Absolute and Relative Resources as Determinants of International Acquisitions

By Jaideep Anand, Andrew Delios. 2002

442 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/581b94e5c19fcfc25b61c6410685ba4f13d062ad

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Citations in the corpus

The relationship between product and international diversification: the effects of short‐run constraints and endogeneity (2009, background): “In sum, the above arguments suggest firms will be constrained in the short run both in terms of transferring tacit knowledge as well as in terms of absorbing new knowledge from various markets (March, 1991; Anand and Delios, 2002).”
Expanding to outward foreign direct investment or not? A multi-dimensional analysis of entry mode transformation of Chinese private exporting firms (2014, background): “The result may also suggest that brands tend to be location-bound (Anand & Delios, 2002), and Chinese private firms may encounter difficulty transferring their brands to new markets.”
Acquisitions as entrepreneurship: asymmetries, opportunities, and the internationalization of multinationals from emerging economies (2012, unknown): “already existing firm-specific resource-based advantage, often referred to as the ownership advantage (Dunning, 1988), although this was later extended to also incorporate exploration as an important motivation for the international expansion of MNEs (Anand and Delios, 2002; Dunning, 1993).”
Foreign Investment Strategies and Sub-national Institutions in Emerging Markets: Evidence from Vietnam* (2005, background): “Hence, entry mode choice is a decision over the origins of the resources that shall be employed in the new venture, as is also the case in acquisition versus Greenfield decisions (Anand and Delios, 2002; Hennart and Park, 1993; Meyer and Estrin, 2001).”
Country-of-origin and industry FDI agglomeration of foreign investors in an emerging economy (2011, background): “Foreign investors need local knowledge, especially in emerging economies (Anand & Delios, 2002; Meyer et al., 2009b).”
The motives for international acquisitions: capability procurements, strategic considerations, and the role of ownership structures (2008, background): “On one hand, MNEs must choose between starting up greenfield entities or taking over existing firms (Anand & Delios, 2002; Caves & Mehra, 1986; Hennart & Park, 1993).”
Mergers & acquisitions research: A bibliometric study of top strategy and international business journals, 1980–2010 (2014, background): “Also on Anand and Delios’s (2002) paper where they observed the impact of firms’ upstream and downstream resources and capabilities on the choice between acquisitions and greenfield investments.”
Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature (2007, background): “We also exclude Vermeulen and Barkema (2001) because their sample includes domestic subsidiaries, and Anand and Delios (2002) because their analysis is at the industry rather than at the subsidiary level.”
Cross-border takeovers, corruption, and related aspects of governance (2006, background): “According to a number of IB studies the choice of entry and of diversification mode (Anand and Delios, 2002; Anand and Kogut, 1997), the merger performance (Dewenter, 1995; Markides and Ittner, 1994), as well as the contractual design of international takeovers (Reuer et al., 2004) differ across…”
Key factors affecting acquisition of technological capabilities from foreign acquiring firms by small and medium sized local firms (2011, background): “Anand and Delios (2002) indicate thatmore than half of recent FDI into the USA was made in the form of IAs.”
An Assessment of Resource-Based Theorizing on Firm Growth and Suggestions for the Future (2018, background): “Firm-specific assets, such as brands (Anand & Delios, 2002), technologies (Danneels, 2007; Parkhe, 1992), and experiential learning (Kumar, 2009), generate a range of productive services that will be useful in arenas beyond their current use.”
Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy (2007, background): “their own practices may actually be an advantage rather than a disadvantage (Vermeulen and Barkema, 2001; Anand and Delios, 2002; Shimizu et al., 2004).”
The Impact of Institutional and Human Resource Distance on International Entry Strategies (2009, background): “Foreign entrants must therefore choose between entering alone and accessing context-specific resources embedded in local firms (Anand and Delios, 2002; Hennart and Park, 1993).”
Toward a learning-based view of internationalization: The accelerated trajectories of cross-border learning for latecomers (2010, background): “…JV on learning (Li and Zhou, 2008), but it is still effective for MNE latecomers to gain FSA quickly from the more developed markets as unilateral learning without the commitment from foreign partners (Anand and Delios, 2002; Brouthers and Brouthers, 2000; Ruckman, 2005; Tsang and Yip, 2007).”
Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad (2014, background): “…investors seek both resources that help local competitiveness (such as knowledge of the business environment and marketing assets) and internationally transferable assets (such as technologies) that investors aim to redeploy in their global operations (Anand & Delios, 2002, Meyer et al., 2009b).”