跨国公司竞争优势的识别

本论文在研究和借鉴现有跨国公司理论和竞争优势理论的基础上，提出了地跨国公司竞争优势进行分层识别的思想，即从跨国公司参与母国、东道国和第三国市场竞争的角度出发，分别研究跨国公司在最终产品竞争市场的竞争优势以及影响这些最终竞争优势的跨国公司特定竞争优势因素。     

日本跨国公司对华直接投资的动机与区位因素分析

基于一项对230家日本在华投资母公司的问卷调查,本文对日本跨国公司对华直接投资的动机和区位因素进行了实证分析。根据因子分析,日本跨国公司对华直接投资的动机可以归纳为市场寻求动机、资源转移动机和竞争压力动机;影响日本跨国公司对华直接投资的区位因素可以归纳为宏观环境因素、政府效率因素、法律法规因素、激励因素、服务因素和投入成本因素。     

跨国公司在中国的竞争优势:一种基于资源的分析方法

本文运用企业战略管理的资源理论探讨了跨国公司经营与管理中基本能力、关键绩效与关键资源三者之间的关系,由此得出跨国公司在中国的竞争优势表现在技术、管理、成本及区位选择等各个方面。而中国大企业要缩短与知名跨国公司的差距,除了实行政府的政策扶持与市场推动相结合,还必须转变自身的经营方式和建立科学合理的内部管理机制,并处理好多元化经营与专业化经营的关系,从而取得国际竞争优势。     

服务业跨国公司激励机制的目标选择与实现路径

本文结合我国服务业跨国公司的发展历程与激励模式,对服务业跨国公司激励机制可能的目标选择进行了深入的思考.通过解释联合产权制度与公司激励机制的理论联系,笔者指出＂联合产权式＂激励机制有利于跨国公司所有权优势（ownetsllip advantagc）,内部化优势（intemal advantage）和当地化优势（location advantage）的发挥,具备理论前沿性和实践可行性,我国服务业跨国公司应以此范式作为激励机制改革的目标,以促进我国服务业跨国公司的发展并保障其能够更好地参与国际生产.     

跨国公司对空间区位的选择分析

本文分析了跨国公司对空间区位选择的原因,以及跨国公司区位选择的生产类型,认为由于要素变化及模块化生产方式、价值链分解等使得跨国公司出现空间分离,跨国公司对投资区位的选择主要取决于区位比较优势。文章强调,对发展中国家而言,要从区位优势出发,加强产业集聚,深化模块化分工网络,提高区域竞争力。     

从竞争优势到竞争优势群

在当今的超强竞争时代,环境的动态性日益成为影响企业竞争成败的关键因素,从动态的角度分析竞争优势成为当务之急。本文从动态的角度构建了竞争优势群分析框架,对竞争优势的维持、增强、权衡和更新等问题进行了研究。     

知识型企业可持续竞争优势的形成机理分析

建立了知识型企业可持续竞争优势的形成机理模型,分别从产生、跃迁和形成路径3个维度来分析其关键影响因素以及各个因素之间的内在联系,在整合竞争优势理论的基础上分析了知识型企业的可持续竞争优势的形成机理.     

苏州工业园区产业集群分析

外商直接投资理论强调跨国公司的垄断优势和东道国的区位优势决定外商直接投资的区位分布,跨国公司的定位决策取决于因产业地理集群所形成的竞争优势。苏州工业园区是中国外向型经济发展模式最具典型代表,本文将通过对区内产业集群分析的分析得出苏州工业园区发展的成果与不足。     

创造竞争优势

<正> “竞争优势”就是企业在行业内处于领先地位,并获得超额利润的能力。任何希望获得竞争优势的企业跟其它竞争对手相比,必须能为顾客创造更多的价值。 简单说,“竞争优势”是建立在能出色地提供三种“顾客价值”中的一种或更多的基础之上的。顾客希望其所需要的商品或服务更好、更便宜和提供的速度更快。与此相对应的三种“竞争优势”分别为差别化、低成本领导和快速反应。同时,由于企业是在政府所管辖的大环境中经营的,所以企业必须关心自身与政府的关系,这个问题对跨国公司     

