Ralf Bebenroth

Cross-National Heterogeneity in Retail Spending: A Longitudinal Analysis of Regulatory and Industry Factors

Economies worldwide vary greatly in terms of how much their consumers spend on various types of retail activities. The purpose of this article is to examine how the regulatory characteristics as well as the natures and strategies of businesses are related to retail spending. Random effect time-series cross-sectional (TSCS) models linear in parameters were employed for forty-eight economies using annual data for the 1999–2008 period. The results provided strong support that economic freedom, foreign direct investment (FDI) inflow, and access and availability as measured by the density of retail stores positively affect retail spending. It was also found that tax and social security contributions as a proportion of the gross domestic product (GDP) is positively related to per capita grocery retail spending.

Foreign Firms’ Access to the Japanese Market

This paper examines interrelationships among foreign firms’ perceptions of market barriers related to the access, quality of inter-organisational institutions and their market commitment and performance in Japan. Our findings suggest that foreign firms that perceive a higher level of macro-level institutional barrier are likely to have an unfavourable assessment of the accessibility of the Japanese distribution system. We also found that firms with a favourable assessment of the accessibility of the Japanese distribution system are likely to develop better inter-organisational networks. Finally, our findings would suggest that firms with a higher level of commitment to and performance in Japan are characterised by a favourable assessment of the accessibility of the Japanese distribution system and better inter-organisational networks. Implications are discussed.

International business mergers and acquisitions in Japan

Ch1. Introduction Part I. Trade and Distribution.- Ch2. Japan and Japan and Foreign Direct Investment.- Ch3. Imports, Exports and Foreign Businesses in Japan.- Ch4. The Japanese Distribution System.- Ch5. Entrance to the Japanese Market.- Part II. Mergers and Acquisitions.- Ch6. Setting the Stage for Mergers and Acquisitions.- Ch7. Mergers and Acquisitions in Japan.- Ch8. Cross Border Bidders versus Domestic Ones.- Ch9. Unfriendly Takeovers.- Ch10. Evaluation Methods and Market Concentration.- Ch11. Institutional Investors.- Part III. Human Resources in Mergers and Acquisitions Processes.- Ch12. Organizational Identification at Cross-Border Mergers and Acquisitions: a Theoretical Concept.- Ch13. Identification and Job Satisfaction at Mergers and Acquisitions.- Ch14. Cultural Concepts.- Ch15. Expatriates and other Choices.

Mind your language!: role of language in strategic partnerships and post-merger integration

This paper aims to identify the role of language in international business context, especially in a post-merger integration (PMI) process, and to develop a framework for language strategies in a PMI context.,Based on the authors’ review and building on earlier works, this paper develops a conceptual model regarding the use of language in different PMI scenarios and identifies the key resource mix that may be suited for an effective deployment of language strategies.,The authors find that the use of a language at target firms depends on the degrees of strategic interdependence and organizational autonomy. They classify different constellations of targets in a PMI context and propose the most appropriate language strategies for different classification of PMI firms.,The authors develop five testable future research propositions based on our conceptual model. The paper is not without its limitations. The authors’ propositions need to be tested in future studies. It may be sometimes difficult to collect data based on all the four segments of firms using a quantitative design. It is also challenging to investigate about the language used at the target firms using quantitative designs.,The authors’ model has several practical implications for the managers. Bidder firm’s managers can decide the use of appropriate language depending on their acquisition strategy. It is very likely that target managers have to change the language following the acquisition, and because of this change, influence on their routines will be significant. This issue becomes most important if both firms do not speak the common corporate language – English language. The authors bring ideas for a best fit, which are applicable not just for merger and acquisition but also for other strategic sourcing areas such as outsourcing strategies.,There are several negative emotions that are invoked through language. Language is also power laden and affects social structure and group dynamics at work. By addressing the use of appropriate language strategies, people can potentially avoid the dark side of language.,The authors present testable propositions for future research in a PMI context.

Japan and Foreign Direct Investment

This chapter covers the historical economic developments of Japan and discusses recent FDI investment flows. It will be shown that Japan has a relatively low inward, but a high outward FDI. Furthermore, some data from World Investment Report about M&A will be presented. Finally, trade agreements are shortly discussed.

Cross-national heterogeneity in e-retail spending: a longitudinal analysis of economic, technological and political forces

This paper examines the technological, market, industry and institutional sources associated with the cross-national heterogeneity in e-retail spending. We used the economic theory of complementarities as the theoretical framework and estimated panel data models for 10 year data from 43 countries to test our hypotheses. We identified various activities and resources in the e-retail ecosystems that may produce positive or negative externalities in the development of the e-retail industry. We found that broadband Internet is an important determinant of an economy’s e-readiness in explaining international heterogeneity in e-retail spending. We also found various specific attributes of the traditional retail environment that produce enhancing effects as well as suppressing effects for e-retail spending.

Case 4: Japanese Cross Border M&A and German Target Employee Alienation Issues

Mergers and Acquisitions (MA Nemanich and Keller 2007). Yet, indirect effects of social identification can also affect the lack of direct interaction between employees from both parties (the acquirer and the acquired). This case study deals about a Japanese steelmaker who overtook a German engineering firm specializing in waste disposal business. Challenges in the post-merger integration and especially between the expatriated Japanese managers to the German subsidiary and the German employees are discussed.

Internet resources and capabilities: Japanese SME risk-taking, industry and performance

ABSTRACT This study investigates how Internet-related resources and capabilities are influencing performance in Japanese small- and medium-sized enterprises (SMEs). We use a structural equation modelling approach to test these relationships between Internet readiness, Internet capability, risk-taking perceptions and performance within Japanese SMEs (350 SMEs). Unlike other counterpart countries, such as South Korea, Japanese SMEs have been relatively slow in implementing Internet technologies into business practice. However, the results indicate that if Japanese SMEs allocate appropriate resources and deploy Internet capabilities these firms will benefit with performance gains. Further, we find that both the perception of risk-taking and the industry in which the firm operates are key factors in either inhibiting or enhancing the firm’s ability to leverage Internet-related capabilities for firm performance.

Identification and Job Satisfaction at Mergers and Acquisitions

This chapter sheds light on Japanese target firm employees’ perceptions after being taken over by a German firm. Specifically, it was tested how target firm employees’ perception of procedural justice and their cultural openness influence two variables: job satisfaction and organizational identification. It is found that the perceived procedural justice leads to a higher level of job satisfaction and to a better organizational identification. Fair treatment matters more for the satisfaction of employee’s with a higher cultural openness. Implications and future research directions are discussed.

Organizational Identification at Cross-Border Mergers and Acquisitions: A Theoretical Concept

This chapter proposes a theoretical framework for organizational identification of target employees at cross-border Mergers and Acquisitions (M&A) on communication, training and consulting. Against the literature stating that all target employees will generally identify less with the new firm, it will be shown on Japan as a country of example that this is not automatically true. It depends on certain characteristics whether or not employees identify with their new bidder firm. For example it matters whether employees are in regularly employed positions. Possibly, non-regular employees might feel afraid of getting replaced. However, it is also thinkable that they may even stronger identify with their organization. Younger regular employees might see an acquisition more as a chance, to more fully use their talents effectively. This should count especially when taken over in a cross border deal where young talents may get more international exposure.