Structural Inertia, Imitation, and Foreign Expansion: South Korean Firms and Business Groups in China, 1987–1995

By Mauro F. Guillén. 2002

434 citations recorded by the source corpus.

Subfields: Political Science and International Relations, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d1f4019161f1b7b3d78b08adcb42eea8a7881486

How researchers see this paper

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

In Political Science and International Relations

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion (2010, background): “Also, as a firm ages it may develop more impediments to effective action, embody more taken-for-granted understandings, and have more ossified communication patterns (Barron, West, & Hannan, 1994; Guillén, 2002).”
Learning Before Making the Big Leap (2011, background): “In studies of entry mode strategies of firms, both Chang ( 1995) and Guillen (2002) find that, in the case of Japanese and Korean firms, an entry by a business group member in another country results in other members of the same business group following suit.”
The Impact of Interorganizational Imitation on New Venture International Entry and Performance (2010, background): “Although not specific to new ventures, Guillen (2002) did expect the imitation behavior to be more highly associated with younger firms than older firms; yet no significant findings were reported.”
Comparative and International Corporate Governance (2010, background): “Other issues that would illustrate the forces of politics and global markets are business groups (Feenstra & Hamilton, 2006; Guillen, 2002, 2003; Keister, 2000, 2009; Yiu, Lu, Bruton, & Hoskisson, 2007) and the new market for corporate control (Callaghan, 2009; P. Culpepper, 2010; Höpner & Jackson,…”
The Entry Strategy of Retail Firms into Transition Economies (2007, background): “As such, the relevant consideration set may not consist of all players in the industry but rather only those retailers with which they share some key attributes (Guillén 2002).”
Strategic repositioning by means of alliance networks: The case of IBM (2007, background): “It departs from the classical view in which large firms reposition themselves through internal restructuring processes or by means of Merger and Acquisition activities and can also be seen as a solution to the structural inertia problem which is widely discussed in organizational ecology theory (e.g”
Supply Chain Contagion (2008, background): “Firm characteristics, such as age, size, and strategy, may influence relationships, as institutional theory posits (Guillén 2002).”
The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies (2009, background): “…(Guillén, 2000; Kock & Guillén, 2001), which in turn made it easier for firms within the same group to expand and invest abroad by drawing on shared financial, managerial, and organizational resources (Goldstein, 2007, pp. 87–93; Guillén, 2002; Lall, 1983, p. 6; Mathews, 2006; UNCTAD, 2006).”
Institutional exceptions on global projects: a process model (2008, background): “…in international business research include: the extent of previous experience in a given, or related, societal context (Delios & Henisz, 2003; Guillén, 2002); whether a company is organized as a PPL_JIBS_8400370 Journal of International Business Studies UN CO RR EC TE D PR OO F domestic or…”