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ACQUISITIONS VERSUS GREENFIELD INVESTMENTS: INTERNATIONAL STRATEGY AND MANAGEMENT OF ENTRY MODES

Published on Mar 1, 2002in Strategic Management Journal5.57
· DOI :10.1002/smj.218
Anne-Wil Harzing45
Estimated H-index: 45
(University of Melbourne)
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Abstract
This paper adds an important explanatory variable to the well-established list of factors shown to influence the choice between foreign acquisitions and greenfield investments: the international strategy followed by the multinational company (MNC) in question. The MNC's international strategy is subsequently linked to the management of the two different entry modes by showing that differences in strategy are reflected in different headquarters—subsidiary relationships for acquisitions and greenfields. Some aspects of this relationship are also shown to change over time, a process that is mediated by the MNC's strategy. Copyright © 2002 John Wiley & Sons, Ltd.
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References51
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#1Yigang Pan (HKU: University of Hong Kong)H-Index: 24
#2David K. Tse (HKU: University of Hong Kong)H-Index: 21
#1Peter S. Davis (U of M: University of Memphis)H-Index: 16
#2Ashay Desai (University of Wisconsin–Oshkosh)H-Index: 7
Last.John D. Francis (Mississippi College)H-Index: 2
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Cited By356
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#1Małgorzata Jaworek (UMK: Nicolaus Copernicus University in Toruń)H-Index: 1
#2Małgorzata Szałucka (UMK: Nicolaus Copernicus University in Toruń)H-Index: 1
Last.Włodzimierz Karaszewski (UMK: Nicolaus Copernicus University in Toruń)H-Index: 1
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