National welfare and local produciton by multinational enterprises

Includes bibliographical references (p. 12)

Country and industry determinants of United States foreign direct investment

Includes bibliographical references (p. 28-33)

The location of manufacturing foreign direct investment in the United States : the effects of nationality and firm-specific variables

Includes bibliographical references (p. 25-28)

Foreign Market Entry: Production-Related Strategies

This paper examines the profit to a firm of different production-related strategies for entering a foreign market. The entry strategies examined are foreign direct investment, exclusive licensing, multiple licensing, joint venture, and a combination of joint venture and licensing. It is shown that even though the entering firm is able to charge the optimal licensing fee, foreign direct investment generates the highest profit and is thus the dominant entry strategy in many contexts. This paper also suggests counter-strategies for responding to government restrictions on firms' entry.entry strategy, multinational enterprises, host government

Local linkages and their effects on headquarters' use of process controls

This paper explores the relationship between subsidiaries' local linkages and headquarters' use of process controls. Making use of both agency and network theories, we conceptualize subsidiaries as agents within multinational networks, as well as instruments seeking resources from external networks. In accordance with agency theory, we predict that subsidiaries' use of local linkages will result in a decrease in the use of process controls by headquarters. Empirical results from 407 Taiwanese firms confirm this hypothesis, suggesting that headquarters employing process controls to monitor subsidiaries' linkages with local actors (i.e., local firms) is too costly. Headquarters' use of process controls decreases when a subsidiary is a joint venture, and as the firm accumulates experience in a host market

Partner nationality, market-focus and IJV performance: A contingent approach

This study examines how Taiwanese firms engaging in various types of international joint ventures (IJVs) have performed in China, and how different types of market-focus affect IJVs' performance. Based on the IJV classification scheme suggested by [Makino S., & Beamish P. W. (1998). Performance and survival of joint ventures with non-conventional ownership structures. Journal of International Business Studies, 29(4): 797-818], this study outlines and examines three categories of IJVs, according to partner nationality: Taiwan-Taiwan (T-T) JVs, Taiwan-Local (T-L) (China) JVs, and Taiwan-Foreign (T-F) (third-country) JVs. We propose two hypotheses, with associated sub-hypotheses, to examine the major effects of partner nationality on performance, as well as the moderating effects of local market-focus on the relationship between partner nationality and performance. Through the analysis of 236 Taiwanese JVs in China, we find that (1) T-L JVs perform better than T-T JVs and T-F JVs; (2) T-L JVs focusing on the local market do not perform better than those focusing on foreign markets; and (3) T-F JVs focusing on foreign markets perform better than those focusing on the local market.International joint ventures Performance Local market orientation Access to local markets Cultural distance