A large number of studies have attempted to identify factors that are correlated with exporting success. However, much controversy exists about the key determinants of export performance and their relative itnpottance. A major reason for this lack of consensus is the absetice of a unified measure for capturing export performance. In this study, an attempt is tnade to develop a generalized export performance tneasure. the EXPEHE scale, that can be applied to tmdtiple coutitries. Results frotn a suii^ey of top executives of U.S. and Japanese exporters support a three-dimensional scale for tneasuring export performance. The three ditnensiotis ofthe export performance (EXPEHE) scale are financial export perfortnance. strategic export performance, and satisfaction with export vetiture. Implications ofthe study for further research and managerial practice are also discussed.

A large scale survey of top US and Japanese executives is conducted in order to assess the power of transaction cost economics (TCE) in explaining a firm's choice of entry mode (e.g., joint venture vs. full ownership) when it enters a foreign market. Results suggest that several TCE tenets are useful in explaining US firms' choice of entry mode. However, TCE predictions were not supported by the entry mode choices of Japanese firms. Implications of these findings for researchers and managers are discussed. (B 1998 John Wiley

No abstract

While much prior research has focused on Japanese multi-national corporations' (MNC) 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, 8 factors are identified in the study. The findings indicate that 5 of the 8 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 MNC's entry mode choice and that bargaining power theory is of value in predicting the entry mode choices of Japanese MNCs.2

The process of doing business in The People′s Republic of China can be understood better and improved through a conceptual model that identifies and explains critical elements of their culture. An attempt is made to fill a gap in previous work by integrating anthropological and political theory, pertinent literature, and experience in the Chinese context. The model reveals the importance of understanding how communication occurs cross‐culturally through language, material objects, and non‐verbal behaviour. The critical role of interpersonal relationships in China is discussed, highlighting the important factors of guanxi, face, group orientation, and deference to age and authority. The final element of the cultural framework is the pervasive influence of the Communist Party. A number of implications are offered for Western business practitioners.