Foreign market entry mode of service firms: The case of U.S. MBA programs

While international expansion has become an important strategic imperative on the part of knowledge intensive service firms such as U.S. business schools, little empirical support is available on how these business schools enter foreign markets. If U.S. based business education programs are expected to prosper in light of the potential onslaught of international competition, expansion to overseas markets will be one of the most sought after options available. A poor choice in market entry strategy, or the lack of international market entry, can result in a negative impact on the educational institution. This research focuses on developing, measuring, and empirically testing a framework of key factors influencing international market entry mode choice of U.S. business schools by using primary data from faculty and administrators of U.S. Master of Business Administration (MBA) schools.     

Changing levels of intellectual property rights protection for global firms: A synopsis of recent U.S. and EU trade enforcement strategies

According to the International Anti-Counterfeiting Coalition (IACC), approximately $350 billion in counterfeit goods is traded annually in the world economy. Additionally, the European Commission of Taxation and Customs Union reported that 100 million fake items were seized in 2004, a 900% increase over a 4-year period. Recent trade initiatives, such as the U.S. Strategy Targeting Organized Piracy (STOP!) and the EU Intellectual Property Rights Enforcement Directive, target both organized pirates and consumers in effort to bolster the protection of intellectual property rights. Understanding these innovative trade initiatives will assist managers to better deal with anti-counterfeiting tactics.     

Managing multi-business firms: A comparison between Korean chaebols and diversified U.S. firms

We identify and examine the efficacy of organizational mechanisms through which diversified firms are effectively managed without loss of control. Building on the resource based view of business groups, we argue that business groups in emerging markets use these mechanisms more often and derive more benefits from the use of these mechanisms than the diversified U.S. firms. Empirical results based on samples from Korea and the U.S. show that structural mechanisms such as strategic control and contingency arrangements, do not affect divisional performance, whereas socio-cultural mechanisms, such as shared values and corporate-level training, have significant effect on divisional performance. We also find that Korean chaebols have leveraged socio-cultural mechanisms better than large U.S. firms, and thus, have an advantage in continuing to diversify.     

FDI entry mode choice of Chinese firms: A strategic behavior perspective

This study investigates the determinants of foreign direct investment (FDI) entry mode choice between a wholly owned subsidiary and a joint venture by Chinese firms that invest overseas. We argue that the FDI entry mode choice of a Chinese firm is primarily influenced by the variables related to the firm's strategic fit in host industry and its strategic intent of conducting FDI. Using survey data of a sample of 138 Chinese firms, the results suggest that a Chinese firm prefers wholly owned subsidiary entry mode when it adopts a global strategy, faces severe host industry competition, and emphasizes assets seeking purposes in its FDI. A joint venture is preferred when the firm is investing in a high growth host market.     

Organizational and environmental impact on the use of Japanese-style HRM policies in Japanese firms in the U.S.

This survey investigates the extent of Japanese-style HRM that is being adopted in Japanese-owned firms in the U.S. It focuses on organizational and environmental factors that influence the design and use of Japanese-style HRM policies in Japanese firms in the U.S. Preliminary results show that there is no single model of Japanese HRM in the U.S. Contextual factors in terms of firm size, firm age, firm type, union status firm location, corporate culture, and the degree of parent control all influence the use of Japanese-style HRM policies and practices in the U.S.© 1992 John Wiley & Sons, Inc.     

Mode of entry mode into a foreign market: the case of U.S. mutual funds in Canada

U.S. mutual fund companies offer funds in Canada through two channels: foreign direct investment or trade in advisement services. The total value of U.S.-controlled funds amounts to 18% of the Canadian equity fund market. This paper investigates how the fund-level and firm-level characteristics affect the channel used to enter the Canadian market. Empirical results indicate that the funds offered through FDI are not especially successful in the U.S. market but are associated with dominant companies, whereas the funds offered through trade in advisement services are highly successful in the U.S. market and are from companies with relatively few successful funds.     