孙子与波特的竞争思想比较

本文采用比较分析法，对孙子与波特的竞争思想进行了比较，包括竞争战略、竞争优势的影响因素以及竞争优势的来源等，为企业制定竞争战略、获取和保持竞争优势提供借鉴。     

Institutional distance and ownership in foreign acquisitions

In this study, we take a balanced view on cross-border distances and argue that there are both costs and benefits when multinational companies (MNCs) operate in distant environments. When conducting cross border acquisitions (CBAs), MNCs attempt to minimize the costs while also maximizing the benefits offered by institutionally distant host countries. MNCs do so by sharing the equity ownership with the local partners who help MNCs navigate the local environment and derive location-specific advantages. We also propose that the effect of institutional distance is directional such that firms are more likely to opt for shared ownership when the target is located in a country with less developed institutions than in a country with more developed institutions. Further, firm-specific and context-specific factors impact the costs and benefits of operating in distant countries and condition the relationship between institutional distance and the likelihood of a firm opting for shared ownership in CBAs. We test our arguments on a sample of 37,588 CBAs involving 52 home and 54 host countries over 17 years (1996–2013).     

Factors affecting the change of top executive nationality in MNCs’ foreign affiliates in Japan

Using archival data published in 2003 and 2007, we investigated factors that influence the change of nationality of the most senior executives in foreign affiliates of MNCs operating in Japan. Our results show that as the length of operation in Japan increased, the likelihood of a non-Japanese top executive in the affiliate being replaced by a Japanese one, was higher than that of a Japanese top executive being replaced by a non-Japanese one. We also found that when an affiliate had a Japanese top executive at time one, it was more likely that a non-Japanese executive replaced the Japanese one if the affiliate’s foreign ownership ratio increased at time two. In addition, there were notable differences between affiliates of Asian, North American and European MNCs in top executive staffing patterns of Japanese affiliates. Implications from this study and future research directions are discussed herein.     

Subnational FDI Legitimacy and Foreign Subsidiary Survival

We examine how organizational ecology and the strategic choice perspective can be combined to provide more contextualized insights into how multinational corporations (MNCs) can better counter environmental pressures with evolving subnational FDI legitimacy and improve the survival likelihood of their subsidiaries. We consider three organizational identity-based strategic choices, i.e., country-of-origin (COO) agglomeration, expatriate staffing level and subsidiary ownership level. We hypothesize a U-shaped relationship between FDI legitimacy and subsidiary mortality, and that this relationship will be moderated by the level of COO agglomeration at a subnational level. We also hypothesize that with improving FDI legitimacy, the use of higher levels of expatriates and ownership will jeopardize the survival of larger subsidiaries. A longitudinal dataset (2001–2016) for 3025 subsidiaries formed by 1147 Japanese MNCs in China was used in hypothesis testing. Results largely supported our hypotheses. We discuss how an identity-centered approach can contribute to theory and practice.     

制度环境、公司治理对企业竞争优势的影响研究——基于中国上市公司的经验证据

如何通过外部制度和内部制度的安排延续企业的竞争优势,是制度变迁背景下中国企业面临的核心问题.本文以2002年-2005年的中国上市公司为样本,基于国内地区差距,实证分析了制度环境和公司治理时企业竞争优势的影响.回归结果发现,政府支持市场化程度、经济法律环境水平、股权集中度、股权竞争度、董事会独立性、专业委员会设置程度以及股东参与决策程度与企业竞争优势显著正相关.研究结果表明,好的制度环境与有效的公司治理能提高企业的竞争优势;企业持续竞争优势的源泉应包含以政府为主体的宏观层次的制度竞争和以企业为主体的微观层次的公司治理竞争.     

