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Volume 24, Issue 2
16 February 2010
Development and Learning in Organizations: An International Journal Cover Image for Volume 24, Issue 2
Article Contents
Non Article| February 16 2010

Foreign market entry strategies and post-entry growth: acquisitions vs greenfield investments

Publisher: Emerald Publishing
Online ISSN: 1758-6097
Print ISSN: 1477-7282
© Emerald Group Publishing Limited
2010
Development and Learning in Organizations: An International Journal (2010) 24 (2)
https://doi.org/10.1108/dlo.2010.08124bad.004
Keywords: Business development, International marketing, Market entry, Subsidiaries

Article Type: Abstracts From: Development and Learning in Organizations, Volume 24, Issue 2

Tan D.Journal of International Business Studies (Canada)August 2009Vol. 40 No. 6Start page: 1046No. of pages: 18

Purpose – Examines how the foreign market entry strategy influences a subsidiary’s subsequent employment growth. Design/methodology/approach– Reviews the theory and literature relating to foreign market entry strategy and subsidiary growth, with a focus on acquisitions versus greenfield investments, global strategy, tacit knowledge, marketing competence and product customization. Develops associated hypotheses which are tested on a sample of Japanese manufacturing subsidiaries in the USA.Article type: Research paperISSN: 0047-2506Reference: 38AX300

Keywords: Business development, International marketing,Market entry, Subsidiaries

© Emerald Group Publishing Limited
2010
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