To search for publications by a specific faculty member, select the database and then select the name from the Author drop down menu.
Paul Beamish has authored over 60 books and 141 journal articles. His books are in the areas of International Management, Strategic Management, and Joint Ventures and Alliances. His articles have appeared in Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of International Business Studies (JIBS), and elsewhere. He served as Editor-in-Chief of JIBS from 1993-97 and is on numerous editorial boards. He is a Research Fellow of the Asia Pacific Foundation of Canada.
Professor Beamish has supervised 35 PhD dissertations, many involving International Joint Ventures and Alliances. His consulting, management training, and joint venture facilitation activities have been in both the public and private sector. These have taken place in over a dozen countries for such organizations as Boeing, Canadian Foreign Service Institute, Cisco, Dupont, Harvard Institute for International Development, Hayes-Dana, Labatt/Interbrew, Schneider, and Valmet. He worked for Procter and Gamble and Wilfrid Laurier University before joining Ivey's faculty in 1987. He is the founder of The 39 Country Initiative.
Beamish has authored over 146 case studies, primarily in the international management area. These have appeared in Asian Case Research Journal, Case Research Journal, and in over 120 books. His cases have been among Ivey's top external sellers in each of the past ten years. He is recipient of best case writing awards from the European Foundation for Management Development, AIB, and ASAC.
Professor Beamish (Bao Ming Xin in Chinese) has worked on Asia-specific issues for many years. He has written case studies and/or conducted research involving China, Hong Kong, Japan, Korea, Malaysia, Singapore, Taiwan and Vietnam. He has served as a consultant to The World Bank on technology transfer to China, provided training programs in Asia for Foreign Affairs and International Trade Canada, and co-edited a series of casebooks published in Chinese by Tsinghua University Press. He is series editor for 16 volumes of cases for the China market available in both English and Chinese and 10 volumes in Taiwan. His Asia-related books include Japanese Subsidiaries in the New Global Economy (Edward Elgar), Cooperative Strategies: Asian-Pacific Perspectives (published by The New Lexington Press), and Japanese Multinationals in the Global Economy (Edward Elgar).
He was the founding Director at Ivey of both the Asian Management Institute (1997) and the Engaging Emerging Markets Research Centre (2005). These were both folded into the International Business Institute (2016).
Teaching
International Management Theory and Research (PhD)
International Joint Ventures and Alliances (MSc)
Strategic Management/Business Policy (MBA and Undergraduate)
Multinational Enterprise Strategies/International Business (Executive MBA, HK EMBA, MBA and Undergraduate)
Abstract: Corporate anti-corruption initiatives can make a substantial contribution towards curtailing corruption and advancing efforts to achieve the United Nations’ Sustainable Development Goals. However, researchers have observed that underdeveloped assumptions with respect to the conceptualization of corruption and how firms respond to corruption have impeded the efficacy of anti-corruption programs. We investigate the relationship between the perceived level of corruption in foreign host countries and the organizational structure of subsidiary operations established by multinational corporations (MNCs). Foreign host market corruption is disaggregated into two components – private and public corruption. We employ an uncertainty-based perspective grounded in transaction cost theory to focus upon the distinct mechanisms through which private and public corruption can each be expected to impact a foreign subsidiary’s organizational structure (whollyowned subsidiary (WOS) or a joint venture (JV) with a local partner). We expect that each type of corruption fosters a different type of uncertainty (environmental or behavioral) which predominates in shaping the MNC’s choice of foreign subsidiary investment structure. Hypotheses are developed and tested with a sample of 187 entries into 19 foreign host markets. Each type of corruption was found to exert a distinct effect upon the organizational structure of foreign subsidiaries. More precisely, while heightened perceived levels of public corruption were found to motivate MNCs to invest through a JV with a local partner rather than a WOS, more pronounced private corruption precipitated the opposite outcome.
