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題名 企業學習經驗、國家文化距離與企業海外進入模式
Learning experience, culture distance and entry mode
作者 蔡映瑄
貢獻者 譚丹琪<br>陳坤銘
蔡映瑄
關鍵詞 進入策略
企業學習經驗
文化距離
日本
日期 2010
上傳時間 5-Sep-2013 16:53:23 (UTC+8)
摘要 在國際企業管理中，進入策略是十分重要的課題，過去有許多學者探討企業學習經驗與文化距離對於進入策略的影響。但是過去的學者探討文化和企業學習經驗對於海外進入策略的影響，多採用分開討論的方式，尚未有學者探討文化對於企業學習經驗與進入策略關係的影響。本研究認為，文化的距離和企業學習的成效習習相關，文化可能會弱化企業的學習效果，並進一步的影響到企業學習經驗對於海外進入策略抉擇的影響。在此背景下，本研究將深入探討文化距離、企業學習經驗以及企業進入策略彼此之間的交互關係。

本研究以東洋新經濟報社的資料為主，並以全球合併收購及合作創業資料庫（SDC Platinum）為輔佐來探討日本企業在全球進行海外直接投資時的進入策略影響因素。實證結果符合本研究假設，也就是說，在其他假設不變的情況下，企業和目標市場之間的文化距離會反向影響企業學習經驗和企業進入模式選擇的關係。
Entry strategy is one of the most important issues in international business management. In the past, most of the research focused on the relationships between culture distance and learning effect versus entry mode. None of paper discusses the interrelationships among the three. In this paper, I develop the hypothesis and test whether culture distance weaken the effect leaning experience has on entry mode. In this paper, the entry mode will focus on the choice between greenfield and acquisition.

I use the data from Business Networks in the Economic Development in East and Southeast Asia and SDC Platinum to conduct the research. The regression analysis result supports the hypothesis. Firms with more international experiences tend to prefer entering foreign markets by acquisition and culture distance will weaken the effect leaning experience has on entry mode.
參考文獻 Anderson, E., & Gatignon, H. 1986. Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3): 1-26.

Andrew Delios, & Beamish, P. W. 1999. Ownership Strategy of Japanese Firms: Transactional, Institutional, and Experience Influences. Strategic Management Journal, 20(10): 915-933.

ARF Ogilvy Awards, P. C., Gold, Ogilvy & Mather and Mindshare. 2007 Dove “the campaign for real beauty”: Advertising Research Foundation.

Barkema, H. G., Bell, J. H. J., & Pennings, J. M. 1996. Foreign Entry, Cultural Barriers, and Learning. Strategic Management Journal, 17(2): 16.

Barkema, H. G., & Vermeulen, F. 1998. INTERNATIONAL EXPANSION THROUGH START-UP OR ACQUISITION: A LEARNING PERSPECTIVE. Academy of Management Journal, 41(1): 7-26.

Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. 2002. Cultural Variations in the Cross-border Transfer of Organizational Knowledge: An Integrative Framework. Academy of Management Review, 27(2): 204-221.

Birkinshaw, J., Toulan, O., & Arnold, D. 2001. Global Account Management in Multinational Corporations: Theory and Evidence. Journal of International Business Studies, 32(2): 231-248.

Brouthers, K. D., & Brouthers, L. E. 2000. Acquisition or Greenfield Start-up? Institutional, Cultural and Transaction Cost Influences. Strategic Management Journal, 21(1): 89-97.

Cavusgil, T., Knight, G., & Riesenberger, J. 2008.

International Business: Strategy, Management, and the New Realities Pearson prentice hall.

Chang, S. J. 1995. International Expansion Strategy of Japanese Firms: Capability Building Through Sequential Entry Academy of Management Journal, 38(2): p383-407.

Chatterjee, S. 1990. Excess Resources, Utilization Costs, and Mode or Entry. Academy of Management Journal, 33(4): 780-800.

Davidson, W. H. 1980. The Location of Foreign Direct Investment Activity: Country Characteristics and Experience Effects. Journal of International Business Studies, 11(2): 9-22.

Delios, A., & Henisz, W. J. 2000. Japanese Firms` Investment Strategies in Emerging Economies. The Academy of Management Journal 43(3): 305-323.

