by Johnathan, Wong Ho-Man, Sin Wai-Kit. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references (leaves 79-83). / ABSTRACT --- p.ii / LIST OF TABLES --- p.viii / PREFACE --- p.ix / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Importance of MNCs --- p.1 / MNCs' Regional Headquarters Location Decisions --- p.2 / Business/Technology Trends and Telecommunications --- p.3 / Trends in the Telecommunications Industry --- p.5 / The Asia Pacific Era and Telecommunications --- p.6 / Competition with Telecommunications --- p.6 / Research Questions --- p.7 / Organization of This Paper --- p.7 / Chapter II. --- METHODOLOGY --- p.9 / Setting the Scene --- p.9 / Literature Review --- p.10 / Personal Interviews --- p.11 / Chapter III. --- REGIONAL HEADQUARTERS LOCATION DECISION OF MNCS --- p.16 / Functions of a Regional Headquarters --- p.16 / Profile of MNCs' Regional Headquarters in Hong Kong and Singapore --- p.17 / Factors in the Regional Headquarters Location Decision --- p.18 / Comparative Advantages of Hong Kong and Singapore --- p.20 / Common Strengths --- p.20 / Common Weaknesses --- p.21 / Unique Attractions and Operation Relocation Patterns --- p.21 / Administrative Headquarters vs Telecommunications Hub --- p.22 / Summary --- p.24 / Chapter IV. --- TELECOMMUNICATIONS NEEDS OF MNCS --- p.25 / General Observations --- p.25 / Role of Telecommunications --- p.27 / Applications and Use of Telecommunications Services --- p.28 / "Issues in Telecom Planning, Implementation, and Management" --- p.31 / Quality in Delivery of Telecommunications Services --- p.31 / Quality in Customer Service --- p.31 / Basic Needs --- p.32 / Provision of Value-Added Professional Services --- p.32 / One-Stop Shopping and Support --- p.33 / Flexibility --- p.33 / Availability --- p.33 / Capacity --- p.34 / Other Issues --- p.34 / Summary --- p.34 / Chapter V. --- TELECOMMUNICATIONS INFRASTRUCTURES/DEVELOPMENTS --- p.36 / Country Status Review --- p.36 / Japan --- p.37 / Australia --- p.37 / South Korea --- p.38 / Singapore --- p.38 / Hong Kong --- p.39 / Country Performance as Assessed by MNCs --- p.40 / Chapter VI. --- LOCAL INFRASTRUCTURE ISSUES --- p.44 / Time of Changes --- p.44 / Historical Background --- p.45 / Liberalization Trend --- p.46 / HKTI Franchise --- p.46 / External Pressure --- p.47 / Newcomers --- p.48 / Political Issue --- p.48 / Interview Input --- p.49 / Second Physical Network --- p.50 / Deregulated Scenario --- p.50 / Scheme of Control --- p.52 / Regulatory Framework --- p.53 / Chapter VII. --- RECOMMENDATIONS --- p.54 / Hong Kong Telecom and Hong Kong Telecom International --- p.54 / "Policy : Market Review, Transparency and Government Initiative" --- p.54 / Regulatory Bodies --- p.56 / Chapter VIII. --- CONCLUSION --- p.58 / Chapter APPENDIX A. --- Telecommunications Infrastructures and Services --- p.61 / Chapter APPENDIX B. --- List of Interview Subjects --- p.63 / Chapter APPENDIX C. --- Question Areas for MNC Interviews --- p.66 / Chapter APPENDIX D. --- Convergence Pattern of Interviewee Referrals --- p.68 / Chapter APPENDIX E. --- Cover Letter for Interview Request --- p.69 / Chapter APPENDIX F. --- Heenan's 16 Dimensions in the MNC Survey --- p.70 / Chapter APPENDIX G. --- Tables --- p.71 / Chapter APPENDIX H. --- Glossary of Telecommunications Terms --- p.78 / BIBLIOGRAPHY --- p.79

Wan Ho-hin. / Summary in Chinese. / Thesis (M.B.A.)--The Chinese University of Hong Kong. / Bibliography: leaves 115-118.

