MNEs and corruption: the impact of national institutions and subsidiary strategy

By Jennifer W. Spencer, C. Gomez. 2011

263 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f5409ec3c0fdf461b121f48f92ebbe2b271dfbeb

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Citations in the corpus

Greasing the Wheels of Change: Bribery, Institutions, and New Product Introductions in Emerging Markets (2019, background): “Subsequently, the efficiency of various business practices of firms, including the use of bribes (Spencer & Gomez, 2011), is subject to existing institutional pressures in these markets (Hitt et al., 2000; Peng et al., 2009).”
Public Governance, Corporate Governance, and Firm Innovation: An Examination of State-Owned Enterprises (2019, unknown): “…because bureaucratic red tape creates increased opportunities for state actors to seek private payments that infringe on firm private property across many emerging markets (Cull & Xu, 2005; Mako & Xu, 2006; Li et al., 2006; Tonoyan, Strohmeyer, Habib, & Perlitz, 2010; Spencer & Gomez, 2011).”
Corruption, South African Multinational Enterprises and Institutions in Africa (2014, background): “Merely operating in a country which is perceived to experience high levels of corruption can have a reputational effect on an organisation and influence company value or performance (Spencer and Gomez 2011).”
MNC strategy and social adaptation in emerging markets (2014, unknown): “Spencer and Gomez (2011) found that MNC subsidiaries with Ghanaian managing directors viewed corruption to be less of an obstacle than subsidiaries with home-country managing directors.”
Playing dirty or building capability? Corruption and HR training as competitive actions to threats from informal and foreign firm rivals (2016, methodology): “…indirect phrasing of the corruption related questions, along with a “no response” option, was to ensure that respondents were not implicating themselves of wrongdoing of a criminal nature, and is consistent with the approach used in existing studies (e.g., Spencer and Gomez, 2011; Svensson, 2003).”
Does bribery in the home country promote or dampen firm exports (2013, background): “Given that bribes are a “strategic choice” for firms (Spencer and Gomez, 2011: 280), it seems important to investigate the impact of bribery on firm strategy.”
Home country uncertainty and the internationalization-performance relationship: Building an uncertainty management capability (2017, background): “have limited business benefits but may please the corrupt politicians (Doh, Rodriguez, Uhlenbruck, Collins & Eden, 2003; Mauro, 1995; Rodriguez, Uhlenbruck & Eden, 2005; Spencer and Gomez, 2011).”