Cultural Effects on Organizational Structure: The Case of Japanese Firms in the United States

1978 ◽  
Vol 43 (6) ◽  
pp. 829 ◽  
Author(s):  
James R. Lincoln ◽  
Jon Olson ◽  
Mitsuyo Hanada
2010 ◽  
Vol 3 (1) ◽  
Author(s):  
Sérgio de Oliveira Birchal ◽  
Âmara Fuccio de Fraga e Silva

European direct investment in Brazil dates back to the discovery of the country and has been since then either hegemonic or more important than a superficial observation can grasp, as this work aims at showing. During the 20th century, the United States has replaced Britain as the worlds economic superpower and the largest direct investor. US dominance in the world economy and geographical proximity to Brazil would suggest that US investments were by far the largest in the country during that century. Furthermore, as Japan had become the second largest economy in the world in the 1980s, we would expect that this would be reflected in the data of the largest multinationals in Brazil. However, as our investigation suggests, Western European direct investment has been as large (and in many occasions even larger) as that of the USA and Japanese firms have never had a prominent presence among the largest firms in Brazil, at least until the late 1990s.


Author(s):  
Sarah Shrader ◽  
Patricia J. Ohtake ◽  
Scott Bennie ◽  
Amy V. Blue ◽  
Anthony P. Breitbach ◽  
...  

2013 ◽  
Vol 58 (04) ◽  
pp. 1350028
Author(s):  
JOSEPH D. ALBA ◽  
PETER X. K. SONG ◽  
PEIMING WANG

Japanese firms undertake multiple foreign direct investments (FDIs) in the United States. When Japanese firms undertake merger and acquisition (M&A) FDI, they acquire indivisible assets in the United States. To utilize their acquired assets fully, these firms may undertake additional non-M&A FDI. This implies a positive association between the number of M&As and the number of non-M&A FDIs because they may be complements. In contrast, the literature on the choice of modes of FDI examines the tradeoff between M&A and non-M&A FDI. This may suggest a negative association between the number of M&As and non-M&A FDIs because they may be substitutes. The authors examine whether the number of M&As and non-M&A FDIs are positively associated or not by proposing an econometric model that tests the contemporaneous association and the lagged complementary effect between M&A and non-M&A FDI. Using firm-level data, the authors find evidence that M&A and non-M&A FDI of Japanese firms in the United States are positively associated. Particularly, the findings indicate that given all other things equal, a one unit increase in the number of the firm's M&A FDI (non-M&A) projects in a given year will increase the firm's average non-M&A (M&A) FDI by 28.1% (15.8%) the following year.


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