Demirbag, M., Tatoglu, E., & Glaister, K. W. 2008. Factors
Affecting Perceptions of the Choice Between Acquisition and Greenfield Entry: The Case of Western FDI in an Emerging Market Management International Review, 48(1): 5-38.

Emmott, B. 1989. The Sun Also Sets : The Limits to Japan`s Economic Power New York : Times Books.

Eriksson, K., Johanson, J., Majkgard, A., & Sharma, D. D. 1997. Experiential Knowledge and Cost in the
Internationalization Process. Journal of International Business Studies, 28(2): 337-360.

Forsgren, M. 2002. The Concept of Learning in the Uppsala Internationalization Process Model: A Critical Review. International Business Review, 11(3): 251-277.

Gao, G. Y., Pan, Y., Lu, J., & Tao, Z. 2008. Performance of Multinational Firms` Subsidiaries: Influences of Cumulative Experience. Management International Review 48(6): 749-767.

Harzing, A.-W. 2002. Acquisitions versus Greenfield Investments: International Strategy and Management of Entry Modes. Strategic Management Journal, 23(3).

Hennart, J.-F. 1991. The Transaction Costs Theory of Joint Ventures: An Empirical Study of Japanese Subsidiaries in the United States. Management Science, 37(4): 483-497.

Hennart, J.-F., & Larimo, J. 1998. The Impact of Culture on the Strategy of Multinational Enterprises: Does National
Origin Affect Ownership Decisions? The Impact of Culture on the Strategy of Multinational Enterprises: Does National
Origin Affect Ownership Decisions?, 29(3): 515-538

Hennart, J.-F., & Park, Y.-R. 1993. Greenfield vs. Acquisition: The Strategy of Japanese Investors in the United States. Management Science, 39(9): 1054-1070.

Hill, C. W. L., Hwang, P. J.-H., & Kim, W. C. 1990. An Eclectic Theory of the Choice International Entry Mode. Strategic Management Journal, 11(2): 117-128.

Hwang, P. J.-H. 1990. Multinationals` Strategic Choice of Institutional Mode: A Decision Model for Market Entry Journal of International Business Studies, 21(4): 698.

Jan Johanson, & Vahlne, J.-E. 1977. The Internationalization Process of the Firm--A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies 8(1): 23-32.

Kogut, B., & Singh, H. 1988. The Effect of National Culture on the Choice of Entry Mode. Journal of International Business Studies, 19(3): 441-432.

Kostova, T. 1999. Transnational Transter of Strategic Organizational Practices: A Contextual Perspective. Academy of Management Review, 24(2): 308-324.

Kuo, C.-C. 2004. Making Appropriate Decision on Organizational Boundary and Creating Organizational Value of Foreign Investment of Multinational Enterprise. Journal of American Academy of Business, 5(1/2): 278-284.

Larimo, J. 2003. Form of Investment by Nordic Firms in World Markets. Journal of Business Research, 56(10): 791-803.

Li, J. 1995. Foreign Entry and Survival: Effects of Strategic Choices on Performance in Intemational Markets. Strategic Management Joumal, 16(5): 333-351.

Madhok, A. 1997. Cost, Value and Foreign Market Entry Mode: The Transaction and the Firm. Strategic Management Journal, 18(1): 39-61.

McDougall, P. P., & Oviatt, B. M. 1996. New Vwnruew Internationalization, Strategic Change, and Performance: A Follow-up Study. Journal of Business Venturing, 11(1): 23-42.

Oster, S. M. 1990. Modern Competitive Analysis. New York Oxford University Press.

Pedersen, T., & Petersen, B. 1998. Explaining Gradually Increasing Resource Commitment to a Foreign Market. International Business Review, 7(5): 483-501.

Penrose, E. 1959. The Theory of the Growth of the Firm Oxford.

Rao, H., & Drazin, R. 2002. Overcoming Resource Constraints on Product Innovation by Recruiting Talent From Rivals: A Study of the Mutual Fund Industry, 1986-94. Academy of Management Journal, 45(3): 491-507.

