International Business in the New Asia-Pacific: Strategies, Opportunities and Threats

Contents
About the Contributors
Part I: Introduction
	Chapter 1: The Asia-Pacific Region: The New Center of Gravity for International Business
		1.1 Introduction
		1.2 Major Developments in the Twenty-First Century
			1.2.1 Economic Integration
			1.2.2 Global Financial Crisis
			1.2.3 International Environment
			1.2.4 Technological Competition
			1.2.5 Aging Population
			1.2.6 Global Pandemic
		1.3 A Transformed Asia-Pacific Region
			1.3.1 Asia as the World’s Manufacturing Center
			1.3.2 Asia as a Thriving Consumer Market
				1.3.2.1 Growing Consumer Market
				1.3.2.2 Increasing Consumer Market Digitalization
			1.3.3 Asia as a Leading Hub for Innovation
		1.4 Organization of the Book
		1.5 Conclusion
		References
Part II: Changing Business Environment in the New Asia
	Chapter 2: The Changing Business Landscape in an Era of Growing US-China Strategic Rivalry
		2.1 Introduction
		2.2 Evolution of US–CHINA Relations in the Past Four Decades
		2.3 Recent Actions and Policy Measures from Both Sides
		2.4 The Impact of US–China Relations on Business Landscape: A Retrospective
		2.5 The Changing Business Competitive Landscape in an Era of US–China Strategic Rivalry
		2.6 Conclusions
		References
	Chapter 3: Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP): Implications for the  Asia-Pacific Region
		3.1 Introduction
		3.2 An Overview of the CPTPP
		3.3 The Economic Impact of the CPTPP
		3.4 The Geopolitical Implications of the CPTPP
		3.5 Implications for the Asia-Pacific Region
			3.5.1 Economic Benefits
			3.5.2 Standardization
			3.5.3 Supply Chain Relocations
			3.5.4 Anti-corruption and Transparency
			3.5.5 Geo-economic Considerations
		3.6 The Future of CPTPP
			3.6.1 Scenario 1: Retention of Current Membership
			3.6.2 Scenario 2: Expansion of Membership in CPTPP
			3.6.3 Scenario 3: US Renegotiation of CPTPP
			3.6.4 Scenario 4: China’s Participation
		3.7 Discussions
		3.8 Conclusions
		References
	Chapter 4: Managing a Demographically Driven Labor Shortage: An Assessment of Japan’s Strategic Approach
		4.1 Japan’s Demographic Time-Bomb
			4.1.1 Aging and Labor
			4.1.2 Labor Shortage Costs
		4.2 Strategy 1: Women in Japan
			4.2.1 Government’s Strategic Tools
			4.2.2 Strategy Effectiveness
			4.2.3 Key Strategy Performance Shortfall Factors
		4.3 Strategy 2: Japan’s Elderly
			4.3.1 Government’s Strategic Tools
			4.3.2 Strategy Effectiveness
			4.3.3 Key Strategy Performance Shortfall Factors
		4.4 Strategy 3: Foreign Workers
			4.4.1 Government’s Strategic Tools
			4.4.2 Strategy Effectiveness
			4.4.3 Key Strategy Performance Shortfall Factors
		4.5 Discussion
			4.5.1 The Root Causes
			4.5.2 Inadequate Government Support Reasons
			4.5.3 Going Forward
			4.5.4 The Potential Role of Technology
			4.5.5 Conclusion
		References
	Chapter 5: The Impact of Self-Construals and Thinking Styles on Business and Management Practices: A Comparison of East Asia and North America
		5.1 Introduction
		5.2 What Is Culture?
		5.3 Independent Vs. Interdependent Self
			5.3.1 Self-Construal and Workplace Management
			5.3.2 Self-Construal and Marketing Strategies
		5.4 Analytic Vs. Holistic Thinking
			5.4.1 Cognitive Style and Information Exchange
			5.4.2 Cognitive Style and Marketing Strategies
			5.4.3 Cognitive Style and Investment Decisions
		5.5 Final Thoughts
			5.5.1 The Impact of Culture on International Business in the Asia-Pacific Region
			5.5.2 Some Caveats
		References
Part III: Asian Firms’ Business Strategies in the New Century
	Chapter 6: The Broad and Pivotal Roles of Taiwanese Electronics Industry in the Global Electronics Supply Chain: A Case Study of Foxconn and TSMC
