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Journal articles on the topic 'Chinese Multinationals'

Author: Grafiati

Published: 4 June 2021

Last updated: 14 February 2022

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1

Sun, Zhe, and Qi Ai. "Too much reciprocity?" Chinese Management Studies 14, no. 2 (April 13, 2020): 473–91. http://dx.doi.org/10.1108/cms-12-2018-0788.

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Purpose Using the evidence of Chinese outbound mergers and acquisitions (M&As) enacted between 2006 and 2014, this study aims to investigate the role played by home political connections on the cost implications of Chinese multinationals. It also examines whether home political connections – at different levels and of different configurations – impact the operational cost of Chinese multinationals. Design/methodology/approach The data were analysed using a multivariate regression model. To examine their heterogeneous effect on Chinese multinationals, the political connection data were further split into higher and lower level political connections and in chief executive officer (CEO) and chairperson political connections. Findings This study implies the negative effect of home political connections on the internationalisation of Chinese multinationals. At the same time, the impact of lower-level political connections is stronger than that of their higher-level counterparts. Moreover, CEO political connections have a stronger effect on the operational costs of Chinese multinationals than their Chairperson equivalents. Originality/value By unravelling the “black box” of Chinese internationalisation from the social exchange perspective, through the informal political connection networking ties between Chinese firms and the government, this study advances emerging market multinational theory, contributes to the understanding of the heterogeneous nature of political connections and sheds new light on social exchange theory from the perspective of the emerging phenomenon of Chinese internationalisation.

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Khalid, Fahad, Juncheng Sun, Guanhua Huang, and Chih-Yi Su. "Environmental, Social and Governance Performance of Chinese Multinationals: A Comparison of State- and Non-State-Owned Enterprises." Sustainability 13, no. 7 (April 4, 2021): 4020. http://dx.doi.org/10.3390/su13074020.

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The purpose of this research is to empirically investigate the effect of internationalization on the environmental, social, and governance (ESG) performance of Chinese state-owned enterprises (SOEs) and non-SOEs. The study employed an updated panel dataset (6238 firm-year observations) of Chinese multinationals from the period 2010–2019. The initial findings of the study reveal that Chinese multinationals perform better in terms of environmental and governance scores. It suggests that international market forces deal with enhancing ecological problems and concerns of stakeholders. However, results are insignificant when the social performance of multinationals is analyzed. On the other hand, multinational non-SOEs outperformed their counterparts in terms of environmental and governance performance. The findings of the paper are robust regarding the use of proxies of internationalization and endogeneities.

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Ramamurti, Ravi, and Jenny Hillemann. "What is “Chinese” about Chinese multinationals?" Journal of International Business Studies 49, no. 1 (November 28, 2017): 34–48. http://dx.doi.org/10.1057/s41267-017-0128-2.

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Li‐Ying, Jason, Tamara Stucchi, Anne Visholm, and Joanna Solvig Jansen. "Chinese multinationals in Denmark." Multinational Business Review 21, no. 1 (April 12, 2013): 65–86. http://dx.doi.org/10.1108/15253831311309492.

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Shen, Jie. "Compensation in Chinese Multinationals." Compensation & Benefits Review 36, no. 1 (January 2004): 15–25. http://dx.doi.org/10.1177/0886368703261281.

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Wu, Xianming, Nathaniel C. Lupton, and Yuping Du. "Innovation outcomes of knowledge-seeking Chinese foreign direct investment." Chinese Management Studies 9, no. 1 (April 7, 2015): 73–96. http://dx.doi.org/10.1108/cms-01-2015-0021.

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Purpose – The purpose of this paper is to investigates how organizational learning, absorptive capacity, cultural integration, specialization of the acquired firm and characteristics of transferred knowledge impact innovation performance subsequent to overseas acquisitions. Design/methodology/approach – Survey responses from 222 Chinese multinational enterprises engaged in overseas acquisitions. Findings – Differences between acquiring and acquired firms’ capabilities, while having a positive direct influence, suppress the positive impact of organizational learning and absorptive capacity, suggesting that multinationals require some basic level of capabilities to appropriate value from overseas acquisitions. Research limitations/implications – This paper investigates the impact of knowledge-seeking overseas acquisition of Chinese multinationals on innovation performance, as this appears to be the primary motive for making such acquisitions. Practical implications – Knowledge-seeking overseas acquisition should be based upon the absorptive capacity of the acquiring firm and complementarity between both firms. In knowledge-seeking overseas acquisitions, establishing an effective organizational learning mechanism is necessary for improving innovation performance. Originality/value – This paper reports on the behaviour and innovation performance of Chinese multinationals through analysis of primary data.

