The role of path dependency and managerial intentionality: a perspective on international business research

By Thomas Hutzschenreuter, Torben Pedersen, Henk W. Volberda. 2007

299 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/645e505712d6aae6193a2f256116c80f22c2f076

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Trends in production relocation and backshoring activities (2012, background): “The probit models also show that past experience with production relocations and thus path dependency matters (Eriksson et al., 2000; Hutzschenreuter et al., 2007).”
International Exposure Through Network Relationships: Implications for New Venture Internationalization (2013, background): “A special issue of Journal of International Business Studies on managerial intentionality stresses that the “role that managers play in achieving certain internationalizations is…underdeveloped in the [international business] literature” ( Hutzschenreuter et al., 2007: 1056).”
Speed of the internationalization process: The role of diversity and depth in experiential learning (2014, background): “We understand that the speed of international operations develops in accordance with the dynamic configuration (Asmussen, Benito, & Petersen, 2009) of the previous decisions that relate to modes of operation andmarket selection, in a path-dependent process (Gao & Pan, 2010; Hutzschenreuter et al., 2”
Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms (2010, result): “These findings, taken together, support theoretical conjectures in the literature (e.g., Hutzschenreuter et al., 2007; Luo & Tung, 2007; Mathews, 2006) that emergingeconomy firms use internationalization as a springboard to acquire strategic assets from diverse markets in order to overcome their…”
Decision making and uncertainty: The role of heuristics and experience in assessing a politically hazardous environment (2015, background): “For international strategy, little is known about the processes individuals engage in and knowledge they draw on to decipher a foreign location (Buckley, Devinney and Lourviere, 2007; Hutzschenreuter et al., 2007).”
Foreign Location Choice: Review and Extensions (2016, unknown): “…of the economics and behavioral traditions in IB, research shows that how institutions influence foreign-location choice depends greatly on the firm-specific attributes such as ownership advantages and prior internationalization experience (Hutzschenreuter et al. 2007, 2011; Nachum and Song 2011).”