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International Intrafirm Transfer of Management Technology by Japanese Multinational Corporations

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  • Shujiro Urata
  • Toshiyuki Matsuura
  • Yuhong Wei

Abstract

Authors analyze the pattern of intrafirm transfer of management technology from Japanese multinational corporations (MNCs) to their overseas affiliates by using firm-level micro data and discern the determinants of the extent of technology transfer achieved. Defining intrafirm transfer of technology achieved as the case where responsibility of the task such as top management, sales, and labor management is given to local staff rather than Japanese staff, authors found that top management has been transferred at a limited number of affiliates, while the task of labor management has been transferred at many affiliates. Among the affiliates in different regions, technology transfer has been relatively more extensively achieved at affiliates in Europe, while it has been relatively limited at affiliates in ASEAN countries. An examination of the determinants of technology transfer revealed that the length of operation of the affiliates, and the quality of labor in the host countries have significantly positive impacts for the affiliates in Asia. These observations indicate the importance of providing an FDI friendly environment, under which MNCs are likely to stay for a long period, and the importance of improving the quality of human resources through education and training, in order to promote intrafirm transfer of management technology.

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Bibliographic Info

Paper provided by Research Institute of Economy, Trade and Industry (RIETI) in its series Discussion papers with number 06006.

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Length: 31 pages
Date of creation: Feb 2006
Date of revision:
Handle: RePEc:eti:dpaper:06006

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References

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  1. Kamal Saggi, 2002. "Trade, Foreign Direct Investment, and International Technology Transfer: A Survey," World Bank Research Observer, World Bank Group, vol. 17(2), pages 191-235, September.
  2. Theodore H. Moran & Edward M. Graham & Magnus Blomstrom, 2005. "Does Foreign Direct Investment Promote Development?," Peterson Institute Press: All Books, Peterson Institute for International Economics, number 3810.
  3. Teece, David J, 1977. "Technology Transfer by Multinational Firms: The Resource Cost of Transferring Technological Know-how," Economic Journal, Royal Economic Society, vol. 87(346), pages 242-61, June.
  4. Davies, Howard, 1977. "Technology Transfer through Commercial Transactions," Journal of Industrial Economics, Wiley Blackwell, vol. 26(2), pages 161-75, December.
  5. Ren� A Belderbos & Mari�lle G Heijltjes, 2005. "The determinants of expatriate staffing by Japanese multinationals in Asia: control, learning and vertical business groups," Journal of International Business Studies, Palgrave Macmillan, vol. 36(3), pages 341-354, May.
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Cited by:
  1. Willem Thorbecke, 2011. "Transpacific Imbalances and Macroeconomic Codependency," Governance Working Papers 23237, East Asian Bureau of Economic Research.
  2. Willem THORBECKE, 2010. "The Appropriate Policy Mix for China," Policy Discussion Papers 10002, Research Institute of Economy, Trade and Industry (RIETI).
  3. Willem Thorbecke & Biswa N. Bhattacharyay, 2012. "Role of Production Networks in Sustaining and Rebalancing Asia's Growth," CESifo Working Paper Series 3896, CESifo Group Munich.
  4. Kyoji Fukao & Keiko Ito & Shigesaburo Kabe & Deqiang Liu & Fumihide Takeuchi, 2006. "Do Japanese Firms Fail to Catch up in Localization? An Empirical Analysis Based on Affiliate-level Data of Japanese Firms and a Case Study of Automobile Industry in China," Microeconomics Working Papers 21890, East Asian Bureau of Economic Research.
  5. Keiko Ito & Kyoji Fukao, 2010. "Determinants of the Profitability of Japanese Manufacturing Affiliates in China and Other Regions: Does Localisation of Procurement, Sales and Management Matter?," The World Economy, Wiley Blackwell, vol. 33(12), pages 1639-1671, December.

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