Sequential internationalization, heterogeneous process and subsidiary roles: the case of Hyundai Motor Company*

Chung Sok Suh*, Yue Wang, Myung Hyun Nam, Xiao Zhang

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)

Abstract

This paper proposes a new conceptual model to better understand the internationalization process of firms, especially those from rapidly developing East Asian economies. The model is illustrated through a comprehensive analysis of the internationalization process of Hyundai Motor Company (HMC). A comparative case analysis of the development of HMC's five major foreign subsidiaries shows both capability building through sequential investment from the headquarters' perspective and heterogeneous development of operational knowledge at the subsidiary level. The research emphasizes the importance of the post-FDI phase of subsidiary development to the study of firm internationalization, and highlights the process of decision-making and learning as the key to understanding the sequence of investments in subsidiaries.

Original languageEnglish
Pages (from-to)578-602
Number of pages25
JournalAsia Pacific Business Review
Volume20
Issue number4
DOIs
Publication statusPublished - 2 Oct 2014

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