Resource-Based Advantages in an International Context†

By Keith D. Brouthers, L. Brouthers, Steve Werner. 2008

299 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/2d5847f8c38ee105cc3afcc1e755c6c7af6d254d

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In Strategy and Management

Citations in the corpus

The Essence of Dynamic Capabilities and their Measurement (2018, unknown): “Experience is measured, for example, in years operated in a specific geographic market and the number of countries the firm has operated in (Brouthers et al. 2008), or through a comparison of industries based on the extent to which pre-entry experience helps firms to learn after entry and hence incr”
Political risk, cultural distance, and outward foreign direct investment: Empirical evidence from large Chinese firms (2012, methodology): “In order to take into account institutional differences, we calculated a political risk distance by subtracting the target market risk value from the home market value ( Brouthers, Brouthers, & Werner, 2008 ).”
Effect of SMEs’ International Experience on Foreign Intensity and Economic Performance: The Mediating Role of Internationally Exploitable Assets and Competitive Strategy* (2010, background): “International experience-based technology and learning capabilities are the most important factor in improving a firm’s performance (Brouthers, Brouthers, and Werner 2008; Dhanaraj and Beamish 2003; Lefebvre, Lefebvre, and Harvey 1996).”
Process Innovation: Open Innovation and the Moderating Role of the Motivation to Achieve Legitimacy (2018, background): “Failure to incorporate the institutional environment into the RBV encourages the flawed perspective that resource-based advantages are independent of the institutional constraints in which they are employed (Brouthers et al., 2008; Priem and Butler, 2001).”
Acquisitions by emerging market multinationals: Implications for firm performance (2014, background): “Different types of experience may facilitate the development of different capabilities (Brouthers et al., 2008).”
The Concept of Distance in International Business Research: A Review and Research Agenda (2016, unknown): “Distance has been used as a moderator of a number of different relationships, including that between experience and subsidiary performance (Luo 1999), experience and proprietary know-how (Schwens et al. 2011) and firm-specific resources and dynamic capabilities (Brouthers et al. 2008).”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “Other recommendations aimed at further broadening the range of consequences to include those not directly related to performance, such as the level of trust in organizations (Laeequddin, Sardana, Sahay, Waheed, & Sahay, 2009), the organization’s scope of diversification (Døving & Gooderham, 2008), s”
The Governance of the Multinational Enterprise: Insights from Internalization Theory (2011, background): “Countries’ institutional environments may also create market imperfections that influence the effectiveness of MNEs’ resource-based advantages (Brouthers et al., 2008; Henisz, 2003).”
Explaining the internationalization of ibusiness firms (2015, background): “Firms seeking international expansion should select a strategy that best exploits the ﬁ rms ’ resources and capabilities (Brouthers, Brouthers, & Werner, 2008).”
Sustaining superior performance in an emerging economy: an empirical test in the Indian context (2012, background): “…with negligible competition, because of fewer and less intense efforts by competitors to imitate and substitute resources that yield superior profits, many or all firm resources that produce superior profits may remain rare and help sustain the profits (Brouthers, Brouthers, and Werner, 2008).”
Interpreting Results From the Multinomial Logit Model (2015, methodology): “This ensured that institutional environmental changes that happen over time were relatively fixed (Brouthers et al., 2008b).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “First, the institution-based view can add significant insights to the industry-based and resource-based views by specifying in what contexts and under what circumstances certain capabilities in certain industries add value (Brouthers et al., 2008; Dacin et al., 2007).”