| Budget Amount *help |
¥4,810,000 (Direct Cost: ¥3,700,000、Indirect Cost: ¥1,110,000)
Fiscal Year 2014: ¥1,170,000 (Direct Cost: ¥900,000、Indirect Cost: ¥270,000)
Fiscal Year 2013: ¥1,690,000 (Direct Cost: ¥1,300,000、Indirect Cost: ¥390,000)
Fiscal Year 2012: ¥1,950,000 (Direct Cost: ¥1,500,000、Indirect Cost: ¥450,000)
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| Outline of Final Research Achievements |
Previous studies on FSAs assumed that all NLB-FSAs automatically become the source of competitive advantage in every host market; however, our findings indicate that firms must take time to identify the resources that are most suited to dealing with the competition in each country’s market. It is not easy to predict which home-based FSAs will achieve the expected value in a host market ex ante; therefore, what MNEs actually focus is “value predict” in the initial market entry stage. It is important to note that despite the level of uncertainty in value creation with initially transferred FSAs, our findings also indicate that throughout the transfer process, MNEs tended to focus on cost minimization of communication by sharing and utilizing the same resources and knowledge bases with the headquarters in order to win the battle of the local market competition.
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