| Budget Amount *help |
¥4,810,000 (Direct Cost: ¥3,700,000、Indirect Cost: ¥1,110,000)
Fiscal Year 2015: ¥650,000 (Direct Cost: ¥500,000、Indirect Cost: ¥150,000)
Fiscal Year 2014: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2013: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2012: ¥910,000 (Direct Cost: ¥700,000、Indirect Cost: ¥210,000)
Fiscal Year 2011: ¥1,430,000 (Direct Cost: ¥1,100,000、Indirect Cost: ¥330,000)
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| Outline of Final Research Achievements |
At first, this study unveiled what the difference of internationalization process between traditional large-sized MNEs and BGCs is, and why the difference comes out. And more importantly, this study clarified why BGCs can realize early internationalization and what factors to make it possible are.
At second, this study clarified why BGSs which have only few management resources can compete with traditional large-sized MNEs in international market. And in that case, what is the source of sustainable competitive advantages of BGCs. For these issues, this study analyzed from the following four views: resource-based view, network view, international entrepreneurship view, and ‘metanational’ management view.
Lastly, this paper introduced the cases of BGCS and born-again global companies in Japan.
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