The Importance of Resources in the Internationalization of Professional Service Firms: The Good, the Bad, and The Ugly
By Michael A. Hitt, L. Bierman, Klaus Uhlenbruck, Katsuhiko (Katsu) Shimizu. 2006
755 citations recorded by the source corpus.
Subfields: Communication, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/5fb386aa5bdfa13a34479c334bfbeddaa96b07e0
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Communication
- Mike Hitt
- Liang Wang
- Subrata Chakrabarty
- Christopher Marquis
- M. del Giudice
- Michael Lounsbury
- Michael A. Hitt
- Farok J. Contractor
In Strategy and Management
- Michael A. Hitt
- David G. Sirmon
- Mike Hitt
- R. Duane Ireland
- J. Arrégle
- Alfredo De Massis
- Vikas Kumar
- B. Gilbert
Citations in the corpus
- Nature of the relationship between international expansion and performance: The case of emerging market firms (2007, background): “Service sectors also have a higher potential to benefit more quickly from social and relational capital (Hitt et al., 2006).”
- Need for achievement, business goals, and entrepreneurial persistence (2007, methodology): “our dependent variable is dichotomous, logistic regression analysis is deemed to be appropriate (Gong, 2003; Hitt et al., 2006).”
- Multinational corporation internationalization in the service sector: a study of Japanese trading companies (2007, background): “In their study of US-based law firms, Hitt et al. (2006) showed that human capital and various forms of relational capital are critical to service firm internationalization.”
- The Long-Term Sustenance of Sustainability Practices in MNCs: A Dynamic Capabilities Perspective of the Role of R&D and Internationalization (2012, positive): “After all, R&D and internationalization are often regarded as being among the most important core strategies that an MNC can focus on—to achieve financial profitability (Hitt et al. 2006).”
- The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, background): “This context is also suitable for exploring employee proactive behaviours given the decentralised structures of PSFs (Kipping and Kirkpatrick, 2013), the need to constantly introduce innovations in the services provided to customers (Lowendahl, 2005) and the increasing competition among firms (Hitt ”
- Resource Orchestration to Create Competitive Advantage (2011, methodology): “First, we increase the accessibility of the role of managers in achieving a resource-based competitive advantage by reviewing, contrasting, and integrating the processes included in Sirmon et al.’s (2007) resource management framework with those described in the related logic of asset orchestration.”