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The effect of intangible capital on lodging firms’ foreign market entry mode

Choi, Gun-Ae
http://rave.ohiolink.edu/etdc/view?acc_num=osu1186693033

Abstract Details

2007, Doctor of Philosophy, Ohio State University, Family and Consumer Sciences Education.
The hospitality industry is highly oriented toward intangibles such as market knowledge, management skills, organizational routines, brand image, and corporate reputation. In order to exploit intangible capital successfully and thus create value from intangible capital overseas in the hospitality, the decision on where and how to transfer intangible capital across borders is critical. Thus, the choice of entry mode is critical for a firm’s competitive advantage and the success in international markets. However, both academicians and practitioners have ignored the two important factors that determine the success of international expansions – intangible assets and entry mode. Therefore, the current study focuses on the issues of intangible capital of the hospitality firms [measured by two: market capital (external) and human capital (internal)] and their impact on the choice of foreign market entry mode (Greenfield, acquisition, joint venture, & contractual modes – franchising and management contract). To test this, the data is collected from Compustate, Mergent, Security Data Companies, and 10-K reports of the selected 10 international lodging companies. The selected 10 companies meet the criteria – their parent companies are located in the U.S. and they have at least one international operation. For a dependent variable (the choice of entry mode), each case of foreign market entry mode of the selected companies between 1995 and 2005 is examined. Independent variables are the value of intangible capital of each entry mode case. From the result of testing the relationship between the level of intangible and the choice of entry mode using multinomial logistic regression, it is revealed that as the level of intangibles increase, the entry mode moves from joint venture to acquisition to franchising to Greenfield to management contract. This is quite consistent with the traditional RBV approach to the entry mode developed in the manufacturing industry. In addition, it is found that market capital is easy to transfer to oversea than human capital.
H.G. Parsa (Advisor)
126 p.
Business Administration, Management
Intangible Capital; Foreign Market Entry Mode; Lodging Firm

Recommended Citations

Citations

  • Choi, G.-A. (2007). The effect of intangible capital on lodging firms’ foreign market entry mode [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1186693033

    APA Style (7th edition)

  • Choi, Gun-Ae. The effect of intangible capital on lodging firms’ foreign market entry mode. 2007. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1186693033.

    MLA Style (8th edition)

  • Choi, Gun-Ae. "The effect of intangible capital on lodging firms’ foreign market entry mode." Doctoral dissertation, Ohio State University, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=osu1186693033

    Chicago Manual of Style (17th edition)

osu1186693033
2,135
© 2007, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.