The role of psychic distance in entry mode decisions: Magnifying the threat of opportunism or increasing the need for local knowledge?
| Autor: | Daniel Baack, Douglas Dow, Ronaldo Parente |
|---|---|
| Rok vydání: | 2018 |
| Předmět: |
Transaction cost
Strategy and Management 05 social sciences Subsidiary Complementary assets Internationalization Business economics Market economy Order (exchange) 0502 economics and business Opportunism 050211 marketing Psychic distance Business Business and International Management 050203 business & management |
| Zdroj: | Global Strategy Journal. 10:309-334 |
| ISSN: | 2042-5805 2042-5791 |
| DOI: | 10.1002/gsj.1309 |
| Popis: | Research Summary: With respect to entry mode decisions, psychic distance may play two contradictory roles. On one hand, the transaction cost perspective is concerned with opportunism. Psychic distance magnifies the threat of opportunism, which encourages higher levels of control by foreign firms. Conversely, the new internalization perspective emphasizes the role of complementary assets controlled by local entities. Distance increases the need to access local knowledge, which encourages firms to seek joint ventures. By adopting an experimental approach and measuring managers' a priori perceptions of distance, this article contributes to the literature by providing a more sophisticated approach for discriminating between these effects. The results indicate that distance magnifies the need for firms to access complementary assets; however, distance does not appear to magnify the threat of opportunism. Managerial Summary: This article explores the role that psychic distance (i.e., differences across countries in culture, language, religion, etc.) plays in how firms enter foreign markets. Specifically, do they prefer wholly owned subsidiaries (WOS) or do they prefer to form joint ventures (JV) with local players? One perspective argues that firms are concerned about potential partners in a foreign market taking advantage of them; thus, they will prefer the greater control a WOS offers. Conversely, firms may simply recognize that these differences put them at a disadvantage and prefer a JV as a way to gain local knowledge. Our experiments indicate that the latter explanation dominates. When entering very different countries, managers seem to prefer JVs in order to access key local knowledge. |
| Databáze: | OpenAIRE |
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