The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode

By Bo Bernhard Nielsen, S. Nielsen. 2011

374 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0d57c317600245822286a0036e0855249801cbc9

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

In Gender Studies

In Strategy and Management

Citations in the corpus

Foreign market entry mode choice of small and medium-sized enterprises: A systematic review and future research agenda (2014, background): “Other scholars emphasize the importance of CEO demographic characteristics in strategic decisions, particular when choosing an appropriate foreign market entry mode (e.g., Herrmann & Datta, 2006; Nielsen & Nielsen, 2011).”
SME international business models: the role of context and experience (2017, neutral): “3 The international experience of decisionmakers was operationalized as whether they had previous experience in international business prior to joining or founding the firm (Nielsen & Nielsen, 2011; Reuber & Fischer, 1997).”
‘Expect the unexpected’: Implications of effectual logic on the internationalization process (2014, background): “Nielsen and Nielsen (2011) contend that top management can make effective international strategic decisions based on personal background and experience rather than on market research.”
The Location Choice of Foreign Direct Investments: Empirical Evidence and Methodological Challenges (2017, background): “…characteristics (e.g. international experience) have a profound influence on the choice of foreign entry mode by influencing the risk propensity (Nielsen & Nielsen, 2011), and others have questioned the extent to which managers actually make ‘rational’ choices in alignment with traditional…”
Foreign experience and CEO compensation (2018, result): “These results are confirmed by Nielsen and Nielsen (2011) and Piaskowska and Trojanowski (2014).”
Decision mode, information and network attachment in the internationalization of SMEs: A configurational and contingency analysis (2014, background): “The significant role played by individual decision-makers in SMEs means that their personal characteristics and interpretations are highly likely to affect their strategic decisions, including those on internationalization (Hsu, Chen, & Cheng, 2013; Nielsen & Nielsen, 2011; Nordman & Melén, 2008).”
A Socioemotional Wealth Perspective on how Collaboration Intensity, Trust, and International Market Knowledge affect Family Firms' Multinationality (2016, background): “…own or control producing facilities in more than one country simultaneously (Dunning, 1971); internationalization is characterized by a complex decision-making process (Nielsen & Nielsen, 2011); and multinational enterprises can vary in the extent of their multinational activities (Kogut, 2001).”
International corporate governance: A review and opportunities for future research (2019, background): “80 Nielsen and Nielsen (2011), Journal of World Business UET 165 firms listed on the Swiss Stock Exchange TMTs with international experience are more likely to choose fullcontrol entry modes, while nationally diverse TMTs are more inclined to pick shared-control entry modes.”
International Entrepreneurship: Exploring the Logic and Utility of Individual Experience through Comparative Reasoning Approaches (2014, background): “…experience such as that gained from international work assignments, different industries or different operational functions than those of the focal firm, influence entry mode decisions and the wider the experience the more likely the firm will opt for full control modes (Nielsen & Nielsen, 2011).”
Strategic leadership in organizational crises: A review and research agenda (2021, background): “Yet, relying on the CEO alone seems barely sufficient, particularly because TMT members also contribute, often greatly, to strategic decision-making with their diverse experiences and abilities (Nielsen and Nielsen, 2011).”