The “Country-of-origin Effect” in Multinational Corporations: Sources, Mechanisms and Moderating Conditions
By Niels Noorderhaven, Anne-Wil Harzing. 2003
140 citations recorded by the source corpus.
Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/030f81c8abdfd129f1db0b65a0c941ffd6520149
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Communication
- M. Geppert
- Karen Williams
- P. Duran
- Valentina Marano
- Michael A. Hitt
- Marc van Essen
- J. Arrégle
- P. Gooderham
In Organizational Behavior and Human Resource Management
- Marc van Essen
- P. Duran
- M. Geppert
- Karen Williams
- J. Arrégle
- Valentina Marano
- Mark Fenton‐O'Creevy
- Michael A. Hitt
In Strategy and Management
- P. Duran
- J. Arrégle
- Michael A. Hitt
- Marc van Essen
- Ettore Spadafora
- Valentina Marano
- Mark Fenton‐O'Creevy
- Karen Williams
Citations in the corpus
- Home Country Institutions and the Internationalization-Performance Relationship (2016, background): “…administrative heritage, which refers to shared beliefs and cultural templates that determine “how things ought to be done” and legitimize ways of organizing and controlling (Bartlett & Ghoshal, 1989; Elango & Sethi, 2007; Lubatkin, Calori, Very, & Veiga, 1998; Noorderhaven & Harzing, 2003).”
- Global, national and local practices in multinational corporations: towards a sociopolitical framework (2006, background): “On the one hand, the MNC's countryof-origin influences practices within MNCs ( Noorderhaven and Harzing, 2003), such as strategy, structure and HRM practices (Ferner and Quintanilla, 1998) as well as modes of control (Harzing and Sorge, 2003).”
- Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy? (2008, background): “…to deploy organisational and management capabilities worldwide, many MNEs have chosen, for strategic reasons, to concede considerable autonomy to their subsidiaries in designing their own management systems (Kostova & Roth, 2002; Myloni, Harzing, & Mirza, 2004; Noorderhaven & Harzing, 2003).”
- Why is Family Firms’ Internationalization Unique? A Meta–Analysis (2017, background): “The second approach, building on the institution-based view and “country of origin” studies in international strategy (e.g., Harzing & Sorge, 2003; Noorderhaven & Harzing, 2003; Peng et al., 2008), takes advantage of the numerous countries in which these empirical studies were conducted to consider…”