Subsidiary expansion/contraction during times of economic crisis

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Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “We therefore assessed at-risk resources by measuring the non-redundancy of a focal subsidiary (Chung et al., 2010), or its difficulty of being replaced by other subsidiaries in the MNE’s network.”
Place, space, and geographical exposure: Foreign subsidiary survival in conflict zones (2013, unknown): “Given the similar role of dispersion in MNE exit during economic crises (cf. Chung et al., 2008, 2010), this work highlights parallels to crisis management in MNEs.”
Real Options in Management and Organizational Strategy: A Review of Decision‐making and Performance Implications (2012, unknown): “However, there is a growing trend in the area to move beyond real options reasoning and examine in a positivist sense the antecedents of real options decision-making/investments and the performance outcomes of real options in firms (e.g. Lee et al. 2008; Chung et al. 2010).”
Principal-principal conflicts during crisis (2011, background): “Writing in the middle of the 2008–2009 global economic crisis, we realize that every crisis may be “unprecedented.” In addition to this paper, recent papers whose titles sport the word “crisis” all deal with the 1997 crisis (Boubakri et al., 2010; Chung, Lee, Beamish, & Isobe, 2010; Lim et al., 20”