Competition, learning, and foreign entry strategy: A macro organization perspective

Abstract

Drawing on organization theory perspectives, this chapter investigates how multinational enterprises (MNEs) based in different home countries influence each other's foreign entry decisions. The proposition that the subsidiaries of multinationals from different countries constitute a reference environment and that this environment provides important information for potential new entrants was tested with panel data on foreign entries from 55 home countries into China from 1979 to 1995. The rate of new entries from a focal home country was found to correlate with the number of foreign subsidiaries already established by firms from other home countries with cultures similar to that of the focal home country. This was interpreted as reflecting transnational learning and competition. Uncertainty derived from home-host-country trade ties and cultural differences was shown to moderate this transnational mimetic learning.

Citation

Li, J. and Yu Yang, J. (2009), "Competition, learning, and foreign entry strategy: A macro organization perspective", Cheng, J.L.C., Maitland, E. and Nicholas, S. (Ed.) Managing, Subsidiary Dynamics: Headquarters Role, Capability Development, and China Strategy (Advances in International Management, Vol. 22), Emerald Group Publishing Limited, Leeds, pp. 219-240. https://doi.org/10.1108/S1571-5027(2009)0000022014