Why a Multinational Firm Chooses Expatriates: Integrating Resource-Based, Agency and Transaction Costs Perspectives

By D. Tan, Joseph T. Mahoney. 2006

229 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3cce97a149ea17f9f7818fb56f9d641e22882588

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Citations in the corpus

The Concept of Distance in International Business Research: A Review and Research Agenda (2016, unknown): “Distance increases the costs of transportation, communication, coordination, integration and monitoring (Tan and Mahoney 2006).”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “Managers’ past assignments in international business contexts, for example, can shape their intuition and imagination about future growth opportunities for the firm as well as their capability to pursue these entrepreneurial opportunities successfully (Carpenter et al., 2001; Tan and Mahoney, 2006).”
Added Psychic Distance Stimuli and MNE Performance: Performance Effects of Added Cultural, Governance, Geographic, and Economic Distance in MNEs' International Expansion (2014, unknown): “Second, MNEs must also increase their existing resource base and develop new organizational capabilities to manage the internal and external network, both of which have become more complex as a result of the MNE's international expansion (Hutzschenreuter et al., 2011; Meyer et al., 2011; Tan and Mah”
Do Foreign Greenfields Outperform Foreign Acquisitions or Vice Versa? An Institutional Perspective (2008, unknown): “The reason is that even though many MNEs striving for tight integration staff their foreign greenfields with expatriate managers (Harzing, 2002; Tan and Mahoney, 2006), most of the employees of these greenfields remain local workers whose norms, values, and preferred routines differ from those of th”
Transaction Cost Economics As a Theory of Supply Chain Efficiency (2020, background): “For a detailed comparison of these theories see Kim and Mahoney (2005), Lajili and Mahoney (2006), and Tan and Mahoney (2006).”
Managing talent in emerging economy multinationals: integrating strategic management and human resource management (2018, background): “This international HRM literature usually classifies employees by their origin as home, host, and third country nationals (e.g. Caligiuri & Bonache, 2015; Tan & Mahoney, 2006).”
The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, unknown): “Recent findings suggest that managerial services made available to a foreign subsidiary in a particular local context, may support this subsidiary’s growth (Tan and Mahoney, 2007).”
Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance (2012, background): “…of expatriates by identifying three dimensions of expatriate competencies in knowledge transfer, thereby addressing previous calls for understanding the expatriate characteristics that facilitate knowledge transfer and subsidiary performance (Hébert, Very, & Beamish, 2005; Tan & Mahoney, 2006).”
Institutional Environments, Staffing Strategies, and Subsidiary Performance (2007, unknown): “PCNs help to achieve both of these objectives (Tan & Mahoney, 2006).”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “Given that these employees may perceive less opportunity to develop in these structures, they may view their career opportunities as limited to the host country (Scullion & Collings, 2006; Tan & Mahoney, 2006).”