Frequency of international expansion through high control market expansion modes and interlocked directorships

被引：26

作者：

Ang, Siah Hwee ^{[1
]}

Benischke, Mirko H. ^{[2
]}

Hooi, Andrea Wai-Leng ^{[3
]}

机构：

[1] Victoria Univ Wellington, Sch Mkt & Int Business, Level 11,Rutherford House,23 Lambton Quay, Wellington 6140, New Zealand

[2] Erasmus Univ, RSM, Dept Strateg Management & Entrepreneurship, Mandeville Bldg,Burgemeester Oudlaan 50, NL-3062 PA Rotterdam, Netherlands

[3] Auckland Tourism Events & Econ Dev, 139 Quay St, Auckland 1010, New Zealand

来源：

JOURNAL OF WORLD BUSINESS | 2018年 / 53卷 / 04期

关键词：

Director interlock; Microfoundations; Frequency of international expansion; Foreign market entry mode; High control entry mode; TOP MANAGEMENT TEAMS; ENTRY-MODE; KNOWLEDGE TRANSFER; INTERORGANIZATIONAL IMITATION; CORPORATE GOVERNANCE; JAPANESE FIRMS; JOINT-VENTURE; START-UP; EXPERIENCE; ACQUISITION;

D O I：

10.1016/j.jwb.2018.02.003

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

This study investigates director interlock as a mechanism by which an MNC learns and adopts high control market expansion modes that other MNCs use. Using data on greenfields and acquisitions by S&P 500 firms in the period 2003-2010, we find a significant relationship between the use of high control market expansion modes by interlocked MNCs and the frequency of international expansion of a focal MNC through such modes in unrelated industries, with the relationship stronger for the depth of interlocked director experience. The findings contribute to the literatures around the frequency of international expansion and microfoundations of international strategy.

引用

页码：493 / 503

页数：11

共 106 条

[1] Building Micro-foundations for the Routines, Capabilities, and Performance Links [J].