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1.
This study investigates the impact of entry timing, mode of entry, market focus, and location advantages on the financial performance and survival of multinational corporations (MNCs) in China. Three major results were found. First, MNCs that entered China in an earlier year had a higher level of profit than those that entered in a later year. Second, equity joint ventures (EJVs) had a higher profit level than cooperative operations or wholly foreign‐owned subsidiaries. Third, MNCs that utilized well the location advantages in China had a higher profit. We also found that EJVs were more likely to survive compared to cooperative operations, while wholly owned subsidiaries did not differ from EJVs. The findings are based on a 2‐year study of about 1000 MNC operations in China. Copyright © 1999 John Wiley & Sons, Ltd.  相似文献   

2.
This paper presents a taxonomic study of sourcing strategy types and their relationships to subsidiary profitability. Using the taxonomic approach, this study identifies five sourcing strategy types based on the decision rules of direction and volume of sourcing activities, namely market access, offshore platform, offshore manufacturing, local sourcing, and complex sourcing. We validated these sourcing types by linking them to a set of business and investment strategic factors. Based on a sample of 319 foreign subsidiaries in China, the results confirm the taxonomy of sourcing types indicating that sourcing strategy types indeed vary along the strategic factors including wage rates, R&D intensity, subsidiary size, capital commitment, ownership control and partner type.  相似文献   

3.
本文利用中国2009~2014年外资参与的318家上市公司的样本数据,实证分析了外资持股和外资控股两种情况对企业研发投入的影响。研究结果显示:外资参与对中国企业研发活动存在积极影响,但该影响在外资持股和外资控股两种情形下存在显著差异,当外资持股股东不是第一大股东时,外资持股比例对企业研发投入虽然具有促进作用,但该作用十分微弱,当外资持股股东为第一大股东时,即存在外资控股情况时,对企业研发投入的促进作用十分显著。  相似文献   

4.
    
This paper examines differences in the rate and potential of firms' capability development trajectories. Capability development trajectories are the paths over which firms' capabilities change with experience and other activities. While prior research focused on factors affecting capability development rate (the fraction of the gap between a firm's current and potential capability eliminated with each unit of activity), we argue that capability development trajectories also differ in potential (the maximum capability level a firm could achieve through repeating a given set of activities over time). We develop and estimate a formal model of capability development, showing that larger underwriting projects lead to a lower rate of improvement toward higher potential capabilities, and derive implications for research on industry dynamics and the nature of competitive advantage. Copyright © 2013 John Wiley & Sons, Ltd.  相似文献   

5.
改革开放以来,外商直接投资以空前的速度在我国发展起来,迄今为止,我国已成为世界上接受外商投资最多的国家之一。但是,由于许多国家竞相调整外资政策,向外国投资者提供更多优惠,各国之间的引资竞争日趋激烈,今后吸收外资的总体形势不容盲目乐观。本文回顾了我国外商投资的发展历程,分析了取消外资企业优惠政策可能带来的负面影响,并对外资政策的调整提供了一些政策建议。  相似文献   

6.
    
This paper examines the longevity of foreign entries. Hypotheses are developed on the mode (start-ups vs. acquisitions) and ownership structure (wholly owned vs. joint ventures) in relation to cultural distance. The hypotheses are tested within a framework of organizational learning, using data on 225 entries that 13 Dutch firms carried out from 1966 onwards. Results show that the presence of cultural barriers punctuates an organization's learning. Cultural distance is a prominent factor in foreign entry whenever this involves another firm, requiring the firm to engage in ‘double layered acculturation.’ We also identify locational ‘paths of learning.’ The longevity of acquisitions is positively influenced by prior entries of the firm in the same country. Similarly, the longevity of foreign entries, in which the firm has a majority stake, improves whenever the expanding firm engaged in prior entries in the same country and in other countries in the same cultural block.  相似文献   

7.
Organizational learning is central to a number of strategic theories. Recent arguments, however, identify risks associated with learning from own experience in the form of overattention to the short term and local conditions. The experience of the industry may offer opportunities for organizational learning that the experience of the organization does not, because industry experience is more varied, and not tied to the path-dependent history of any one organization. We investigate the influence of own experience and of two types of industry experience on the failure rates of U.S. hotel chains. The two types of industry experience are operating experience, which is a discounted sum of the units operated by U.S. hotel chains in the history of the industry, and competitive experience, which is a discounted sum of the number of failures of U.S. hotel chains in the history of the industry. We find that (a) organizations initially benefit from their own experience, but are harmed in the long run, (b) generalist organizations are more weakly affected by their own experience than specialists, (c) organizations benefit from their industry’s operating experience, accumulated both before and after the organization’s entry, and (d) organizations benefit from their industry’s competitive experience, but only after the organization’s entry. © 1997 by John Wiley & Sons, Ltd.  相似文献   

