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Klaus E. Meyer
University of Western Ontario
19Publications
9H-index
251Citations
Publications 19
Newest
#1Wei Yang (Glas.: University of Glasgow)H-Index: 2
#2Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
Abstract Firms engage in competitive actions to gain market share and hence to grow their revenues. However, not all firms are equally able to use competitive actions to drive growth. We argue that the ability to translate competitive actions to revenue growth depends on the ownership of the firm. Drawing on principal-agent and principal-principal perspectives, we argue that: (1) private owners (both foreign and local) are better able to employ aggressive actions to grow their business than stat...
4 CitationsSource
#1Wei Yang (Glas.: University of Glasgow)H-Index: 2
#2Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
Abstract Alliance proactiveness is a key contributor to the performance of firms engaging in strategic alliances in industrial markets. As a foundation of alliance management capability, alliance proactiveness enables firms to react faster to emergent opportunities and gain early mover advantages. We examine the relevance of this construct and its internal and external contingencies. Specifically, we argue that the impact of alliance proactiveness is enhanced by complementary technological and l...
1 CitationsSource
#1Danchi Tan (National Chengchi University)H-Index: 3
#2Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
This study examines emerging economy business groups’ growth directions during institutional change. Building on Penrose’s Theory of Growth of the Firm, we explore managerial resources as foundations for growth. Specifically, we argue that their growth directions are critically shaped by the nature of managerial experience of business groups. Experience that is context-embedded supports growth within the existing strategic paradigm, whereas context-bridging experience enables international growt...
Source
#1Nina Rosenbusch (WLU: Wilfrid Laurier University)H-Index: 9
#2Michael Gusenbauer (Johannes Kepler University of Linz)H-Index: 2
Last.Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
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Innovation offshoring (IO) has become a widespread management practice. Yet, evidence on the performance implications is inconsistent, and scattered across disciplines and contexts. We argue that the benefits firms can derive from IO depend on the institutional environment at home. Drawing on recent work on institutional theory in international business, we explore institutions that facilitate reverse knowledge transfer and/or institutional arbitrage with respect to innovation-related activities...
3 CitationsSource
#1Nina RosenbuschH-Index: 9
#2Michael GusenbauerH-Index: 2
Last.Klaus E. MeyerH-Index: 9
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#1Lin Cui (ANU: Australian National University)H-Index: 14
#2Helen Wei Hu (University of Melbourne)H-Index: 8
Last.Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
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3 CitationsSource
#1Jing Li (SFU: Simon Fraser University)H-Index: 20
#2Klaus E. Meyer (China Europe International Business School)H-Index: 9
Last.Yuan Ding (China Europe International Business School)H-Index: 19
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Abstract Firms and governments operate in broad networks in which the home government and its diplomatic service are a critical node – or a “referral point” – between firms and potential partners in foreign locations. Thus diplomatic relations between countries matter for the choice of foreign investment location. Using a network perspective, we argue that the extent to which good diplomatic relations induce firms to invest in friendly host countries depends on their political connections to hom...
25 CitationsSource
#1Yipeng Liu (University of Reading)H-Index: 15
#2Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
This paper investigates the role of boundary spanners in reverse knowledge transfer in EMNEs’ cross-border acquisitions. Applying a micro-foundational approach and building on boundary spanning as theoretical perspective, we conducted case studies of acquisitions by Chinese companies in Germany and the UK. We find reverse knowledge transfer is a collective endeavour that relies on both the ability and motivation of individual boundary spanners as well as team-based international collaborations. ...
4 CitationsSource
#1Klaus E. Meyer (China Europe International Business School)H-Index: 9
#2Katherine Xin (China Europe International Business School)H-Index: 12
AbstractHaving established their first overseas operation, the next big challenge for many emerging economy multinational enterprises (EMNEs) is to align their HRs with their strategic ambition. Their lack of internationally experienced talent has become a major obstacle to strategy implementation: they need to fill leadership roles with international responsibility based abroad and at home, and they need to develop talent for future international leadership roles. The key challenge for catch-up...
14 CitationsSource
#1Saul Estrin (LSE: London School of Economics and Political Science)H-Index: 45
#2Klaus E. Meyer (UWO: University of Western Ontario)H-Index: 9
Last.Adeline Pelletier (Centre for Economic Performance)H-Index: 4
view all 3 authors...
Multinational Enterprises (MNEs) from emerging economies (EEs) are establishing operations in advanced economies (AEs), apparently departing from traditional models of internationalization. We explore an under-explored difference between EE MNE and their AE counterparts concerning their country of origin: EEs have less munificent business environments. This leads EE MNEs to make different location choices than AE MNEs when entering AEs, specifically because they are more deterred by barriers to ...
9 CitationsSource
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