【正文】 infrastructure and costs 13 are more of secondary considerations. Auto parts suppliers in the Czech Republic and Europe are gearing up for a fierce fight for the spinoff business when the Toyota’s plant starts producing in 2021. Toyota and PSA want to work with the Eastern European suppliers to develop local solutions for their new cars and to reduce transportation costs (Automotive Europe, 3 June 2021). 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 2021). 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, 2021). 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 2021). It also plans to build another pounds 60million gearbox and engine plant in Poland to supply the Czechbased 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 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。這些方法被認(rèn)為是本地公司應(yīng)用不公平的法律救濟向日本 39。這可能會降低的機會通過限制其對外聯(lián)系，凝聚國內(nèi)經(jīng)濟供應(yīng)商和（鄧寧 2021）工業(yè)客戶。當(dāng)?shù)貎?nèi)容的份額 10％，這是目前相當(dāng)?shù)拖啾?，歐盟 60％的內(nèi)容規(guī)則，從而限制的程度在該地區(qū)落后的聯(lián)系。 松下員工獲得特別培訓(xùn)，成本與捷克政府的協(xié)助氪 5mln，其工廠在日本，馬來西亞，英國和歐盟其他國家，從而表明松下的意愿和捷克政府提高捷克勞動力素質(zhì)。 勞動人口。這將是 MCI 公司在歐洲的主要設(shè)施后關(guān)閉其在英國的生產(chǎn)基地。有計劃，總投資氪 26 億美元擴大到 2021 年其生產(chǎn)。松下進軍捷克共和國通過松下電器及其附屬綠地投資。一項為期十年的免稅期，免稅進口和出口工程設(shè)備的生產(chǎn)和工作中獲得回報松下公司的投資。捷克共和國提供了一個有利的地理位置，相對便宜，但熟練的勞動力。它擁有所有權(quán)安排各種不同的東道國從合營企業(yè)的全部所有權(quán)，但從來沒有超過50％的電路板少位置（薩爾瓦多 Kahal2021 年）。而且它帶來了在技術(shù)和訣竅，通過現(xiàn)代化和重組關(guān)于匈牙利與汽車業(yè)的本地供應(yīng)商。的 MS 救濟，沒有發(fā)生罷工。一個花了很多錢在他