Experience of emerging market firms: The role of cognitive bias in developed market entry and survival

By Douglas E. Thomas, Lorraine Eden, Michael A. Hitt, Stewart R. Miller. 2007

157 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0daf6e8554b534e18f142ae07cfadcdefab921a2

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Citations in the corpus

The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business Abroad (2010, unknown): “On the other hand, limited exposure to competitors from developed economies may fuel their ambition to such a degree that they become blind to the potential dangers of premature entry into developed economies and leap into an ill-conceived internationalization program (Bartlett & Ghoshal, 2000; Thom”
Cultural differences, MNE learning abilities, and the effect of experience on subsidiary mortality in a dissimilar culture: Evidence from Korean MNEs (2013, methodology): “Consistent with the literature (e.g., Nadolska & Barkema, 2007; Thomas et al., 2007), we applied a Cox’s proportional hazard model with time-varying variables (Cox & Oakes, 1984).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “For example, the finding that Latin American firms are less likely to reenter foreign markets after failure (Thomas et al., 2007) may be because they have a time orientation toward the past and present that overrides concern for the future (Harrison, 1997).”
Toward a 7-P framework for international marketing (2019, background): “Thomas et al. (2007) discuss the difficulties of cognitive bias faced mainly by firms expanding out of their own region, especially when their product quality is not globally recognized, as was in the case of the Venezuelan chocolate producer: Chocolates El Rey (Dominguez & Cirigliano, 1997).”
Knee Deep in the Big Muddy: The Survival of Emerging Market Firms in Developed Markets (2008, background): “These conclusions about group members’ perceptions of each other can be extended from the individual level to the organizational level, supporting Tsai’s (2002) views on coopetition and Schilling et al.”