by Chen, Shuojian. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 60-61). / ABSTRACT --- p.I / TABLE OF CONTENTS --- p.III / LIST OF CHARTS --- p.VII / LIST OF TABLES --- p.VIII / Chapter CHAPTER I: --- INTRODUCTION 一 A REVIEW OF FOREIGN INVESTMENTS IN CHINA --- p.1 / Chapter 1.1 --- "The foreign investments in China had soared in the past dozen years, but now, it levels off" --- p.1 / Chapter 1.2 --- Most of the foreign investments come from Hong Kong and Taiwan --- p.3 / Chapter 1.3 --- "Three policies toward foreign investments - deny, welcome unconditionally, and welcome conditionally" --- p.5 / Chapter 1.3.1 --- Before 1979 ´ؤ deny --- p.5 / Chapter 1.3.2 --- From 1979 to 1991 ´ؤ welcome unconditionally --- p.5 / Chapter 1.3.3 --- After 1991 - welcome conditionally --- p.6 / Chapter 1.4 --- focus on the disharmonies --- p.6 / Chapter CHAPTER II: --- DISHARMONIES IN DIRECT INVESTMENTS - THE PHENOMENA --- p.7 / Chapter 2.1 --- Hostility toward foreign investments --- p.7 / Chapter 2.1.1 --- """ Economic invasion “" --- p.7 / "“The Eight Countries' Allied Force""" --- p.8 / Chapter 2.1.2 --- """ National Dignity “" --- p.9 / """China Can Say No""" --- p.9 / """Prefect's Decision""" --- p.10 / Chapter 2.2 --- Uncooperative Attitude --- p.11 / Chapter 2.2.1 --- Joint venture forming bids are turned down --- p.11 / """Pretty daughters"" and ""ugly daughters""" --- p.11 / Le Kai ® and Kodak® --- p.12 / Chapter 2.2.2 --- Chinese enterprises repurchase the brands they once contributed to joint ventures as assets. --- p.14 / Sheng Brand ® Chrysanthemum Crystal --- p.15 / Case: MAXAM ® --- p.15 / Chapter 2.3 --- Internal Conflicts in Joint Ventures --- p.16 / Chapter CHAPTER III: --- THE CAUSE OF DISHARMONY --- p.17 / Chapter 3.1 --- "Chinese have over-expectation to foreign investment. While disappointed, some become unfriendly toward foreign investors " --- p.17 / Chapter 3.2 --- "Although foreign investments contribuie to the economic growth, its opportunity cost IS PRETTY HIGH " --- p.19 / Chapter 3.2.1 --- "Foreign investments may worsen, rather than relief the problem of unemployment " --- p.19 / Create New Market vs. Redistribute the Market Shares --- p.20 / The Myth of Export Oriented --- p.20 / 8.8% of the Employees Accounts for 19.1% of the Sales --- p.21 / A model to identify jobs created vs. jobs extinguished by foreign funded enterprises --- p.23 / Chapter 3.2.2 --- "Bypassing the tariff, it is possible for overseas enterprises to dump in China " --- p.25 / Chapter 3.2.3 --- Foreign capital and honest society --- p.27 / Chapter 3.2.4 --- Tax paid by foreign funded firms is not proportionate to their profits --- p.29 / 2+3Corporation Tax Holiday --- p.29 / Value Added Tax --- p.29 / Legal Tax Mitigation & Illegal Tax Evasion --- p.29 / Chapter 3.2.5 --- The fact that foreign-funded firms are not required to contribute appropriate proportion to social security indirectly results in social unrest --- p.33 / Chapter 3.3 --- Fraudulence in Forming Joint Ventures --- p.35 / Chapter 3.3.1 --- Equipment Overpricing --- p.35 / Chapter 3.3.2 --- Technology Overpricing --- p.35 / Chapter 3.3.3 --- Material and Components Overpricing --- p.36 / Chapter 3.3.4 --- "Land, workshop & sales network overpricing " --- p.37 / Chapter 3.3.5 --- Fraudulence in equipment importation --- p.37 / Chapter 3.3.6 --- "Both of the foreign partners and the Chinese partners can be cheaters, but it is more common that a Chinese partner is the victim " --- p.38 / Chapter 3.4 --- National Security --- p.39 / Chapter 3.4.1 --- "Foreign investment, national industries, and national security " --- p.39 / Chapter 3.4.2 --- Even civil products may have unexpected significance to national security --- p.39 / Chapter 3.4.3 --- "In case of international disputes, trade wars, or real wars, who holds the hostages? " --- p.40 / Chapter 3.5 --- The Agency Problem --- p.41 / Chapter 3.6 --- The Limited Running Time of Joint Ventures --- p.42 / Case: Zhang Xiao Quan ® --- p.42 / Chapter CHAPTER IV: --- MEASURES TO MINIMIZE THE DISHARMONIES --- p.44 / Chapter 4.1 --- Facilitate long-run view in founding joint ventures --- p.44 / Chapter 4.1.1 --- Two ways in forming joint venture --- p.44 / Chapter 4.1.2 --- To increase the stakes in a joint venture gradually --- p.45 / Chapter 4.2 --- Assign outsiders to manage the joint venture --- p.46 / Chapter 4.3 --- Localization --- p.46 / Chapter 4.3.1 --- Local sourcing --- p.47 / Chapter 4.3.2 --- Employee localization --- p.47 / Chapter 4.4 --- Adopting local brand names --- p.47 / Chapter 4.4.1 --- Case: P&G® Jiehua® andGaofuli ® --- p.48 / Chapter 4.4.2 --- Multiple brands 一 a successful strategy --- p.50 / P&G itself is a successful example in multiple brands strategy --- p.50 / The advantages of multiple brands strategy --- p.50 / Chapter 4.4.3 --- "Reasons that foreign investors refuse to adopt the Chinese brands, besides the duration of the joint ventures " --- p.51 / Case: Wine & Spirit --- p.53 / Chapter 4.4.4 --- Adopting famous local brand names --- p.57 / Under what situation Chinese brands should be kept in the joint venture --- p.57 / Case: Yale ® and Gu Li ® dual brands strategy --- p.58 / CONCLUSION --- p.59 / BIBLIOGRAPHY --- p.60