Abstract: Extant research has found that more pronounced levels of corruption in foreign host emerging
markets increase the likelihood that subsidiaries established by multinational enterprises (MNEs)
from developed countries will exit. We synthesize insights from the organizational perspective of
corruption and the integration-responsiveness paradigm to propose that integration-oriented
strategies will weaken the positive relationship between corruption and the likelihood of exit at high
levels of host market corruption. We develop and test hypotheses pertaining to the main effect of
corruption on the likelihood of subsidiary exit, as well as the moderating impacts of a firm’s equity
ownership strategy and its expatriate staffing strategy upon this relationship. We theorize that
uncertainty operates as the mechanism that underpins the corruption-market exit relationship, and
that an MNE’s strategic choices with respect to its subsidiary investments contribute to reducing this
uncertainty. We find that an increase in the foreign-investing MNE’s equity ownership share
negatively moderates the positive relationship between corruption and the likelihood that foreign
subsidiaries established by developed market MNEs will exit host emerging markets when corruption
is high. However, the marginal effects results do not support the expatriate staffing strategy
hypothesis. Our work provides theoretically-grounded and empirically-supported guidance to
developed country MNEs that seek insights with respect to the utility of strategies that might be
implemented in host emerging markets characterized by more pronounced levels of corruption.
Abstract: Multinational firms often make multiple investments over time in a concentrated set of countries, accumulating superior knowledge and capabilities in these environments. Researchers have nonetheless uncovered factors that can lead firms to deviate from strategic trajectories defined by their prior investments. In a statistical analysis of country entry decisions by Japanese manufacturing firms over a 35-year period, we found that firms’ tendencies to re-invest in the same host countries were smaller for horizontal (i.e. market-seeking) investments but greater for vertical (i.e. efficiency-seeking) investments. We also found that organizational capabilities influence the geographic trajectory of international expansion: firms with stronger marketing and production capabilities were less likely to be influenced by the locations of prior entries and were more likely to invest in new countries.
Research summary: This study examines strategic and resource contingencies that shape MNEs’ country location choices. Our analysis of overseas production investments by Japanese firms (19712006) finds that differences in investment motives (i.e. horizontal and vertical investment) and corporate capabilities (i.e. marketing and production capabilities) moderate how prior entries into a host country affect subsequent entry decisions. In general, the positive impact of prior entries on investment in a country is weaker for horizontal investments and stronger for vertical investments. A more nuanced relationship emerges when entry decisions are analyzed in conjunction with heterogeneous corporate marketing and production capabilities. The study illustrates the novel insights to be gained from analyzing the joint impact of path dependence, managerial intentions, and corporate capabilities on country location decisions.
Abstract: This essay specifically focuses on the transference of a business education practice common in the West – the use of the case method – to the East (specifically China). It is based on my 15 years as Executive Director of Ivey Publishing (IP), the world's second largest producer and distributor of business case studies, and my efforts to internationalize IP, as well as my 30 years teaching in the West, 30 years of annual visits to China, and my experience writing over 40 published teaching cases which deal with business in China. Many of these cases were written with Chinese co‐authors.
It is framed according to Rogers’ ‘Diffusion of Innovation’ model which was published in 1962. This model explains how, why, and at what rate new ideas and technology are spread through cultures. Rogers’ original model follows a bell shaped idea/technology adoption approach. It begins with the innovators. The early adopters then increase the traction of the innovation. From here early majority adopters lift the innovation into the mainstream, before the late majority and the laggards jump on at the peak and tail‐end of the adoption curve. This essay will argue that China is now about halfway through the process of adopting a teaching model with which it had negligible modern day experience.
Abstract: IB research has made significant contributions in understanding MNEs, yet examples of scholarship that have had a demonstrable impact on practice and policy are rare. This article presents research we conducted in the wake of the 2007 global product safety crisis as one such example. We reflect on it to suggest that IB research can enhance its impact by focusing attention on issues that affect both MNEs and societies, and by using available data to arrive at even basic explanations and solutions to inform practice and prompt further academic research.