A comparison of Japanese and U.S. firms completing initial public offerings

We set out to examine firms breaking into the top tier of for-profit companies in the U.S. and Japan to find differences across the two groups. To accomplish this, we conducted a questionnaire survey of companies that had recently undergone an initial public offering (IPO) in each country and compared them on characteristics frequently associated with new firms.As we expected, even when the different sizes of the two economies were taken into account, there were considerably fewer listings in Japan than in the U.S. One reason for this is that the listing requirements for young Japanese firms, although not stricter, are much more strictly enforced. Hence, fewer Japanese firms are able to list.Our results show that the Japanese firms were markedly different from their U.S. counterparts on several characteristics. They tended to be older and larger, which is consistent with more stringent listing requirements in Japan. They were also much more often led by their original founders. This is a surprising result given that the Japanese firms, being older, had longer to lose their founders. When a successor to the founder was president, it was much more often a relative of the founder than in the U.S. The Japanese founders rated themselves higher on relatively emotional characteristics, such as aggressiveness, paternalism, and charisma than did either the U.S. presidents or the Japanese nonfounder presidents.The Japanese firms relied solely on the president for decision-making prior to the IPO more often than the U.S. firms did. However, the Japanese firms also moved in greater numbers to group decision-making around the time of the IPO.The post-IPO investment strategies of the Japanese firms were characterized by a focus on new product development, an increase in R&D spending, and investment in the company's capital plant. In contrast, the U.S. firms reported more interest in exploiting their existing market and buying other companies, usually leaving R&D spending at its pre-IPO level.Overall, it is surprising that on many characteristics, the Japanese IPOs tended to fall more to the extreme associated with new companies than did the U.S. firms. They were dominated by founder influence, the founders were apparently highly emotional, their management style was initially autocratic, and their strategies targeted innovation and internal development as avenues to growth. This pattern is consistent with a prior hypothesis that the lack of structural support for new firms in Japan results in only the most extreme personalities pursuing and succeeding in company formation.For researchers, a significant implication of this research is that Japanese ventures may not behave according to the same rules as U.S. ventures. Research samples that fail to distinguish nationality may obscure cross-regional variations.For practitioners, the major lesson is that a Japanese venture is likely to be much different from one in the U.S. Dealing with one is probably even more unlike dealing with an established company than working with a U.S. start-up might be.     

A comparative analysis of the role of national culture on foreign market acquisitions by U.S. firms and firms from emerging countries

Do firms from emerging economies differ from U.S. firms in their foreign market acquisition strategies? A comparison of cross-border acquisitions by firms from the United States and 18 emerging countries shows that (1) firms from both the United States and emerging countries target countries that are culturally closer to their home countries, (2) a strong interaction effect occurs between market potential and cultural distance for emerging country firms as the market potential increases (i.e., at high market potential, firms from emerging economies are willing to overlook cultural distance), (3) no interaction effect occurs between market potential and cultural distance for U.S. firms, and (4) different cultural dimensions affect the market entry strategies of U.S. firms and firms from emerging countries.     

The impact of trade restrictions on U.S. apparel consumers

The loss incurred by U.S. apparel consumers in 1980 due to higher prices from tariffs and quotas was estimated. The price impact of tariffs was based on the ad valorem tariff rate while the price impact of quotas was based on estimated price differences between domestic and imported apparel at the same U.S. distribution level.Consumer losses in 1980 ranged from $10 billion to $12 billion depending on the price elasticity of demand for apparel and whether consumers or distributors received the scarcity rent generated by quotas. The increase in consumer expenditures due to higher prices accounted for the greatest proportion of consumer losses and ranged from 23% to 25% of total consumer expenditures for apparel depending on the allocation of the scarcity rent.While a reduction in trade restrictions would benefit consumers, such a reduction would also impose losses on firms and workers in the domestic apparel industry. However, there are other strategies for meeting competition from imports that would benefit producers as well as consumers.

