Perceived Environmental Uncertainty, Entry Mode Choice and Satisfaction with EC‐MNC Performance

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Institutional, cultural and transaction cost influences on entry mode choice and performance (2002, methodology): “We used an analytical method described by Shaver (1998) and adopted in previous entry mode studies (Brouthers et al., 2000; Brouthers et al., 1999).”
Taking risks in the face of uncertainty: An exploratory analysis of green innovation (2016, methodology): “Our scale of PEU is similar to that used by Brouthers et al. (2000) with the inclusion of internal PEU, taking into consideration previous studies (Freel, 2005; Garg et al., 2003; Priem et al., 2002) which have emphasised its importance.”
Boundaries of the Firm: Insights From International Entry Mode Research (2007, background): “For example, upper echelon theory (Hambrick & Mason, 1984) suggests that decisions are influenced by the managerial background and experience of the decision-making team (Carpenter, Geletkanycz & Sanders, 2004) or of individual decision makers (Brouthers et al., 2000).”