Subnational differences and entry mode performance: Multinationals in east and west China

被引：3

作者：

Li, Anran ^{[1
]}

Burmester, Brent ^{[2
]}

Zamborsky, Peter ^{[2
]}

机构：

[1] Hong Kong Univ Sci & Technol, Sch Business, Dept Management, Kowloon, Clear Water Bay, Hong Kong, Peoples R China

[2] Univ Auckland, Sch Business, Dept Management & Int Business, Auckland, New Zealand

来源：

JOURNAL OF MANAGEMENT & ORGANIZATION | 2020年 / 26卷 / 04期

关键词：

Chinese context; entry mode selection; financial performance; subnational heterogeneity; FOREIGN DIRECT-INVESTMENT; TRANSACTION COST INFLUENCES; SUB-NATIONAL INSTITUTIONS; INTERNATIONAL EXPANSION; FINANCIAL PERFORMANCE; STRATEGIC MANAGEMENT; FIRM PERFORMANCE; REGION MATTER; MARKET ENTRY; CHOICE;

D O I：

10.1017/jmo.2017.59

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

We compare the influence of entry mode choice on subsidiary performance in two developmentally-differentiated regions of a developing host country. Analysis of 113 subsidiaries located in two provinces of China indicates that wholly owned subsidiaries outperform joint ventures in the developed region, whereas joint ventures outperform wholly owned subsidiaries in the less developed region. However, the smaller performance gap between wholly owned subsidiaries and joint ventures in the developed region indicates that the magnitude of influence of entry mode choices on performance varies across subnational regions. Firms must therefore be more discriminating in formulating entry strategies to regionally heterogeneous countries.

引用

页码：426 / 444

页数：19

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