An internalization theory perspective on the global and regional strategies of multinational enterprises

143 citations recorded by the source corpus.

How researchers see this paper

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

The future of international business research on corporate globalization that never was… (2018, background): “For at least some key activities, such as core head office functions, home country origin matters as much now as it did two centuries ago, even in the world’s largest firms (Coeurderoy & Verbeke, 2016).”
Home country uncertainty and the internationalization-performance relationship: Building an uncertainty management capability (2017, background): “Regionality can be explained, among other things, in terms of the commonalities that countries within a region share (Flores & Aguilera, 2007; Verbeke & Kano, 2016; Verbeke & Asmussen, 2016; Ciravegna, Lopez, & Kundu, 2014).”
Global, Local, or Regional? The Locus of MNE Strategies (2016, unknown): “recombination in host region markets, whereby higher compounded distance can make such recombination more difficult to anticipate correctly and to implement effectively (Verbeke and Kano, 2016).”
Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, unknown): “…by headquarters managers’ global illusion (mentioned above), or vast overestimation of the enterprise’s ‘FSAs’ global transferability, deployment and profitable exploitation potential’ (Verbeke and Kano, 2016: 86), as compared to these FSAs’ value-creation potential at a (home) regional level.”