Title: Strategic alignment and foreign entry performance: a holistic approach of the impact of entry timing, mode and location
Authors: Jing'an Tang; Ben Shaw-Ching Liu
Addresses: John F. Welch College of Business, Sacred Heart University, 5151 Park Ave., Fairfield, CT 06825 USA. ' Lender School of Business Center, Quinnipiac University, 275 Mt. Carmel Avenue, Hamden, CT 06518 USA
Abstract: Current research on foreign market entry and performance has generally partitioned into three separate research areas: entry timing, location and mode. Following a holistic system approach, this study builds a network-based foreign-market entry and performance model to examine simultaneously the joint impact of all these three dimensions (timing, location and mode) on foreign market entry survival. It is argued that these three dimensions are interdependent within an integrated strategic system of foreign market entry. The entry strategies that can achieve the systematic alignment internally among the three strategy dimensions and externally with the business environment will enhance foreign subsidiary's survival chances. Support is found for the arguments in an empirical analysis of a sample of Japanese MNEs' more than 10,000 FDI market entries in 57 countries.
Keywords: strategy system integration; strategic alignment; foreign market entry; foreign subsidiaries; subsidiary performance; multinational enterprises; MNEs; business systems performance; foreign direct investment; FDI; market entry performance; Japan; entry timing; entry location; entry mode.
International Journal of Business and Systems Research, 2012 Vol.6 No.4, pp.456 - 478
Available online: 05 Oct 2012 *Full-text access for editors Access for subscribers Purchase this article Comment on this article