The strategic decisions and success factors of the global integration-local responsiveness of Japanese MNCs in China

Mao, Yunshi; Wang, Jiancheng

doi:10.1007/s11782-007-0005-0

Cited by 4 publications

(2 citation statements)

References 19 publications

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“…It was shown that intervention in R&D, investment in machines, and market introduction positively affect innovations. The success factors of China's innovation through global integration are represented by manufacturing know-how, consumables purchases, financial strength, investment experience, and retail technologies and networks; benefits of location are mainly in the cost of labor (Yunshi & Jiancheng, 2007). Further, Merono-Cerdan and Lopez-Nicolas (2017) studied innovation drivers using data from the Spanish innovation community survey and found that reduced response time and lower costs, new business processes, and external connections are significant driving forces of innovation.…”

Section: Schuch Et Al (2012) Andmentioning

confidence: 99%

Exploring determinants of innovation potential of enterprises in Kazakhstan

Kireyeva

Nurbatsin

Yessentay

et al. 2021

Problems and Perspectives in Management

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The study aims to analyze the innovation potential of enterprises, explain the use of the binary regression methodology, and explore different indicators of the enterprises in the regions of Kazakhstan for building an effective management strategy. Methodological substantiation is based on the complex survey data analysis, provided by the World Bank Enterprises Survey (WBES) for Kazakhstan. WBES database has covered a sociological survey of enterprises, which was conducted using a random survey and representativeness among 1,296 enterprises, mainly in the production sector. Besides, the data were collected among companies regarding their experience in environmental perception (including innovation activity), in which they worked. The results have demonstrated that the age of the company, exporter status, type, sector, or activity – all these have a positive influence on the company’s tendency to innovations. However, as part of the study, it has found out that competitors in the marketplace and regions of activity of enterprises predominantly negatively affect the prospects of introducing innovation. It was also in evidence that the same factors (foreign ownership, advanced training, type, size, and sector of an enterprise) are essential determinants of product, technology, R&amp;D, ICT, and innovation. Obtained results can be used by enterprises for building an effective management strategy of own business innovative development, as well as by local authorities to upgrade the competitive performance. AcknowledgmentsThis study has been funded by the Science Committee of the Ministry of Education and Science of the Republic of Kazakhstan (Grant “Priorities and mechanisms of inclusive regional development of Kazakhstan in the context of overcoming the economic recession” No. AP09259004).

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Section: Schuch Et Al (2012) Andmentioning

confidence: 99%

Exploring determinants of innovation potential of enterprises in Kazakhstan

Kireyeva

Nurbatsin

Yessentay

et al. 2021

Problems and Perspectives in Management

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“…tended to pursue an integration strategy. The Japanese subsidiaries experienced both external (staying ahead of competitors in the Chinese market) and internal advantages (sharing of industry-specific knowledge) by following a GI strategy (Mao and Wang, 2007).…”

Section: Theoretical Framework: Global Integration-local Responsiveness Strategymentioning

confidence: 99%

Integration-responsiveness framework: Indian IT subsidiaries in Mexico

Rao

2016

JIBR

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Purpose This qualitative case study research describes the human resource management (HRM) practices of four leading Indian information technology (IT) subsidiaries located in Mexico. The purpose of this study is to understand the implementation of these practices from the global integration-local responsiveness perspective. Design/methodology/approach This study adopts a qualitative multiple case-design approach to compare HRM themes across multiple cases. This research was conducted with HRM leaders from December 2011 through August 2012. This research involved interviews with 50 per cent of the population of Indian IT companies in Mexico. The interviews were tape-recorded and transcribed to maintain the rigor of the research. This study also followed other guidelines to maintain validity and reliability in research. Findings The results indicate that each function has to be considered independently because of contextual factors. Recruitment and compensation are usually localized as cultural norms, and local laws dictate following domestic practices. Performance management and professional development follow the guidelines from the headquarters as these companies seek standardization of work-related behaviors among their global employees. Practical implications This study provides preliminary guidelines for global IT practitioners who may be interested in doing business in Mexico. This paper also details challenges and guidelines for IT multinationals planning to establish in Mexico as articulated by the respondents. Originality/value This can be considered a pioneer research, as no other research papers (either qualitative or empirical) have explored the HRM practices of Indian multinational subsidiaries in Mexico. This paper thus provides a preliminary step in understanding this cross-cultural literature in emerging markets.

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