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- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 1755-425X
- DOI
- 10.1108/17554250810909428
- Publisher site
- See Article on Publisher Site
Abstract
Purpose – Conventional studies of international competitiveness use country‐level data, but the aim of this paper is to extend this work by using firm level data of large Asian firms. Design/methodology/approach – The authors gathered the regional sales and assets data for large Asian firms listed in latest Fortune Global 500 from their annual reports. They then applied the data to the firm specific advantage/country specific advantage matrix and the regional matrix frameworks developed by Rugman. Findings – It is found that most Asian firms do not operate globally, but focus on their home region. Thus, Asian firms exploit and develop their FSAs regionally. Only a few large Japanese and Korean firms have significant sales outside of Asia. Large Asian firms vie with their regional competitors in their home region market. Originality/value – International competitiveness does not necessarily mean globalization or global competition. International strategic management should consider the reality of regional competition.
Journal
Journal of Strategy and Management – Emerald Publishing
Published: Aug 22, 2008
Keywords: Competitive strategy; International business; International organizations; South East Asia