Learning about the institutional environment

By W. Henisz, Andrew Delios. 2000

144 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/bc15854f4e6d1f16d2e4dbdd3e95976b306db6ed

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In Strategy and Management

Citations in the corpus

The power of the Buckley and Casson thesis: the ability to manage institutional idiosyncrasies (2003, background): “How do their abilities vary with their current knowledge of the host country or other similar countries (Henisz and Delios, 2002, 2003)?”
MNE institutional advantage: How subunits shape, transpose and evade host country institutions (2014, background): “…of institutions (Cantwell et al., 2010; Henisz & Swaminathan, 2008; Jackson& Deeg, 2008) and the various ways inwhich they affect MNE activities and practices (Davis et al., 2000; Chacar et al., 2010; Chan & Makino, 2007; Lu, 2002; Meyer et al., 2009; Henisz & Delios, 2002; Kostova & Roth, 2002).”
IDENTITY, COMMUNITY, AND AUDIENCE: HOW WHOLLY OWNED FOREIGN SUBSIDIARIES GAIN LEGITIMACY IN CHINA (2007, background): “This specification addresses the concern that international research has not received adequate attention in the formulation of organizational theories (e.g., Guillén, 2002; Henisz & Delios, 2002).”
Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research (2009, unknown): “…of institutions, international management scholars have defined external uncertainty as the uncertainty that MNE executives perceive in the formal and informal institutional environment of the target countries of their investments (Delios & Henisz, 2003; Henisz & Delios, 2002; Xu & Shenkar, 2002).”
Institutional distance and local isomorphism strategy (2012, background): “In short, experience allows foreign entrants to improve decision making, coordinate operations more efficiently, overcome distance-related costs, and ultimately improve performance in the host market (Barkema & Drogendijk, 2007; Henisz & Delios, 2002).”
Special Issue on Corporate Transformation in the People's Republic of China: The Institutional Effects on Strategic Alliance Partner Selection in Transition Economies: China vs. Russia (2004, result): “Discussion The results of our research support and extend the Hitt et al. (2000) findings by showing that transition economy (and emerging-market) firms differ in their partner selection criteria based on the institutional environments in which they must operate.”
The three faces of China: Strategic alliance partner selection in three ethnic Chinese economies (2014, background): “…norms have generally been found to impact economic and commercial activity (DiMaggio, 1994; Johnson, Arya, & Mirchandani, 2013; North, 1990) and they too play a nontrivial role in guiding firm strategy (Bruton, Ahlstrom, & Wan, 2001; Henisz & Delios, 2002; Hitt et al., 2004; Luo, Xue, & Han, 2010).”
The Liabilities of Origin: An Emerging Economy Perspective on the Costs of Doing Business Abroad (2010, unknown): “, as they gain experience through the ongoing internationalization process (Eriksson et al, 1997; Henisz and Delios, 2002).”
POLITICAL CAPABILITIES, POLICY RISK, AND INTERNATIONAL INVESTMENT STRATEGY: EVIDENCE FROM THE GLOBAL ELECTRIC POWER GENERATION INDUSTRY † (2010, background): “In the political realm, the knowledge that firms develop about how the policy-making process operates when governed by a particular institutional configuration can be applied to other countries with similar institutional configurations (Delios and Henisz, 2003b; Henisz and Delios, 2002).”
Spinning gold: The financial returns to stakeholder engagement (2014, background): “…pressure (Holburn & Zelner, 2010) and the existence of experiential learning in the mitigation of these pressures (Delios & Henisz, 2002a, 2002b, Henisz & Delios, 2004, 2002, 2001), the tactics or mechanisms that firms actually deploy in such cases remain largely unexamined despite…”