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In order to achieve success, managers need to understand the strategic issues in Asia. Strategy for Success in Asiacovers areas from the uniqueness of Asia like its economic and cultural diversity to the roles of governments and the importance of alliances. One of the first books to offer a perspective effective company strategy and how local and multinational companies can achieve strategic success in Asia. This important book is for anyone who has a stake in Asia or has plans to do business in it.

In a study of a sample of 2,705 international plant location decisions by listed Japanese multinational corporations across a possible set of 155 countries in the 1990-1996 period, we use neoinstitutional theory and research on political institutions to explain organizational entry into new geographic markets. We extend neoinstitutional theory's proposition that prior decisions and actions by other organizations provide legitimization and information to a decision marked by uncertainty, showing that this effect holds when the uncertainty comes from a firm's lack of experience in a market but not when the uncertainty derives from the structure of a market's policymaking apparatus.

AbstractThis study examines longitudinal aspects of Japanese foreign direct investment in Canada. In looking at the longitudinal aspects, the focus was on a descriptive analysis of entry and exit rates and on an econometric analysis of the determinants of subsidiary survival and exit. In these analyses, we find that exit rates are related to subsidiary‐level variables such as business size, expatriate employment levels, equity‐ownership levels, and entry mode. The sector and region in which the investments are made is also related to subsidiary survival, with manufacturing‐sector subsidiaries located in Ontario being the least likely to exit. The results of our study suggest that region and industry interact, both to draw investment to a region and to influence the likeli‐hood of survival of foreign‐owned businesses. Further‐more, the focus on regional issues for Canada shows that even within a small open economy, subnational (interprovincial) variance can have important effects on the characteristics and performance of foreign direct investment.RésuméLa présente étude porte sur l'évolution des investissements directs japonais à l'étranger, réalisés au Canada. De façon plus précise, cette recherche s'intéresse, sur une base longitudinale, à l'analyse descriptive des taux d'entrée et de sortie ainsi qu'à l'analyse économétrique des facteurs expliquant la survie ou la sortie de filiales japonaises. A la lumière de ces analyses, il ressort que les taux de sortie sont influencés par certaines caractéristiques des filiales telles que la taille, la proportion d'expatriés, la part du capital‐action et le mode d'entrée. Le secteur et la région où l'investissement s'effectue influencent également les chances de survie d'une filiale; la probabilité la plus faible de quitter le pays appartiendrait aux filiales manufacturières situées en Ontario. Les résultats de l'étude suggèrent que la région et l'industrie interagissent de façon à attirer les investissements dans une région donnée et à influencer les chances de survie de compagnies appartenant à des intérěts étrangers. Ces résultats sur les disparités régionales du Canada suggèrent que, měme à l'intérieur d'une économie de marché restreinte, la variance sous‐nationale (ou interprovinciale) peut avoir d'importantes répercussions sur les caractéristiques et la performance des investissements directs à l'étranger.

In the years preceding the COVID-19 pandemic, the decades-long, pan-continental globalization consensus was being questioned. In our view, the pandemic has accelerated the rate at which the globalization consensus is being defied. To better understand the implications of this defiance, we turn to research on people, organizations and international competition to see whether this defiance weakens the cohesion needed to keep globalization moving apace. People and organizations create cohesive forces that can link and constrain the differences that are encountered when people and organizations move across international borders. Meanwhile, the nature of international competition, particularly as connected to the level of active involvement by state actors, can lead to fractures that reduce cohesion across polities and societies.

We examine the conditions that can facilitate or hinder the effectiveness with which a new entrant learns from the failures of prior entrants by analyzing the experiences of 822 Japanese subsidiaries in China founded between 1979 and 2000. Our conceptual arguments and empirical findings demonstrate that learning from the failure experiences of prior entrants increases a new entrant's survival chances when entering China. Further, we find that the value of this learning is less effective when there is a greater level of heterogeneity in the causes of these failures. However, this learning is more effective when a new entrant's parent firm has ownership ties with investors who had ventures that failed previously in China.