presentation for advanced strategic course
DESCRIPTION
I will use the first article for define the entry strategies The second article for see the growth option value of investments in emerging economies.Alternative modes of entry—greenfield, acquisition, and joint venture (JV)—allow firms to overcome different kinds of market inefficiencies related to both characteristics of the resources and to the institutional context. In a weaker institutional framework, JVs are used to access many resources, but in a stronger institutional framework, JVs become less important while acquisitions can play a more important role in accessing resources that are intangible and organizationally embeddedTRANSCRIPT
Joy Elly Tulung – PhD Student
INSTITUTIONS, RESOURCES, AND ENTRY
STRATEGIES IN EMERGING ECONOMIES
INTERNATIONAL JOINT VENTURES AND THE VALUE OF GROWTH OPTIONS
AGENCY COSTS AND THE PERFORMANCE IMPLICATIONS OF INTERNATIONAL JOINT VENTURE
INTERNALIZATION PARENT FIRM PERFORMANCE
ACROSS INTERNATIONAL
JOINT VENTURE LIFE-‐CYCLE STAGES
Appropriate mode of entry
is a fundamental decision for
MNEs
Previous research
focused on two major
entry modes (acquisitions & greenfields)
analysis includes
brownfield investment
Mode Choice
Resource availability
Strategy of a MNE
Resource availability/strategy
Transaction Cost Theory (TCT)
Resource Based View (RBV)
Integration and Adaptation Costs (I&A)
• assets, e.g. technology, market power, brand name, reputation, local customer base and distribution channels
Resources of the Local Firm
• transferable knowledge, managerial service and financial capital
Resources of the Investor
• real estate, labor skills, and access to utilities
Resources available on the Market
Brownfield Investment Formally an acquisition, but it closely resembles the greenfield in its
organization
Purchase of an existing firm, which within a short period of time is totally restructured
Local resources replaced with resources of the investor
The advantages of brownfield may compensate for the downsides of greenfield entry
Brownfield is an attractive alternative entry mode for global companies investing in transition economies
Global Strategy
Multidomestic Strategy
Klaus Meyer, Saul Estrin, Sumon Bhaumik, Mike Peng
Institution
The rules of the games
Efficiency of Market
• Contract enforcement • Information Asymmetry • Mechanism • uncertainty
Transaction Costs
• Finding partners • Negotiating and enforcing contract • Measures quality of products • etc
Business Strategies
Design the organizational forms
that minimize opportunity costs (Max. Revenue)
¡ “how do foreign firms adapt entry strategies when entering emerging economies?"
Entry Mode Choice (Kogut & Singh, 1988; Anand & Delios, 2002; Elango & Sambharaya, 2004) • Greenfield • Acquisition • JV
Institution and Entry Strategy • Legal Framework and Enforcement
• Property Rights • Information Systems • Regulatory Regimes
• The stronger the market-‐ supporting institutions in an emerging economy, the less likely foreign entrants are to enter by joint venture (as opposed to greenfield or acquisition).
Hypothesis 1(H1):
• The stronger the need to rely on local resources to enhance competitiveness, the less likely foreign entrants are to enter an emerging economy by greenfield (as opposed to acquisition or joint venture).
Hypothesis 2a (H2a):
• The effect of Hypothesis 2a is stronger when requiring intangible assets compared to tangible assets.
Hypothesis 2b (H2b):
• Under conditions of strong institutions, the greater the need of foreign entrants for intangible resources, the more likely they are to use acquisition or joint venture rather than greenfield.
Hypothesis 3a (H3a):
• Under conditions of strong institutions, the need for local tangible resources will not influence the choice of entry mode.
Hypothesis 3b (H3b):
¡ Sample § Four emerging economies ▪ Egypt, India, South Africa, and Vietnam
§ Questionnaire § Base Population § Random Sampling § Interviews § 613 responses were received
Institutional and resource effects crucially interact.
Strengthening the institutional environment directly encourages acquisition and greenfield entry at the expense of JV entry.
First, a pertinent question for empirical studies is always whether the empirical relationships identified in the study could be explained by different mechanisms than those proposed by the authors.
A second concern is the quality of proxies. They collected local data to get as close as possible to the context (the focus of our research), and thus distinguish ourselves from earlier study designs driven by MNE headquarters perspectives.
