The determinants of MNE subsidiaries' political strategies: evidence of institutional duality

By Amy J. Hillman, William P. Wan. 2005

500 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3d0b101a276071813eacfd890c45248a0893537c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Mike W. Peng
2. Paul W. Beamish
3. J. Lu
4. K. Meyer
5. Dean Xu
6. Ruth V. Aguilera
7. William Q. Judge
8. Stav Fainshmidt

In Strategy and Management

1. Mike W. Peng
2. K. Meyer
3. Paul W. Beamish
4. J. Lu
5. Dean Xu
6. Ruth V. Aguilera
7. Yuan Ding
8. Michael A. Sartor

Citations in the corpus

• A Review of the Nonmarket Strategy Literature (2016, unknown): “Given the significant CPA (Hillman & Wan, 2005) and CSR activities (Surroca, Tribó, & Zahra, 2013) in the foreign subsidiaries of MNEs, future research on CPA-CSR integration may fruitfully contribute new insights into MNE research.”
• Does bribery help or hurt firm growth around the world? (2011, unknown): “Future research may also examine the impact of informal institutions such as cultures, norms, and values, which create the cognitive expectation and normative pressure in adopting bribery strategy (Hillman & Wan, 2005; Husted, 1999; Martin et al., 2007).”
• Growth and Survival of International Joint Ventures: An External-Internal Legitimacy Perspective (2006, background): “Compared to subsidiaries that are more locally oriented and thus more reliant on external legitimacy for their survival, these more internally oriented subsidiaries are usually under more direct control and integration by the parent firm (Hillman & Wan, 2005).”
• Offshoring innovation to emerging markets: Organizational control and informal institutional distance (2014, result): “While this can help to minimize the impact of differences between multiple home countries upon the dependent variables in a study (Hillman & Wan, 2005), future work should seek to confirm our findings using a sample of non-Japanese subsidiaries.”
• Political activity and firm performance within nonmarket research: A review and international comparative assessment (2015, unknown): “…the nature of MNE political behaviour (Barron, 2011; Boddewyn & Brewer, 1994; Hillman & Keim, 1995; Sun, Mellahi, & Thun, 2010), the determinants of MNE political strategies (Blumentritt, 2003; Hillman, 2003; Hillman & Wan, 2005), and MNE political strategy process (Chen, 2007; Luo & Zhao, 2013).”
• High-level politically connected firms, corruption, and analyst forecast accuracy around the world (2010, background): “Hillman and Wan (2005) find that MNE subsidiaries adopt political strategies to achieve both internal legitimacy (pressures from the parent company) and external legitimacy (social and political pressures from the host country).”
• Firm lobbying and influence in developing countries: a multilevel approach (2012, background): “Several recent contributions show that country-level institutions affect the incentives of policymakers to respond to corporate interests (Hillman and Keim 1995; Hillman and Hitt 1999; Bonardi et al. 2005; Hillman and Wan 2005; Macher et al. 2011).”
• Varieties of institutional systems: A contextual taxonomy of understudied countries (2016, background): “This is particularly problematic given that political bargaining has been a vibrant area of research within the IB field (e.g., Boddewyn & Brewer, 1994; Hillman & Wan, 2005).”