Assessing the Competitiveness of Chinese Multinational Enterprises Development: Evidence From Electronics Sector

Abstract

Multinational enterprises (MNEs) are key drivers of globalization. The study investigated the performance of leading Chinese electronics MNEs, Huawei, Lenovo, and Haier, and made a comparison between Chinese electronics MNEs and American electronics MNEs along with their specifications in terms of globalization by using Asmussen’s model, Petersen’s model, Rugman’s firm-specific and country-specific advantage (FSA-CSA) matrix, and the Porter’s diamond model. Findings revealed that only Huawei is the truly global company at present; nevertheless, Lenovo and Haier are both on the right track, reaching the same status as Huawei. These firms can successfully utilize their country-specific advantages by capitalizing on China’s external partnerships and existing trade agreements. Chinese projects seem to be able to provide Chinese MNEs with the ability to maximize their opportunity to seek growth externally and enter the global market. An examination of MNE practices facilitated by American and Chinese firms imparts relevant commonalities but differences in operational practices. Small enterprises can follow the process and strategy, while policymakers will receive a suggestion to implicate an industrial-friendly policy.

Combined Effects of Drivers and Impact of Customer Satisfaction on Brand Loyalty: The Contingent Effect of Social Trust

“…Moreover, a six-item scale was used to measure brand loyalty (Sunaryo, 2019) and further conceptualized into three dimensions such as behavioral, affective, and cognitive loyalty. Regarding the social trust, standard survey question was asked in this study to measure the individuals' trustworthiness about society around them (Javed et al, 2018;Newton, 2001;Rashidin, Javed, Chen, & Jian, 2020). The question stated, "By and large, are you of the opinion that you can trust majority of the people or you can't be so cautious while making a deal with the people?"…”

Using Porter’s Diamond Model to Assess the Competitiveness of Taiwan’s Solar Photovoltaic Industry

“…In summary, the diamond model is a comprehensive analytical method focusing on holistic competitive advantages that rely on integrating basic and associated factors (Castro-Gonzáles et al, 2016;Chung, 2016;Fang et al, 2018;Irfan, Zhao, Ahmad, & Mukeshimana, 2019a;Rashidin et al, 2020;Z. Y. Zhao et al, 2011).…”

فـــاعلیة استراتیجیات تدویل العلامة التجاریة فی تعزیز میزتها التنافسیة

“…Even if there are variables: the extent of confidence in the content, the experience resulting from direct dealing, and knowledge of the country of origin; various effects on the strength and severity of this relationship referred to. (Halemba-Pawlik & Czarnecka, 2017, 245;Rust, et al, 2004, 112-113) ‫أو‬ ‫األصالة‬ ‫صفة‬ ‫ذلك‬ ‫مثال‬ ‫االخري‬ ‫الصفات‬ ‫من‬ ‫وغيرها‬ ‫التطور،‬ ‫أو‬ ‫المصداقية‬ ‫أو‬ ‫القوة‬ (Torelli, et al, 2012, 94) ‫متعددة‬ ‫الشركات‬ ‫تطمح‬ ‫التي‬ ‫الصفات‬ ‫أهم‬ ‫أحد‬ ‫الدولي‬ ‫االنتشار‬ ‫صفة‬ ‫وتعد‬ ‫الجنسيات‬ ‫بها‬ ‫تحظي‬ ‫تجارية‬ ‫عالمات‬ ‫امتالك‬ ‫إلى‬ (Chabowski, et al, 2013, 622 (Rashidin, et al, 2020, 3) ‫اختالف‬ ‫ورغم‬ ‫هذه‬ ‫متعددة‬ ‫الشركات‬ ‫الجنسيات‬ ‫في‬ ‫عدد‬ ‫الدول‬ ‫التي‬ ‫المجاالت‬ ‫وطبيعة‬ ‫تعمل‬ ‫بها‬ (Loku & Loku, 2016, 75;Rashidin, et al, 2020, 3) ‫تسعي‬ ‫جميعا‬ ‫أنها‬ ‫إال‬ ، ‫جاهدة‬ -‫ألس‬ ‫استهدافها‬ ‫بحكم‬ ‫التنافسية‬ ‫ميزتها‬ ‫تعزيز‬ ‫في‬ ‫ورغبتها‬ ‫أجنبية‬ ‫دول‬ ‫واق‬ -‫المنشأ‬ ‫لبلد‬ ‫الجغرافية‬ ‫الحدود‬ ‫خارج‬ ‫التجارية‬ ‫عالماتها‬ ‫نشر‬ ‫هدف‬ ‫تحقيق‬ ‫إلى‬ (He, et al, 2019, 2;Rashidin, et al, 2020 (Plakoyiannaki, 2014,200;Fraccastoro, et al, 2018, 4310 (Wade, et al, 2018, 139-153) ‫هما:‬ ‫التجارية،‬ ‫العالمة‬ ‫واستراتيجية‬ ‫المنشأ"،‬ ‫بلد‬ ‫عن‬ ‫اإلفصاح‬ ‫"عدم‬ ‫استراتيجية‬ ‫المحلية"‬ ‫الهوية‬ ‫مالمح‬ ‫"طمس‬ (Passos, et al, 2018, 19-27 (Passos, et al, 2018, 19-27 (Ramamurti, 2009a, 10;Ramamurti, 2009b, 420) ‫للمنظمة‬ ‫الوطنية‬ ‫غير‬ ‫المعامالت‬ ‫لكافة‬ ً ‫أساسا‬ ‫تصبح‬ ‫التي‬ (Meyer, et al, 2019, 333 (Passos, et al, 2018, 19-27;Levitskaya, 2016) ‫أشار‬ 'Neill & Xiao, 2006, 211-212;Xia, et al, 2019, 81;Lina, et al, 2020, 2- ‫و‬ "Google" ‫و‬ "Uber" ‫و‬ "Siemens" ‫و‬ "Facebook" ‫و‬ "Mazars" )*(https://www.gfmag.com/global-data/economic-data/largest-companies https://www.statista.com/statistics/263264/top-companies-in-the-world-by-market-value/ https://www.jntufastresult.com/list-mnc-companies-world/ https://senat.me/en/worlds-10-biggest-multinational-corporations/ https://ceoworld.biz/2019/06/28/the-top-100-best-performing-companies-in-the-world-2019/ https://www.toppr.com/guides/business-environment/scales-of-business/multinational-corporationsmnc/ ‫و‬ "Fedex" ‫و‬ "Aramex" ‫و‬ "HSBC Holdings" ‫و‬ "Amazon" ‫شركات‬ ‫وعشر‬ ، ‫واألجهزة‬ ‫الغذائية،‬ ‫السلع‬ ‫مثل:‬ ‫إنتاجية)،‬ ‫(شركات‬ ‫المختلفة‬ ‫السلع‬ ‫إنتاج‬ ‫مجال‬ ‫في‬ ‫تعمل‬ ‫هذه‬ ‫وتمثلت‬ ‫والدوائية،‬ ‫الكيميائية‬ ‫والمستحضرات‬ ‫والميكانيكية،‬ ‫اإللكترونية‬ ‫والمعدات‬ ‫في:‬ ...…”