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Hennart, Jean-Francois Tan, Danchi 2015-09-25T22:21:54Z 2015-09-25T22:21:54Z 10000-01-01 2000 2000 I test these hypotheses using a sample of Japanese manufacturing investments made in the United States between 1978 and 1990. The results show that Japanese firms that followed acquisition strategies had lower growth than those that employed greenfield strategies in three cases: (1) when the industries entered were characterized by tacit knowledge, (2) when they were highly unionized, and (3) when the firms transferred firm-specific technology. On the other hand, they were likely to achieve higher growth when they transferred marketing competencies. Made available in DSpace on 2015-09-25T22:21:54Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 9990156.pdf: 8200509 bytes, checksum: 0d335443f2582723ef9e482e09e437dd (MD5) Previous issue date: 2000 Embargo set by: Seth Robbins for item 85897 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs U of I Only 172 p. Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2000. http://hdl.handle.net/2142/84616 (MiAaPQ)AAI9990156 eng Business Administration, Management Managerial Limits to International Expansion by Acquisitions and Greenfields: An Empirical Examination of Japanese Direct Investments in the United States text Business Administration Business Administration University of Illinois at Urbana-Champaign Dissertation Ph.D.