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Title: Organizational geography, experiential learning and subsidiary exit: Japanese foreign expansions in China, 1979-2001
Authors: Kim, T.-Y.
Delios, A. 
Xu, D.
Keywords: Experiential learning
Foreign subsidiaries
Organizational geography
Vicarious learning
Issue Date: 2010
Citation: Kim, T.-Y., Delios, A., Xu, D. (2010). Organizational geography, experiential learning and subsidiary exit: Japanese foreign expansions in China, 1979-2001. Journal of Economic Geography 10 (4) : 579-597. ScholarBank@NUS Repository.
Abstract: We examine how experiential learning and vicarious learning, as tied to a subsidiary's organizational geography, influence the exit rates of Japanese subsidiaries located in China. We find that exit rates were lower for subsidiaries that were established geographically proximate to the prior expansions of industry peers from Japan. Exit rates were also lower for subsidiaries established by firms with experience in similar product markets in China. Exit rates were greater, however, when a parent firm had substantial experience outside the product market of the current expansion. Importantly, the influence of a subsidiary's geographic proximity to its peers on its exit rate is contingent on whether its parent firm had prior experience inside or outside the product market of the new expansion. © The Author (2010). Published by Oxford University Press. All rights reserved. For Permissions, please email:
Source Title: Journal of Economic Geography
ISSN: 14682702
DOI: 10.1093/jeg/lbq014
Appears in Collections:Staff Publications

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