---

Einfuhrbeschränkungen aus Konsumentensicht — das Beispiel des US-amerikanischen Kleidungsmarktes

Zusammenfassung Die hohen amerikanischen Bekleidungseinfuhren der letzten 25 Jahre sind eine Folge der hohen Arbeitsintensität der Bekleidungsproduktion, die Ländern mit niedrigem Lohnniveau einen komparativen Vorteil bietet. Schon seit längerem sollen Zölle und Einfuhrmengen-Beschränkungen die amerikanische Bekleidungsindustrie schützen.Der vorliegende Beitrag versucht, die Verluste zu schätzen, die bei amerikanischen Käufern von Bekleidung im Jahre 1980 durch diejenigen Preiserhöhungen entstanden sind, die auf Zölle und Mengenbeschränkungen zurückzuführen sind. Die Schätzung der Preiswirkungen der Zölle knüpft unmittelbar an deren Beträge an, während die Schätzung der Preiswirkung der Mengenbeschränkungen an Preisunterschiede zwischen vergleichbaren heimischen Bekleidungsgütern und importierten Bekleidungsgütern anknüpft.Die auf diese Weise geschätzten Verbraucherverluste für das Jahr 1980 liegen zwischen 10 und 12 Milliarden Dollar (je nach der Höhe der Preiselastizität der Bekleidungsgüter-Nachfrage). Preisbedingte Ausgabenerhöhungen machen den größten Teil der Verbraucherverluste aus (ca. 23 bis 25% der gesamten Verbrauchsausgaben für Bekleidung).Die Analyse ist auf preisbedingte Verbraucherverluste beschränkt. Mögliche Einschränkungen der Wahlmöglichkeit durch Einfuhrbeschränkungen werden nicht erfaßt. Beispielsweise können Einfuhrmengen-Beschränkungen das Qualitätsspektrum der importierten Güter beeinflussen und zu einer Substitution besserer und teurerer Güter durch schlechtere Güter führen. Die Vernachlässigung solcher Wirkungen bedeutet, daß die im vorliegenden Beitrag quantifizierten Verbraucherverluste durch Einfuhrbeschränkungen unterschätzt sein dürften.Einerseits würde die Aufhebung von Einfuhrbeschränkungen den Verbrauchern nützen, andererseits würde sie jedoch der amerikanischen Bekleidungsindustrie Schaden bringen und zu Unternehmensschließungen und zu Arbeitslosigkeit führen. Strategien, um dem ausländischen Wettbewerb wirkungsvoll zu begegnen, liegen im Bereich neuer Produktionstechnologien, verbessertem Einsatz des Marketinginstrumentariums und vor allem im Bereich der Produktqualität. Solche Strategien würden sowohl der Industrie als auch den Konsumenten nützen, sie werden jedoch so lange unterdrückt, wie Handelsbeschränkungen auf anderem Wege einen Schutz gegen die Importkonkurrenz bieten.Das Beispiel zeigt die Divergenz von Produzenten- und Konsumenteninteressen bei Fragen des internationalen Handels. Diese Divergenz sollte für die Verbraucheraufklärung Anstoß sein, Konsumenten und ihre Organisationen auf die Vorteile des freien Handels aufmerksam zu machen, so daß sie ihren politischen Willen ebenso wirkungsvoll vorbringen wie Produzenten oder Arbeitnehmer.This paper is Scientific Article Number A-3731, Contribution Number 6707 of the Maryland Agricultural Experiment Station.

---

---

Rachel Dardis is a Professor, and Katherine Cooke a Graduate Student, at the Department of Textiles and Consumer Economics, University of Maryland, College Park, MD 20742, U.S.A.     

The children's wear consumer: an investigation of store patronage patterns in the U.S.A.

With a 1991 sales volume of over 820 billion. and recent annual sales increases ranging from 3 to 7%. understanding the patronage patterns of the children's wear consumer is becoming increasingly important to apparel retailers. This study. using responses from 953 midwestern households, analysed differences between shoppers and non-shoppers of seven different types of retail institution: discount store, mass merchandiser, department store, specially store. factory outlet, catalogue order, and used clothing store. Results from t-tests and logistic regression indicated that appearance. performance and functional factors. as well as marital status, education and income are important determinants of store choice. The results suggest the importance of recognizing the benefits sought by consumers when devising marketing strategies targeted towards the children's wear consumer.     