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M. Rugman, Alan, Quyen T.K. Nguyen, and Ziyi Wei. "Chinese multinationals and public policy." International Journal of Emerging Markets 9, no. 2 (April 14, 2014): 205–15. http://dx.doi.org/10.1108/ijoem-08-2013-0127.

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Liu, Hong, and Kequan Li. "Strategic Implications of Emerging Chinese Multinationals:." European Management Journal 20, no. 6 (December 2002): 699–706. http://dx.doi.org/10.1016/s0263-2373(02)00119-6.

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9

Alon, Ilan, John Child, Shaomin Li, and John R. McIntyre. "Globalization of Chinese Firms Theoretical Universalism or Particularism." Management and Organization Review 7, no. 2 (July 2011): 191–200. http://dx.doi.org/10.1111/j.1740-8784.2011.00234.x.

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Research on the globalization of Chinese and other emerging markets' companies has only just begun and is on the verge of taking off. As it does so, additional thought should be given to the ontological and epistemological underpinnings of the theories attempting to capture the phenomenon. Should Western-centric theory prevail? Be adapted? Or abandoned in favour of new indigenous approaches to theorizing, based on context? Finally, should the context itself be the basis of theorizing? While the debate will not stop here, the future may hold a multiplicity of approaches, both indigenous and internationalized, for explaining emerging markets' contexts and, more specifically, for understanding internationalization of their economies and their multinationals. This article provides an overview of the debate on Chinese Theory of Business vs. Theory of Chinese Business, and highlights the contribution of three key articles utilizing a hybrid approach of adapted theory, controlling for the various multinational contexts. We conclude that no theory has a monopoly on explanation and a multi-levelj multidisciplinaiy, and, perhaps, Eastern-centric theory may prove to show great potential in future theories of emerging markets' multinationals.

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Errasti, Anjel. "Mondragon’s Chinese subsidiaries: Coopitalist multinationals in practice." Economic and Industrial Democracy 36, no. 3 (December 17, 2013): 479–99. http://dx.doi.org/10.1177/0143831x13511503.

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11

Workneh, Téwodros W. "Chinese Multinationals in the Ethiopian Telecommunications Sector." Communication, Culture & Critique 9, no. 1 (February 18, 2016): 126–47. http://dx.doi.org/10.1111/cccr.12129.

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Parmentola, Adele. "Why Chinese Companies Go Abroad? A Theoretical Model to Explain the Drivers of the Internationalization Strategy of Chinese MNEs." International Business Research 10, no. 10 (September 7, 2017): 82. http://dx.doi.org/10.5539/ibr.v10n10p82.

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China is today considered the second power in the world after the USA and recently many Chinese companies became global leaders in their specific industries. This success is also realized thanks to the expansion strategy adopted by many Chinese multinationals that have realized FDIs both towards other developing countries and towards advanced economies. What are the determinants that push the Chinese companies to go abroad? Are the traditional internalization theories based on the concept of ownership advantage able to explain the internationalization of Chinese MNES? Accordingly aim of this paper is to describe the determinants that induce the Chinese companies to realize FDIs and the characteristics that distinguish their internationalization strategy by the strategy adopted by developed countries multinationals.

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Ma, Jennifer, Hugh Dang, and Kunyuan Qiao. "East Meets West: From Chinese Multinationals to Internationalization." Transnational Corporations Review 12, no. 2 (April 2, 2020): 215–18. http://dx.doi.org/10.1080/19186444.2020.1771816.

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Swenson, Deborah L. "Multinationals and the creation of Chinese trade linkages." Canadian Journal of Economics/Revue canadienne d'économique 41, no. 2 (March 31, 2008): 596–618. http://dx.doi.org/10.1111/j.1540-5982.2008.00478.x.

