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Are Joint Ventures with Local Firms an Efficient Way to Enter a Culturally Distant Market? The Case of Japanese Entry into the United States

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dc.contributor.authorHennart, Jean-Francois
dc.contributor.authorRoehl, Thomas
dc.contributor.authorHagen, James M.
dc.date.accessioned2018-08-21T17:11:02Z
dc.date.available2018-08-21T17:11:02Z
dc.date.issued2002-08
dc.descriptionWP 2002-27 August 2002
dc.descriptionJEL Classification Codes: F2; F21; L22; D2; L6
dc.description.abstractWe empirically test the proposition that foreign direct investors should use joint ventures with local firms for their first investment in unfamiliar markets. By tracking the expansion paths of Japanese investors in the US, we find no evidence that the growth of Japanese firms which first entered the US in a joint ventures with local firms is different from that of Japanese counterparts which used wholly-owned subsidiaries for initial US market entry.
dc.identifier.urihttps://hdl.handle.net/1813/58052
dc.language.isoen_US
dc.publisherCharles H. Dyson School of Applied Economics and Management, Cornell University
dc.subjectJoint venture
dc.subjectForeign market entry
dc.subjectJapan
dc.subjectTransaction costs
dc.titleAre Joint Ventures with Local Firms an Efficient Way to Enter a Culturally Distant Market? The Case of Japanese Entry into the United States
dc.typearticle
dcterms.licensehttp://hdl.handle.net/1813/57595

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