Partner Selection in Emerging and Developed Market Contexts: Resource-Based and Organizational Learning Perspectives

By Michael A. Hitt, M. Dacin, Edward Levitas, J. Arrégle, A. Borza. 2000

1,490 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/bc62dd01de0b74f8c16c26256de611188a2b8e69

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In Strategy and Management

Citations in the corpus

THE STATE OF STRATEGIC MANAGEMENT RESEARCH AND A VISION OF THE FUTURE (2004, background): “As a result, convenience samples are quite common in such international strategy research (cf. Hitt et al., 2000, 2004).”
The impact of socialist imprinting and search on resource change: a study of firms in lithuania (2006, methodology): “These results provide an additional perspective to previous studies that considered the different types of knowledge that firms seek to overcome their socialist legacy (Hitt et al., 2000; Steensma et al., 2005).”
R&D intensity and international joint venture performance in an emerging market: moderating effects of market focus and ownership structure (2007, background): “Equally important, due to institutional, cultural and other differences between emerging markets and the MNCs’ home markets (Hitt et al., 2000), local-market-related appropriability hazards may also be associated with an IJVs’ adaptability to local environments.”
Latin America Management Research: Review, Synthesis, and Extension (2011, background): “Issues related to the management of partnership dyads were addressed in a comparative study that examined differences in the factors used by emerging market firms (EMFs; Mexico, Poland, and Romania) and developed country firms (Canada, France, and the United States) to select partners for internatio”
SOCIAL CAPITAL, KNOWLEDGE ACQUISITION, AND KNOWLEDGE EXPLOITATION IN YOUNG TECHNOLOGY-BASED FIRMS (2001, background): “Consistent with a relational view of competitive advantage (Dyer and Singh, 1998; Hitt et al., 2000), our focus is on how social capital in a young firm’s relationship with its key customer affects the firm’s ability to acquire new knowledge and exploit it for product development, technological dist”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, neutral): “On entry strategies, examples include Hitt et al. (2000) on partner selection and Isobe et al. (2000) and Luo and Peng (1999) on entry timing.”
An organizational entrepreneurship model of supply management integration and performance outcomes (2009, background): “Value is created through the learning of new skills and leveraging the complementary resources of supplier partners (Hitt et al., 2000; Kogut, 1988).”
Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms (2003, neutral): “For example, they can provide access to information, managerial capabilities, technology, and markets (Hitt et al., 2000; Ireland et al., 2001).”
The Relevance of the Institutional Underpinnings of Porter's Five Forces Framework to Emerging Economies: An Epistemological Analysis (2005, background): “Inter-firm linkages reduce search costs, providing developed market firms local market knowledge and access (Hitt et al., 2000).”
Alliance partners and firm performance: resource complementarity and status association (2009, background): “In their study on alliance partner selection decisions, Hitt et al. (2000) found support for resource-based reasoning.”