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Shen, Jie. "Factors affecting international staffing in Chinese multinationals (MNEs)." International Journal of Human Resource Management 17, no. 2 (February 2006): 295–315. http://dx.doi.org/10.1080/09585190500404739.

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Wu, Sihong, and Di Fan. "Taking social responsibilities overseas? The learning paths and performance consequences of Chinese multinationals." Journal of General Management 46, no. 4 (June 30, 2021): 284–301. http://dx.doi.org/10.1177/0306307020984566.

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Corporate social responsibility (CSR) has been seen as an effective strategy that emerging market multinational enterprises increasingly adopt in order to cope with the liability of origin, yet much less attention has been paid to the micro-foundations of such a strategy. It remains less explored as to how CSR is leveraged by individuals—that is, expatriates. Addressing this research gap, a total of 150 valid survey responses from 38 Chinese multinationals were tested using the structural equation modeling technique. The results show that expatriates’ cross-cultural competence and engagement in CSR facilitate the learning efficiency of subsidiaries. The findings also suggest that expatriates’ effort positively mediates the relationship between CSR and performance outcomes (at both individual level and organizational level). Embracing the micro-foundations perspective in CSR research, this study offers both theoretical and practical implications for future international management research.

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Quer Ramón, Diego, Enrique Claver Cortés, and Laura Rienda García. "Chinese multinationals in Spain: Determinants of establishment mode choice." Cuadernos de Gestión 17, no. 2 (June 2017): 15–36. http://dx.doi.org/10.5295/cdg.150548dq.

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18

Yuan, Lin, and Nitin Pangarkar. "Inertia versus mimicry in location choices by Chinese multinationals." International Marketing Review 27, no. 3 (June 2010): 295–315. http://dx.doi.org/10.1108/02651331011048005.

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19

Anglès, Valérie. "Multinationals' priorities may distort ISO standards in Chinese subsidiaries." Global Business and Organizational Excellence 31, no. 4 (April 4, 2012): 48–58. http://dx.doi.org/10.1002/joe.21433.

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Park, Byung Il, and Taewoo Roh. "Chinese multinationals’ FDI motivations: suggestion for a new theory." International Journal of Emerging Markets 14, no. 1 (January 21, 2019): 70–90. http://dx.doi.org/10.1108/ijoem-03-2017-0104.

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Purpose The purpose of this paper is to complement the conventional international business (IB) theory, the OLI perspective, which is good at explaining the foreign direct investments (FDIs) undertaken by developed market multinational corporations (DMNCs). This study also suggests a new theoretical framework, namely, the OILL paradigm, that is able to encompass FDIs from emerging market multinational corporations (EMNCs) toward developed economies. Design/methodology/approach The data comprising 206 Chinese MNCs, which completed international mergers and acquisitions (IMAs), were obtained from Zephyr. By using these data, logical regressions are conducted to statistically confirm that we should not omit the learning motivation if we want to adequately understand the FDI phenomenon by encompassing investment flow from developing (or emerging) to developed countries. Findings The results based on this data set indicate that EMNCs often try to enter developed economies with the motivation to seek sophisticated foreign host knowledge that is not available internally. In particular, they tend to use IMA strategies when they want to learn from heterogeneity (i.e. inter-industry mergers and acquisitions) and absorb advanced technologies from DMNCs. Research limitations/implications By shedding light on the recent new trend in FDI (i.e. FDI from emerging countries to developed economies), the study provides useful theoretical implications, as well as suggesting scholarly contributions. However, we should acknowledge that there are some limitations to this study. First, the study explores only Chinese MNCs. Second, learning motivations need to be minutely and precisely measured by other studies. Third, this study argues that FDI from EMNCs to DMNCs is triggered by the former’s motivation concerning knowledge acquisition. However, the type of knowledge should be considered, and this is perhaps another avenue for future research. Practical implications Conventional IB theories, such as the OLI paradigm and internalization theory, have long sought to answer the question of why DMNCs go for foreign markets, in spite of the presence of the liabilities of foreignness, and focused on their main investment motivations (i.e. market-seeking, efficiency-seeking and resource-seeking motivations). For this reason, these theories do not adequately capture the primary FDI motivations of EMNCs, and consequently, they are unable to see the big picture when it comes to the FDI phenomenon. Based on this idea, the authors complement the well-known triad motivations (i.e. market-seeking, efficiency-seeking and resource-seeking motivations) by adding the knowledge-seeking motive and contribute to the evolution of IB theories by suggesting a new theory, which is the OILL paradigm. Originality/value The study contributes to the extant literature in the field of IB in two key ways. First, it examines EMNCs’ central motivations in conducting FDI where empirical research is sparse. By doing this, this paper attempts to solve the query indicated above (i.e. why MNCs choose FDI in spite of the presence of the liabilities of foreignness), and it offers a new theory (i.e. the OILL paradigm).

