Country capabilities and the strategic state: How national political institutions affect multinational Corporations' Strategies

By Thomas P. Murtha, S. Lenway. 2007

388 citations recorded by the source corpus.

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Making Sense of Corporate Environmentalism (2007, background): “…documents the effects of the home-country context on a multinational’s organizational structure, market and nonmarket strategies, and the mindsets of its managers (Garcia-Johnson, 2000; Lin, 2001; Murtha & Lenway, 1994; Murtha, Lenway, & Bagozzi, 1998; Pauly & Reich, 1997; Sethi & Elango, 1999).”
Rules of the Game for Emerging Market Multinational Companies from China and India (2013, background): “Prior research (Luo and Tung, 2007; Murtha and Lenway, 1994) suggests that EMNCs are unlikely to be as strong in technology-based ownership advantages as MNCs from developed countries, since the environment in emerging markets is not conducive for a firm to indulge in innovative activities.”
The determinants of MNE subsidiaries' political strategies: evidence of institutional duality (2005, methodology): “External legitimacy: host country-level variable We used the widely adopted five-point archival measure of corporatism/pluralism (Murtha and Lenway, 1994; Hillman and Hitt, 1999), based on Schmitter’s (1982) work and later validated by Lijphart and Crepaz (1991), where 11⁄4strong pluralism and 51⁄4s”