Yongsun Paik is a professor of international buisness and management at Loyola Marymount University and serves as director of the Center for Asian Business and director of the Center for International Business Education (CIBE). Yongsun's areas of interest include international human resources management, business ethics, cross-border M&As and joint ventures, and East Asian business management. Prior to joining the LMU faculty in 1991, Paik taught at the University of Washington, Seattle and worked as a country economist at the Export-Import Bank of Korea. He has also served as a visiting professor at Yonsei University and Sogang University in Korea and at Thunderbird’s American Graduate School of International Management. Yongsun is an editorial board member for the Journal of World Business and the Thunderbird International Business Review, and former president of the Association of Korean Management Scholars. He has published three books and over 50 articles in major international business and management journals. Yongsun is a highly-decorated academic where some of his honors include the Fulbright Senior Specialist Program Award, Korea Foundation Fellowship Award, Carnegie Bosch Institute Research Grant Award, Best Paper Award from the Academy of Management, Best Paper Award from the US Association for Small Business Entrepreneurship National Conference, and the Most Outstanding Faculty Person Award from Delta Sigma Pi.
University of Washington, Seattle: Ph.D, International Business 1991
University of Texas at Austin: M.A., Latin America Studies 1986
Yonsei University, Korea: B.A., Economics 1978
Areas of Expertise (6)
Based on a sample of 4240 Korean firms, this study explores the relationship between owner gender and export performance of international new ventures (INVs) by investigating four mediating mechanisms: venture capital financing, upstream firm-specific advantages, downstream firm-specific advantages, and country-specific advantages. Our empirical findings are threefold: (1) female-owned ventures are disadvantageous in obtaining access to venture capital, but venture capital financing is not positively associated with their export performance; (2) male-owned ventures achieve better export performance through superior innovation and marketing capabilities (i.e., mediation effects) than their female-owned counterparts; (3) while gender is not associated with the home-region destination of exports, the country destination of exports within the Asia-Pacific region positively affects INVs' export performance.
This study explores how the nationality compositions of management teams and employee groups in foreign subsidiaries can affect subsidiary performance. By analyzing firm-level data on 401 South Korean subsidiaries across 35 countries in the period between 2005 and 2007, we found that balanced compositions in both subsidiary management teams (SMTs) and subsidiary employee groups (SEGs) were positively associated with subsidiary performance. The results suggest that the benefits of balanced composition are higher for both innovative and coordinative tasks conducted by management teams and for simple computational tasks conducted by employee groups. The effect of the SMT and SEG compositions on subsidiary performance, however, may depend on the host country's institutional conditions. These findings have practical implications for multinational staffing strategies in order to ensure high performance in subsidiaries and for host country policies used to attract high quality foreign direct investments.
This study examines how the institutional distance between a host country and a home country influences foreign subsidiary staffing, and how overseas business experience moderates the effect of institutional distance. Hypotheses regarding the effect of institutional distance on foreign subsidiary staffing are empirically tested using a sample of 2,980 foreign subsidiaries of Japanese firms. This study shows that although the ratio of parent country nationals to subsidiary employees decreases when firms face greater institutional distance, the absolute number of parent country nationals assigned to the subsidiary increases. This study also shows that firms with more overseas business experience replace host country nationals with parent country nationals when there is greater institutional distance.
In international joint ventures (IJVs), partner firms exert three types of management control: output, process, and social. Since management control critically influences IJV success, it is essential to understand what factors drive the development of the control system. Prior studies have focused mainly on IJVs’ internal conditions, and have largely neglected external institutional influences on IJV control. In this study we explore how host-country policies affect MNE partners’ control over their IJVs. Using a sample of IJVs in China, we find that MNE partners tend to exercise less output and process control when minority equity restriction is present, greater process control when they receive government incentives, and less social control when they are required to partner with state-owned enterprises. In contrast, the results of a post hoc analysis show that local partners’ control activities are not significantly influenced by these policies. Our findings provide new insights into IJV management by demonstrating the impacts of regulatory institutions on partners’ control activities.
Building upon the notion of behavioral means of control, this paper contends that the level of cultural knowledge of expatriates plays a critical role in determining the effectiveness of expatriates as a means of control over international subsidiaries of multinational corporations (MNCs). An empirical investigation with a sample of Japanese MNCs indicates that while expatriate personnel with adequate cultural knowledge of the host country contribute to the MNC’s control ability, those without cultural knowledge do not.