Geographic scope and multinational enterprise performance

By A. Goerzen, Paul W. Beamish. 2003

499 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b75042f3a3b5d2811d49022f3a520d125ac150f0

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Citations in the corpus

Multinational corporation internationalization in the service sector: a study of Japanese trading companies (2007, result): “Similarly, the conclusions on international diversification derived by Capar and Kotabe (2003) on their sample of German service MNCs are quite similar to those of Goerzen and Beamish (2003), who analyzed a large sample of Japanese manufacturing MNCs.”
Corporate diversification: the impact of foreign competition, industry globalization, and product diversification (2008, unknown): “Prior strategy research on international diversification has largely focused on performance implications (Bergsten, Horst, and Moran, 1978; Buhner, 1987; Capar and Kotabe, 2003; Denis, and Yost, 2002; Delios and Beamish, 1999; Doukas and Lang, 2003; Geringer, Tallman, and Olsen, 2000; Geringer, Beam”
12 Structural Equation Modeling in Management Research: A Guide for Improved Analysis (2009, methodology): “Additional examples include a study of antecedents of management involvement and acquired knowledge (Tsang, 2002) and research on geographic score and multinational enterprise performance (Goerzen & Beamish, 2003).”
Internationalization and performance of small- and medium-sized enterprises (2008, background): “About the first issue, Thomas and Eden (2004) argue that, with a few exceptions (e.g., Goerzen & Beamish, 2003), prior studies have paid less attention to country/geographic scope (a measure of breadth of foreign involvement) than depth of internationalization (e.g., foreign sales/total sales…”
Do managerial ties in China always produce value? Competition, uncertainty, and domestic vs. foreign firms (2008, result): “Recent work further argues that disentangling the unique effects and factors underlying geographic scope may help reconcile these disparate results ( Goerzen and Beamish, 2003; Contractor et al., 2003).”
The regional and global competitiveness of multinational firms (2012, methodology): “The WEF GCR data have been widely used in international business and marketing research (e.g., Balabanis and Diamantopoulos 2004; Delmas and Toffel 2008; Goerzen and Beamish 2003; Solleiro and Castanon 2005).”
The Importance of Resources in the Internationalization of Professional Service Firms: The Good, the Bad, and The Ugly (2006, background): “However, the empirical research on the relationship between these two constructs has produced mixed results (for recent reviews see Goerzen & Beamish, 2003; Tallman, 2001).”
The impact of marketing capability, operations capability and diversification strategy on performance: A resource-based view (2010, background): “…in terms of entering into a related or unrelated business and/or entering into a new geographic market is considered to be of crucial importance to an organization's long term leadership position in its own industry (Hoopes, 1999; Goerzen & Beamish, 2003; Nachum, 2004; Narasimhan & Kim, 2002).”
Home Country Institutions and the Internationalization-Performance Relationship (2016, background): “Scale reflects the strategic importance that a firm assigns to serving foreign markets (Stopford & Wells, 1972); however, scope captures the heterogeneity of internationalization across countries (Goerzen & Beamish, 2003; Tallman & Li, 1996).”
Firm-Specific Assets, Multinationality, and Financial Performance: A Meta-analytic Review and Theoretical Integration (2011, unknown): “For instance, Goerzen and Beamish (2003) indicated that it is not so much the degree of internationalization as the pattern of internationalization—that is, the configuration and coordination of activities abroad—that matters to firm performance (also see Roth, 1992).”