The New Institutionalism in Strategic Management

By Paul Ingram. 2002

264 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ea9cc54180c8d08a774de5c5454c12182d6e9a62

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In Strategy and Management

Citations in the corpus

Institutions, Resources, and Entry Strategies in Emerging Economies (2020, unknown): “…of research suggests that institutions are much more than background conditions, and that ‘institutions directly determine what arrows a ﬁrm has in its quiver as it struggles to formulate and implement strategy, and to create competitive advantage’ (Ingram and Silverman, 2002: 20, italics added).”
An institution-based view of international business strategy: a focus on emerging economies (2008, unknown): “Certainly, there are numerous examples from other substantive areas 6 and geographic regions 7 that we can draw on (see Hafsi & Farashahi (2005) for a comprehensive review).”
Emerging Markets as Learning Laboratories: Learning Behaviors of Local Firms and Foreign Entrants in Different Institutional Contexts (2005, background): “Henisz and colleagues (Henisz, 2002; Henisz and Delios, 2002; Henisz & Zelner, 2001) highlighted the importance of stability in institutional arrangements, especially for strategic actions taken by firms.”
Reconsidering the Bayh-Dole Act and the Current University Invention Ownership Model (2009, background): “UWM, through its agent WARF, has a long history extending back to the 1930s of aggressively dunning potential licensees, whether firms or other research institutions (Sampat and Nelson 2002; Rai and Eisenberg 2003).”
Clear and Present Danger: Planning and New Venture Survival Amid Political and Civil Violence (2014, background): “The relationship between the institutional environment and organizational outcomes is of growing interest to strategy and entrepreneurship researchers (Hoskisson et al., 2000; Ingram and Silverman, 2002; Peng et al., 2009; Hiatt and Park, 2013).”
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).”
Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “institutional “rules of the game” and then to explore certain organizational responses (Ingram and Silverman, 2002; North, 1990).”
The Impact of Social Norms on Entrepreneurial Action: Evidence from the Environmental Entrepreneurship Context (2010, unknown): “In this study, we use the concept of social norms, defined as unwritten rules of conduct of a group (Elster, 1989), as a way to study how private, decentralized institutions (Ingram and Silverman, 2002) impact the creation of environmentally responsible new ventures.”
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).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “The institution-based view adds significantly new insights to these questions by bringing institutions to the forefront of the research agenda (Ingram & Silverman, 2002; Peng et al., 2008).”
The power of the Buckley and Casson thesis: the ability to manage institutional idiosyncrasies (2003, background): “Buckley and Casson’s (1976) long-run theory of the multinational enterprise, with its emphasis on industry-level and firm-level factors revolving around failures in the market for knowledge, holds up quite well 25 years after its publication.”
Overcoming Institutional Voids: A Reputation-Based View of Long Run Survival (2017, background): “Scholars have argued that institutions are more than just background conditions (Meyer, Estrin, Bhaumik, and Peng, 2009), and directly influence the strategic actions available to an organization (Ingram and Silverman, 2002).”