Shaver, J. M., Mitchell, W., & Bernard Yeung, W. 1997. The Effect of Own-firm and Other-firm Experience on Foreign Direct Investinvestment Survival in the United States, 1987-92. Strategic Management Journal, 18(10): 811-824.

Shi, L. H., White, J. C., Zou, S., & Cavusgil, S. T. 2010. Global Account Management Strategies: Drivers and Outcomes. Journal of International Business Studies, 41: 620–638.

Slangen, A. H. L. 2006. National Cultural Distance and Initial Foreign Acquisition Performance: The Moderating Effect of Integration. Journal of World Business, 41(2): 10.

Slangen, A. H. L., & Hennart, J.-F. o. 2008. Do Multinationals Really Prefer to Enter Culturally Distant Countries Through Greenfields Rather than Through Acquisitions? The Role of Parent Experience and Subsidiary Autonomy. Journal of International Business Studies, 39: 19.

Sylvie Chetty, Eriksson, K., & Lindbergh, J. 2006. The Effect of Specificity of Experience on a Firm`s Perceived Importance of Institutional Knowledge in an Ongoing Business. Journal of International Business Studies 37(5): 699-712.

Tallman, S. B. 1992. Strategic Management Perspective on Host Country Structure of Multinational Enterprises. Journal of Management, 18(3): 455-471.

Tan, D. 2009. Foreign Market Entry Strategies and Post-entry Growth: Acquisitions vs Greenfield Investments.
Journal of International Business Studies 40(6): 1046-1063.

Tsai, M.-T., & Cheng, Y.-M. 2002. The Decision Criteria for the Ownership Control Entry Mode for Taiwanese Manufacturing Firms in the United States: An Application of the Logit Model and AHP. International Journal of Commerce & Management, 12(2): 45-71.

Uhlenbruck, K. 2004. Developing Acquired Foreign Subsidiaries: The Experience of MNEs in Transition Economies. Journal of International Business Studies, 35(2): 109-123.

Wei, Y., Liu, B., & Liu, X. 2005. Entry Modes of Foreign Direct Investment in China: A Multinomial Logit Approach. Journal of Business Research, 58(11): 1495-1505.

Wind, Y., & Perlmutter, H. 1977. On the Identification of Frontier Issues in International Marketing. Columbia Journal of World Business, 12(4): 131-139.

Yip, G. S. 1982. Diversification Entry: Internal Development versus Acquisition. Strategic Management Journal, 3(4): 331-345.

Yip, G. S., & Bink, A. J. M. 2007. Managing Global Accounts, Harvard Business Review: 102-111.

Yoshida, M. 1987. Macro-Micro Analyses of Japanese Manufacturing Investments in the United States. Management International Review 27(4): 19-31.

Zahra, S. A., Ireland, R. D., & Hitt, M. A. 2000. International Expansion by New Venture Firms: International Diversity, Mode of Market Entry, Technological Learning, and Performance. Academy of Management Journal, 43(5): 925-950.

Zhao, H., Luo, Y., & Suh, T. 2004. Transaction Cost Determinants and Ownership-based Entry Mode Choice: A Meta-analytical Review. Journal of International Business Studies, 35(6): 524-544.
描述 碩士
國立政治大學
國際經營與貿易研究所
98351013
99
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0983510131
資料類型 thesis
dc.contributor.advisor 譚丹琪<br>陳坤銘zh_TW
dc.contributor.author (Authors) 蔡映瑄zh_TW
dc.creator (作者) 蔡映瑄zh_TW
dc.date (日期) 2010en_US
dc.date.accessioned 5-Sep-2013 16:53:23 (UTC+8)-
dc.date.available 5-Sep-2013 16:53:23 (UTC+8)-
dc.date.issued (上傳時間) 5-Sep-2013 16:53:23 (UTC+8)-
dc.identifier (Other Identifiers) G0983510131en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/60543-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營與貿易研究所zh_TW
dc.description (描述) 98351013zh_TW
dc.description (描述) 99zh_TW
dc.description.abstract (摘要) 在國際企業管理中，進入策略是十分重要的課題，過去有許多學者探討企業學習經驗與文化距離對於進入策略的影響。但是過去的學者探討文化和企業學習經驗對於海外進入策略的影響，多採用分開討論的方式，尚未有學者探討文化對於企業學習經驗與進入策略關係的影響。本研究認為，文化的距離和企業學習的成效習習相關，文化可能會弱化企業的學習效果，並進一步的影響到企業學習經驗對於海外進入策略抉擇的影響。在此背景下，本研究將深入探討文化距離、企業學習經驗以及企業進入策略彼此之間的交互關係。