The impact of U.S. devaluations on the stock prices of multinational corporations

In recent years, multinational corporations (MNCs) have faced several currency realignments including the U.S. dollar devaluations, and the revaluations of the Japanese yen and German mark. These adjustments precipitate defensive measures such as hedging by MNCs. While the strategies and tactics of such firms in adapting to currency realignments have received increasing attention in the literature [4,5,6,7,8], the question of how the stock prices of MNCs react largely has been ignored. This question is important both from the investors' viewpoint of investment timing and from the viewpoint of MNCs' managers relative to their abilities to use outside financing before and after realignment, as well as to the proper timing of such financing.This article investigates the behavior of stock prices of multinational corporations during two U.S. devaluations. Also, a model is presented which isolates the international component of the MNC's stock prices from its domestic component.     

The Retail Travels of the U.S. Greenback: A Comparative Study of Currency Substitution Along the U.S.-Canadian and U.S.-Mexican Borders

This currency substitution study explores the extent of retail firm-level U.S. dollar acceptance in Canada and Mexico. Employing a stratified random sampling approach of retail business in the border region, results demonstrate that all Mexican firms (N = 300/300) and nearly all Canadian (N = 257/261) firms accept the U.S. dollar in retail transactions. Of greater interest is the difference between firms in the two countries in how acceptance of the U.S. dollar is operationalized. On average, U.S. dollar sales of Canadian border firms comprise just 3.4% of total sales whereas U.S. dollar sales of Mexican firms encompass 23.7% of total sales. Our results also indicate a stark contrast as to the effective exchange rate for U.S. dollar acceptance— Canadian firms typically charge a premium (2.1% on average) while 69.3% of Mexican firms transacted business at a discount (?0.8% on average). Additional analyses further refine the currency substitution distinctions between Canadian and Mexican firms in the sample including a logistical regression which reveals significant differences as to firm-level predictors of U.S. dollar acceptance (whether at a discount or premium).     

For your eyes only: U.S. technology companies,sovereign states,and the battle over data protection

Who owns an individual's electronic communications data, who should have access to it, and what can be done with it? The battle of privacy versus security is currently raging between U.S. technology companies and national security forces. U.S. technology companies are adopting corporate foreign policies to respond to sovereign states’ efforts to access customer data, which could change and possibly even destroy their business models. This article discusses the struggles faced by these companies and the policies influencing the possible outcome, as will be determined in the European Union within the next few years.     

A study of the impact of owner's mode of entry on venture performance and management patterns