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Teece, David J. "China and the Reshaping of the Auto Industry: A Dynamic Capabilities Perspective." Management and Organization Review 15, no. 1 (March 2019): 177–99. http://dx.doi.org/10.1017/mor.2019.4.

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ABSTRACTChinese firms are grappling with the four paradigm shifts around electric, connected, shared, and autonomous vehicles that are roiling the rest of the global auto industry. This article, which follows my earlier MOR article about the auto industry (Teece, 2018a), looks briefly at the development of capabilities in these fields by Chinese firms. It then analyzes the prospects for Chinese firms to use them to gain a stronger foothold in the global market, and for multinationals to continue to prosper in China. The paradigm shifts are creating new entry points for Chinese firms to capture value in the industry, and some potential global contenders have demonstrated solid dynamic capabilities in electric vehicles (Geely), shared vehicles (Didi Chuxing), and autonomous vehicles (Baidu). However, multinationals are also moving forward in the same fields and have strong complementary assets such as respected brands and well-honed dynamic capabilities.

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22

Fan, Di, Mike Mingqiong Zhang, and Cherrie Jiuhua Zhu. "International human resource management strategies of Chinese multinationals operating abroad." Asia Pacific Business Review 19, no. 4 (October 2013): 526–41. http://dx.doi.org/10.1080/13602381.2013.821804.

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23

Yang, Yang, Xiaohua Yang, and Barry W. Doyle. "The location strategy and firm value creation of Chinese multinationals." Multinational Business Review 21, no. 3 (September 2, 2013): 232–56. http://dx.doi.org/10.1108/mbr-03-2013-0012.

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24

Alden, Chris, and Martyn Davies. "A profile of the operations of Chinese multinationals in Africa." South African Journal of International Affairs 13, no. 1 (June 2006): 83–96. http://dx.doi.org/10.1080/10220460609556787.

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Zhang, Mike Mingqiong, and Di Fan. "Expatriate skills training strategies of Chinese multinationals operating in Australia." Asia Pacific Journal of Human Resources 52, no. 1 (January 2014): 60–76. http://dx.doi.org/10.1111/1744-7941.12023.

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26

Liu, Qing, Ruosi Lu, and Chao Zhang. "Entrepreneurship and spillovers from multinationals: Evidence from Chinese private firms." China Economic Review 29 (June 2014): 95–106. http://dx.doi.org/10.1016/j.chieco.2014.03.005.

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27

Hobdari, Bersant, Evis Sinani, Marina Papanastassiou, and Robert Pearce. "The Determinants of Global Integration Strategies of Chinese Multinationals—Some Empirical Evidence." Review of Market Integration 2, no. 1 (April 2010): 61–86. http://dx.doi.org/10.1177/097492921000200105.

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The main purpose of this research is to understand the determinants of global integration strategies of Chinese Multinational Enterprises (MNEs). In this article, we identify four expansion strategies for Chinese MNEs, that is, horizontal, vertical, lateral and risk diversification and we investigate a series of location and firm-level factors that determine the adoption of each strategy. We present empirical evidence based on data from the 2008 Spring edition of the Lexis Nexis Corporate Affiliates Directory. Our results indicate that Chinese MNEs expand internationally through a grid of strategic choices which is diversified geographically and industrially.

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Schonfelder, Karen, S. Ramakrishna Velamuri, and Wilson Liu. "Evolution of international and Chinese anti-bribery and corruption compliance programs." Corporate Governance 16, no. 3 (June 6, 2016): 437–51. http://dx.doi.org/10.1108/cg-07-2015-0097.

