Foreign Direct Investment in the UK 1985–1994: The Impact on Domestic Management Practice
By J. Child, D. Faulkner, R. Pitkethly. 2002
138 citations recorded by the source corpus.
Subfields: Accounting, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/facde87a4302713e59ea0b540bb693d7cc2fce6f
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Accounting
- Xiaolan Fu
- Florian Bauer
- Yi‐Ying Chang
- Stefan Wolf
- Kurt Matzler
- Adrian Wilkinson
- Kamel Mellahi
- Mehmet Demirbag
In Strategy and Management
- Adrian Wilkinson
- Kamel Mellahi
- Yi‐Ying Chang
- T. Edwards
- Xiaolan Fu
- Florian Bauer
- Jos Gamble
- Stefan Wolf
Citations in the corpus
- Foreign Direct Investment and Managerial Knowledge Spillovers through the Diffusion of Management Practices (2012, background): “Therefore we have the following hypothesis: Hypothesis 3 (Across-industry spillovers): The greater the extent of non-industry specific HPMPs employed in MNEs, the greater the adoption of these HPMPs by local firms in other industries in the same region.”
- Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence (2003, background): “There are difficulties in assessing what constitutes either a British or a Chinese NBS and distinctively ‘British’ and ‘Chinese’ approaches to HRM. Child et al. (2000) found major sectoral differences in British management practices.”
- Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK (2009, result): “In conjunction with earlier research (Stopford and Wells 1972; Cray 1984; Gatignon and Anderson 1988), more recent studies (O’Donnell 2000; Child et al. 2000; Gamble 2003; Farley et al. 2004) show that centres of MNCs have a penchant for a degree of control over subsidiaries, and overall management…”
- M&A and innovation: The role of integration and cultural differences—A central European targets perspective (2016, background): “Cultural differences contribute to the success and failure of M&A (Child et al., 2000; Hitt, Ireland, Camp, & Sexton, 2001; Larsson & Finkelstein, 1999).”
- Dynamics of Central Control and Subsidiary Autonomy in the Management of Human Resources: Case-Study Evidence from US MNCs in the UK (2004, background): “The thrust of findings is that US MNCs are more centralized than those of other nationalities (for example, Child et al. 2000; Negandhi 1983; Young et al. 1985).”