Third, They only investigate equity-‐based foreign entry modes (Tse et al., 1997) and do not differentiate levels of subsidiary ownership (Dhanaraj and Beamish, 2004).
Jeffrey J. Reuer & Kent D. Miller
Parent firm performance implications of joint venture (JV) investments.
Event studies generally find a positive average shareholder wealth effect associated with venture formation. Balakrishnan &Koza (1993); Chen, Hu, &Shieh (1991); Crutchley, Guo, &Hansen (1991); Koh &Venkatraman (1991); Lummer &McConnell (1990); and McConnell & Nantell (1985)
JVs frequently fail to meet parent firms’ objectives, and are often unstable and short-‐lived. Beamish, (1985); Kogut, (1988, 1989,1991); Blodgett (1991, 1992); Gomes-‐Casseres (1987); Harrigan (1985, 1986, 1988); Killing (1983); Li(1995 );Mitchell & Singh( 1992); and Pennings, Barkema, & Douma (1994)
While scholars have typically associated JV longevity with collaborative success and JV termination with failure. Anderson (1990); Brown, Rugman, and Verbeke (1989); Dymsza (1988); Parkhe (1991); Ring and Van de Ven (1994); and Teece (1992)
¡ Recent event studies of JV formations agency theory may be useful for isolating the sources of parent firm valuation effects from JV investments.
¡ Lee and Wyatt (1990) conjectured that agency problems may be at the root of the negative shareholder wealth effects for the international joint venture (IJV) formations they studied.
¡ The aim of this study is to join standard agency theory arguments and event study methodology to test a contingency perspective on IJV buyouts.
Empirical research has found that parent firm inside ownership is positively related to stock price movements
associated with JV formations (Cordeiro, 1993; Wild, 1994).
Wild (1994) observed that IJV formations also create more wealth for parent firm shareholders when parent firms have low levels of free cash flow or have high financial leverage for a given
level of free cash flow.
Cordeiro (1993) reported that parent firm abnormal returns from JV formation are also more favorable in the presence of long term
performance plans and interlocking directorates.
• Abnormal returns for the U.S. parent internalizing an IJV will be positively related to the U.S. parent firms’ inside owner-‐ ship percentage.
Hypothesis 1:
• Abnormal returns for the U.S. parent internalizing an IJV will be negatively related to the U.S. parent firm’s free cash flow.
Hypothesis 2:
• Abnormal returns for the U.S. parent internalizing an IJV will be positively related to the interaction of the U.S. parent firm’s leverage and free cash flow.
Hypothesis 3:
¡ U.S. investment abroad contained in Mergers & Acquisitions
¡ 75 IJV ¡ 23 different primary industries ¡ located in 23 different countries ¡ 7-‐year period ¡ 1988 -‐ 1994. ¡ OLS parameter ¡ cross-‐section
parent firm valuation effects are positively related to the parent firm equity owned by insiders and the interaction of debt financing and free cash flow.
¡ Data Limitations in regards to investigate potential asymmetries in parent firm performance effects
Tony W. Wing, Jeffrey J. Reuer, and Mike W. Peng
The aim of this article is to extend the real options theory of JVs by accomplishing two objectives.
• First, this article bridge the gap between theory and evidence by directly testing the theory’s central proposition that JVs confer valuable growth options.
• Second, and related, objective is to develop a contingency view of growth options in IJVs by examining how some key IJV characteristics can differentially affect firms’ growth option values rather than invoking real options arguments in a universalistic fashion or assuming they apply to all such ventures.
Real Options Theory
G r o w t h Option Value
Real Options Theory
Joint Ventures
• The greater a firm’s number of IJVs, the greater its growth option value.
International Joint Ventures -‐ Hypothesis 1.
• The number of a firm’s minority IJVs has a greater impact than the number of its nonminority IJVs on the firm’s growth op-‐ tion value.
The Ownership Structure of IJVs -‐ Hypothesis 2.
• The number of a firm’s noncore IJVs has a greater impact than the number of its core IJVs on the firm’s growth option value.
The Product-‐Market Focus of IJVs -‐ Hypothesis 3
• The number of a firm’s IJVs in emerging economies has a greater impact than the number of its IJVs in developed economies on the firm’s growth option value.
