The Internationalisation of Mobile Telecommunications
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The Internationalisation of Mobile Telecommunications

Strategic Challenges in a Global Market

Peter Curwen and Jason Whalley

Based upon the very latest data available, the underlying premise of the book is that mobile telecommunications is such a fast-moving sector that operators are obliged to alter their international strategies as circumstances unravel without necessarily having a long-term master plan, and hence that opportunism is a hallmark of operators’ international strategies. This state-of-the-art overview of the internationalisation of mobile telecommunications will prove essential reading for academics and practitioners with a vested interest in technology, telecommunications and strategic management.
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Chapter 3: Structural and Strategic Adjustment in Asia-Pacific Mobile Telecommunications

Peter Curwen and Jason Whalley


3. Structural and strategic adjustment in Asia-Pacific mobile telecommunications 3.1 INTRODUCTION Chapter 1 has shown that in the aftermath of the meltdown of 2000/02 there has been an unprecedented surge in structural and strategic adjustments in the worldwide mobile telecommunications industry. Mobile operators have bought and sold stakes in one another, entered some markets while exiting others and, less frequently, consummated mergers with one another. Although such adjustments are clearly evident in many regions as later chapters will demonstrate, they are less visible in the Asia-Pacific region. It is not immediately obvious why this is the case. In the first place, AsiaPacific contains a number of very large individual networks and mobile operators, in part due to the result of the relatively late privatisation and liberalisation.1 In addition, foreign direct investment between contiguous countries, encouraged by cultural affinities, might be expected. However, although Ronen and Shenkar (1985) demonstrate that some countries in the region do share cultural affinities, others like India and Japan are best treated as culturally independent, while the Pacific Rim is heavily biased towards ‘Anglo’ culture (Curwen and Whalley, 2006). Thirdly, many countries in the region are developing countries. This results in relatively low average incomes, with correspondingly low mobile penetration rates.2 As a consequence, there has been, and often remains, enormous growth potential by the standards of other regions such as Europe or North America. As a result, mobile operators based in the AsiaPacific region have understandably focused their...

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