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Purpose The purpose of this study is to explore the regulatory framework in China and the extent to which Chinese multinationals have implemented and disclosed their anti-bribery and corruption (ABC) compliance practices. This is done against the backdrop of the evolving international ABC compliance standards. Design/methodology/approach This study is based on detailed reviews of the ABC compliance standards of international organizations; legislation passed by the USA, the UK and Chinese Governments; seven semi-structured interviews with leading experts in the field; and comparisons of ABC program disclosures of four Chinese with four best-in-class western multinational corporations. Findings A high level of convergence was found in the ABC standards published by the international organizations. Several positive features were found in the Chinese ABC regulatory frameworks but our findings indicate that there is minimal disclosure around ABC compliance program practices. This paper shows that a transparent disclosure would represent an easy win for Chinese multinational corporations and contribute to raising their reputations internationally. Research limitations/implications While there are numerous studies in the law literature on ABC compliance standards and the extent to which they are effective in achieving their objectives, this is an emergent area in management research, to which our study makes a contribution. Future research could explore how other emerging economies are tackling this important issue. Practical implications By proactively adopting ABC compliance practices, corporations can seize the ethical high ground and build solid reputations with their stakeholders. Originality/value It is believed that this study is the first academic study that compares Chinese and international ABC standards.

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He, Shaowei, Zaheer Khan, Yong Kyu Lew, and Grahame Fallon. "Technological innovation as a source of Chinese multinationals’ firm-specific advantages and internationalization." International Journal of Emerging Markets 14, no. 1 (January 21, 2019): 115–33. http://dx.doi.org/10.1108/ijoem-02-2017-0059.

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Purpose The purpose of this paper is to examine how innovation-related firm-specific ownership advantage (FSA) plays a role in developing the competitive advantage of Chinese multinationals when they internationalize. Design/methodology/approach Based on a review of the existing literature concerning foreign direct investment by emerging economy multinational enterprises (EMNEs), the authors identify that numerous studies explain this phenomenon on the basis of their location-bound country-specific advantages. However, such views do not fully explain the key underlying factors behind the rapid rise and success of many EMNEs as these firms rapidly internationalize and develop global competitiveness in developed markets. The current research explores three leading innovative Chinese EMNEs from the engineering sector: BYD, Sany Heavy Industry and CSR China. Findings The authors find that EMNEs’ knowledge, and particularly their innovation-creating technological knowledge, has contributed greatly to their successful internationalization. The illustrative cases show that the three firms have now moved beyond the infant to the mature stage of EMNE development through developing their technological knowledge in order to realize FSA through internationalization. This study helps in contributing fresh reflections to the continuing debate concerning the causes of internationalization and global competitive development by EMNEs and the role of their FSAs in these processes. Originality/value This is one of the few studies which have demonstrated that some of the EMNEs do possess firms’ specific advantage which helps explain their innovative capabilities, competitive advantages and subsequent internationalization patterns.

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Alvstam, Claes, Inge Ivarsson, and Bent Petersen. "Are multinationals and governments from emerging economies configuring global value chains in new ways?" International Journal of Emerging Markets 15, no. 1 (March 7, 2019): 111–30. http://dx.doi.org/10.1108/ijoem-02-2017-0055.

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Purpose The hallmark of today’s global value chains (GVCs), still dominated by multinationals from advanced economies, is a sophisticated international division of labor based on scale economies and prevailing factor endowment differences between countries. However, GVCs led by multinationals from large emerging economies may be configured on the basis of considerations that supplement factor cost efficiencies, namely, those of societal objectives as formulated by political actors in the home country. In this context, the purpose of this paper is to examine the implications of political and socio-economic factors on GVC configuration of multinational firms. Design/methodology/approach This paper provides an in-depth case study of a leading Chinese car manufacturer, Zhejiang Geely Holding Group (ZGH) and its value-chain configuration, with a special focus on the acquisition of Volvo Car Corporation. Findings The authors show how ZGH’s configuration of its GVC, including that of acquired Volvo Car Corporation, takes place in symbiosis with political actors. The advantages and disadvantages of this symbiosis are highlighted. Research limitations/implications The study focuses on GVC configuration of one company, ZGH, in one industry, the automotive industry, in one emerging economy. The external validity of the study may therefore be limited. Furthermore, the focus is on the geographical/locational configuration of GVCs and ignores the ownership aspects. Originality/value The paper provides novel empirical evidence to better understand GVC configuration of multinational firms from emerging economies.