The Geographic Location of IJVs -‐ Hypothesis 4
• 1,000 largest U.S. publicly traded companies, based on their market value added (MVA)
• Besides MVA, the data set also pro-‐ vides Stern Stewart’s estimates of other value-‐ based measures, such as economic value added (EVA), capital invested (CI), and the weighted av-‐ erage cost of capital (WACC)
Sample and Data
• Growth option value • Explanatory variables • Control variables
Variables and Measurement
• Several theoretical and practical considerations drove our decision to use panel data models to estimate the influence of various types of IJVs on a firm’s growth option value.
Analytical Approach
Through the use of real options theory in the IJV context, this research also contributes to the IJV literature by uniting three important IJV attributes: ownership structure, product-‐market focus, and geographic location.
diversifying IJVs might provide one explanation for the contradic tory results in prior studies.
that firms do not generally derive growth option value from their IJVs in emerging economies in certain ways challenges recent arguments that growth options provide an important rationale for firms’ investments in these locations . This findings may reflect the high failure rate of JVs in general, and in emerging economies in, yet other more specific explanations are also plausible.
¡ The findings also challenge recent claims about the growth option value of investments in emerging economies.
Used of the Stern Stewart data set helped this obtain a relatively accurate estimate of growth option value. Although this is a contribution of the article, it might limit the generalizability of the findings.
Opportunities also exist to extend the empirical approach to other international investments contexts where real options theory is applicable.
This paper focus on JVs concerns firms’ external corporate development activities, but a wide range of internal investment activities can similarly provide valuable growth options, such as investments in technology development projects and investments in new product lines.
Jeffrey J. Reuer INSEAD
Total Value Parent Firms
International Joint Venture
• Investment Decision
• Processes • Broader Strategic Events • Environmental Context
¡ Examine parent firm performance outcomes across IJV life-‐cycle stages by using event study, methodology to evaluate the shareholder wealth effects of IJV formation and IJV Termination
How do the shareholder wealth effects of IJV formation and IJV termination relate to each other? More specifically, to what extend are the valuation patterns consistent with sequential adaptation, corrective
decisions, inappropriate termination of attractive ventures or simply poor management?
What are the parent firm valuation effects of IJV formation and different types of IJV termination?
Research Question
The corporate effects of collaboration by investigating the reactions of parent firm’s share prices to announcements of alliance formation
• (Das, Sen & Sengupta, 1998; Koh & Venkatraman, 1991)
The effects of alliances on parent firm survival
• (Singh & Mitchell, 1996)
Parent firm or IJV managers’ perceived satisfaction with IJVs
• ( Geringer & Herbert, 1991)
The parent firm valuation implications of IJV formation has produced rather mixed findings • Firms generally obtain: • Positive abnormal return when announcing the formation of on IJV (Chen, Hu & Shieh, 1991; Grutchley, Guo & Hansen, 1991; Gupta, McGowan, Misra and Missirian, 1991)
• An average valuation effect that is negative (Chung, Koford, & Lee, 1993; Lee & Wyat, 1990)
• Insignificant (Finnerty, Owers, & Rogers, 1986; Merchang, 1997)
• Predicast’s Funk and Scott(F&S) Index and Lexis-‐Nexis Company news Library
• US Parent firms • The Venture based outside US • 1985-‐1995 • 215 IJV’s • Average year 6.7 • 35 Countries
Sample
• Event Study methodology
Methodology
Provide evidence that both IJV formation and IJV termination
life-‐cycle stages hold out opportunities for parent firms to create shareholder value
Valuation patterns reported here also reveal the
complexity of the relationships between IJV life-‐cycle stages
and the performance implications for parent firms.
The present evidence for IJVs reveals interesting similarities, as well as differences, with prior findings on alternative
corporate investments such as acquisitions and divestitures
The evidence on the shareholder wealth effects of IJV
termination indicates the importance of this stage of the IJVs life cycle in determining the total value that a firm derives or
loses from collaboration
The empirical results suggest a place for transitional collaborations in firms’ corporate portfolios
Alliance writings have a long emphasized flexibility, risk
sharing, and low switching costs as important benefits of
alliances.
The present paper’s international focus reflect the significance of IJVs in parent firms’ corporate strategies and the fact that much of the literature on JV instability has been developed in the IB field
Similar research also could be conducted in a domestic setting
Event study methodology is also limiting in some important respects
THANKS FOR YOUR ATTENTION