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Global Strategy Journal
IF
2.73
Papers
225
Papers 222
1 page of 23 pages (222 results)
Newest
Published on May 24, 2019in Global Strategy Journal 2.73
Shivaram Devarakonda3
Estimated H-index: 3
(CUHK: The Chinese University of Hong Kong),
Elko Klijn10
Estimated H-index: 10
+ 1 AuthorsValérie Duplat3
Estimated H-index: 3
(VU: VU University Amsterdam)
Research summary We theoretically and empirically study the effects of legal institutions on the inclusion of arbitration provisions in international joint venture (IJV) contracts. Legal institutions offer a public trilateral forum to handle inter-partner disputes. However, these institutions function differently across countries, which can impede IJV partners from resolving disputes effectively through court systems. Alternatively, partners can take advantage of private trilateral resolution me...
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Published on May 1, 2019in Global Strategy Journal 2.73
Olivier Bertrand16
Estimated H-index: 16
,
Marie-Ann Betschinger3
Estimated H-index: 3
(HEC Montréal),
Tomi Laamanen14
Estimated H-index: 14
(HSG: University of St. Gallen)
This article contributes to an improved understanding of the effects of subnational regional corruption on the external growth strategies of emerging economy firms. We examine the acquisition activity of firms in their home regions, in other parts of the country, and internationally. We consider four mechanisms through which a corrupt regional home context can affect firms’ acquisition behaviors: (a) corrosive deal deterrence, (b) deal facilitation, (c) corruption escape into less corrupt contex...
1 Citations Source Cite
Published on May 1, 2019in Global Strategy Journal 2.73
Patricio Duran4
Estimated H-index: 4
(UAI: Adolfo Ibáñez University),
Marc van Essen16
Estimated H-index: 16
(EMLYON Business School)
+ 2 AuthorsMike W. Peng60
Estimated H-index: 60
(UTD: University of Texas at Dallas)
We develop an institutional explanation for the finding that the competitive advantage publicly listed family firms (PFFs) enjoy over other publicly listed firms varies across emerging markets. We propose that PFF performance is contingent on the state of four types of institutions—formal constraining, informal constraining, formal enabling, and informal enabling institutions. We test these ideas with a meta-analysis of 177 primary studies, situated in 49 countries. Our results show that the com...
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Published on May 1, 2019in Global Strategy Journal 2.73
Marcelo Bucheli12
Estimated H-index: 12
(UIUC: University of Illinois at Urbana–Champaign),
Erica Salvaj4
Estimated H-index: 4
(Universidad del Desarrollo),
Minyoung Kim7
Estimated H-index: 7
(KU: University of Kansas)
3 Citations Source Cite
Published on May 1, 2019in Global Strategy Journal 2.73
Maria Andrea De Villa3
Estimated H-index: 3
(EAFIT University),
Tazeeb Rajwani11
Estimated H-index: 11
(University of Essex)
+ 1 AuthorsKamel Mellahi30
Estimated H-index: 30
(Warw.: University of Warwick)
We analyze how a host market’s institutional context can influence an MNE’s senior management’s choice and deployment of corporate political activity (CPA). First, we argue that a non-engaged approach to CPA is likely to be chosen when senior management perceives high host-country political risk, arising not only from host-country political institutions, but also from the distance between home and host-government relations. Second, we propose that the deployment of this approach can require acti...
3 Citations Source Cite
Published on May 1, 2019in Global Strategy Journal 2.73
Laura Fernández-Méndez2
Estimated H-index: 2
(Comillas Pontifical University),
Esteban García-Canal1
Estimated H-index: 1
(University of Oviedo),
Mauro F. Guillén34
Estimated H-index: 34
(UPenn: University of Pennsylvania)
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Published on May 1, 2019in Global Strategy Journal 2.73
Alvaro Cuervo-Cazurra32
Estimated H-index: 32
,
Ram Mudambi42
Estimated H-index: 42
,
Torben Pedersen45
Estimated H-index: 45
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Published on May 1, 2019in Global Strategy Journal 2.73
Jie Wu1
Estimated H-index: 1
(UM: University of Macau),
Seung Ho Park8
Estimated H-index: 8
(China Europe International Business School)
Research summary This study examines the role of international institutional complexity, which is defined as the scope and multiplicity of institutional dimensions across foreign markets, on emerging market multinational companies (EMMCs)' innovation performance. We propose that the international institutional complexity provides learning opportunities for EMMCs' innovation performance but also incurs higher management costs to handle information overload from overextended internationalization. ...
1 Citations Source Cite
Published on Apr 25, 2019in Global Strategy Journal 2.73
Christian Geisler Asmussen1
Estimated H-index: 1
,
Nicolai J. Foss2
Estimated H-index: 2
,
Phillip Christopher Nell13
Estimated H-index: 13
(WU: Vienna University of Economics and Business)
2 Citations Source Cite
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