The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode

被引：247

作者：

Nielsen, Bo Bernhard ^{[1
,2
]}

Nielsen, Sabina ^{[1
,3
]}

机构：

[1] Copenhagen Business Sch, DK-2000 Frederiksberg, Denmark

[2] Univ Technol Sydney, Ctr Strateg Management & Globalizat, DK-2000 Frederiksberg, Denmark

[3] Univ Technol Sydney, Dept Int Econ & Management, Sydney, NSW, Australia

来源：

JOURNAL OF WORLD BUSINESS | 2011年 / 46卷 / 02期

关键词：

Top management team; Nationality diversity; International experience; Foreign entry mode; International strategic decision-making; Multilevel; TRANSACTION COSTS THEORY; JOINT VENTURES; EXPERIENCE; FIRM; PERFORMANCE; DIVERSITY; IMPACT; FAULTLINES; EXECUTIVES; OWNERSHIP;

D O I：

10.1016/j.jwb.2010.05.003

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

By applying the upper echelons perspective to international strategic decision-making, we examine the impact of managerial characteristics on the choice of foreign entry mode. We distinguish between top management team (TMT) international experience and nationality diversity and propose the latter as a central yet understudied aspect of TMT composition that influences international decision-making with regard to choice of entry mode in a unique way. Our results show that while TMTs with international experience are more likely to choose full-control entry modes over shared-control entry modes, nationally diverse TMTs are more inclined to opt for shared-control over full-control entry modes when entering foreign markets. This highlights the need to treat TMT nationality diversity and international experience as two distinct characteristics influencing international strategic decision-making. (C) 2010 Elsevier Inc. All rights reserved.

引用

页码：185 / 193

页数：9