An Analysis of Cultural Impact on International Business.Pdf
Journal of Management and Marketing Research
An analysis of cultural impact on international business performance via foreign market entry mode: case of South Korean MNCs
Cheong-A Lee Pusan National University Ho-Yeol Bang Pusan National University Jong Wook Ha Columbus State University Joo Young Lee The University of West Alabama Young Hee Yun Kim Tuskegee University ABSTRACT Research on the entry mode of multinational companies (MNCs) to a new market has been one of the major topics in the international business, and the cultural factor has been regarded as one of the major factors to explain the entry mode selection of MNCs. Based on the development on the cultural factors on entry mode, MNCs can enter a market with joint venture or a wholly owned subsidiary. This study tries to extend the analysis on the cultural factor by investigating whether a MNC prefer a new establishment of business or an acquisition of an existing local firm when the MNC enters the market with a wholly owned subsidiary. Also this study tests whether a MNE with more global experience has been less affected by cultural difference from a target market. The results from the empirical analysis on the first hypothesis show that a MNC prefers a new establishment of business when it enters a market as a wholly owned subsidiary. The second hypothesis is rejected with the empirical tests, and impact of cultural difference on performance of a MNC is not affected by the level of global experience of the MNC. Keywords: International Business, Cross-Cultural Management, Foreign Entry Mode, Foreign Direct Investment, Cultural Difference, MNE
An analysis of cultural, Page 1
Journal of Management and Marketing Research INTRODUCTION Foreign direct investment has been one of the most important subjects in International Business (Javetski, Edmondson and Echikson, 1996), and choosing the right foreign market entry mode will determine the success of foreign direct investment (Geringer, Beamish and
An analysis of cultural impact on international business performance via foreign market entry mode: case of South Korean MNCs
Cheong-A Lee Pusan National University Ho-Yeol Bang Pusan National University Jong Wook Ha Columbus State University Joo Young Lee The University of West Alabama Young Hee Yun Kim Tuskegee University ABSTRACT Research on the entry mode of multinational companies (MNCs) to a new market has been one of the major topics in the international business, and the cultural factor has been regarded as one of the major factors to explain the entry mode selection of MNCs. Based on the development on the cultural factors on entry mode, MNCs can enter a market with joint venture or a wholly owned subsidiary. This study tries to extend the analysis on the cultural factor by investigating whether a MNC prefer a new establishment of business or an acquisition of an existing local firm when the MNC enters the market with a wholly owned subsidiary. Also this study tests whether a MNE with more global experience has been less affected by cultural difference from a target market. The results from the empirical analysis on the first hypothesis show that a MNC prefers a new establishment of business when it enters a market as a wholly owned subsidiary. The second hypothesis is rejected with the empirical tests, and impact of cultural difference on performance of a MNC is not affected by the level of global experience of the MNC. Keywords: International Business, Cross-Cultural Management, Foreign Entry Mode, Foreign Direct Investment, Cultural Difference, MNE
An analysis of cultural, Page 1
Journal of Management and Marketing Research INTRODUCTION Foreign direct investment has been one of the most important subjects in International Business (Javetski, Edmondson and Echikson, 1996), and choosing the right foreign market entry mode will determine the success of foreign direct investment (Geringer, Beamish and