The Impact of Institutional Reforms on Characteristics and Survival of Foreign Subsidiaries in Emerging Economies

By Chris Changwha Chung, Paul W. Beamish. 2005

185 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/98a1b81283e9708787dff4a50e27806c653b1f58

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Citations in the corpus

Export propensity and intensity of subsidiaries in emerging economies (2008, background): “In particular, the resource endowment of the host economy and its institutional framework moderate the characteristics and survival of foreign subsidiaries, especially in emerging economies (Chung & Beamish, 2005; Meyer & Peng, 2005).”
Caught in the crossfire: Dimensions of vulnerability and foreign multinationals' exit from war‐afflicted countries (2017, unknown): “At the subsidiary level, subsidiary age is used to account for host country experience (Chung and Beamish, 2005).”
Do Foreign Greenfields Outperform Foreign Acquisitions or Vice Versa? An Institutional Perspective (2008, unknown): “…theory has previously been used to explain the choice between joint ventures and wholly-owned subsidiaries and their comparative performance (Chung and Beamish, 2005; Davis et al., 2000; Lu, 2002; Meyer and Nguyen, 2005; Yiu and Makino, 2002), we are the first to apply this theory to the…”
An empirical study of SOEs' market orientation in transitional China (2006, background): “The reform of institutions not only affects the institutional munificence, but also influences the market environment ( Chung and Beamish, 2005 ).”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…2007; Hanssens & Johansson, 1991; Nigh, Cho, & Krishnan, 1986), considerable research also has been devoted to studying the factors that influence choices about how to enter these markets (Chung & Beamish, 2005; Delios & Henisz, 2000; Luo, 2001a; Uhlenbruck, Rodriguez, Doh, & Eden, 2006).”
Strategic choice during economic crisis: Domestic market position, organizational capabilities and export flexibility (2009, background): “For example, Chung and Beamish (2005) and Lee, Peng, et al. (2008) found that the Asian economic crisis led to a change of institutions in Asia, specifically in Korea.”
Institutional Reforms and Investor Reactions to CSR Announcements: Evidence from an Emerging Economy (2009, unknown): “The above discussion highlights the importance of viewing the institutional environment in emerging economies as a dynamic context where institutional risk and volatility fluctuates and shifts (Chung and Beamish, 2005).”
Extending the internationalization process model: Increases and decreases of MNE commitment in emerging economies (2011, background): “Although the overall direction of change may be toward more efficient markets, the change as such creates uncertainty, because future rules and their implementation are not known in advance (Chung & Beamish, 2005).”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “…2005); (2) privatization (Filatotchev, Buck, & Zhukov, 2000; Uhlenbruck & De Castro, 2000); (3) foreign investment strategies (Child & Tsai, 2005; Chung & Beamish, 2005; Delios & Henisz, 2000; Hitt et al., 2000; Isobe, Makino, & Montgomery, 2000; Meyer & Nguyen, 2005 ); (4) domestic strategies…”
Foreign Investment Strategies and Sub-national Institutions in Emerging Markets: Evidence from Vietnam* (2005, unknown): “, 1997), or other emerging markets (Chung and Beamish, 2005; Brouthers et al., 2005).”
Do cross-border mergers and acquisitions increase short-term market performance? The case of Chinese firms (2017, unknown): “Thus, the institutional environment in a host country has important implications for MNEs’ internationalization outcomes (Chung & Beamish, 2005; Cui & Jiang, 2012; Gao, Liu, & Lioliou, 2015; Holmes, et al., 2013; Kostova, Roth, & Dacin, 2008; Pangarkar & Lim, 2003; Wang, et al., 2012).”
Place, space, and geographical exposure: Foreign subsidiary survival in conflict zones (2013, unknown): “The relationship between parent size and subsidiary survival has been mixed (Li, 1995); larger firms with higher sales can withstand more setbacks abroad, but at the same time give less weight to the survival of individual subsidiaries (Chung & Beamish, 2005).”