The interactions of institutions on foreign market entry mode-Reference-Cited by-同舟云学术

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The interactions of institutions on foreign market entry mode

Published:2014-07-02 Issue:10 Volume:36 Page:1536-1553
ISSN:0143-2095
Container-title:Strategic Management Journal
language:en
Short-container-title:Strat. Mgmt. J.

Author:

Ang Siah Hwee¹,Benischke Mirko H.²,Doh Jonathan P.³

Affiliation:

1. School of Marketing and International Business, Victoria Business School; Victoria University of Wellington; Wellington New Zealand

2. Department of Strategic Management and Entrepreneurship; Rotterdam School of Management, Erasmus University; Rotterdam The Netherlands

3. Department of Management & Operations; Villanova School of Business, Villanova University; Villanova Pennsylvania U.S.A.

Publisher

Wiley

Subject

Strategy and Management,Business and International Management

Link

http://onlinelibrary.wiley.com/wol1/doi/10.1002/smj.2295/fullpdf

Reference84 articles.

1. Choice of foreign market entry mode: impact of ownership, location and internalization factors;Agarwal;Journal of International Business Studies,1992

2. Institutional explanations of cross-border alliance modes: the case of emerging economies firms;Ang;Management International Review,2008

3. Foreign entry, cultural barriers, and learning;Barkema;Strategic Management Journal,1996

4. To conform or to perform? Mimetic behavior, legitimacy-based groups and performance consequences;Barreto;Journal of Management Studies,2006

5. Making the next move: how experiential and vicarious learning shape the locations of chains' acquisitions;Baum;Administrative Science Quarterly,2000

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