		6.1 Introduction
			6.1.1 Taiwanese Electronics Industry in the Labor-Intensive Supply Chain Segment
				6.1.1.1 Putting It All Together: Taiwan’s EMS and ODM Players
				6.1.1.2 Across the Strait: The Importance of China to the EMS/ODM Firms
				6.1.1.3 The Biggest Company the Average Consumer Has Never Heard of: Foxconn
			6.1.2 Taiwanese Firms’ Position in the Capital-Intensive Supply Chain Segment
				6.1.2.1 Bits and Bobs: The Role of Electronic Components
				6.1.2.2 The Semiconductor Supply Chain
				6.1.2.3 Beyond Silicon: Electronic Displays
				6.1.2.4 One Firm to Rule Them All: TSMC
		6.2 The Case of Foxconn: A Leader in the Labor-Intensive Segment
			6.2.1 Foxconn’s Playbook: Scale and Cost Is King
				6.2.1.1 Size Matters
				6.2.1.2 Right Place at the Right Time
			6.2.2 Emerging Challenges and Foxconn’s Strategic Realignment
				6.2.2.1 No Way to Go but Up: Rising Costs in China
				6.2.2.2 From “Ping Pong Diplomacy” to Viral Blame Game: US–China Trade War
				6.2.2.3 From Smartphone to Smarter Devices: Macro Shifts in Demand
		6.3 The Case of TSMC: A Leader in the Capital-Intensive Segment
			6.3.1 TSMC’s Playbook: Technology Leadership Wins
				6.3.1.1 Born in Silicon Valley East
				6.3.1.2 Brains and Brawn
				6.3.1.3 No “Moore”?
			6.3.2 Emerging Challenges and TSMC’s Strategic Realignment
				6.3.2.1 A Modern-Day “Arms Race”: US–China Hi-Tech Rivalry
				6.3.2.2 Semiconductor Industry in Flux
		6.4 Conclusions
		References
	Chapter 7: Cross-border Electronic Commerce: The Case of Sake Exports from Japan
		7.1 Introduction
		7.2 Exporting Sake to International Markets
		7.3 Choice of E-Commerce Platforms
		7.4 Conclusions
		References
	Chapter 8: Emerging Dragons: How Do Chinese Companies Expand Overseas?
		8.1 Introduction
		8.2 Factors Underlying the Myth of Chinese Companies’ Growth
		8.3 Five Overseas Expansion Types of Chinese Companies
			8.3.1 Market Dominators
			8.3.2 Export Clusters
			8.3.3 Technology Innovators
			8.3.4 Culture Carriers
			8.3.5 Overseas Financial Investment and Supply Chain Integrators
		8.4 Pest Challenges and Countermeasures
			8.4.1 Political Factors
			8.4.2 Economic Factor
			8.4.3 Social Factors
			8.4.4 Technological Factors
		8.5 Conclusion
		References
	Chapter 9: Managing Global Expansion in the  K-Pop Industry: Strategic Lessons from YG Entertainment
		9.1 Introduction
		9.2 Literature Review
		9.3 Challenges for K-Pop in Three Key International Markets
			9.3.1 Japan
			9.3.2 China
			9.3.3 United States
		9.4 Strategic Lessons from YG Entertainment
			9.4.1 Overview of YG Entertainment
			9.4.2 Theme 1: Local Adaptation and Leveraging Local Knowledge
			9.4.3 Theme 2: Balancing Adaptation and Authenticity
			9.4.4 Theme 3: Shifting to Local Production to Mitigate Administrative Distance
			9.4.5 Theme 4: Balancing Local Responsiveness and Global Brand Building
			9.4.6 Theme 5: Strategic Diversification into Related and Supporting Industries
		9.5 Conclusion
		References
	Chapter 10: Shanzhai (Mountain Village) Vs. Counterfeit Products in China: Conceptualization, Value Drivers, Business Models, and Solutions
		10.1 What Are Shanzhai Products?
		10.2 Shanzhai Products Vs. Counterfeits
		10.3 Why Do Consumers Choose Shanzhai Products over Counterfeits?
		10.4 The Shanzhai Business Model
		10.5 Strategies to Combat Shanzhai Products
		10.6 Conclusion
		References
	Chapter 11: Successful MNC CSR Activities in Asia: A Case Study of Samsung Electro-Mechanics, Thailand Co., LTD.
		11.1 Introduction
		11.2 Why SEMTHAI?
		11.3 Methodology
		11.4 Case Analysis
			11.4.1 The Recognition of SEMTHAI
			11.4.2 The Original Purpose of CSR Activities
			11.4.3 The Persistence of CSR Activities
			11.4.4 The Moral Capital and Localization of CSR Activities
			11.4.5 The Effects of CSR Activities on Employees
			11.4.6 Summary
		11.5 Discussion
			11.5.1 The Power of Moral Capital
			11.5.2 The Perceived Authenticity of CSR
			11.5.3 CSR for HR
		11.6 CSR’s Localization
			11.6.1 Limitations
		11.7 Conclusion
		References
Part IV: International Business Research and the New Asia
	Chapter 12: Key Research Trends and New Research Frontiers in International Business (IB) Scholarship: A Focus on the Asia-Pacific Region
		12.1 Introduction
		12.2 Prior Research on Identification of Research Trends
		12.3 Methodological Framework
		12.4 Analysis and Findings
			12.4.1 Finding 1: Growing Interest in APR-Related Scholarship Across Time and Academic Disciplines
			12.4.2 Finding 2: The Main Research Fronts in IB Scholarship Predominantly Use Qualitative Research and Focus on the Role of Culture, Country of Origin, and Complexity of Context
			12.4.3 Finding 3: The Main Research Fronts on APR-Related IB Scholarship are Consumer Behavior, National Culture, Emerging Markets, China, EMNEs, State Ownership, Trust, and Non-Market Strategy
			12.4.4 Cluster 1
			12.4.5 Cluster 2
			12.4.6 Cluster 3
			12.4.7 Cluster 4
			12.4.8 Cluster 5
			12.4.9 Cluster 6
			12.4.10 Cluster 7
			12.4.11 Cluster 8
			12.4.12 Cluster 9
			12.4.13 Cluster 10
			12.4.14 Cluster 11
			12.4.15 Finding 4: The Emerging Research Areas in IB on APR are on Diverse Aspects of Doing Business in Emerging Market Contexts
		12.5 Future Research Directions
		Appendix
		References
Index