Legitimacy and multi-level institutional environments: implications for foreign subsidiary ownership structure

By C. M. Chan, Shige Makino. 2007

390 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/67a9307bafb4ecbd8b4ddaf7d156f82d4b19b67c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. K. Meyer
2. Mike W. Peng
3. Lin Cui
4. Fuming Jiang
5. Keith D. Brouthers
6. Shige Makino
7. Jing Li
8. C. M. Chan

In Organizational Behavior and Human Resource Management

1. Lin Cui
2. Fuming Jiang
3. K. Meyer
4. Jing Li
5. Yong Li
6. Jesper Edman
7. Shige Makino
8. A. Goerzen

In Strategy and Management

1. K. Meyer
2. Lin Cui
3. Mike W. Peng
4. Fuming Jiang
5. Keith D. Brouthers
6. Shige Makino
7. Jing Li
8. Igor Filatotchev

Citations in the corpus

• Contextualizing Experience Effects in International Business: A Study of Ownership Strategies (2009, neutral): “It is fairly well established in the literature that foreign investors’ access to local knowledge and resources is of particular concern in emerging economies, especially if the institutions are weak (Chan & Makino, 2007; Delios & Beamish, 1999; Meyer, 2001; Peng, 2003, Peng et al., 2008).”
• Multinational corporation internationalization in the service sector: a study of Japanese trading companies (2007, result): “…regulated by governments Journal of International Business Studies going abroad as a defensive strategy – a result that is consistent with findings of the international behavior of manufacturing firms (Mitchell et al., 1992; Martin et al., 1998; Chan et al., 2006; Chan and Makino, 2007).”
• Which country matters? Institutional development and foreign affiliate performance (2008, background): “must either forge indirect ties with institutions by partnering local firms (Beamish, 1993; Chan and Makino, 2007; Delios and Beamish., 1999; Henisz, 2004; Hennart, 1988; Hill, Hwang, and Kim, 1990; Kim and Hwang, 1992; Makino et al., 2007; Rodriguez et al., 2005; Shan and Hamilton, 1991; Vernon, 19”
• Effects of inward investment on outward investment: The venture capital industry worldwide 1985–2007 (2011, background): “A comparison of the y axes between these two figures shows that VC activity in leader countries is about 20 times greater in terms of the number of PCs and 40 times greater in terms of investment amount, as compared with laggard countries.”
• State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms (2012, methodology): “…FDI, host-country regulatory restrictions on inward FDI, and host-country normative pressures to attain local legitimacy) are likely to opt for a joint ownership structure to attain institutional legitimacy and mitigate institutional costs (Chan & Makino, 2007; Lu, 2002; Yiu & Makino, 2002).”
• Is Product Imitation Good for Firm Performance? An Examination of Product Imitation Types and Contingency Factors (2012, background): “Researchers argue that external audiences (e.g., customers) often perceive foreign firms as different from domestic firms (Chan and Makino 2007); thus, whether these firms are perceived as legitimate depends on the extent to which their actions conform to their socially coded identities.”
• Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad (2014, background): “An important and highly visible means to appease such pressures when acquiring a local operation is to retain a local partner as shareholder (Chan & Makino, 2007), in particular when that partner enjoys strong local legitimacy (Lu & Xu, 2006).”
• Behind ownership decision of Chinese outward FDI: Resources and institutions (2010, background): “It highlights both institutional forces embedded in national environments and decision makers’ cognitive constraints on the founding conditions of new ventures (Chan & Makino, 2007; Yiu & Makino, 2002).”
• Resource-Based and Institutional Perspectives on Export Channel Selection and Export Performance (2013, background): “Previous research has begun to explore the direct impact of country-level institutional differences on internationalization strategies (Kostova and Zaheer, 1999; Xu and Shenkar, 2002) including equity entry mode strategies (Chan and Makino, 2007; Davis, Desai and Francis, 2000) and export channel ch”
• Flexibility versus commitment: MNEs’ ownership strategy in China (2010, positive): “This perspective complements existing views on MNE ownership strategies such as transaction cost economics and the institutional theory (Anderson & Gatignon, 1986; Chan & Makino, 2007; Yiu & Makino, 2002).”
• The Corporate Headquarters in the Contemporary Corporation: Advancing a Multimarket Firm Perspective (2015, background): “…initiatives and autonomy (Ambos et al., 2010), internal and external embeddedness (Ciabuschi, Dellestrand, et al., 2011; Nell & Ambos, 2013), ownership arrangements and choices (Chan & Makino, 2007; Martinez & Ricks, 1989), and expatriate managers’ decision-making autonomy (Takeuchi et al., 2008).”
• The Interrelationships Among Informal Institutions, Formal Institutions, and Inward Foreign Direct Investment (2013, neutral): “In light of “[t]he popular assumption . . . that political stability of a country is conducive to FDI inflows” (Pajunen, 2008: 654; also see Chan & Makino, 2007, and Loree & Guisinger, 1995), our results showing a negative relationship between more democratic political 556 Journal of Management /…”