本研究以東洋新經濟報社的資料為主，並以全球合併收購及合作創業資料庫（SDC Platinum）為輔佐來探討日本企業在全球進行海外直接投資時的進入策略影響因素。實證結果符合本研究假設，也就是說，在其他假設不變的情況下，企業和目標市場之間的文化距離會反向影響企業學習經驗和企業進入模式選擇的關係。		zh_TW
dc.description.abstract (摘要) Entry strategy is one of the most important issues in international business management. In the past, most of the research focused on the relationships between culture distance and learning effect versus entry mode. None of paper discusses the interrelationships among the three. In this paper, I develop the hypothesis and test whether culture distance weaken the effect leaning experience has on entry mode. In this paper, the entry mode will focus on the choice between greenfield and acquisition.

I use the data from Business Networks in the Economic Development in East and Southeast Asia and SDC Platinum to conduct the research. The regression analysis result supports the hypothesis. Firms with more international experiences tend to prefer entering foreign markets by acquisition and culture distance will weaken the effect leaning experience has on entry mode.		en_US
dc.description.tableofcontents 摘要 I
Abstract II
目錄 III
表目錄 V
圖目錄 V
第一章 緒論 1
第一節 動機與背景 1
第二節 研究問題 4
第三節 研究範圍 5
第二章 文獻探討 6
第一節 海外進入模式與策略 6
第二節 企業學習相關理論 13
第三節 文化距離相關理論 18
第三章 研究假設 22
第一節 企業學習經驗 25
第二節 文化距離 28
第三節 文化距離與企業學習經驗的交互作用 30
第四章 研究方法 32
第一節 樣本描述 32
第二節 變數衡量 34
第三節 資料分析方法 42
第四節 實證結果分析 43
第五章 結論 57
第一節 研究結論 57
第二章 研究貢獻 60
第三章 研究限制與未來研究方向 61
參考文獻 62

表目錄
表 一　 新設與併購的優缺點比較 11
表 二 日本企業進入海外市場的策略分布狀況 32
表 三 日本企業進入海外市場的國家分布狀況 33
表 四 國家區域分類狀況 35
表 五 變數定義與衡量方式統整表(一) 40
表 六　 變數定義與衡量方式統整表(二) 41
表 七　 敘述性統計統整表 45
表 八 Pearson 相關矩陣圖 47
表 九　 以文化距離大小區分的樣本敘述性統計結果比較表 50
表 十　 二元迴歸分析結果(一) 53
表 十一 　二元迴歸分析結果(二) 54
表 十二 二元迴歸分析結果(三) 55
表 十三　 本研究實證研究結果整理 56

圖目錄

圖 一　 本研究架構圖 24		zh_TW
dc.format.extent 969873 bytes-
dc.format.mimetype application/pdf-
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0983510131en_US
dc.subject (關鍵詞) 進入策略zh_TW
dc.subject (關鍵詞) 企業學習經驗zh_TW
dc.subject (關鍵詞) 文化距離zh_TW
dc.subject (關鍵詞) 日本zh_TW
dc.title (題名) 企業學習經驗、國家文化距離與企業海外進入模式zh_TW
dc.title (題名) Learning experience, culture distance and entry modeen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) Anderson, E., & Gatignon, H. 1986. Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3): 1-26.

Andrew Delios, & Beamish, P. W. 1999. Ownership Strategy of Japanese Firms: Transactional, Institutional, and Experience Influences. Strategic Management Journal, 20(10): 915-933.

ARF Ogilvy Awards, P. C., Gold, Ogilvy & Mather and Mindshare. 2007 Dove “the campaign for real beauty”: Advertising Research Foundation.

Barkema, H. G., Bell, J. H. J., & Pennings, J. M. 1996. Foreign Entry, Cultural Barriers, and Learning. Strategic Management Journal, 17(2): 16.

