Developing acquired foreign subsidiaries: the experience of MNES in transition economies

By Klaus Uhlenbruck. 2004

221 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/31d638598001f6f3f27f604c3aa867a0829bedf1

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The effects of social capital and organizational innovativeness in different institutional contexts (2008, background): “A response rate of under 30% is not uncommon in strategic management research (e.g., Greenley & Foxall, 1997, 1998; Griffith & Harvey, 2001; Marsh & Stock, 2006), and a response rate of 31% is considered to be satisfactory by Uhlenbruck (2004).”
Internationalising in small, incremental or larger steps? (2007, background): “(Meyer, 2001; Meyer and Estrin, 2001; Makhija and Stewart, 2002; Uhlenbruck, 2004; Meyer and Peng, 2005; Wooster, 2006).”
The Essence of Dynamic Capabilities and their Measurement (2018, background): “The actions used to measure dynamic capabilities include acquisitions (Rothaermel and Hess 2007; Uhlenbruck 2004), alliances (Doving and Gooderham 2008; Rothaermel and Hess 2007), entry to new market (King and Tucci 2002), entry timing to new market (Franco et al .”
Interpreting Results From the Multinomial Logit Model (2015, methodology): “…from real options theory when analyzing the choice between a variety of entry modes focusing mainly on JVs. Based on institutional theory, Uhlenbruck (2004) studies model coefficients to determine the relationship between host country corruption and different types of non-equity and…”
The Concept of Distance in International Business Research: A Review and Research Agenda (2016, unknown): “1998; Luo 2002), cross-border acquisition implementation (Reus 2012), acquisition and joint venture integration processes (Brock 2005; Hsieh et al. 2010; Uhlenbruck 2004) and decentralization (Williams and van Triest 2009).”
Export propensity and intensity of subsidiaries in emerging economies (2008, background): “Where acquired firms have export market positions, they are thus likely to continue them (Uhlenbruck, 2004).”
Subsidiary roles, vertical linkages and economic development: Lessons from transition economies (2009, background): “Vertical linkages can be assumed to promote economic development (Hoekman & Javorcik Smarzynska, 2006; Kugler, 2006; Lall, 1996; Moran, Graham, & Blomström, 2005; Scott-Kennel & Enderwick, 2005), particularly in transition economies, which exhibit high participation of MNEs in economic activity (Cam”
Conventional and Reverse Knowledge Flows in Multinational Corporations† (2008, unknown): “The knowledge base of acquisition targets has been shown to be particularly valuable in CEE transition economies (Uhlenbruck, 2004).”
Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “Yet, Uhlenbruck (2004) finds, surprisingly, that acquirers on average do not benefit from these resources, as target firms’ export market position in other CEE countries does not seem to enhance performance.”
Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention (2016, background): “Uhlenbruck (2004) reached the conclusion that national cultural distance reduces the extent to which acquirers learn from experiences abroad and impedes the sales growth of acquired firms.”
Acquisitions by emerging market multinationals: Implications for firm performance (2014, methodology): “More specifically, our analysis contributes to theory on the role of external resources (Lavie, 2006; Rui & Yip, 2008) by explaining how such acquisitions enable target firms to become part of a wider network, exploit complementarities and benefit from the resources owned by other parts of the organ”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, unknown): “An apparent fit between firms based on theory built in developed economies, which turns out to be illusory, may be detrimental to post-acquisition performance in CEE (and probably in other emerging economies as well) (Uhlenbruck, 2004).”
Learning to internationalise: the pace and success of foreign acquisitions (2007, background): “…it is important for internationalising companies to learn to increase the likelihood of success abroad (Barkema et al., 1996; Delios and Beamish, 2001; Lu and Beamish, 2004; Pedersen and Petersen, 2004; Uhlenbruck, 2004), but this argument has received mixed support in the domain of acquisitions.”
Merging without alienating: interventions promoting cross-cultural organizational integration and their limitations (2009, background): “, 2005), that cultural distance is the often attributed yet unsubstantiated cause of failure (Uhlenbruck, 2004), and that recent literature suggests that integration is the critical link in realizing M&A success (Bijlsma-Frankema & Costa, 2005; Schweiger & Lippert, 2005), there is a pressing need to”
Breaking Through the Cultural Clutter: A Comparative Assessment of Multiple Cultural and Institutional Frameworks (2008, methodology): “Both Schwartz’s and Trompenaars’s frameworks have been praised as contemporary, theoretically sound, and for using sophisticated and systematic sampling techniques (Uhlenbruck, 2004; Drogendijk and Slangen, 2006).”