Downside Risk Implications of Multinationality and International Joint Ventures

By Jeffrey J. Reuer, Michael J. Leiblein. 2000

384 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/025e74b11fcedecf7845adfe0d943d191dc3f852

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Citations in the corpus

Organizational Slack and Firm Performance During Economic Transitions: Two Studies from an Emerging Economy (2003, background): “Davis and Stout, 1992; Greenley and Oktemgil, 1998; Hambrick and D’Aveni, 1988; Nohria and Gulati, 1996; Miller and Leiblein, 1996; Reuer and Leiblein, 2000; Singh, 1986) is that they are all based on samples of firms in developed economies, which have to compete in both product and financial mark”
The Use of the Multinational Corporation as a Research Context (2003, background): “However, they found that “dispersed FDI and international joint ventures do not have a general, negative impact on organizational downside risk, as predicted by real options theory and international strategy research” (Reuer & Leiblein, 2000: 210).”
Real options in multinational corporations: organizational challenges and risk implications (2007, result): “On the other hand, other studies have produced inconsistent results or have challenged a simple linear relationship between multinationality and firm performance or risk (e.g., Mitchell et al., 1992; Hitt et al., 1997; Reeb et al., 1998; Gomes and Ramaswamy, 1999; Reuer and Leiblein, 2000; Kotabe ”
The effect of domestic uncertainty on the real options value of international investments (2009, background): “For this reason, past studies on international operational flexibility have typically focused on foreign exchange fluctuation as the primary source of uncertainty faced by multinational firms (Allen & Pantzalis, 1996; Reuer & Leiblein, 2000; Tang & Tikoo, 1999).”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, neutral): “Other scholars argue that such adoption might become more complicated with internationalisation (Rangan 1998; Reuer and Leiblein 2000; Tong and Reuer 2007a).”
On the growth of foreign affiliates: multinational plant networks, joint ventures, and flexibility (2007, neutral): “flexibility they provide (Kogut, 1991; Reuer and Leiblein, 2000 ).”
Real Options in International Joint Ventures (2005, background): “Other research shows, however, that firms’ investments in JVs do not generally reduce their downside risk levels (Reuer & Leiblein, 2000).”
Tobit models in strategy research: Critical issues and applications (2019, neutral): “…corporate ownership choices (e.g., Delios & Beamish, 1999), entry modes (e.g., Luo & Bu, 2018), diversification (e.g., Bowen & Wiersema, 2005; Reuer & Leiblein, 2000; Tan & Chintakananda, 2016), acquisitions (e.g., Devers, McNamara, Haleblian, & Yoder, 2013; Ragozzino & Reuer, 2011), and…”
Flexibility in internationalization: is it valuable during an economic crisis? (2009, background): “In contrast, Reuer and Leiblein (2000) observe that greater multinationality does not help firms to reduce downside risk.”
The Choice of Organizational Governance Form and Performance: Predictions from Transaction Cost, Resource-based, and Real Options Theories (2003, background): “…notable studies examining aspects of entrepreneurial failure (McGrath, 1997), investment in joint ventures (Chi & McGuire, 1996; Folta, 1998; Folta & Leiblein, 1994; Kogut, 1991; Reuer & Leiblein, 2000), market entry (Miller & Folta, 2000), and organizational governance (Leiblein & Miller, 2003).”
Extending the internationalization process model: Increases and decreases of MNE commitment in emerging economies (2011, background): “…by including a variable (multinationality), defined as the logarithm of 1 plus the number of countries in which an MNE had foreign subsidiaries (Reuer & Leiblein, 2000) in order to remedy the significant positive skew that was evident for the pre-transformed count measure (e.g., Tabaehniek &…”
Internalization advantage and subsidiary performance: The role of business group affiliation and host country characteristics (2019, positive): “Subsidiary size may affect subsidiary survival because larger subsidiaries have additional organizational slack that enables them to deal with financial turbulence (Reuer & Leiblein, 2000).”