【導(dǎo)讀】要印象作用的直接投資浪潮。從國家規(guī)劃的過渡到市場導(dǎo)向的中心，東歐的經(jīng)濟(jì)提供了一個。有價值的機(jī)會給那些以一個非歐洲價格獲得一個歐洲市場的亞洲投資者。FDI是一個創(chuàng)建和重建競爭市場的經(jīng)濟(jì)體系的工具。最重要的是，F(xiàn)DI上升了東道國對比的。通過這個案例研究，本文可以表明，亞洲FDI對這些新興市場的影響取決于在很大。程度上亞洲企業(yè)的相對優(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。重要方式來獲得他們的政府收益去引導(dǎo)它，加強(qiáng)體制框架，改善投資環(huán)境。他們有著令人興奮的對跨國公司的挑戰(zhàn)。第一個問題，F(xiàn)DI的數(shù)據(jù)充分體現(xiàn)了亞洲。東道國經(jīng)濟(jì)體一個積極的方案。該外溢技術(shù)發(fā)生在兩個方面，垂直和水平外溢。垂直溢出效應(yīng)也確定了被稱為后向聯(lián)系是從本地供應(yīng)商的貨品總值的。有這些政府獎勵是另一種吸引因素繪圖豐田在該國投資。級車型為歐洲市場。這家合資企業(yè)被視為最好的和符合成

　　

【正文】 ing 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 4 ‘Jidoka’ refers to the quality of the product, signifying the selfregulation of the entire process. This system requires flexible work anization, as workers have to be multiskilled, they have to do their jobs and be responsible for some maintenance and quality control (Kumon 1998, p. 146). 5 This planned project would add 300,000 engines and 50,000 transmissions to the 250,000 gearboxes already planned. Asian FDI in Central and Eastern Europe and its impact on the host countries 353 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 14 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 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 Daewoowould 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 2021, 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, 6 Daewoo has more than 50% of the controlling stake in all of its foreign investment except in Kerman Motors in Iran and Filipinas Daewoo in Philippines (Lautier 2021, pp. 242–243). 354 Lim Jia Woon thereby increasing the government’s inclination to adopt favourable measures to support it. Daewoo had in this way benefited from favourable import 15 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 2021). This project allowed Daewoo to catch up its rivals and became the second largest car producer in Poland overnight. The legendary Polish deal was struck in less than 15 minutes (El Kahal 2021, p. 276), in which Daewoo promised to maintain employment until 1999 and to continue producing the oldfashioned ‘Polonez’ at FSO (Lautier 2021, p. 256). This deal caused the factory line to be very labourintensive due to the large number of employees and Daewoo had to assemble its other car models like Nubira, Leganza and D’Arts in Poland in order to absorb the labour surplus. In fact, Daewoo factories in Eastern Europe had not reported any profits since they were set up. Impact of Daewoo’s investment on Poland Daewoo acquired several inefficient ponentmanufacturing units from the takeover of FSO. These were brought together as an independent busines