Barkema, H. G., & Vermeulen, F. 1998. INTERNATIONAL EXPANSION THROUGH START-UP OR ACQUISITION: A LEARNING PERSPECTIVE. Academy of Management Journal, 41(1): 7-26.

Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. 2002. Cultural Variations in the Cross-border Transfer of Organizational Knowledge: An Integrative Framework. Academy of Management Review, 27(2): 204-221.

Birkinshaw, J., Toulan, O., & Arnold, D. 2001. Global Account Management in Multinational Corporations: Theory and Evidence. Journal of International Business Studies, 32(2): 231-248.

Brouthers, K. D., & Brouthers, L. E. 2000. Acquisition or Greenfield Start-up? Institutional, Cultural and Transaction Cost Influences. Strategic Management Journal, 21(1): 89-97.

Cavusgil, T., Knight, G., & Riesenberger, J. 2008.

International Business: Strategy, Management, and the New Realities Pearson prentice hall.

Chang, S. J. 1995. International Expansion Strategy of Japanese Firms: Capability Building Through Sequential Entry Academy of Management Journal, 38(2): p383-407.

Chatterjee, S. 1990. Excess Resources, Utilization Costs, and Mode or Entry. Academy of Management Journal, 33(4): 780-800.

Davidson, W. H. 1980. The Location of Foreign Direct Investment Activity: Country Characteristics and Experience Effects. Journal of International Business Studies, 11(2): 9-22.

Delios, A., & Henisz, W. J. 2000. Japanese Firms` Investment Strategies in Emerging Economies. The Academy of Management Journal 43(3): 305-323.

Demirbag, M., Tatoglu, E., & Glaister, K. W. 2008. Factors
Affecting Perceptions of the Choice Between Acquisition and Greenfield Entry: The Case of Western FDI in an Emerging Market Management International Review, 48(1): 5-38.

Emmott, B. 1989. The Sun Also Sets : The Limits to Japan`s Economic Power New York : Times Books.

Eriksson, K., Johanson, J., Majkgard, A., & Sharma, D. D. 1997. Experiential Knowledge and Cost in the
Internationalization Process. Journal of International Business Studies, 28(2): 337-360.

Forsgren, M. 2002. The Concept of Learning in the Uppsala Internationalization Process Model: A Critical Review. International Business Review, 11(3): 251-277.

Gao, G. Y., Pan, Y., Lu, J., & Tao, Z. 2008. Performance of Multinational Firms` Subsidiaries: Influences of Cumulative Experience. Management International Review 48(6): 749-767.

Harzing, A.-W. 2002. Acquisitions versus Greenfield Investments: International Strategy and Management of Entry Modes. Strategic Management Journal, 23(3).

Hennart, J.-F. 1991. The Transaction Costs Theory of Joint Ventures: An Empirical Study of Japanese Subsidiaries in the United States. Management Science, 37(4): 483-497.

Hennart, J.-F., & Larimo, J. 1998. The Impact of Culture on the Strategy of Multinational Enterprises: Does National
Origin Affect Ownership Decisions? The Impact of Culture on the Strategy of Multinational Enterprises: Does National
Origin Affect Ownership Decisions?, 29(3): 515-538

Hennart, J.-F., & Park, Y.-R. 1993. Greenfield vs. Acquisition: The Strategy of Japanese Investors in the United States. Management Science, 39(9): 1054-1070.

Hill, C. W. L., Hwang, P. J.-H., & Kim, W. C. 1990. An Eclectic Theory of the Choice International Entry Mode. Strategic Management Journal, 11(2): 117-128.

Hwang, P. J.-H. 1990. Multinationals` Strategic Choice of Institutional Mode: A Decision Model for Market Entry Journal of International Business Studies, 21(4): 698.

Jan Johanson, & Vahlne, J.-E. 1977. The Internationalization Process of the Firm--A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies 8(1): 23-32.

Kogut, B., & Singh, H. 1988. The Effect of National Culture on the Choice of Entry Mode. Journal of International Business Studies, 19(3): 441-432.

Kostova, T. 1999. Transnational Transter of Strategic Organizational Practices: A Contextual Perspective. Academy of Management Review, 24(2): 308-324.

