Document Type
Article
Publication Date
2000
Publication Title
International Marketing Review
First Page
146
Last Page
163
DOI
http://dx.doi.org/10.1108/02651330010322624
Abstract
While much prior research has focused on Japanese multi‐national corporations’ (MNCs) marketing strategies, little is known about the factors that influence Japanese MNCs’ foreign market entry mode choice. In this study, a survey of Japanese MNCs is conducted in order to assess the factors that are the most influential in the foreign market entry decisions of Japanese MNCs. Using bargaining power theory, eight factors are identified in the study. The findings indicate that five of the eight factors (stake of the host country, need for local contribution, riskiness of the host country, resource commitment, and host government restrictions) are significant predictors of Japanese MNCs’ entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.
Rights
'This article is © Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.'
Recommended Citation
Taylor, Charles R.; Zou, Shaoming; and Osland, Gregory E., "Foreign Market Entry Strategies of Japanese MNCs" (2000). Scholarship and Professional Work - Business. 243.
https://digitalcommons.butler.edu/cob_papers/243
Included in
Business Administration, Management, and Operations Commons, International Business Commons, Marketing Commons