8.
  总被引:4,自引:1,他引:3  
This study examines 2,933 cases of Japanese investment in 27 provinces and regions in China to identify the role that policy determinants had in influencing the sub-national location decision of Japanese firms in China. The empirical results show that the Special Economic Zones (SEZs) and Opening Coastal Cities (OCCs) were a successful policy instrument initially, as SEZs and OCCs had a strong influence on Japanese foreign investment during the early years of China's liberalized foreign investment environment. Since the mid-1990s SEZs and OCCs have attracted proportionally less foreign investment as competition from other special investment zones has intensified in China. From these observations, we discuss the periodic influence of SEZs and OCCs and introduce and review the influence of newly emerging investment zones. We also draw inferences to the location choice literature in terms of understanding the variable influence of policy factors and traditional locational indicators as driven by temporal changes in investor motivations and preferences in a country.  相似文献   

9.
组织演变过程的研究对于发展目前新兴的动态视角的组织理论具有重要推动作用。对联想集团成立迄今组织结构演变进程的纵贯考察与多时点归纳比较显示,组织演变未必是管理者精心设计的,也不一定呈现"间断式均衡"的轨迹;以"波形"轨迹展开的组织渐进性变化过程,具有等后效性;渐变的驱动力量可以来自面对问题实践探索和总结完善中产生的应变。在具有较强可塑性的企业中,组织体会在试误式学习惯例的驱动下产生一种内生力量,摆脱前期路径的锁定,并展现"波浪式前进"的演进路线。对应的,高层管理者的作用需要从"有形之手"转变为角色隐蔽的"变形之手"。本文在归纳分析中提出了一个用以解释组织渐变中路径创造得以发生的理论模型。  相似文献   

10.
    
R esearch summary: We investigate how organizational adaptation to interdependence shifts is influenced by “integrators.” These are formally mandated managerial roles meant to promote coordination across specialized but interdependent organizational subunits, yet they do so without relying on formal authority. While much has been learned about how integrators promote steady‐state coordination within a known pattern of interdependence, less is known about their impact on organizational adaptation when the pattern of interdependence itself is unknown. We discuss mechanisms by which integrators may nonetheless aid organizational adaptation and learning processes in such situations, and test our hypotheses in the context of a regulatory change that affected the in vitro fertilization (IVF) clinics sector in the United Kingdom using a differences‐in‐differences design. M anagerial summary: Organizational structure can influence how an organization adapts to change. We investigate how a regulatory change in the provision of fertility treatments in the United Kingdom forced clinics to change their workflows, and whether the presence of integrator roles enabled clinics to adapt to these changes. It is well known that integrator roles in general are valuable in coordinating across specialized organizational units, but this research points to the surprising implication that their value may persist even when the workflow being coordinated changes suddenly, in ways that nobody necessarily comprehends. Our research highlights the fact that even in an intensively science‐based work context, the “technology of organizing” can have a significant role in shaping organizational performance. Copyright © 2016 John Wiley & Sons, Ltd.  相似文献   

11.
    
Research Summary: While research has focused primarily on stars as individual contributors, we examine organizational situations where stars must work closely with non‐stars. We argue that, in such situations, building teamwork around a star is an exercise in learning under complexity. In response, organizations prioritize interactions involving the star to simplify learning. This simplification, however, creates organizational myopia. We claim that a star’s temporary absence helps the organization overcome myopia by triggering a search for new routines. When he returns, the organization may combine these new routines with pre‐absence routines to improve teamwork and performance. We exploit injuries to star players in the National Basketball Association as an exogenous shock and find that on average, teams perform better after a star’s return than before his absence. Managerial Summary: This study examines the effect of the temporary absence of a star employee on organizational performance. We find evidence that a star employee’s temporary absence helps the organization overcome an over‐reliance on the star and improve teamwork. Improved teamwork, in turn, enables the organization to perform better upon the star’s return than it did prior to his absence. This result suggests that organizations might want to revisit the tendency to view stars as too valuable to lose, even for a short time. In particular, organizations may want to pull stars from ongoing projects and encourage them to attend professional development programs. A star’s temporary absence and return from such a program improves not only the star’s skills but also the organization’s teamwork.  相似文献   

12.
在综合相关研究的基础上,设计了组织学习效果评价指标体系,构建了基于熵权的组织学习效果评价模型,选择一些典型企业进行了定量实证研究,结果表明熵权能很好地反映组织学习状况。为企业管理者提供了评价及提升组织学习效果的方法和启示。  相似文献   

13.
We propose that competitive success and failure evolve through an ecology of organizational learning. An organization facing competition is likely to engage in a search for ways to improve performance. When successful, this search results in learning that is likely to increase the organization's competitive strength, which in turn triggers learning in its rivals—consequently making them stronger competitors and so again triggering learning in the first organization. We elaborate the conditions under which this self-reinforcing process, known in evolutionary theory as the ‘Red Queen,’ is likely to be adaptive or maladaptive. Adaptive consequences are predicted only for recently experienced learning. Experience in the more distant past of an organization's life, by contrast, is predicted to backfire into a ‘competency trap.’ We predict maladaptive consequences when organizations face many, varied cohorts of rivals. We empirically distinguish these effects using ecological models of competition. Estimates of organizational failure rales reveal a Red Queen among Illinois banks, and support our predictions.  相似文献   

