Business under adverse home country institutions: The case of international sanctions against Myanmar

By K. Meyer, H. Thein. Multinational Enterprises and Emerging Economies, 2020

119 citations recorded by the source corpus.

We expand the institutional perspective of international business by exploring the range of institutions outside the host country that influence international business. We use a critical case, Myanmar, to explore the dynamics of institutional constraints and the reaction of business to such constraints. Our in-depth case analysis focuses on four industries for the period 1996–2011. On this basis, we develop the concept of ‘low profile strategy’ and propose a conceptual framework of home country pressures influencing multinational enterprises’ international operation, and the variation of their impact across industries and firms. This framework provides a foundation for future work on the extra-territorial effects of institutions in international business.

Subfields: Political Science and International Relations, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6f207b9854528d17fcdf35f02d6b3241766659fe

How researchers see this paper

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

In Political Science and International Relations

1. Grazia D. Santangelo
2. K. Meyer

In Sociology and Political Science

1. Grazia D. Santangelo
2. Hua Zhang
3. Jing Li
4. K. Meyer
5. Yuan Ding
6. Aldo Musacchio
7. Sérgio Giovanetti Lazzarini

In Strategy and Management

1. Grazia D. Santangelo
2. Yuan Ding
3. Hua Zhang
4. Jing Li
5. K. Meyer
6. Mike W. Peng
7. Rajneesh Narula
8. D. Tan

Citations in the corpus

• The impact of FDI in land in agriculture in developing countries on host country food security (2018, background): “…debate has so far missed the link between FDI expansion and the home country institutional context, which may support or constrain foreign operations and influence foreign strategies (CuervoCazurra & Genc, 2008; Cuervo-Cazurra, 2011; Kostova & Zaheer, 1999; Luo et al., 2010; Meyer & Thein, 2014).”
• Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad (2014, background): “First, they may pursue ‘low profile strategies’ that avoid the attention of critical stakeholders (Meyer & Thein, 2014).”