This study examines if firm performance and the associated patterns of management vary with the owner-manager's mode of entry into the firm in owner-started (OS), buyout (BO), and family firms (FF). Prior research suggests that these three types of firms differ on certain managerial characteristics but has not examined the role of the owner-manager's mode of entry in determining firm performance on the one hand and its influence on the firm's management pattern on the other.We collected data from 345 firms, employing four to 99 employees, operating in four northeastern states. Self-reported return on assets (ROA), annual sales, business strengths, competitive strategies, and management practices were compared for OS, BO, and FF firms. Performance was found to vary with owner's mode of entry. The 227 OS firms' average ROA was significantly higher than that of the 61 family firms and the 57 BO firms. Successful start-up owners may have enjoyed greater profits because they assumed greater risk compared to those who opted to buy an existing venture or took over a family firm. Annual sales were highest for FFs, second for OS firms, and the lowest for BOs. In terms of management patterns, owner-started firms rated themselves significantly higher on business strengths and tended to have higher self-ratings for competitive strategies and operations strengths than did FFs or BOs. All of these differences were significant after controlling for the age and size differences among the firms, indicating that mode of entry did directly impact performance as well as the management patterns.Examining the impact of mode of entry versus management patterns on venture performance, we found that while the OS mode of entry was associated with greater ROA, this was primarily due to the different management patterns adopted by the OSs. Looking at annual sales, the FF mode of entry was associated with higher sales, and this was independent of the types of management patterns adopted by the firms. A priori, BOs would appear to be in a better position to achieve superior performance, but this was not so in this sample.Further analysis revealed different paths to profitability for the three entry modes. For OS firms, high ROA was associated with operating in the service and retail sectors, developing a broad range of business strengths, and offering competitively priced but higher quality customized products. For OSs, ROA was also enhanced by using informal and personalized management practices. Sales performance was greatest when OSs employed trained staff for functions such as budgeting and sales. For FFs, ROA was enhanced by broad-ranging strengths, but it was hurt by price and quality competitiveness—mainly because on average, their lower prices were not supported by a competitive cost of goods. Sales performance was greatest when FFs had owner-managers with extensive industry experience, were conservative in adding workers, emphasized product customization, relied on written reports, but avoided long-range operations planning. Management patterns of BOs were not related to their ROA, but their annual sales were marginally higher when the acquiring owners had extensive industry background and employed a large workforce.Thus, this study confirms our hypotheses that performance and management patterns vary across mode of entry as does the effectiveness of strategic management patterns. Further, our findings concurred with previous studies which suggested that sales performance and profitability were likely to be influenced by different management actions. This study demonstrates that owner's mode of entry is an important explanatory variable for variations in performance as well as management patterns. Venture CEOs need to recognize that different management approaches may be needed for success depending upon whether they founded, purchased, or inherited their firms.     

Foreign market entry mode in the hotel industry: The impact of country- and firm-specific factors

One of the key decisions in the internationalisation process of hotel firms is the choice of the entry mode into a foreign country. Many different factors influence this strategic decision. From a sample of 127 entries carried out by Spanish hotel firms between 2001 and 2003, this study provides new empirical evidence that cultural distance reduces the likelihood of choosing equity entry modes, while firm profitability and internal financial funds availability favour the assumption of greater commitment in the international expansion process.     

Bargaining with the gringos: An exploratory study of negotiations between Mexican and U.S. firms

This study examines the nature of negotiations between Mexican and U.S. business people. It was learned that U.S. negotiators tend to be more structured, less flexible, more direct, more focused on the specific terms of the agreement, and possibly more assertive than their Mexican counterparts. Factor analysis revealed five factors related to the success of negotiations between Mexican and U.S. business people: attributes of communication, knowledge, good faith in arranging countertrades, delivery requirements, and personal relationships. Communication problems appear to have a more important impact on successful negotiations than do the technical or financial aspects of the negotiation. Contexting and reciprocity are related themes that need to be given more attention if negotiations between Mexican and US. business people are to improve. © 1995 John Wiley & Sons, Inc.     

Technical performance and firm size: Analysis of patents and publications of U.S. firms

This study focuses on the scientific output of firms of different sizes in different industries in the U.S. Both patents, and papers and publications are used as measures of technical output. Data from two samples of firms, one consisting of 225 large firms (annual sales at least $250 million and minimum annual R&D budget of $1 million) and the other consisting of 248 small and medium sized firms (annual sales between $10 to $200 million and annual R&D budget at least $10 thousand) have been presented here. The study shows that determinants of R&D expenditure are different in firms of different sizes. For the large firms, R&D expenditure depends on net income as well as its size, measured in terms of annual sales. For small size firms, R&D expenditure is closely related with sales, rather than the net income. For large firms, R&D expenditure is related to both sales and income, the latter being more important than the former. The two output measures, patents and papers are correlated, but the correlation is not a very strong one for small firms. Patent and papers are correlated significantly with both R&D expenditure as well as annual sales. The firm's growth is not linked with patents. On the contrary, there is a negative relationship between patent and R&D growth and patent and income growth in the case of small firms. Papers are not linked with growth variables for small firms. Finally, this study confirms the hypothesis that small firms are more productive in innovation than the large firms. Small firms are more efficient than their larger competitors in terms of patents and papers per million dollars of R&D expenditure.