Answer:
Chinese and Indian firms are likely to apply their own principles when they internationalize as MNEs.
Explanation:
For example, the Chinese have in many aspects similar values to the Japanese. They believe in hierarchies, in strict organization and methods, and in efficiency above everything else.
However, the Chinese tend to be less protocol-focused than the Japanese, because the Chinese are more extraverted. So when the Chinese companies become MNEs, they are likely to be similar to Japanese MNEs, but with a bit less organization and protocol.