Kuo, C.-C. 2004. Making Appropriate Decision on Organizational Boundary and Creating Organizational Value of Foreign Investment of Multinational Enterprise. Journal of American Academy of Business, 5(1/2): 278-284.

Larimo, J. 2003. Form of Investment by Nordic Firms in World Markets. Journal of Business Research, 56(10): 791-803.

Li, J. 1995. Foreign Entry and Survival: Effects of Strategic Choices on Performance in Intemational Markets. Strategic Management Joumal, 16(5): 333-351.

Madhok, A. 1997. Cost, Value and Foreign Market Entry Mode: The Transaction and the Firm. Strategic Management Journal, 18(1): 39-61.

McDougall, P. P., & Oviatt, B. M. 1996. New Vwnruew Internationalization, Strategic Change, and Performance: A Follow-up Study. Journal of Business Venturing, 11(1): 23-42.

Oster, S. M. 1990. Modern Competitive Analysis. New York Oxford University Press.

Pedersen, T., & Petersen, B. 1998. Explaining Gradually Increasing Resource Commitment to a Foreign Market. International Business Review, 7(5): 483-501.

Penrose, E. 1959. The Theory of the Growth of the Firm Oxford.

Rao, H., & Drazin, R. 2002. Overcoming Resource Constraints on Product Innovation by Recruiting Talent From Rivals: A Study of the Mutual Fund Industry, 1986-94. Academy of Management Journal, 45(3): 491-507.

Shaver, J. M., Mitchell, W., & Bernard Yeung, W. 1997. The Effect of Own-firm and Other-firm Experience on Foreign Direct Investinvestment Survival in the United States, 1987-92. Strategic Management Journal, 18(10): 811-824.

Shi, L. H., White, J. C., Zou, S., & Cavusgil, S. T. 2010. Global Account Management Strategies: Drivers and Outcomes. Journal of International Business Studies, 41: 620–638.

Slangen, A. H. L. 2006. National Cultural Distance and Initial Foreign Acquisition Performance: The Moderating Effect of Integration. Journal of World Business, 41(2): 10.

Slangen, A. H. L., & Hennart, J.-F. o. 2008. Do Multinationals Really Prefer to Enter Culturally Distant Countries Through Greenfields Rather than Through Acquisitions? The Role of Parent Experience and Subsidiary Autonomy. Journal of International Business Studies, 39: 19.

Sylvie Chetty, Eriksson, K., & Lindbergh, J. 2006. The Effect of Specificity of Experience on a Firm`s Perceived Importance of Institutional Knowledge in an Ongoing Business. Journal of International Business Studies 37(5): 699-712.

Tallman, S. B. 1992. Strategic Management Perspective on Host Country Structure of Multinational Enterprises. Journal of Management, 18(3): 455-471.

Tan, D. 2009. Foreign Market Entry Strategies and Post-entry Growth: Acquisitions vs Greenfield Investments.
Journal of International Business Studies 40(6): 1046-1063.

Tsai, M.-T., & Cheng, Y.-M. 2002. The Decision Criteria for the Ownership Control Entry Mode for Taiwanese Manufacturing Firms in the United States: An Application of the Logit Model and AHP. International Journal of Commerce & Management, 12(2): 45-71.

Uhlenbruck, K. 2004. Developing Acquired Foreign Subsidiaries: The Experience of MNEs in Transition Economies. Journal of International Business Studies, 35(2): 109-123.

Wei, Y., Liu, B., & Liu, X. 2005. Entry Modes of Foreign Direct Investment in China: A Multinomial Logit Approach. Journal of Business Research, 58(11): 1495-1505.

Wind, Y., & Perlmutter, H. 1977. On the Identification of Frontier Issues in International Marketing. Columbia Journal of World Business, 12(4): 131-139.

Yip, G. S. 1982. Diversification Entry: Internal Development versus Acquisition. Strategic Management Journal, 3(4): 331-345.

Yip, G. S., & Bink, A. J. M. 2007. Managing Global Accounts, Harvard Business Review: 102-111.

Yoshida, M. 1987. Macro-Micro Analyses of Japanese Manufacturing Investments in the United States. Management International Review 27(4): 19-31.

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