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Chen, Roger (Rongxin). "Corporate reputation: Pricing and competing in Chinese markets – strategies for multinationals." Journal of Business Strategy 25, no. 6 (December 2004): 45–50. http://dx.doi.org/10.1108/02756660410569184.

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Van de Kerkhof, Twan. "Dutch Multinationals and the Chinese Economy: an Outline of Developmental Effects." China Information 3, no. 3 (December 1988): 13–27. http://dx.doi.org/10.1177/0920203x8800300302.

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Ng, Artie W., Jay Chatzkel, K. F. Lau, and Douglas Macbeth. "Dynamics of Chinese emerging multinationals in cross‐border mergers and acquisitions." Journal of Intellectual Capital 13, no. 3 (July 20, 2012): 416–38. http://dx.doi.org/10.1108/14691931211248963.

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Zhu, Judith Shuqin. "Chinese multinationals’ approach to international human resource management: a longitudinal study." International Journal of Human Resource Management 30, no. 14 (November 21, 2018): 2166–85. http://dx.doi.org/10.1080/09585192.2018.1539860.

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Zhang, Miao, and Christine Edwards. "Diffusing ‘best practice’ in Chinese multinationals: the motivation, facilitation and limitations." International Journal of Human Resource Management 18, no. 12 (December 2007): 2147–65. http://dx.doi.org/10.1080/09585190701695291.

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Fan, Di, Chris Nyland, and Cherrie Jiuhua Zhu. "Strategic implications of global integration and local responsiveness for Chinese multinationals." Management Research News 31, no. 12 (October 3, 2008): 922–40. http://dx.doi.org/10.1108/01409170810920639.

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Fan, Di, and Cherrie Jiuhua Zhu. "How do Chinese multinationals perceive factors affecting the integration-responsiveness framework?" International Journal of Emerging Markets 9, no. 2 (April 14, 2014): 181–204. http://dx.doi.org/10.1108/ijoem-05-2013-0077.

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Muralidharan, Etayankara, William Wei, and Xiaoyu Liu. "Integration by Emerging Economy Multinationals: Perspectives from Chinese Mergers and Acquisitions." Thunderbird International Business Review 59, no. 4 (August 24, 2016): 503–18. http://dx.doi.org/10.1002/tie.21850.

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Zhang, Ying, Nan Xu, Mark Frost, Wei Zhou, and Yuran Li. "Modeling team efficiency for international production assignments in Chinese manufacturing multinationals." International Journal of Production Economics 235 (May 2021): 108076. http://dx.doi.org/10.1016/j.ijpe.2021.108076.

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Avendaño Miranda, Lilliana Lorena, and Bertha Alicia Arce Castro. "La generación de conocimiento en las multinacionales chinas." Oikos 18, no. 38 (October 2, 2015): 109. http://dx.doi.org/10.29344/07184670.38.998.

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RESUMENLa internacionalización de las empresas se basa en el desarrollo de ventajas de propiedad, de localización y de internalización, esgrimida por Dunning a través del paradigma OLI. Las empresas latinoamericanas no han sido capaces de desarrollar suficientes ventajas y en su mayoría permanecen ancladas a la etapa de exportación. En comparación, las multinacionales chinas muestran una expansión vertiginosa. En este trabajo se analizan las estrategias utilizadas por ellas, para la generación de conocimientos, que las han llevado a tener uno de los procesos de expansión más dinámicos entre los países emergentes.Palabras clave: empresas multinacionales chinas, China, Latinoamérica, conocimiento. The knowledge generation in Chinese multinationalsABSTRACTThe internationalization of enterprises is based on development of advantages of ownership, location and internalization, wielded by Dunning through the OLI paradigm. Latin American companies, have not been able to develop sufficient advantages and most of which remain anchored to the exportstage. In comparison, the Chinese multinationals show a dizzying expansion. This paper discusses the strategies used by them, for the generation of knowledge, that have led them to have one of the most dynamic expansion processes among the emerging countries.Keywords: chinese multinationals, China, Latin America, knowledge. A geração de conhecimento nas multinacionais chinesasRESUMOA internacionalização das empresas baseia-se no desenvolvimento de vantagens de propriedade, de localização e de internalização, utilizadas por Dunning através do paradigma OLI. As empresas latino--americanas não têm sido capazes de desenvolver suficientes vantagens e na sua maioria permanecem ancoradas ao estádio da exportação. Em comparação, as multinacionais chinesas mostram uma rápida expansão. Neste trabalho são analisadas as estratégias utilizadas por elas para a geração de conhecimento, que tem-las levado a um dos processos mais dinâmicos da expansão entre os países emergentes.Palavras chave: empresas multinacionais chinesas, América Latina, conhecimento

