Uncertainty, Imitation, and Plant Location: Japanese Multinational Corporations, 1990‐1996

By W. Henisz, Andrew Delios. 2001

872 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/173e9a33f102cb2ad265d365778a729f15aa3fc8

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Citations in the corpus

The Impact of Institutional and Human Resource Distance on International Entry Strategies (2009, background): “Investment decisions are subject to a variety of host country-specific influences such as resource-endowment, levels of institutional development (Meyer, 2001; Peng, 2003) and political risk (Henisz and Delios, 2001), which may evolve over time.”
Spillovers and competition among foreign and local firms in China (2008, background): “It has examined such firms’ entry mode decisions (Kogut, 1983; Chang, 1995), their interactions with other multinationals (Henisz and Delios, 2001; Chang and Park, 2005; Miller and Eden, 2006), and their ability to cope with the socioeconomic environments of the host countries they enter (Rosenzweig”
The regional nature of Japanese multinational business (2008, background): “…specifically switch the focus of attention from host-market barriers and adaptation (Beechler & Yang, 1994; Belderbos, 2003; Delios & Henisz, 2003; Henisz & Delios, 2001, among others, take this approach to explain the internationalisation patterns of Japanese firms) to home-region constraints.”
Rivalry Between Multinational Enterprises: An Event History Approach (2007, positive): “First, government constraints, such as laws and regulations on importing and exporting of goods, attainment of government licenses, taxes, and availability of loans, directly affect an MNE's capability to respond swiftly (Davidson, 1980; Henisz & Delios, 2001; Loree & Guisinger, 1995).”
Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, background): “Experience gained in specific settings furthermore reduces a firm’s tendency to follow the decisions of other firms (Henisz and Delios, 2001; Lu, 2001).”
International experience and FDI location choices of Chinese firms: The moderating effects of home country government support and host country institutions (2014, background): “Though we controlled for the impact of vicarious learning (Henisz & Delios, 2001), we were unable to find evidence of the interrelationship between institutional factors and vicarious learning.”
THE NORMALIZATION OF CORRUPTION IN ORGANIZATIONS (2003, background): “…managers, and if solutions are not readily obvious, answers are sought from the memory because: (1) past decisions and acts are assumed to have been made for rational reasons; and (2) following a precedent helps legitimate the decision and act (Henisz & Delios, 2001; Ocasio, 1999; Simon, 1976).”
An exploration of multinational enterprise knowledge resources and foreign subsidiary performance (2013, methodology): “…by drawing on the view of modern social systems (Parsons, 1971), which suggests that societies consist of three basic subsystems; political conditions (Henisz & Delios, 2001), economic conditions (Woodward & Rolfe, 1993), and cultural conditions (Brouthers & Brouthers, 2001; Morosini et al., 1998).”
The Entry Strategy of Retail Firms into Transition Economies (2007, background): “However, prior decisions by other retailers may provide crucial information about the success potential of a foreign venture (see, e.g., Henisz and Delios 2001).”