Where Fdi Goes In Decentralized Authoritarian Countries

Where FDI Goes in Decentralized Authoritarian Countries

Among all the decentralized authoritarian countries, China is distinctive not only because of its emergence as one of the largest foreign direct investment (FDI) recipient countries with one of the highest levels of fiscal decentralization, but also because of the combination of its fiscal decentralization and the cadre promotion system as incentive institutions for attracting FDI inflows. China is an important case to empirically investigate the impact of fiscal autonomy on adversarial investment because it has become the largest investment destination of its long-term adversary, Taiwan, with Taiwanese FDI being among the largest FDI in mainland China. Given the special role played by local Chinese governments in attracting and hosting Taiwanese FDI, it is important to study the differences between where Taiwanese FDI and other FDI goes. Given the uniqueness of the China case and that of Taiwanese investment in mainland China, this book explores the following questions. What determines where FDI goes in authoritarian countries like China? Fiscal decentralization has been argued to be a driving force of skyrocketing FDI inflows in China due to its impact on local governments’ incentives. However, is the impact of fiscal autonomy on FDI monolithic with the dynamically changing levels of FDI inflows at the lower administrative levels in China, especially with its special cadre management system? Does the impact of fiscal decentralization on FDI strengthen or weaken or stay the same when attracting FDI inflows from adversarial states? And what are the implications of such adversarial investment—especially as it diffuses from coastal cities to the interior regions, or from key cities to peripheral regions—of decentralized authoritarian countries targeted by this investment?

Foreign Operations, Export Financing, and Related Programs Appropriations for 2002

Crises and Disruptions in International Business

Crises and disruptions can lead to important changes in economic, social and institutional environments. This collection of influential JIBS articles and original commentaries highlights that MNEs are affected by, and respond to, crises and disruptions differently than domestic firms due to their geographically dispersed operations and wider range of experiences from being active in diverse environments. MNEs can exhibit greater flexibility to ‘avoid’ locations characterised by crises and disruptions, and when affected, they can deploy a more refined set of responses relative to domestic firms. Each article is accompanied by a brand new editorial piece, bringing the research right up to date and reflecting on the impact of the article today. In this way, the book offers an integrated perspective on the antecedents, outcomes and potential opportunities associated with a variety of crises and disruptions such as disease outbreaks, natural disasters, climate change and political unrest. An ideal resource for students and researchers, this book offers new perspectives, policy and practical recommendations as well as a discussion of future trends. The volume concludes with a novel analysis on how businesses can move forward in a post-Covid world.