Abstract: This study examines how the composition of subsidiaries’ mandates affects their survival, by investigating the configurational characteristics of mandate portfolios. Examining data from 1991 to 2017 on 14,952 foreign subsidiaries of 4,877 Japanese multinational enterprises reveals that while having a mandate portfolio with greater scope in relation to same-parent subsidiaries enhances the survivability of foreign subsidiaries, the effect is weakened when the portfolio has a higher degree of overlap with those of other same-parent subsidiaries. Conversely, when a subsidiary’s mandate portfolio puts a greater emphasis on the multinational enterprise’s (MNE) global value-chain activities, its effect on subsidiary survival is strengthened.
Abstract: We examine how organizational ecology and the strategic choice perspective can be combined to provide more contextualized insights into how multinational corporations (MNCs) can better counter environmental pressures with evolving subnational FDI legitimacy and improve the survival likelihood of their subsidiaries. We consider three organizational identity-based strategic choices, i.e., country-of-origin (COO) agglomeration, expatriate staffing level and subsidiary ownership level. We hypothesize a U-shaped relationship between FDI legitimacy and subsidiary mortality, and that this relationship will be moderated by the level of COO agglomeration at a subnational level. We also hypothesize that with improving FDI legitimacy, the use of higher levels of expatriates and ownership will jeopardize the survival of larger subsidiaries. A longitudinal dataset (2001–2016) for 3,025 subsidiaries formed by 1,147 Japanese MNCs in China was used in hypothesis testing. Results largely supported our hypotheses. We discuss how an identity-centered approach can contribute to theory and practice.
Abstract: This study investigates how Japanese MNEs are adapting their ownership choices to accommodate China’s economic liberalization. Drawing upon the institution-based view of the firm, we propose an institutional response model that is simultaneously based on the progress of economic liberalization and the accumulation of subsidiary experience. This model suggests that Japanese MNEs increasingly adopt higher ownership levels in their subsidiaries because of the combined effects of deepening deregulation on foreign investments, declining pure uncertainty, and increasing contingent uncertainty during economic liberalization. It also suggests that the progress of economic liberalization continuously changes the combination of the two types of institutional uncertainty (pure and contingent), contextualizing the influence of subsidiary experience on Japanese MNEs’ ownership choices. Using data for Japanese investments in China between 1991 and 2013, we construct a latent growth-curve model to provide empirical evidence for the proposed institutional response model.
Abstract: MNEs use the regional aggregation and integration of their FDIs as an important part of their internationalization. However, little work has focused on explaining the extent of this regional integration. We develop and test new hypotheses about MNEs’ general international experience and international geographic scope (i.e., institutional diversity and international dispersion) as predictors of their extent of regional integration. The results from a sample of Japanese MNEs validate these effects, suggesting these MNE level variables are important for regional influences on their internationalization decisions. The results further our understanding of how MNEs organize their internationalization and strategic geographic foci.
Abstract: In “Joint Ventures in China Face New Rules of the Game” (1997), de Bruijn and Jia examined the evolving nature of joint venturing in China, arguing that economic and legal changes would impact existing and planned joint ventures. Indeed, the joint venture landscape in China has changed dramatically in the past 20+ years. In fact, it is hard to think of any country that has seen such dramatic and sustained growth. This brief commentary highlights some of de Bruijn and Jia’s major insights and considers how things are continuing to change.
Abstract: While extant theory suggests that the pervasiveness of host market government corruption should influence the equity ownership decisions of foreign-investing multinational enterprises (MNEs), empirical research has produced inconclusive results. We leverage insights from transaction cost economics to advance an uncertainty-oriented framework which can be used to explain the impact of host market government corruption on the equity-based entry strategies of MNEs. We disaggregate government corruption into two distinct components (grand corruption and petty corruption). We propose that grand and petty corruption precipitate different types of uncertainty (environmental and behavioral) which motivate MNEs to vary their equity-based foreign entry strategies (entry mode and partnering). Hypotheses pertaining to the entry strategies of MNEs under conditions of more pervasive grand and petty corruption are developed and tested with a sample of 643 Japanese investments in 30 countries between 2004 and 2007. We find that the main effect of grand corruption and the interaction between grand and petty corruption significantly impact a MNE’s entry mode. Further, while more pervasive grand corruption increases the likelihood that a MNE will engage in a joint venture investment with a host country partner, we find that an increase in petty corruption heightens a MNE’s preference to invest with a home country partner.
