Institutional Environments, Staffing Strategies, and Subsidiary Performance

By Ajai S. Gaur, Andrew Delios, Kulwant Singh. 2007

474 citations recorded by the source corpus.

Subfields: Communication, Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/15494b1ca6f142ff98512cbb56eb75ebe441805c

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Citations in the corpus

Comparing capitalisms: understanding institutional diversity and its implications for international business (2008, methodology): “For example, Gaur, Delios, and Singh (2007) use the World Competitiveness Yearbook to obtain seven indicators of regulative aspects (political transparency, anti-trust regulation, intellectual property protection, judicial system efficiency, fiscal policy, inflation, and market dominance in key…”
Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance (2012, background): “…between expatriate staffing and subsidiary performance, the focus has been on either the nationality of a subsidiary's general manager or the number/proportion of expatriates in the subsidiary (Colakoglu & Caligiuri, 2008; Fang, Jiang , Makino, & Beamish, 2010; Gaur et al., 2007; Gong, 2003a).”
Internalization advantage and subsidiary performance: The role of business group affiliation and host country characteristics (2019, unknown): “MNCs too rely on expatriate deployment and internal transfers from headquarters to Journal of International Business Studies subsidiaries and between subsidiaries, often to exercise informal control and develop a uniform organizational culture (Gaur et al., 2007).”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, unknown): “Because MNEs operate in multiple institutional settings, institutional differences affect subsidiary control mechanisms (Harzing and Sorge 2003), subsidiary staffing strategies (Gaur et al. 2007) and subsidiary work systems and knowledge transfer (Saka 2004).”
Resource-Based and Institutional Perspectives on Export Channel Selection and Export Performance (2013, methodology): “As in previous studies (Gaur et al., 2007), our third institutional measure cultural distance was created using Hofstede’s (1980) four dimensions of national culture.”
Current debates in global strategy (2009, unknown): “Recent research (Chakrabarti et al. 2007; Gauer et al. 2007; Lee et al. 2007; Peng et al. 2008; Rangan and Drummond 2002; Singh 2007) suggests that institutional measures may prove more effective in providing comprehensive explanations of firm behavior and performance.”
Breaking Through the Cultural Clutter: A Comparative Assessment of Multiple Cultural and Institutional Frameworks (2008, methodology): “We comprehensively examine alternative CD constructs based on the cultural-value frameworks of Hofstede (1980), Schwartz (1994), Trompenaars (1994), and Global Leadership and Organizational Behavior Effectiveness (GLOBE) (House et al., 2004) along with ID constructs adopted from Xu et al. (2004) and”