The Ivey Business School has a long-standing focus on international business and many years’ experience in Asia. Here are some of the ways we have invested in Asia:
The Moderating Effects of National Culture on Escalation of Commitment
This study tests the cross-cultural sensitivity of three determinants of escalation of commitment: agency conditions, negative framing, and self-justification. A multiple-case experiment, using a sample of 1208 managers and MBA students surveyed over several years in nine countries investigated the moderating effects of national culture. We find that the effect of negative framing on escalation of commitment is significant, but unaffected by differences in national cultures. The adverse selection problem arising from agency predictions has a stronger effect in high-Individualism countries than in low-Individualism countries, and managers in higher Long-term Orientation countries are more likely to escalate projects with potential long-term payoffs.
by David Sharp, Stephen Salter, Yvonne Chen, December 31, 2015. Advances in Accounting
The Impact of Vicarious Experience on Foreign Location Strategy
MNEs can learn from the foreign investment experiences of other firms when evaluating their own foreign entry strategies. We argue that other firms’ experiences reduce investment barriers arising from formal and informal institutional environments in host countries that are dissimilar from an MNE’s home country, thereby encouraging new entry. Our empirical analysis of foreign entries by Japanese public manufacturing firms over more than a thirty-year period indicates that the prior experiences of other firms in a host country mitigate the negative effect of formal and informal institutional distance on entry decisions: as other firms’ experiences in a host country increase, a firm is less deterred by greater institutional distance from entering the country. We also find that the distance-mitigating effect of other firms’ experiences in different industries is less significant when a larger body of same-industry firm experience exists in a country, implying a substitution effect between different types of vicarious experience.
by Paul Beamish, Guoliang Jiang, Guy Holburn, September 30, 2014. Journal of International Management
Ivey Business School Selected Cases
by William Wei, Paul Beamish, August 01, 2014. Truth and Wisdom Press
The Effect of Host Country Long Term Orientation on Subsidiary Ownership and Survival
This paper examines the role which the long term orientation (LTO) dimension of host country culture plays in transforming multinational corporations' (MNCs') focus from transaction cost to transaction value in the context of MNC subsidiary ownership and survival. We used a sample of 10,236 overseas subsidiaries established by 1,291 Japanese MNCs in 29 host countries with varying levels of LTO to test our hypotheses. Results first showed that LTO has a direct positive effect on ownership levels. Second, we observed that there were positive interactions between LTO and cultural distance, and between LTO and geographic distance, on ownership levels. Third, we found that there were positive interactions between LTO and subsidiary ownership level, and between LTO and cultural distance, on subsidiary survival. The theoretical and practical implications of these findings are discussed in terms of the vital role LTO plays in determining whether transaction value or transaction cost considerations prevail in MNCs' ownership strategies, and how MNCs can better take advantage of host country LTO and improve the survival likelihood of their subsidiaries.
by Paul Beamish, George Peng, June 19, 2014. Asia Pacific Journal of Management
Financial support is essential to the ongoing work of developing materials for Asia.