Modelling Russian outward FDI

Among emerging economies, the Russian Federation is the second largest outward investor, surpassed only by Hong Kong (China) but ahead of Brazil, China and India. This article analyses the main patterns of Russian outward foreign direct investment (OFDI), including its dynamics and geographical destinations. It also highlights the changing strategies of outward investing Russian firms: in the early 1990s, they were mostly privately-owned transnational corporations (TNCs), seeking ‘safety nests’ abroad to protect themselves from domestic uncertainty; these days, state-owned or -influenced TNCs dominate Russian capital exports, motivated by a desire to control the value chain of their products. There are, however, characteristics common to both periods, such as the predominance of natural resource-based firms among the largest Russian TNCs. Using those characteristics as a basis, the paper attempts to model formally Russian outward FDI. It tests the extent to which the mainstream theory (ownership and locational advantages) is applicable to the Russian context, as well as the role played by specific factors such as state ownership. Home-country factors seem to play a particularly important role in shaping Russian outward FDI. As for the motivations of FDI, in the CIS and developing countries, Russian TNCs seem to aim at controlling upstream natural resources, while in high-income countries they aim at controlling downstream markets.     

Creating an organizational culture of innovation: case studies of Japanese multinational companies in Thailand

The purpose of this study is to examine the predominant factors that lead to being an innovative organization from the employees’ perspective in Japanese multinational companies (MNCs) in Thailand. The study employed qualitative case study approach utilizing semi-structured interviews and a focus group, and involved nine participants from five different Japanese MNCs operating in Thailand. The study found that learning and development, participative decision-making, communication and tolerance towards conflict and risks, kaizen (continuous improvement) and leadership were the main factors in promoting innovation in organizations.     

建立“世界级企业”：优势、路径与战略选择

针对中国企业提高国际竞争力的问题,运用"世界级企业"的概念和企业国际化战略的相关理论,分析中国企业建立国际竞争优势的战略实践,提出中国发展世界级企业的必要性,阐述了中国企业成为"世界级企业"所具有的国家特有优势和需要建立的企业特有优势,指出了成为"世界级企业"的路径与战略选择。"世界级企业"概念的提出及其对相关问题的阐述,不仅为中国企业构建国际竞争优势提供思路和借鉴,而且也是对中国特色的国际化战略理论的深化和发展。     

The Management of Information and Managers in Subsidiaries of Multinational Corporations

A key challenge facing multinational corporations (MNCs) is how to encourage the development of firm specific advantages throughout the network of subsidiaries while maintaining global coherence. As a result, a critical task for top managers in the MNC is to structure the relationship between headquarters and subsidiaries. Thus, headquarters' control of subsidiary behaviour and performance becomes a central integrating function in the MNC. We examine first the relationship between the nationality of the MNC headquarters and its information management, namely the key performance metrics utilized by the parent to evaluate subsidiary performance. Second, we investigate the relationship between the MNC nationality and its management of managers, specifically, the transfer of parent company nationals and corporate acculturation. These questions are investigated in a study of MNC subsidiaries located in Australia, Ireland and Singapore. Our data provide strong evidence that MNCs of all nationalities place the greatest emphasis on financial metrics compared to other performance metrics. Moreover, there are differences in the degree of emphasis on performance metrics across MNC nationality. We found that Japanese and German MNCs place significantly less emphasis on financial measures than US and UK MNCs. Our hypotheses relating to the management of managers were also supported by the data. In comparison with all other MNC nationalities, Japanese MNCs place greater emphasis on the transfer of Japanese managers to overseas subsidiaries and less emphasis on corporate acculturation. While some researchers have argued that management control has become more isomorphic as a result of globalization, our results show that companies from different nationalities diverge in their practices.     

Intra-firm Subsidiary Grouping and MNC Subsidiary Performance in China

Many multinational corporations (MNCs) operate multiple subsidiaries in a foreign country. Drawing upon literature of organizational network and business group, we hypothesize that the number of subsidiaries of an MNC has an impact on subsidiary financial performance in China. We further hypothesized two moderating effects, namely subsidiary's country of origin and subsidiary size. The results show that subsidiary grouping effect is more salient for subsidiaries from Japan and South Korea, and that larger subsidiaries are less affected by the subsidiary grouping effect. Our empirical results were based on a sample of 40,315 MNC subsidiaries in China. The findings underscore the importance of group-based competitive advantages of MNC subsidiaries in international business.