Economics at your fingertips  

Social Knowledge as a Control System: A Proposition and Evidence from the Japanese FDI behavior

Jung Hoon Derick Sohn
Additional contact information
Jung Hoon Derick Sohn: Georgia State University

Journal of International Business Studies, 1994, vol. 25, issue 2, 295-324

Abstract: Building upon the concept of clans, this paper introduces the value of social knowledge as a control mechanism available for an MNC to manage its foreign subsidiaries. Social knowledge is defined as one's ability to understand and predict others' general patterns of behavior. The hypotheses are empirically tested with Japanese FDI data into four host countries, the United States, Singapore, Taiwan, and Korea. The results offer broad support for the proposition that for MNCs with social knowledge, the need to resort to ownership for control purposes is reduced.© 1994 JIBS. Journal of International Business Studies (1994) 25, 295–324

Date: 1994
References: Add references at CitEc
Citations: View citations in EconPapers (29) Track citations by RSS feed

Downloads: (external link) Link to full text PDF (application/pdf) Link to full text HTML (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link:

Ordering information: This journal article can be ordered from
http://www.springer. ... nt/journal/41267/PS2

Access Statistics for this article

Journal of International Business Studies is currently edited by John Cantwell

More articles in Journal of International Business Studies from Palgrave Macmillan, Academy of International Business
Bibliographic data for series maintained by Sonal Shukla ().

Page updated 2019-06-04
Handle: RePEc:pal:jintbs:v:25:y:1994:i:2:p:295-324