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The ownership structure of foreign subsidiaries and the effect of institutional distance: a case study of Japanese firms

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  • Naoki Ando

Abstract

This study investigates how institutional distance between a home country and a host country affects the ownership structure of foreign subsidiaries. Using a sample consisting of foreign subsidiaries of Japanese firms, the effect of institutional distance on the ownership structure of foreign subsidiaries is tested. The results indicate that Japanese firms reduce equity shares in foreign subsidiaries as institutional distance increases. The study also finds that internationally experienced Japanese firms tend to have large equity ownership in institutionally distant countries. In addition, this study shows that complementing host country experience with international experience further mitigates uncertainty arising from institutional distance.

Suggested Citation

  • Naoki Ando, 2012. "The ownership structure of foreign subsidiaries and the effect of institutional distance: a case study of Japanese firms," Asia Pacific Business Review, Taylor & Francis Journals, vol. 18(2), pages 259-274, April.
    • Handle: RePEc:taf:apbizr:v:18:y:2012:i:2:p:259-274
    DOI: 10.1080/13602381.2010.502315
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    Citations

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    Cited by:

    1. Ilhan-Nas, Tulay & Okan, Tarhan & Tatoglu, Ekrem & Demirbag, Mehmet & Wood, Geoffrey & Glaister, Keith W., 2018. "Board composition, family ownership, institutional distance and the foreign equity ownership strategies of Turkish MNEs," Journal of World Business, Elsevier, vol. 53(6), pages 862-879.
    2. K. Skylar Powell & Eunah Lim & Naoki Ando, 2021. "Seeing the tree and the forest: Japanese auto firm multinational dispersion, cultural distance, and foreign manufacturing subsidiary ownership levels," Asian Business & Management, Palgrave Macmillan, vol. 20(2), pages 163-187, April.
    3. Powell, K. Skylar & Lim, Eunah, 2017. "Investment motive as a moderator of cultural-distance and relative knowledge relationships with foreign subsidiary ownership structure," Journal of Business Research, Elsevier, vol. 70(C), pages 255-262.
    4. Del Bosco, Barbara & Cristina Bettinelli, 2020. "How Do Family SMEs Control Their Investments Abroad? The Role of Distance and Family Control," Management International Review, Springer, vol. 60(1), pages 1-35, February.
    5. Trąpczyński, Piotr & Banalieva, Elitsa R., 2016. "Institutional difference, organizational experience, and foreign affiliate performance: Evidence from Polish firms," Journal of World Business, Elsevier, vol. 51(5), pages 826-842.
    6. Trąpczyński, Piotr & Halaszovich, Tilo F. & Piaskowska, Dorota, 2020. "The role of perceived institutional distance in foreign ownership level decisions of new MNEs," Journal of Business Research, Elsevier, vol. 108(C), pages 435-449.
    7. Powell, K. Skylar & Lim, Eunah, 2018. "Motive meets experience: Cultural distance, motive, related experience, and foreign subsidiary ownership structure," Journal of Business Research, Elsevier, vol. 92(C), pages 81-92.
    8. Kashif Ahmed & Ralf Bebenroth & Jean-Francois Hennart, 2020. "Formal Institutional Uncertainty and Equity Sought on Foreign Market Entry: Does Industry Matter?," Discussion Paper Series DP2020-03, Research Institute for Economics & Business Administration, Kobe University.
    9. Hitt, Michael A. & Li, Dan & Xu, Kai, 2016. "International strategy: From local to global and beyond," Journal of World Business, Elsevier, vol. 51(1), pages 58-73.
    10. Fernando Moreira Silva & Mario Henrique Ogasavara & Renato Pereira, 2024. "Institutional distances and equity-based entry modes: a systematic literature review," Management Review Quarterly, Springer, vol. 74(3), pages 1723-1790, September.

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