International knowledge sourcing: evidence from U.S. firms expanding abroad

By Wilbur Chung, S. Yeaple. 2008

180 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5b721ca926a50e9019dccc737ef57d46b82603ad

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In Strategy and Management

Citations in the corpus

Linking FDI motivation and host economy productivity effects: conceptual and empirical analysis (2007, background): “desire of MNEs to diversify their knowledge portfolio, or simply to achieve greater scale in their RD Chung and Yeaple 2004; Pearce”
Multinational firms and the internationalization of green R&D: A review of the evidence and policy implications ☆ (2015, background): “Chung and Yeaple (2008) find that firms seek out similar R&D activity to combine with their own and, therefore, that industries with greater technical similarity to the United States are more attractive to US firms expanding abroad.”
Structure and evolution of global cluster networks: evidence from the aerospace industry (2016, background): “The starting point is that firms benefit from knowledge diversity (Cantwell, 1989) and that clusters differ markedly in their knowledge profiles (Chung and Yeaple, 2008).”
The export performance of emerging economy firms: The influence of firm capabilities and institutional environments (2018, background): “External knowledge sourcing may be effected through various channels (Chung & Yeaple, 2008), and this enables firms to access stateof-the-art technology more quickly and with greater assurance (Chatterji &Manuel, 1993).”
Strategic Entrepreneurial Internationalization: A Normative Framework (2017, background): “…act as a source of opportunity: the OLI model recognizes that asymmetries in strategic factor markets open up opportunities to create advantages in the cost and quality of production (Belderbos, Lykogianni and Veugelers, 2008; Chung and Yeaple, 2008; Mottner and Johnson, 2000; Sirmon et al., 2011).”
R&D Offshoring and the Productivity Growth of European Regions (2012, unknown): “Moreover, R&D offshoring is necessary to gain access to strategic complementary assets (Teece, 1986), as well as highly qualified and/or lower cost R&D personnel (Manning et al., 2008; Chung and Yeaple, 2008; Puga and Trefler, 2010).”
Resource Orchestration to Create Competitive Advantage (2011, background): “A recent phenomenon is the development of research subsidiaries in different global regions to take advantage of idiosyncratic knowledge stocks in those geographic areas (Chung & Yeaple, 2008).”