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Overseas Entry Decision and Ownership Strategy of Japanese Companies: Institution and Corporate Governance

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  • Sung Jin Kang

Abstract

Using 20-year panel data, this paper tests Japanese companies' sequential decisions: (1) to invest abroad or not and (2) if so, what ownership strategy for that local company to be employed. In addition to transaction advantage emphasized by traditional studies on FDI, the focus is the role of corporate governance of the parent companies and institutional environment of the host countries. Through Heckman's two-step estimation, corporate governance is found to play an important role for entry decision but not for ownership strategy. Transaction cost approach has been well supported for entry decision. Most importantly, an institutional environment favorable to MNEs leads to higher level of ownership of local companies. Firm size plays a significant role for FDI decision as well as for ownership decision

Suggested Citation

  • Sung Jin Kang, 2004. "Overseas Entry Decision and Ownership Strategy of Japanese Companies: Institution and Corporate Governance," Econometric Society 2004 Far Eastern Meetings 587, Econometric Society.
    • Handle: RePEc:ecm:feam04:587
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    File URL: http://repec.org/esFEAM04/up.6025.1080281333.pdf
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    Cited by:

    1. Poonam Singh, 2012. "Does Poor Quality of Institutions Attract Cross-Border Mergers and Acquisitions?," South Asian Journal of Macroeconomics and Public Finance, , vol. 1(2), pages 191-230, December.

    More about this item

    Keywords

    Sample selection bias; Entry decision; Ownership strategy; Corporate governance; Institution;
    All these keywords.

    JEL classification:

    • F2 - International Economics - - International Factor Movements and International Business
    • O53 - Economic Development, Innovation, Technological Change, and Growth - - Economywide Country Studies - - - Asia including Middle East
    • C3 - Mathematical and Quantitative Methods - - Multiple or Simultaneous Equation Models; Multiple Variables

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