The objective of this paper is to identify the factors that contribute to the location choices of foreign subsidiaries from the perspective of economies of agglomeration. We argue that the effects of regional specialization and urbanization economies on the location of foreign subsidiaries vary with the heterogeneity of industries in the manufacturing and service sectors, respectively. The following trends were found in the analysis of location choices of foreign-affiliated firms in the manufacturing and service industries in Japan. (1) Firms tend to locate their overseas subsidiaries in regions where they can expect economies of regional specialization. Firms also tend to locate their overseas subsidiaries in regions where they can expect to benefit from the economies of urbanization. (2) In R&D-intensive manufacturing industries, firms tend to avoid regions with high economies of regional specialization in selecting locations for their overseas subsidiaries. (3) In knowledge-intensive service industries, firms actively tend to choose regions with high economies of regional specialization in selecting locations for their overseas subsidiaries. These indicate that while the economies of urbanization in a region make it an attractive location factor for MNCs in general, the effectiveness of the economies of regional specialization in attracting foreign subsidiaries depends on the level of R&D intensity in the manufacturing sector and knowledge intensity in the service sector.

Leveraging the social network approach, this study introduces a conceptual framework to clarify expatriate work adjustment and its outcomes. By integrating the learning and stress-reduction approach, we aim to provide a more comprehensive understanding of expatriate work adjustment. We also explore the connections between expatriates and individuals in their workplace and examine how individual（personality traits） and organizational（organizational inclusive climate） factors contribute to the formation of social networks, ultimately influencing work adjustment outcomes through learning and stress reduction mechanisms. It advances our understanding of how social networks influence the work adjustment process of foreign employees and benefits cross-cultural management theories and practices.

In recent years, the environment, social, and governance （ESG） framework has been a widely discussed issue in both the real business environment and academia. As a concept of the close association of corporate social responsibility（CSR）, ESG is supposed to help resolve the liability of foreignness in the internationalization process, particularly for emerging market multinational corporations （EMNCs）. Thus, on the basis of organizational learning theory, this paper assumes that EMNCs’ ESG performance may proactively improve as their degree of internationalization increases. The relationship between internationalization and ESG performance is investigated by using the data of 2003 observations of Chinese A-share listed EMNCs from the period of 2015 to 2022. With the degree of internationalization from geographical and financial dimensions taken into consideration, the empirical result shows a significantly positive effect of internationalization on ESG performance, which applies to the two dimensions of internationalization. Furthermore, this effect is tested by using the group of EMNCs entering developed and emerging markets. Findings show that the positive effect of internationalization on ESG performance may be effective only for EMNCs entering advanced markets.

This article examines a case study of strategic alliances in the convenience store industry to investigate the mechanism of knowledge transfer between overseas subsidiaries.

In 1988, FamilyMart formed a partnership with a local entity to establish Taiwan FamilyMart. The company achieved operational profitability in 1994 through knowledge transfer and adaptation. In 2004, FamilyMart expanded its convenience store operations to Shanghai, China. Leveraging the successful model of Taiwan FamilyMart, the company swiftly transitioned its management structure from company-operated stores to a franchising model.

This article explores the key factors that contributed to the successful growth of FamilyMart’s operations in Shanghai. It first analyzes the success of FamilyMart’s expansion in Taiwan, aiming to identify the strategies that facilitated its achievements in the Taiwanese market. Subsequently, a comprehensive analysis is conducted on the expansion of Japan FamilyMart’s convenience store operations in China during the 2000s, drawing insights from Taiwan FamilyMart’s business experience.

Based on the findings of this case study analysis, three critical success factors have been identified for optimizing knowledge transfer from Taiwan FamilyMart to Shanghai FamilyMart: organizational establishment, knowledge articulation, and an apprenticeship system.

This article further elucidates the mechanism of knowledge transfer between overseas subsidiaries and highlights the significance of management information, resource allocation, direct knowledge involvement, knowledge articulation, management beliefs and practices, and knowledge adaptation in in overseas subsidiaries’ business alliances.