Entrepreneurship in the Global Firm

By G. Boocock. 2000

112 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4c75b28a60bbcd547ecf780717b223a556aad75d

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In Strategy and Management

Citations in the corpus

The end of the opportunism vs trust debate: Bounded reliability as a new envelope concept in research on MNE governance (2009, background): “…new market opportunities downstream or develop innovative solutions upstream in the value chain, but must then confront a corporate immune system that appears at odds with head office management’s promises towards decentralized entrepreneurial initiatives: see Birkinshaw (2000) for an overview.”
Towards a Theory of Regional Multinationals: A Transaction Cost Economics Approach (2005, background): “Michael Enright, in his two papers, addresses the issue of regional structures, with an application to Asia, and concludes that regional decision-making centers are indeed important for many MNEs, a design choice largely neglected in the mainstream international business literature.”
A dynamic capabilities-based entrepreneurial theory of the multinational enterprise (2014, unknown): “It’s a significant and vibrant component of the literature on international management (e.g., Birkinshaw, 2000).”
Internalization advantage and subsidiary performance: The role of business group affiliation and host country characteristics (2019, unknown): “The relative costs and benefits of transacting through the internal markets clearly have implications for foreign subsidiary behavior and performance (Asmussen, Foss, & Pedersen, 2011; Birkinshaw, 2000; Nguyen & Rugman, 2015; Rugman & Verbeke, 2001).”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “6 Of course, we should not underestimate the fact that the change to a vertical architecture was an opportunity to “unfreeze” the organization (Tsoukas & Chia, 2002; Tushman & Romanelli, 1985), so some of the benefits were simply the result of the ability to shed some outdated and counterproductive ”
Global, national and local practices in multinational corporations: towards a sociopolitical framework (2006, background): “In terms of the implications of different NBSs for HRM in both the MNC HQ and at subsidiary level, the more highly integrated systems, such as the German NBS, appear”
A Capabilities Perspective on the Effects of Early Internationalization on Firm Survival and Growth (2006, background): “Entry gives the firm firsthand knowledge of the market and connects it with competitors, customers, suppliers, and innovation centers outside its domestic market (Birkinshaw, 2000)—that is, the firm begins to build positional advantages within the new market.”
The Role of Entrepreneurship in Building Cultural Competitiveness in Different Organizational Types (2003, background): “Moreover, the range of innovations created by entrepreneurs is virtually unlimited, including the development of a new product or service, a new channel of distribution, or the reorganization of an entire industry (Birkinshaw, 2000).”
Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers (2007, background): “…and the exploitation of ex ante advantages via the mode of internalization, rather than the enhancement of transaction value or exchange opportunity and the exploration of ex post new advantages via the mode of alliance (Birkinshaw, 2000; Madhok, 1997; see Zhao et al., 2004 for a meta-analysis).”
Extending the internationalization process model: Increases and decreases of MNE commitment in emerging economies (2011, background): “Second, they would react to changes in their environment by recognizing new business opportunities, and moving early to implement them (Birkinshaw, 2001).”
International attention and multinational enterprise performance (2008, background): “For instance, the initiatives of a subsidiary company may sometimes be seen as a source of future competitive advantage, sometimes as purely idiosyncratic activities that have few ramifications for the MNE as a whole, and sometimes as maverick types of actions that distract from the overall corporat”