سرمایه گذاری مستقیم خارجی بیرونی در چین

China's outward foreign direct investment (FDI) is steadily increasing. The United States is now a key target for China's outward FDI, and the response by the American public tends to fall at opposite ends of the spectrum: fever or fear. Chinese FDI in the United States faces challenges posed by its liability of foreignness in political, cultural, marketing, and technological aspects. Utilizing mini case studies, we herein examine the polarized responses to Chinese outward direct investment, its history, and the challenges faced by Chinese multinational corporations operating in or attempting to enter the U.S. market. Finally, strategy suggestions are proposed.

The Chinese economy is expected to surpass that of the United States and become the world's largest in 20 or 30 years (Shenkar, 2005). With an average growth rate of 60% for China's outward FDI (Ministry of Commerce of China, 2007), we will certainly see more Chinese MNCs entering the United States. For Chinese MNCs to successfully establish themselves in the United States, however, they need to select less-sensitive industries in which to invest and overcome their liability of foreignness and lack of foreign experience. Peer internationals from other East Asian countries provide good examples for Chinese firms in terms of building presence and prosperity in the United States. For instance, Toyota opened its first manufacturing plant in the United States in 1972 and rolled out its first car in 1988; Honda established its first motorcycle plant in the United States in 1977 and produced its first car in 1982; and Samsung built its first plant in the United States in 1984. Today, all three companies are household brand names in America. We can reasonably expect in the coming 20 to 30 years that Lenovo, Haier, and other Chinese MNCs will also shine in the United States.