Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness

By K. Meyer, Ram Mudambi, Rajneesh Narula. 2011

1,201 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/45bcddbf36b7ae576105a9e61038e43e072764b8

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Citations in the corpus

Global Value Chain Configuration: A Review and Research Agenda (2017, background): “Moreover, the need for coordination also arises Global value chain configuration: A review and research agenda 143 value chains Govindarajan, 2001; Meyer et al., 2011 Capabilities required in global value chains Organizational and technological capabilities Eriksson et al., 2014; Levy, 2005; Murta…”
What Makes an Entrepreneurship Study Entrepreneurial? Toward A Unified Theory of Entrepreneurial Agency (2020, background): “Some agents are characterized by multiple embeddedness, meaning that they are embedded in more than one matrix of institutions (Meyer et al., 2011).”
Back to basics: Behavioral theory and internationalization (2020, background): “Firms with deeply embedded organizational routines are expected to absorb new knowledge accrued from experience, learn, upgrade their firm-specific advantages and make superior internationalization choices (Kogut & Zander, 1992; Narula & Verbeke, 2015; Santangelo & Meyer, 2011, 2017).”
Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, background): “…2010), a focus on their sub-national (intra-country) institutional differences may enable us to probe deeper into the significance of institutional environment for foreign entrants’ partner selection (Hitt et al., 2004; Lu and Ma, 2008; Meyer et al., 2011; Peng et al., 2009; Zhao et al., 2005).”
Unpacking the Institutional Complexity in Adoption of CSR Practices in Multinational Enterprises (2016, neutral): “This presents particular challenges to MNEs, which operate simultaneously in multiple institutional environments and may face different and even conflicting prescriptions on legitimate practices (Busenitz et al., 2000; Kostova, 1999; Kostova and Roth, 2002; Meyer et al., 2011).”
Corporate Social Responsibility at the Base of the Pyramid (2013, methodology): “For example, Prahalad and Hart (2002) define the BoP as 4 billion people living on less than $1500 per year and this figure is used by Anderson and Markides (2007), London and Hart (2004), and Seelos and Mair (2007).”
The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, neutral): “Meyer et al. (2011) also suggest that MNEs need to achieve internal embeddedness to avoid detrimental cost of coordination.”
Foreign Location Choice: Review and Extensions (2016, neutral): “In fact, economic, political and sociocultural differences across geographic units remain distinct and continue to generate varying levels of location specificities for MNEs to manage (Meyer et al. 2011).”
Exploring the paradox of competence‐creating subsidiaries : balancing bandwidth and dispersion in MNEs (2014, neutral): “…Andersson et al 2002, Rugman and Verbeke 2001, Cantwell and Mudambi 2005), although the extent to which this occurs is dependent upon a variety of factors, such as the degree of the subsidiary’s embeddedness within the MNE’s internal network as well as its external environment (Meyer et al 2011).”
Added Psychic Distance Stimuli and MNE Performance: Performance Effects of Added Cultural, Governance, Geographic, and Economic Distance in MNEs' International Expansion (2014, neutral): “…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 Mahoney, 2006).”