Examining the Penrose effect in an international business context: the dynamics of Japanese firm growth in US industries

By D. Tan, Joseph T. Mahoney. 2005

125 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6823e19740e650f8dff9db3e1e9726a5eb7ad73a

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Citations in the corpus

The relationship between product and international diversification: the effects of short‐run constraints and endogeneity (2009, background): “Despite the widespread acceptance of Penrose’s (1959) theory, direct evidence pertaining to the effect of shortrun constraints on firm growth has been mixed (see Tan and Mahoney, 2005 for a recent review).”
Why a Multinational Firm Chooses Expatriates: Integrating Resource-Based, Agency and Transaction Costs Perspectives (2006, unknown): “Since managerial resources play an important role in obtaining, utilizing, and developing a firm's other productive resources (Penrose, 1959; Tan and Mahoney, 2005), the firm needs to deploy its managerial resources effectively.”
Business groups' outward FDI: A managerial resources perspective (2010, background): “Thus, the capacities of existing managers set a limit to the scope of a firm’s expansion (Tan and Mahoney, 2005).”
Sequencing the expansion of geographic scope and foreign operations by “born global” firms (2011, background): “Because management teams are posited to be inelastic in the short term (Penrose, 1959; Tan & Mahoney, 2005), they are often unable to handle effectively the increased demands that are placed on them when required to expand both the geographic scope and the foreign operations of their firms.3 Rather…”
The Impact of Added Cultural Distance and Cultural Diversity on International Expansion Patterns: A Penrosean Perspective (2011, unknown): “Our results are in line with previous research studies, which showed a similar effect on a national or subsidiary/ plant level (Orser et al., 2000; Shen, 1970; Tan and Mahoney, 2005).”
Assessing the dynamic capabilities view: spare change, everyone? (2009, background): “Human capacity for change (in firm and in its supply chain), bounded rationality, etc. limit the ability to realize any changes intended (e.g.Tan and Mahoney, 2005).”
Globalfocusing: From Domestic Conglomerates to Global Specialists* (2006, unknown): “RBT suggest that expansion would benefit the firm if and only if it is grounded in appropriate resources, particularly managerial resources, yet the limited pace at which firms can build such resources is a key constraint on firm growth, and subsidiary growth in particular (Tan and Mahoney, 2005).”
Entrepreneurship, Subjectivism, and the Resource-Based View: Towards a New Synthesis (2008, unknown): “Thus, the availability of fi rm-specifi c managerial talent (i.e., managers with tacit knowledge of the fi rm’s resources) acts as the primary limit on the rate of fi rm growth and initiation of new entrepreneurial activities (also known as the Penrose effect, see, e.g., Tan and Mahoney, 2005).”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “In fact, a firm’s rate of growth will also be limited by the capacities of the existing managerial and entrepreneurial resources because management possessing firm-specific knowledge cannot be hired in the external labour market (Tan and Mahoney, 2005; Teece, 1982).”