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Chen, Xiangming, and James V. Jesudason. "Ethnicity and the Economy: The State, Chinese Business, and Multinationals in Malaysia." Contemporary Sociology 20, no. 3 (May 1991): 367. http://dx.doi.org/10.2307/2073675.

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Cobbe, James, and James V. Jesudason. "Ethnicity and the Economy: The State, Chinese Business, and Multinationals in Malaysia." International Migration Review 24, no. 4 (1990): 843. http://dx.doi.org/10.2307/2546225.

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Zhang, Haiyan, Zhi Yang, and Daniel Van Den Bulcke. "Geographical Agglomeration of Indian and Chinese Multinationals in Europe: A Comparative Analysis." Science, Technology and Society 17, no. 3 (November 2012): 385–408. http://dx.doi.org/10.1177/097172181201700303.

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Karreman, Bas, Martijn J. Burger, and Frank G. van Oort. "Location Choices of Chinese Multinationals in Europe: The Role of Overseas Communities." Economic Geography 93, no. 2 (November 21, 2016): 131–61. http://dx.doi.org/10.1080/00130095.2016.1248939.

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Milne, R. S., and James V. Jesudason. "Ethnicity and the Economy: The State, Chinese Business, and Multinationals in Malaysia." Pacific Affairs 63, no. 1 (1990): 120. http://dx.doi.org/10.2307/2759844.

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Niosi, J., and F. T. Tschang. "The strategies of Chinese and Indian software multinationals: implications for internationalization theory." Industrial and Corporate Change 18, no. 2 (February 27, 2009): 269–94. http://dx.doi.org/10.1093/icc/dtp005.

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Tan, Kun. "Generic Internationalization Strategies of Emerging Market Multinationals: The Case of Chinese Firms." Advances in Economics and Business 5, no. 2 (December 2017): 83–94. http://dx.doi.org/10.13189/aeb.2017.050205.

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Su, Cong, Lingshuang Kong, Francesco Ciabuschi, and Ulf Holm. "Demand and willingness for knowledge transfer in springboard subsidiaries of Chinese multinationals." Journal of Business Research 109 (March 2020): 297–309. http://dx.doi.org/10.1016/j.jbusres.2019.12.014.

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Fan, Di, Cherrie Jiuhua Zhu, and Chris Nyland. "Factors affecting global integration of Chinese multinationals in Australia: A qualitative analysis." International Business Review 21, no. 1 (February 2012): 13–26. http://dx.doi.org/10.1016/j.ibusrev.2011.03.005.

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Feigenbaum, Evan A. "Patterns of Chinese Policies on Technology Transfer." Journal of American-East Asian Relations 9, no. 1-2 (2000): 107–28. http://dx.doi.org/10.1163/187656100793645949.

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Abstract:

AbstractHigh-technology issues have dominated U.S.-China relations in the last years of the twentieth century. In sectors related to national security, allegations of compromising transactions and thefts of proprietary American commercial and military technology plagued bilateral ties in the late 1990s. The apparent transfer of sophisticated space-launch information prompted a congressional investigation of two major U.S. multinationals, Hughes Electronics and Loral Space and Communications. Then, allegations of Chinese espionage at U.S. nuclear weapons laboratories produced a bipartisan Select Committee, chaired by Representative Christopher Cox (R-Calif.), charged with scrutinizing all aspects of U.S.-China technology relations, from corporate technology transfers to academic exchanges of scientific personnel between the two countries.

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