Beyond entry mode choice: Explaining the conversion of joint ventures into wholly owned subsidiaries in the People's Republic of China

By Jonas Puck, Dirk Holtbrügge, A. Mohr. 2009

212 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cec1d925cd6717fb9e9613375741a6cf14e27aed

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Roger Strange
2. Ruey-Jer "Bryan" Jean
3. Thomas P. Hiebaum
4. Rudolf R. Sinkovics
5. Peter J. Buckley
6. K. Meyer
7. Igor Filatotchev

In Organizational Behavior and Human Resource Management

1. Ruey-Jer "Bryan" Jean
2. Thomas P. Hiebaum
3. Rudolf R. Sinkovics
4. Peter J. Buckley
5. Roger Strange

In Strategy and Management

1. Roger Strange
2. Rudolf R. Sinkovics
3. Peter J. Buckley
4. Ruey-Jer "Bryan" Jean
5. Thomas P. Hiebaum
6. Torben Pedersen
7. Gary Gereffi
8. Michael A. Witt

Citations in the corpus

• The effects of supplier involvement and knowledge protection on product innovation in customer-supplier relationships: a study of global automotive suppliers in China (2014, background): “Extant literature has highlighted the importance of Page 31 of 56 entry mode on firm performance (Puck, Holtbrügge, and Mohr, 2009).”
• The Governance of the Multinational Enterprise: Insights from Internalization Theory (2011, background): “This may lead to a reassessment of the optimal governance structure of overseas affiliates (Puck et al., 2009).”