STRATEGIC MANAGEMENT Essays (9520 words) - Strategic Alliances

Skip over navigation to the main content Searching:9 databases 16 Recent searches | 0 Selected items | My Research | Exit Basic Search Advanced Publications Browse Preferences English(Change Language) - this link will open in a new windowHelp ProQuest Full text Back to results Previous(previous record) Document 18 of 8891 Next(next record) Add to selected items Save to My Research Email Print Cite Export/Save Tags Share Collapse panel Other formats:Citation/Abstract Full text - PDF (2 MB) ReferencesCited by (19) More like this See similar documents Search with indexing terms Subject Organizational learning Market entry Research & development R&D Foreign investment More... Location Japan Search Entry mode, organizational learning, and R&D in foreign affiliates: Evidence from Japanese firms Belderbos, ReneView Profile . Strategic Management Journal24. 3 (Mar 2003): 235-259. Turn on hit highlighting for speaking browsers Show highlighting Abstract (summary) Translate Abstract This paper develops hypotheses concerning the role of entry mode and experience-based organizational learning as determinants of the R&D industry of foreign affiliates and tests these hypotheses on a sample of 420 Japanese manufacturing affiliates abroad. Entry mode has a major impact on R&D activities: the R&D intensities of acquired affiliates substantially exceed those in wholly owned greenfield affiliates, while the R&D intensities of minority owned ventures are higher if Japanese parent firms lack strong R&D capabilities at home. For greenfield operations, support is found for an incremental growth pattern of foreign R&D as a function of organizational learning and affiliate capability building. The results are consistent with the view that part of the explanation for Japanese firms' relative lack of involvement in overseas R&D must be sought in their status as 'latecomers' in the establishment of overseas manufacturing networks. LEC LEC Full Text Translate Full text Turn on search term navigation Headnote Received 13 January 2000 Final revision received 26 August 2002 Headnote Key words: R entry mode; organizational learning; Japanese firms Headnote This paper develops hypotheses concerning the role of entry mode and experience-based organizational learning as determinants of the R&D intensity of foreign affiliates and tests these hypotheses on a sample of 420 Japanese manufacturing affiliates abroad. Entry mode has a major impact on R&D activities: the R&D intensities of acquired affiliates substantially exceed those in wholly owned greenfield affiliates, while the R&D intensities of minority owned ventures are higher if Japanese parent firms lack strong R&D capabilities at home. For greenfield operations, support is found for an incremental growth pattern of foreign R&D as a function of organizational learning and affiliate capability building. The results are consistent with the view that part of the explanation for Japanese firms' relative lack of involvement in overseas R&D must be sought in their status as 'latecomers' in the establishment of overseas manufacturing networks. At the same time, a number of Japanese firms hav e actively used foreign acquisitions and joint ventures to gain access to overseas technology and to establish overseas R&D capabilities at a faster pace. Copyright ?2002 John Wiley &Sons, Ltd. INTRODUCTION There is continuing interest in the internationalization of research and development (R Kuemmerle, 1997; Pearce and Singh, 1990; Gerybadze and Reger, 1999; Hakanson and Nobel, 1993a, 1993b).2 Driven by shortening of product life cycles, increased global competition and rapid technological developments, multinational firms need to 'tap into' centers of world excellence in given technological fields (Bartlett and Ghoshal, 1989). The challenge is to utilize local technological learning in geographically dispersed sites by communicating and integrating it into the firm's global organization and leveraging it in other markets. This is the subject of an emerging literature on effective coordination and control processes in international R DeMeyer, 1997; DeMeyer and Mizushima, 1989; Gassmann and von Zedtwitz, 1999; Ghoshal and Bartlett, 1988; Reger, 1999). A common finding in the literature on international R Behrman and Fischer, 1980;