Greenfield vs acquisition : the strategy of Japanese investors in the United States PDF
Preview Greenfield vs acquisition : the strategy of Japanese investors in the United States
UNIVERSITY OF ILLINOIS LIBRARY AT URbANA-CHAMPAlGN BOOKSTACKS CENTRAL CIRCULATION BOOKSTACKS The person charging this material is re- sponsible for its renewal or its return to the library from which it was borrowed on or before the Latest Date stamped below. You may be charged a minimum fee of $75.00 for each lost book. TJieft, mutilation, and underlining of books are reasons for disciplinary action and may result in dismissal from the University. TO RENEW CALL TELEPHONE CENTER, 333-8400 UNIVERSITY OF ILLINOIS LIBRARY AT URBANA-CHAMPAIGN SEF 31997 APR 6 1999 When renewingbyphone,writenewduedatebelow previous due date. LI62 Digitized by the Internet Archive in 2011 with funding from University of Illinois Urbana-Champaign http://www.archive.org/details/greenfieldvsacqu92179henn s~rx Faculty Working Paper 92-0179 Greenfield vs. Acquisition: The Strategy of Japanese Investors in the United States Jean-Francois Hennart Young-Ryeol Park Associate Professorof Department ofBusinessAdministration InternationalBusiness University ofIllinois University ofIllinois Bureau of Economic and Business Research College ofCommerce and Business Administration University of Illinois at Urbana-Champaign BEBR FACULTY WORKING PAPER NO. 92-0179 College of Commerce and Business Administration University of Illinois at Urbana-Champaign December 1992 Greenfield vs. Acquisition: The Strategy of Japanese Investors in the United States Jean-Francois Hennart Associate Professor of International Business Young-Ryeol Park Department of Business Administration newgreen 2wp . Greenfield vs. Acquisition: The Strategy of Japanese Investors in the United States Jean-Francois Hennart Associate Professor of International Business University of Illinois at Urbana-Champaign Young-Ryeol Park University of Illinois at Urbana-Champaign July 1991 Revised July 1992 An earlier version of this paper was presented at the 1991 annual meetings of the European International Business Association in Copenhagen. We would like to thank Sabine Reddy for research assistance, and Gary Saxonhouse, Keith Ito, Koji Taira, Susan MacKnight and David Barton for their assistance with data sources. Erin Anderson, Seev Hirsch, Joseph Yu, participants at seminars at the University of Illinois and at the International University of Japan, and three anonymous referees gave us useful comments. Part of the study was supported by a grant from the Reginald Jones Center at the Wharton School.
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