【導讀】歐有著重要印象作用的直接投資浪潮。從國家規(guī)劃的過渡到市場。重建競爭市場的經濟體系的工具。最重要的是，F(xiàn)DI上升了東道國對比的。本文提供了一個傳統(tǒng)的討論關于亞洲和外國通過質疑東道國直接投。投資對中歐和東歐的經濟方面有何影響。優(yōu)勢和由東道國政府采取的行動。為了從那些亞洲投資者中尋找出積極的。公司的直接投資的焦點地區(qū)。中歐和東歐的政治，經濟和社會環(huán)境的戲劇。他們有著令人興奮的對跨國公司的挑戰(zhàn)。體作用，這是因為正在發(fā)生的變化與過渡進程正在改變。用，因此可能有很多不同的因素影響這些經濟體。約束，案件進行審查概括只能保存到最低程度。國直接投資和總額的三分之二在歸屬蘇聯(lián)集團。決定在捷克共和國投資的豐田是世界第三大汽車制造商，迄今為止，捷克政府授予包大手筆投資。田獲豁免繳納企業(yè)所得稅十年。豐田在該國投資。德在捷克投資行業(yè)不斷。從2020年開始，該廠微型車將裝配30萬一年，

　　

【正文】 otive Europe, 3 June 2020). However, backward linkages of Toyota’s investment might be limited as the capacity of local firms to absorb Toyota’s technology is doubtful. The existing Czech panies and new factories may focus only on the lower end of the ponents market with more expensive and advanced pieces being shipped from abroad (Prague Business Journal, 28 February 2020). Both Toyota and PSA have ponent plants in Western Europe which have the technology to supply these ponents and they are used to dealing with the purchase systems of these manufacturers and their product development systems. The ability of the local suppliers to provide the parts will be the key to the extent of backward linkages on the Czech Republic. As a result, a threeyear supplier development programme is implemented by the Czech government to link multinational panies with the existing local supplier work to derive optimal benefits from backward linkages (OECD, 2020). Toyota’s economic involvement in Poland The Czech project has prompted Toyota to raise investment in its engine and transmission plant in Walbrzych, Poland, from E100 million to E400 million5 (Automotive News Europe 11 March 2020). It also plans to build another pounds 60million gearbox and engine plant in Poland to supply the Czech based operation. The Walbrzych facility would bee Toyota’s largest auto ponents factory and concluded the process of building the pillars of Toyota’s production activities in Europe. The decision to supply car ponents from Poland results from the good infrastructure linking Poland to the Czech Republic, thus allowing a lower transportation cost of ponents. Another 110 million pound worth of engine plant is set up in Wroclaw, Poland, creating 350 jobs that seeks to serve a forecasted upturn in demand in Eastern Europe and its plants in UK and Turkey. These greenfield investments offer an opportunity to upgrade the quality of the domestic car ponents suppliers as a cooperation with Toyota will stimulate horizontal spillover of technology but benefits are believed to be patchy due to the limitations of the Polish banking system. Bank loans are subjected to higher interest rates that hamper the development of local suppliers. Noheless, this 15 new project will create new job opportunities in a country, which is troubled by high unemployment rates. Toyota seemed to have localised production of its European cars by setting up ponents plants in Poland but the positive contribution of such production depends greatly on the policies of the government to upgrade human and technical capabilities of the local firms. Conclusion This is a case of a pany investing in a joint venture to increase market shares and future sales opportunities in Europe. Although it is a joint venture, Toyota has made a number of greenfield investments in the Czech Republic and Poland. Toyota’s parative advantage has significant impact on these host countries by creating employment and contributing beneficial spillover effects on the quality of local workforce and firms, thus creating an economic multiplier effect. The CEE governments have influenced the location and impact of Toyota’s investment in the forms of government incentives and modernisation of infrastructure, but the quality of the local suppliers is still doubtful despite the implementation of the supplier development programme, thus restricting the extent of backward linkages on these economies. Daewoo: The bankrupt chaebol Motives to enter into CEE Daewoo is the first Korean investor to invest heavily in the Central and Eastern European countries. The belief that Daewoo would prosper along with the growth of Central and Eastern European countries once their economic development took off together with the bination of a cheap labour pool and the region’s freetrade access to the EU had attracted it to invest in these economies. It is interesting to note that Daewoo’s globalisation strategy was different from other chaebols and it was formulated as a reaction to Daewoo’s poor international market presence and the need to build a quality brand name (El Kahal 2020, p. 278). Its main drive was to carve out a leadership position in these new, unexplored markets in CEE where there was lesser intense petition, so as to transform Daewoo into one of the world’s 10 leading car panies. Strategy Daewoo had a strong preference for a high degree of control over their foreign production units6。 hence its mode of entry into Eastern Europe was through joint ventures especially with the state to acquire stateowned enterprises, thereby increasing the government’s inclination to adopt favourable measures to support it. Daewoo had in this way benefited from favourable import conditions, various preferential tax and tariff treatments like the ‘‘Daewoo special tax rules’ and ‘Daewoo special tariff and trade agreements’. However, these treatments often created trade friction with the EU which caused Poland to tighten its tariffs on car imports by Daewoo (Financial Times, 3 February 1997) and Daewoo eventually had to bring cars into Poland in more pieces at a higher cost. From its experience in dealing with the government of former mand economies7, Daewoo was able to acquire large portion of the CEE automobile sectors by entering into a joint venture with Automobile Craiova of Romania to form Rodae Automobile and also obtained a % holding in Avia8. It furthermore acquired a controlling stake in FSO9 and FS Lublin10 and established Daewoo Motor Poland. By 1996, DaewooFSO Motor Co was established as a joint venture between Daewoo Corp (%), Daewoo Heavy Industries (%) and the Polish government (15%) (El Kahal 2020). This project allowed Daewoo to catch up its rivals and became the second la