Place, space, and geographical exposure: Foreign subsidiary survival in conflict zones
By Li Dai, Lorraine Eden, Paul W. Beamish. Journal of International Business Studies, 2013
229 citations recorded by the source corpus.
Subfields: Development, Economics and Econometrics, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/67a1e6123caa5bbeceaf05f25d70eef4deb58cd3
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Citations in the corpus
- Multinational Enterprises and the Sustainable Development Goals: What Do We Know and How to Proceed? (2017, unknown): “In addition, both the concentration and the dispersion of other firms affect survival, and the effects are dependent not only on where the firm is geographically located but also on the type of other firms located in the geographic proximity (Dai et al., 2013).”
- Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “Given mimetic isomorphism in exit behavior, we controlled for peer exits, which is the number of Japanese subsidiaries in the same industry and host country as a focal subsidiary that exits in a year (Dai et al., 2013).”
- Once bitten twice shy? Experience managing violent conflict risk and MNC subsidiary-level investment and expansion (2017, background): “Some firms may never gain this type of experience since they may exit or be deterred from investing or expanding in countries experiencing violent conflict (Dai, Eden, and Beamish, 2013).”