Abstract: Management education in Africa’s poorest countries suffers from the greatest resource constraints of any continent on earth. At least three major challenges exist: lack of current teaching material; very expensive books/photocopies, making an insufficient quantity of materials available; and too few qualified faculty.
In 2010, the Ivey Business School at Western University in Canada established a three-pronged strategy to help improve management education in 39 of the world’s poorest countries. Of these, 32 are in Africa. The primary purpose of its approach is poverty reduction. It is premised on the belief that if managers and entrepreneurs can make more sound business decisions, failures will decline, and prosperity will increase. The viability of all three elements of the strategy has been proved in various Ivey initiatives over the past 20 years in different geographies.
This article reviews the history of the 39 Country Initiative to date in relation to Africa, provides some ideas about the way forward, and some personal observations.
Abstract: When war occurs in a country, some foreign MNEs stay on, while others flee. We argue that MNE responses to external threats depend on the firm’s vulnerability, which we decompose into exposure (proximity to threat), at-risk resources (potential for loss), and resilience (capacity for coping). We test the independent and interactive effects of these dimensions using a geo-referenced sample of 1,162 MNE subsidiaries in 20 war-afflicted countries over 19872006. We find that highly valuable resources can become liabilities when exposed to harm, and the best way to cope with external threats may be to exit. Our findings extend the resource based view and real options theory by demonstrating the bounded value of resources and options in the face of environmental contingencies.
Abstract: This study contributes to the literature on global boundary spanning by taking a learning perspective that positions the boundary spanner as an active change agent. Grounded in a practice-based theory of knowledge, it considers boundary spanning as the negotiation of knowledge and relationships across fields of practice. We argue that global boundary spanning is a long-term commitment to help internal members become aware of foreign knowledge practices, see these practices as valuable, and adopt them internally. We frame the activities of the boundary spanner within a scaffolding framework that theorizes boundary spanning as a combination of ability, persistent willingness, and opportunity. Here scaffolding refers to the cognitive, relational, and material supports enacted by boundary spanners that facilitate organization members’ engagement in practices that allow for the awareness, capacity building, and commitment to adoption of foreign practices. We draw on interviews from international returnee managers employed in large Korean financial firms.
Abstract: This study examines how the decision to enter African markets relates to the exit probability of MNE subsidiaries. Using a longitudinal, paired-sample design of Japanese foreign subsidiaries operating in Africa and OECD countries, we find that entry to Africa increases the hazard rate of subsidiaries, but that subsidiaries entering with more diverse investment purposes and greater market-seeking orientation have a better survival likelihood. Consistent with the institutional-based theory of corporate diversification, our findings introduce purpose diversity and market-seeking orientation as potential mechanisms to mitigate the hazards of institutional voidsinstability. Also, by looking at the phenomenon of within-subsidiary diversity (of purposes) and its interaction with institutional conditions, we advance the notion of subsidiary scope and its implications.
Professor Beamish received the International Management Eminent Scholar Award 2017 and Outstanding Educator Award 2012, from the Academy of Management.
He has received best research paper awards from the Academy of Management, the Academy of International Business (AIB), and the Administrative Sciences Association of Canada (ASAC).
In 2017, he was recognized by Journal of International Business Studies as the fifth most published author in the history of the journal, in 2014 by Management International Review as the fifth most prolific contributor to the IB literature between 1995-2011, in 2010 by International Business Review as the second most productive I.B. scholar in the 1996-2008 period, and in 1997 and 2003 by the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade.
Experience
Full Professor, since 1996; Tenured, 1990; Associate Professor, effective July 1989; Assistant Professor, July 1987-June 1989.
Assistant Professor, School of Business and Economics, Wilfrid Laurier University, Dec. 1984-June 1987; Lecturer, July 1982-Dec. 1984.
Proprietor - Nomad Trading Company, 1977-90.
Manager, Comptroller’s Division - The Procter and Gamble Company of Canada Ltd., 1976-1979.
