internationalization of chinese mnes and dunning

發布時間:2019-10-19 16:46
Abstract:Today the newly emerging s have increasingly been involved in the internationalization activities, but they have not attracted adequate attention in terms of internationalization studies. This paper will be based on Dunning’s Eclectic () Paradigm as theoretical foundation and deploy the method of case study to analyze the internationalization strategy of the Chinese high-technology MNE - Technology Corporation. This study intends to answer 3 questions: 1) What are the key components of Huawei’s internationalization strategy? 2) How much will Dunning’s eclectic paradigm of international production be applied to explain Chinese MNE - Huawei’s internationalization?  3) What are the special characteristics of the Huawei’s internationalization process, which might be the supplements to the existing Dunning’s eclectic paradigm? The evidences of case study show that the existing OLI paradigm still needs to be modified so as to apply to the MNEs from developing countries, and improved in order to explain all MNEs to a greater extent. The key findings are as follows: 1) Possessing comparative advantages may not be the prerequisite of MNEs’ engagement in . MNEs from developing countries adopt catch-up strategy in their internationalization process. Therefore, enhancing their ownership advantages becomes a dynamic learning process. 2) In terms of location choice, MNEs from developing countries lay emphasis on achieving strategic goals and international layout. Therefore, they pay more attention to potential opportunities rather than worrying about economical and political instability, natural disaster and physic distance. 3) During the internalization process,MNEs from developing countries are more interested in the opportunities of enhancing transaction value rather than reducing transaction cost. The case of Huawei also suggests that the Dunning’s eclectic paradigm should take account of the potential exogenous institutional factors of home country and endogenous incentives of enterprise, especially the role of government and entrepreneurship in the context of transition economy.    ABBREVIATIONS  BT: British Telecom  CAGR: Compound Annual Growth Rate  CDB: China Development Bank  CEO: Chief Executive Officer  CFIUS: Committee on Foreign Investment in the United States  ................................ FhG: Fraunhofer-Gesellschaft  HSDPA: High-Speed Downlink Packet Access  H3C: Huawei-3COM  .......................... MOFCOM: Ministry of Commerce  MSAN: Multi-Service Access Node  NGN: Next Generation Network  Oa: Ownership asset (advantages)  Ot: Ownership transaction (advantages)  OLI: Ownership, Location and Internalization  OMA: Open Mobile Architecture  PwC: PricewaterhouseCoopers  R&D: Research and Development  SDH: Synchronous Digital Hierarchy  ............................ WCDMA: Wideband Code Division Multiple Access  21CN: The 21st Century Network  3G: The 3rd Generation  3GPP: The 3rd Generation Partnership Project  4  TABLE OF CONTENTS  1. INTRODUCTION .......................................7  1.1. Background ........ 摘要:今天,新興,s有越來越多地參與國際活動,但他們沒有引起足夠的重視,在國際化的研究方面。本文將根據鄧寧的折衷()為理論基礎范式和部署案例研究​​的方法來分析中國的高科技跨國公司的國際化戰略 - 科技股份有限公司。本研究旨在回答3個問題:1)什么是華為的國際化戰略的關鍵組成部分? 2)多少鄧寧的國際生產折衷理論適用于解釋中國的跨國公司 - 華為的國際化? 3)什么是華為的國際化進程的特殊性質,這可能是補充現有鄧寧的折衷范式?案例研究表明,現有的OLI范式仍然需要進行修改,以便適用于發展中國家的跨國公司,為了解釋所有的跨國公司在更大程度上改善的證據。的主要結果如下:1)擁有比較優勢未必是跨國公司參與的先決條件。來自發展中國家的跨國公司采用追趕國際化進程中的戰略。因此,提高他們的所有權優勢,成為一個動態的學習過程。 2)在區位選擇方面,發展中國家的跨國公司從注重實現戰略目標和國際布局。因此,他們更注重潛在的機會,而不是擔憂經濟和政治動蕩,自然災害和物理距離。 3)內在過程中,來自發展中國家的跨國公司是不是降低交易成本,提高交易價值的機會,而更感興趣。華為的情況也表明,鄧寧的折衷范式應考慮潛在外生機構母國因素和內生激勵企業,尤其是在轉軌經濟的背景下,政府和企業家精神的作用。   縮略語 BT:英國電信 CAGR:復合年度增長率 國家開發銀行:中國國家開發銀行 負責人:行政總裁 美國外國投資委員會在美國的外國投資委員會 ................................ FHG:弗勞恩霍夫協會 HSDPA:高速下行分組接入 H3C華為-3COM .......................... 商務部:商務部 MSAN:多業務接入節點 NGN:下一代網絡 OA:股權資產(優勢) OT:股權交易(優勢) OLI:所有權,位置和內 OMA:開放移動架構 普華永道:羅兵咸永道會計師事務所 研發:研究與發展 SDH同步數字體系 ............................ WCDMA:寬帶碼分多路訪問 21世紀:21世紀網 3G:第三代 3GPP:第三代合作伙伴項目 4 目錄 1。簡介....................................... 7 1.1。背景........

 

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