (1994) 45-64
52. Parkhe A. "Messy" research, methodological redispositions, and theory development in international joint ventures. Academy of Management Journal 18 (1993) 227-268
53. Poole M.S., and Van de Ven A.H. Using paradox to build management and organization theories. Academy of Management Review 14 (1989) 562-578
54. In: Quinn R.E., and Cameron K.S. (Eds). Paradox and Transformation: Toward a Theory of Change in Organization and Management (1988), Ballinger, Boston
55. Saxenian A., and Hsu J.Y. The Silicon Valley-Hsinchu connection: technical communities and industrial upgrading. Industrial and Corporate Change 10 4 (2001) 893-920
56. Sim A.B., and Pandian R. Internationalization strategies of emerging Asian MNEs: case study evidence on Taiwanese firms. Journal of Asian Business 18 1 (2002) 67-80
57. Sun J., Ji J., and Wang F. Direct from Haier: The Growth of A Chinese Firm (in Chinese) (2001), Business Management Publishing House, Beijing, China
58. Tihanyi L., Griffith D.A., and Russell C.J. The effect of cultural distance on entry mode choice, international diversification, and MNE performance: a meta-analysis. Journal of International Business Studies 36 (2005) 270-283
59. Tolentino P.E. Technological Innovation and Third World Multinationals (1993), Routledge, London
60. Ulgado F.M., Yu C.J., and Negandhi A.R. Multinational enterprises from Asian developing countries: management and organizational characteristics. International Business Review 3 (1994) 123-133
61. Wan M. The Systematical Strategy Wins (2005), Zhongxin Publishing, Beijing, China (in Chinese)
62. Wells Jr. L.T. Third World Multinationals (1983), MIT Press, London
63. Yeung H.W. Third world multinationals revisited: a research critique and future agenda. Third World Quarterly 15 (1994) 297-317
64. Yin R.K. Case Study Research: Design and Methods. 2nd ed. (1994), Sage, Newbury Park, CA
65. Zaby A.M. Comparative analysis of export-oriented and foreign production-oriented firms foreign market entry decisions: a comment. Management International Review 36 (1996) 281-284
66. Zhao H., Luo Y., and Suh T. Transaction cost determinants and ownership-based entry mode choice: a meta-analytical review. Journal of International Business Studies 35 (2004) 524-544