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Tables of Contents for Japanese Subsidiaries in the New Global Economy
Chapter/Section Title
Page #
Page Count
List of Figures
vii
List of Tables
viii
About the Editors
xi
List of Contributors
xiii
Acknowledgements
xiv
Introduction
Andrew Delios and Paul W. Beamish
1
12
PART I WHY INTERNATIONALIZE? MORE SUBSIDIARIES RESULTS IN SUPERIOR PERFORMANCE
The nature of Japanese investment worldwide
Andrew Delios Paul W. Beamish and Shige Makino
13
34
Geographic scope, product diversification and the corporate performance of Japanese firms
Andrew Delios and Paul W. Beamish
47
28
PART II ENTRY MODE CHOICE AND PERFORMANCE
A review and update of the relationship between performance and ownership-based entry mode selection
C. Patrick Woodcock and Paul W. Beamish
75
22
Local ownership restrictions, entry mode choice and FDI performance: Japanese overseas subsidiaries in Asia
Shige Makino and Paul W. Beamish
97
20
Location specificity and the transferability of downstream assets to foreign subsidiaries
Jaideep Anand and Andrew Delios
117
28
PART III JOINT VENTURES
Japanese firms' investment strategies in emerging economies
Andrew Delios and Witold J. Henisz
145
30
Ownership strategy of Japanese firms: Transactional, institutional and experience influences
Andrew Delios and Paul W. Beamish
175
30
Performance and survival of joint ventures with non-conventional ownership structures
Shige Makino and Paul W. Beamish
205
22
Local knowledge transfer and performance: Implications for alliance formation in Asia
Shige Makino and Andrew Delios
227
28
PART IV MANAGEMENT STRATEGY
How Japanese MNCs have matched goals and strategies in India and China
Jaideep Anand and Andrew Delios
255
20
Japanese firms and the decline of the Japanese expatriate
Paul W. Beamish and Andrew C. Inkpen
275
18
Matching strategy with ownership structure in Japanese joint ventures
Shige Makino and Paul W. Beamish
293
18
References
311
32
Index
343
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