14.
Relatively few studies have examined the importance of an entry's sequential position to the choice of foreign entry mode. We use a dynamic model to analyze sequential entries into the United States from 1975 to 1992. Our findings show that several independent variables which explain a firm's initial mode of entry do not explain the modes of subsequent entries. These findings underscore the importance of experience in foreign investment, as companies learn from early entries and adapt the modes of subsequent ones. Copyright © 2001 John Wiley & Sons, Ltd.  相似文献   

15.
基于知识的动态能力演化模型研究   总被引:53,自引:0,他引:53  
本文提出了一个基于组织知识的动态能力演化模型。在分析了能力的知识构成 ,并提出企业能力改变的 1 8种维度的基础上 ,本文认为动态能力的演化主要是围绕变异、内部选择、传播和保持四个阶段循环进行。在循环过程中 ,交织着认知性努力与行为性努力 ,并且不断进行新的经营惯例的产生与运用 ,整个过程是一个学习性惯例过程  相似文献   

16.
    
Amit Jain 《战略管理杂志》2016,37(8):1667-1687
Research summary: This paper investigates the relationship between hiring and the ability of organizations to evolve their capabilities as they age. While prior research establishes that organizations become rigid to change as they age, it underemphasizes measures that they may take to renew their adaptive potential. I address this gap by investigating whether hiring stimulates change to the knowledge organizations possess. Learning by hiring, I argue, helps organizations to evolve their knowledge as they age by disrupting routine, introducing distant knowledge, and facilitating socialization. I test the effectiveness of these mechanisms using 38 years (1970–2007) of data from the U.S. biotechnology industry, and find that hiring stimulates more change as organizations age, enabling them to renew their knowledge and counter the effects of obsolescence. Managerial summary: As organizations age, they become less responsive to the needs of their environment, resulting in a trend for them to become technologically obsolete. Little is known as to how they may reverse this trend and counter obsolescence. I provide evidence that hiring may be used to stimulate change to organizational knowledge and capabilities as they age by disrupting routine activity, introducing new‐to‐the‐firm knowledge, and inducing incumbent members to learn. Copyright © 2015 John Wiley & Sons, Ltd.  相似文献   

17.
    
This study examines influences on the level of corruption in countries from a strategic perspective. Corruption is one of the country‐level influences on market entry, investment, and other decisions fundamental to strategic management at the international level. The study examines the impact on corruption of change in levels of foreign direct investment (FDI). It uses the Corruption Perceptions Index (CPI) scores computed by Transparency International for 1999 and 2000. Results indicate that the more rapid the rate of change in FDI, the higher the level of corruption. Higher levels of perceived corruption are associated with each of two dimensions of national culture: uncertainty avoidance and masculinity. Research and managerial implications are also discussed. Copyright © 2004 John Wiley & Sons, Ltd.  相似文献   

18.
    
This study analyzes when different foreign investment location choices are value creating for firms at different stages of international expansion. I argue that because direct investment in developing countries is riskier than in advanced countries, shareholders may not value a firm's investment in developing countries until that firm has experience from previous international investments and capabilities to better manage and hedge the higher levels of risk and uncertainty. Using a panel of 191 U.S. manufacturing firms and their foreign investments over a 20‐year period (1981–2000), the empirical results show that firm investments in advanced and developing countries are valued differently by shareholders, depending on the firm's prior international expansion, the firm's capabilities and experiences, and the knowledge intensity of the firm's industry. These results highlight the importance of considering firm location decisions, prior experiences, and resources when analyzing. Copyright © 2006 John Wiley & Sons, Ltd.  相似文献   

19.
对外直接投资已成为经济全球化的一种重要经济现象。学者们对这种现象展开了广泛研究,形成了诸多理论。文章从微观、中观和宏观三个层次对西方对外直接投资理论进行了较为全面地梳理和评述,特别是基于实物期权视角的对外直接投资理论。  相似文献   

20.
    
This study uses learning theory to show how knowledge domains affect product extension decisions and how these product decisions change as firms age. Faced with the choice of new product‐markets, a firm might decide to introduce a similar product, by leveraging existing firm knowledge, or to experiment with a less familiar product, which requires new knowledge. Using data on new drug introductions in the US generic pharmaceutical industry, the analyses showed clear support for heterogeneous product‐market entry patterns across knowledge domains as the firm ages. Across time, the form of learning shifts from exploration to exploitation. Copyright © 2013 John Wiley & Sons, Ltd.  相似文献   

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