Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy
By Arjen HL Slangen, Jean-françois Hennart. 2007
231 citations recorded by the source corpus.
Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/8c9ad674b122376e42509b44e0fe4fe589140c2b
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- K. Meyer
- Saul Estrin
- Delia Baghdasaryan
- Markus Pudelko
- Anne-Wil Harzing
- Mike W. Peng
- Rian Drogendijk
- Ans Kolk
In Organizational Behavior and Human Resource Management
- Markus Pudelko
- K. Meyer
- Saul Estrin
- Delia Baghdasaryan
- Anne-Wil Harzing
- V. Taras
- Bradley L Kirkman
- Julian Birkinshaw
In Strategy and Management
- K. Meyer
- Saul Estrin
- Markus Pudelko
- Delia Baghdasaryan
- Anne-Wil Harzing
- Mike W. Peng
- Rian Drogendijk
- D. Tan
Citations in the corpus
- The Impact of Institutional and Human Resource Distance on International Entry Strategies (2009, background): “Second, we propose that the opposing forces of greater need and greater costs of working with local partners in culturally distant locations (Slangen and Hennart, 2008) combine to generate a curvilinear relationship between distance of informal institutions and strategic decisions.”
- Do We Need to Distance Ourselves from the Distance Concept? Why Home and Host Country Context Might Matter More Than (Cultural) Distance (2015, result): “The latter is virtually identical to the 0.48 correlation found by Slangen and Hennart (2008).”