ABSTRACT
The Japanese multinational company (JMNC), after rapid internationalization in the 1980s and 1990s, had to adjust its strategies, organization and capabilities in the response to subsequent changes in the global economy. While JMNCs had once been highly researched, we know too little about these businesses in recent decades. We call for more extensive in depth research of JMNCs, and then analyzse issues around the adoption of new strategies or organizational forms; the application of influential international business theories in interpreting Asia Pacific MNCs; comparisons of JMNCs with MNCs from China and Korea; the lessons JMNCs hold for Asia Pacific and emerging economy MNCs; and the management and operations of JMNC subsidiaries in host economies.
