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Journal of International Management
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Abstract Recent research suggests that unequal access to home country institutional resources affects firm internationalization strategies. We add to this debate, based on an analysis of state-owned (SOEs) and non-state-owned (NSOEs) Chinese mining firms, by developing a more dynamic and multi-layered understanding of this interplay. We find that home institutional support can be ownership-based or performance-based, whereby the former benefits SOEs and the latter favors high-performing NSOEs. C...
Abstract Although it is well established in the current staffing literature that why and how multinational enterprises (MNEs) allocate more or fewer expatriates in some subsidiaries than others, little is known about why and how some MNEs utilize more or fewer expatriates than other MNEs. This paper builds on regionalization theory to argue that intra- and inter-regional diversification has to do with the overall use of expatriates in MNEs. An empirical investigation of Korean MNEs demonstrates ...
Abstract We develop a real options model of market entry that focuses on the dueling growth and deferral options by differentiating between endogenous uncertainty and exogenous uncertainty. While exogenous uncertainty influences the growth option market value or price, it is endogenous uncertainty that influences the value of the growth option through the ability to create a competitive advantage from preemptive market entry. First, the firm can decrease the exercise price of the growth option (...
#1Gaye Karacay (ITU: Istanbul Technical University)H-Index: 2
#2Secil BayraktarH-Index: 1
Last.Ali Dastmalchian (SFU: Simon Fraser University)H-Index: 20
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Abstract This study provides a unique perspective in the field of cross-cultural management by exploring the relationship between “cultural dissonance”—the gap between cultural values and actual practice—and effective leadership attributes in the Middle East and North Africa (MENA) region. Incorporating cultural dissonance into implicit leadership theory, the study uses measurements of dissonance on nine cultural dimensions to identify particular leadership preferences in seven MENA countries. T...
#1Moritz Putzhammer (WU: Vienna University of Economics and Business)H-Index: 1
#2Arjen Slangen (Katholieke Universiteit Leuven)H-Index: 17
Last.Thomas Lindner (WU: Vienna University of Economics and Business)H-Index: 1
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Abstract Although increases in corporate ownership positions in foreign markets occur frequently, the factors that determine how quickly such increases occur are underexplored. Combining international business research on experiential learning, knowledge recombination, and pro-market reform, we hypothesize that a firm's international experience with ownership increases has a positive effect on the pace at which the firm implements an ownership increase in a host country, but that this effect is ...
#1Feng ZhangH-Index: 5
#2Guohua JiangH-Index: 3
Last.John CantwellH-Index: 38
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Abstract This study identifies key mechanisms linking multinationality with the knowledge advantages of multinational corporations (MNCs). These mechanisms are the absorption of new knowledge by one individual MNC unit and the subsequent flows of such newly absorbed knowledge to other geographically distant units of the same firm. The intra-MNC and inter-unit flows of such newly absorbed knowledge include exchanges between a parent and its overseas subsidiaries and those between subsidiaries. Th...
#1Revti Raman Sharma (Victoria University of Wellington)H-Index: 3
Abstract As managerial rationality is always bounded, managers utilise their cognitive abilities and social relations to manage their operational environmental uncertainties. We posit that relationship quality (RQ) mediates the association between cultural intelligence (CQ) and success in managing challenges arising out of differences in the institutional environments i.e. institutional success. Our CQ measure comprises cognitive, metacognitive, motivational and behavioural CQs. We included the ...
Abstract The operating environment of multinational corporations (MNC) is multilingual, adding significant complexity to knowledge-sharing interactions between employees. In this paper, we explore how knowledge sharing in MNCs is influenced by code switching , or shifting between languages during interaction. Previous international business research has mostly described code switching as a behavior that has a negative impact on knowledge sharing by creating distrust and exclusion. Our case study...
#1George Z. Peng (University of Regina)H-Index: 6
#2Paul W. Beamish (UWO: University of Western Ontario)H-Index: 59
Abstract We examine how organizational ecology and the strategic choice perspective can be combined to provide more contextualized insights into how multinational corporations (MNCs) can better counter environmental pressures with evolving subnational FDI legitimacy and improve the survival likelihood of their subsidiaries. We consider three organizational identity-based strategic choices, i.e., country-of-origin (COO) agglomeration, expatriate staffing level and subsidiary ownership level. We h...
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