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Sequential internationalization, heterogeneous process and subsidiary roles: the case of Hyundai Motor Company-super-

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  • Chung-Sok Suh
  • Yue Wang
  • Myung Hyun Nam
  • Xiao Zhang

Abstract

This paper proposes a new conceptual model to better understand the internationalization process of firms, especially those from rapidly developing East Asian economies. The model is illustrated through a comprehensive analysis of the internationalization process of Hyundai Motor Company (HMC). A comparative case analysis of the development of HMC's five major foreign subsidiaries shows both capability building through sequential investment from the headquarters' perspective and heterogeneous development of operational knowledge at the subsidiary level. The research emphasizes the importance of the post-FDI phase of subsidiary development to the study of firm internationalization, and highlights the process of decision-making and learning as the key to understanding the sequence of investments in subsidiaries.

Suggested Citation

  • Chung-Sok Suh & Yue Wang & Myung Hyun Nam & Xiao Zhang, 2014. "Sequential internationalization, heterogeneous process and subsidiary roles: the case of Hyundai Motor Company-super-," Asia Pacific Business Review, Taylor & Francis Journals, vol. 20(4), pages 578-602, October.
    • Handle: RePEc:taf:apbizr:v:20:y:2014:i:4:p:578-602
    DOI: 10.1080/13602381.2012.732330
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    References listed on IDEAS

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    1. Mathews, John A., 2002. "Dragon Multinational: A New Model for Global Growth," OUP Catalogue, Oxford University Press, number 9780195121469.
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    Cited by:

    1. Lee, Jeoung Yul & Jiménez, Alfredo & Bhandari, Krishna Raj, 2020. "Subsidiary roles and dual knowledge flows between MNE subsidiaries and headquarters: The moderating effects of organizational governance types," Journal of Business Research, Elsevier, vol. 108(C), pages 188-200.

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