Performance Relationships in UK International Alliances
By K. Glaister. 2003
130 citations recorded by the source corpus.
Subfields: Accounting, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/7cd95668dd00359a22d027a20a7ff24120ce08fe
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Bo Bernhard Nielsen
- Nan Zhou
- T. Das
- Cristina B. Gibson
- Kevin B. Lowe
- Heather Berry
- Bradley L Kirkman
- Mauro F. Guillén
In Strategy and Management
- Mauro F. Guillén
- Nan Zhou
- Bo Bernhard Nielsen
- Cristina B. Gibson
- Kevin B. Lowe
- Noushi Rahman
- T. Das
- Heather Berry
Citations in the corpus
- Determining international strategic alliance performance: A multidimensional approach (2007, methodology): “The scale was based on three items from Glaister and Buckley (1999) reporting actual performance versus projected performance in terms of sales, market share and profitability.”
- Determinants of Partner Opportunism in Strategic Alliances: A Conceptual Framework (2010, background): “These differences could be a serious problem, because they could hinder the tightly integrated work process through poor communication, misunderstanding, and unnecessary provocations (Glaister and Buckley 1999, p. 127).”
- HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “Subjective measures of firm performance have been used extensively in empirical studies by several researchers (Glaister and Buckley, 1999, Collings et al., 2010, Demirbag et al., 2014).”
- A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework (2006, background): “(1998), Glaister and Buckley (1999), Luo and Peng (1999), Merchant and Schendel (2000), Hakanson and Nobel (2001), Luo (2001a), Luo (2001b),”
- An institutional approach to cross-national distance (2010, result): “Studies of performance found similarly contradictory results, with some research reporting lower dissolution rates of foreign subsidiaries as cultural distance increases (Barkema et al., 1996; Park & Ungson, 1997), and others finding no such effect (Glaister & Buckley, 1999).”