Abstract
This paper examines the critical intangible factors observed in the
multi-location process to China by Spanish manufacturing firms. The goal of
this paper is to shed light on the most significant aspects of the multi-location
process which can minimise the internationalisation complexity (IC) and,
consequently, improve its performance. In order to fulfil this goal, perceptions
by Spanish managers doing business in China are collected, using an extensive
qualitative analysis. The main findings accept the fact that the IC associated
with multi-location in China is effectively reduced when decision makers
understand that China is extremely diverse and complex. Thus, reducing the
chances of failure requires defining in advance the strategic goal when
undertaking that process. In addition, it is also evidenced that the success of the
process is clearly linked with a pushing attitude (proactive), the ownership of
enough intangible resources, and support coming from the governmental
institutions and the effective expatriated
