000 03705nam a22005535i 4500
001 978-4-431-54562-0
003 DE-He213
005 20140220082525.0
007 cr nn 008mamaa
008 131030s2014 ja | s |||| 0|eng d
020 _a9784431545620
_9978-4-431-54562-0
024 7 _a10.1007/978-4-431-54562-0
_2doi
050 4 _aHF5601-5688
050 4 _aHF5667-5668.252
072 7 _aKF
_2bicssc
072 7 _aKFCM
_2bicssc
072 7 _aBUS001040
_2bisacsh
072 7 _aBUS001010
_2bisacsh
082 0 4 _a657
_223
100 1 _aNakano, Makoto.
_eauthor.
245 1 0 _aReliance on Foreign Markets: Multinationality and Performance
_h[electronic resource] /
_cby Makoto Nakano, Bayanjargal Purevdorj.
264 1 _aTokyo :
_bSpringer Japan :
_bImprint: Springer,
_c2014.
300 _aIX, 35 p. 2 illus.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
490 1 _aSpringerBriefs in Business,
_x2191-5482
505 0 _a1. Introduction -- 2. Theory and Prior Evidence on Multinationality. 2.1 Benefits and Costs of Multinationality. 2.2 Prior Empirical Evidence on Multinationality and Performance -- 3. Hypotheses.3.1 Multinationality and Profitability. 3.2 Multinationality and Firm Value -- 4. Description of Data and Methodology. 4.1 Description of Data. 4.2Trends in Overseas Operations of Japanese Multinational Companies.4.3 Model -- 5.Empirical Results. 5.1 Descriptive Statistics and Correlations. 5.2 Results and Discussion -- 6. Robustness Check and Additional Tests. 6.1 Alternative Measurement Test. 6.2 Regional Breakdown Test -- 7. Conclusion.
520 _aThis study examines the relationship between multinationality and the performance of Japanese manufacturing companies during the period 1999–2008 by using geographic segment information. Despite the enormous interest in and importance given to multinationality from the academic and business worlds, prior findings about the multinationality–performance relationship are conflicting and inconsistent. The overall results of the present study show that multinationality has a positive impact both on accounting performance and on market-based performance. In additional tests, Japanese electric and electronic equipment companies’ reliance on the Asian market was found to have a negative impact on profitability and no significant impact on firm value, whereas reliance on other foreign markets such as the Americas and the EU had a positive impact on profitability and firm value. The multinationality–performance relationship cannot be generalized and varies among geographic regions. This book contributes to both the multinationality–performance literature and the geographic segment reporting literature by offering empirical evidence about Japanese manufacturing companies and comparing them with prior findings about American companies.
650 0 _aEconomics.
650 0 _aInternational economics.
650 0 _aAuditing.
650 0 _aMarketing.
650 1 4 _aEconomics/Management Science.
650 2 4 _aAccounting/Auditing.
650 2 4 _aFinance/Investment/Banking.
650 2 4 _aMarketing.
650 2 4 _aInternational Economics.
650 2 4 _aEmerging Markets/Globalization.
700 1 _aPurevdorj, Bayanjargal.
_eauthor.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9784431545613
830 0 _aSpringerBriefs in Business,
_x2191-5482
856 4 0 _uhttp://dx.doi.org/10.1007/978-4-431-54562-0
912 _aZDB-2-SBE
999 _c93710
_d93710