International diversification and firm performance in Mexican firms: A curvilinear relationship?
By Douglas E. Thomas. 2006
125 citations recorded by the source corpus.
Subfields: Accounting, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/dee6af8b7c6a5294c048052e723c256e19b2bb80
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In Accounting
In Strategy and Management
Citations in the corpus
- Influence of the capacities of top management on the internationalization of SMEs (2009, unknown): “The latter was included as a dummy variable: ‘1’ for SMEs engaging mainly in the industrial/manufacturing sector; and ‘0’ for SMEs operating in the services sector (Thomas 2006 ).”
- Nature of the relationship between international expansion and performance: The case of emerging market firms (2007, unknown): “First, we revisit the three-stage theory of international expansion in the unique context of an emerging market and thus further strengthen the applicability of the model to the nascent body of research on the internationalization–performance link of emerging market firms (Nachum, 2004; Thomas, 2006”
- The multinationalization of developing country MNEs: The case of multilatinas (2008, unknown): “, 2000), or of non-maquiladora Mexican companies (Thomas and Grosse, 2005); the relationship between the degree of internationalization and performance, such as in Mexican firms (Thomas, 2006); changes in processes with internationalization (Martinez et al.”
- Toward a 7-P framework for international marketing (2019, background): “Some of these difficulties include: a cognitive bias (Thomas, Eden, Hitt, & Miller, 2007), ‘liability of foreignness’ (Miller et al., 2008; Thomas, 2006), and resource limitations (Cuervo-Cazurra et al., 2007; Miller et al., 2008; Thomas et al., 2007).”
- R&D internationalization and innovation performance (2015, background): “Specifically, they suffer from liability of foreignness due to their lack of experience in dealing with the complexities of international competition (Hoskisson et al., 2000; Hymer, 1976; Thomas, 2006), and need to build their legitimacy in global markets (Peng et al.”