published_or_final_version / Business Administration / Master / Master of Business Administration

Organizational learning and innovation capabilities are widely regarded as important sources of competitive advantage as they enhance a firm’s capacity to create, maintain, expand and renew its bases of strategic resources, and, as a result, increase its chances of success in the marketplace. Despite this recognition, the rational choice assumption implicit in Dunning’s (1980) ownership, location and internalization (OLI) advantages model of foreign direct investment (FDI) has led researchers to assume away firm-level differences in knowledge management capability (KMC) such as market orientation that influence how small and medium enterprise (SME) acquires knowledge and use the insights gained to assess and respond to both host market opportunities and uncertainties. This study addresses this theoretical gap in FDI research by exploring three related issues. 1/. How does a SME’s market orientation influence its competitiveness in a foreign market? 2/. What is the effect of a SME’s knowledge related competitive advantages on the level of FDI it chooses to have in its operations in its most important foreign market? 3/. How does a SMIE’s investment readiness [a proxy for financial capital adequacy] moderate the link between a SME’s perceived competitiveness and its level of FDI in a foreign market? Overall the study shows that adopting an organizational capability perspective that focuses on an individual SME’s capabilities and incorporating strategic considerations in FDI analysis complements the industry-based OLI model that appears better suited for explaining broad patterns of FDI flows at the industry level. / Doctor of Philosophy (PhD)

published_or_final_version / Japanese Studies / Master / Master of Philosophy

Thesis (MBus) -- Auckland University of Technology, 2005. / Also held in print (55 leaves, 30 cm.) in Wellesley Theses Collection (T 338.951 CHE)

Thesis (M. Phil.)--University of Hong Kong, 2008. / Includes bibliographical references (p. 249-266) Also available in print.

Thesis (Ph. D.)--University of Missouri-Columbia, 1997. / Typescript. Vita. Includes bibliographical references (leaves 123-132). Also available on the Internet.

Thesis--Cornell University. / Vita. Includes bibliographical references (p. 261-275).