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ESTABLISHMENT, SURVIVAL, SALES GROWTH AND ENTRY STRATEGIES OF JAPANESE MNCs SUBSIDIARIES IN INDIA

  • MEHDI RASOULI GHAHROUDI

    ()

    (Graduate School of Systems and Information Engineering, University of Tsukuba, 1-1-1 Tennodai, Tsukuba-Shi, Ibaraki-Ken, 305-8573, Japan)

  • YASUO HOSHINO

    ()

    (Graduate School of Accounting, Aichi University, 2-10-31 Tsutsui, Nagoya-Shi, 461-8641, Japan; Graduate School of Systems and Information Engineering, University of Tsukuba, 1-1-1 Tennodai, Tsukuba-Shi, Ibaraki-Kzu, 305-8573, Japan)

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    This empirical study explores first the relationship between operating years and entry strategies based on wholly-owned and joint venture companies. Second, we examine the effects of equity ownership, size, entry strategy and subsidiary age on the sales growth ratio and the subsidiary's survival. Our findings show that in recent periods, the multi-national companies (MNCs) prefer to acquire high levels of equity ownership, including full ownership subsidiaries, especially when the subsidiary is in the manufacturing industry. Our results imply that capital, the age of the venture, the number of employees and full equity ownership affect survival. Finally, we find that subsidiaries with a small number of employees are likely to have a superior sales growth ratio and are more likely to survive.

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    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal Journal of Developmental Entrepreneurship.

    Volume (Year): 12 (2007)
    Issue (Month): 04 ()
    Pages: 433-447

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    Handle: RePEc:wsi:jdexxx:v:12:y:2007:i:04:p:433-447
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