Entry strategies for multinational enterprises and host countries |
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| Institution: | 1. Department of Marketing and Management Sciences, College of Business, William Paterson University of New Jersey, Wayne, NJ 07470, USA;2. Department of Industrial Engineering and Engineering Management, National Tsing Hua University, Hsinchu 30043, Taiwan, ROC;1. Department of Family Medicine, University of Wisconsin School of Medicine and Public Health, Center for Urban Population Health, City of Milwaukee Health Department, 841 North Broadway Street, 3rd Floor, Milwaukee, WI 53202, USA;2. Department of Family Medicine, University of Wisconsin School of Medicine and Public Health, 1100 Delaplaine Court, Madison, WI 53715-1896, USA;3. Department of Family Medicine, University of Wisconsin School of Medicine and Public Health, 207 West Lincoln Street, Suite 1, Augusta, WI 54722, USA;1. U.C. Berkeley, USA;2. Columbia University, USA;1. Department of Behavioural Sciences and Learning, Linköping University, 581 83 Linköping, Sweden;2. Department of Education, Uppsala University, Box 2136, SE-75002 Uppsala, Sweden;1. Department of Psychology, University of Alberta, Canada;2. Department of Modern Languages and Cultural Studies, University of Alberta, Canada;3. Department of English, MacEwan University, Canada;1. Aarhus University, School of Business and Social Sciences, Department of Management, Fuglesangs Allé 4, 8210 Aarhus V, Denmark;2. University of Adelaide, Business School, 10 Pulteney Street, Adelaide, 5005, SA, Australia |
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| Abstract: | A multinational enterprise (MNE) has a number of investment strategies to enter into a foreign market, such as foreign direct investment (FDI), joint venture (JV), exclusive licensing (EL), and others. In contrast, a host government also has the choice to introduce a suitable entry strategy into its local market, with the objective of maximizing its tax revenue or national social welfare. In this paper, we explore the optimal strategies for not only a MNE but also a host country. |
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