Capability Exploitation and Building in a Foreign Market: Implications for Multinational Enterprises

By Yadong Luo. Organ. Sci., 2002

338 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a10dd953751c59b69052a9ecf375fedefc093844

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Citations in the corpus

International ambidexterity and firm performance in small emerging economies (2013, background): “For example, Luo and Rui (2009) suggest numerous alternative dimensions of international ambidexterity, including co-orienta-”
The double-edged sword of cultural distance in international acquisitions (2009, background): “One Edge of the Sword: Cultural Distance as Source of Impediment The unique characteristics of cultures complicate building and exploiting resources in distant cultures (Luo, 2002).”
What is “strategic asset seeking FDI”? (2015, background): “Hence, for strategy scholars, it is natural to think of FDI projects as combining elements of resource exploitation and resource augmentation (Luo, 2002; Meyer et al., 2009; Teece, 2014).”
Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R&D management (2009, background): “Moreover, most emerging economies are characterized by frequent changes in their regulatory frameworks and direct interference fromvarious levels of governments (Luo, 2002).”
Product innovation in emerging market-based international joint ventures: An organizational ecology perspective (2008, methodology): “In regulating domestic economies, governments in these countries usually set different timetables for opening different industries, resulting in varying degrees of legitimization for foreign investment (Beamish, 1993; Luo, 2002a, 2007; Luo & Tan, 2003).”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “Property rights theory and resource-based approach Luo (2002) " While capability exploitation is associated with the use of wholly owned entry mode, capability building is linked to the joint venture mode.”
Resource-Based Advantages in an International Context† (2008, background): “Joint venture modes offer access to knowledge about target market institutional contexts so that existing resources-based advantages can be more fully exploited and provide opportunities to obtain and develop new firmspecific resources (Eisenhardt & Schoonhoven, 1996; Luo, 2002; Tsang, 2000).”
How marketing capabilities and current performance drive strategic intentions in international markets (2017, background): “…the one to be pursued in the following year), export managers are likely to consider the current state and potential of the firms capabilities (Luo, 2002; Yiu, Lau, & Bruton, 2007) but also be influenced by their recent export market performance results (Lages & Montgomery, 2004; Lages et…”
Strategic alliance-based sourcing and market performance: evidence from foreign firms operating in China (2005, background): “In the literature, resources have been categorized on the basis of barriers to duplication, with intangible assets that include a firm’s intellectual property, corporate reputation, and brand equity (Hall, 1992; Luo, 2000, 2002).”