The Relative Impact of Country of Origin and Universal Contingencies on Internationalization Strategies and Corporate Control in Multinational Enterprises: Worldwide and European Perspectives

By Anne-Wil Harzing, Arndt Sorge. 2003

392 citations recorded by the source corpus.

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In Strategy and Management

Citations in the corpus

Globalization and location choice: an analysis of US multinational firms in 1980 and 2000 (2007, background): “…performance and industry (Horst, 1972; Terpstra and Yu, 1988; Nachum and Zaheer, 2005), firm relational linkages (Chen and Chen, 1998), as well as country level, home (Henisz and Delios, 2001; Harzing and Sorge, 2003) and host country characteristics (Loree and Guisinger, 1995; Dunning, 1998).”
Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK (2009, background): “However, a number of scholars (Lane 1989; Whitley 1994; Ferner and Quintanilla 1998; Legewie 2002; Harzing and Sorge 2003; Ferner 2003) has argued that personal control is also a distinctive feature of certain types of national business systems.”
Why is Family Firms’ Internationalization Unique? A Meta–Analysis (2017, background): “These results also advance the debate on organizational convergence vs. divergence in international business (Harzing & Sorge, 2003), which examines whether firms from different countries are converging on common organizational practices or whether important cross-country differences still remain.”
Knowledge flows in MNCs: An empirical test and extension of Gupta and Govindarajan's typology of subsidiary roles (2006, background): “Earlier studies (see e.g. Harzing & Sorge, 2003) have found MNC country-of-origin effects for most of the variables studied in this paper.”
Institutional Distance and Foreign Subsidiary Performance in Emerging Markets: Moderating Effects of Ownership Strategy and Host-Country Experience (2016, neutral): “Gaur and Lu (2007) argue that although there are disadvantages to operating in countries with different regulatory institutions, distant regulatory environments provide opportunities for institutional arbitrage.”
Harmonization in CSR Reporting (2011, background): “While empirical evidence on all kinds of other strategic and organizational indicators still hints at strong country-of-origin effects (e.g. Harzing and Sorge 2003), our results indicate that in the area of CSR reporting, international institutions may lead to harmonization.”
Contextualizing Experience Effects in International Business: A Study of Ownership Strategies (2009, background): “Hence, there may be a country of origin effect affecting corporate strategies (Geppert & Mayer, 2006; Harzing & Sorge, 2003), and apparently shared by East Asian businesses.”
Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy? (2008, background): “One core formal practice identified by Harzing et al. (2002) that contributes to indirect personal control is that of training with the purpose of ensuring that all units of the MNE work towards common organisational goals.”
Home Country Institutions and the Internationalization-Performance Relationship (2016, background): “…and respond to strategic issues (Schneider & De Meyer, 1991), leadership style, human resource management, and other organizational practices (Harzing & Sorge, 2003; House et al., 1999), which in turn influence a firm’s ability to acquire and deploy strategic resources (Kirca et al., 2005).”
Institutions, Resources, and Entry Strategies in Emerging Economies (2020, positive): “Moreover, more research is warranted to explore the nature and causes of the country-of-origin variation that emerges so powerfully in our results (Harzing and Sorge, 2003; Tsang and Yip, 2007).”
Distance factors and target market selection: the moderating effect of market potential (2009, background): “Most studies have overlooked the impact of target or host country characteristics on the internationalization behavior of firms ( Harzing and Sorge, 2003”