Home Country Institutional Effects on the Multinationality–Performance Relationship: A Comparison Between Emerging and Developed Market Multinationals

Geleilate, José-Mauricio Galli; Magnusson, Peter; Parente, Ronaldo; Alvarado-Vargas, Marcelo J.

doi:10.1016/j.intman.2016.06.001

Cited by 67 publications

(62 citation statements)

References 119 publications

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“…Our update confirms that over the past four decades the I-FP relationship has been an important research issue in literature, which is reflected in a large and growing body of academic research, including a number of meta-analyses (e.g. Li 2007;Ruigrok and Wagner 2004;Geleilate et al 2016), the latest and most comprehensive of which identifies 359 studies of the I-FP relationship collectively encompassing 2.5 million firm-year observations (Marano et al 2016). As mentioned earlier, the vast majority of the existing empirical I-FP studies were in the manufacturing sector.…”

Section: The I-fp Relationship For Service Firmssupporting

confidence: 77%

Strategic resource decisions to enhance the performance of global engineering services

Zhang

Yang

Tao

2018

International Business Review

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Section: The I-fp Relationship For Service Firmssupporting

confidence: 77%

Strategic resource decisions to enhance the performance of global engineering services

Zhang

Yang

Tao

2018

International Business Review

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“…the USA) and the effect of CS on firm performance (Eccles, Ioannou, & Serafeim, ; Moon, Bae, & Jeong, ). However, the relationship between internationalization and the CS of EMNEs is largely unexplored even in current literature on internationalization (Geleilate, Magnusson, Parente, & Alvarado‐Vargas, ; Marano, Arregle, Hitt, Spadafora, & van Essen, ). This research gap must be filled urgently given that EMNEs have attracted increasing attention from international business scholars (Chittoor, Aulakh, & Ray, ; Gammeltoft, Filatotchev, & Hobdari, ; Guillen, ; Jormanainen & Koveshnikov, ; Meyer, 2004).…”

Section: Introductionmentioning

confidence: 99%

Multinationals and sustainable development: Does internationalization develop corporate sustainability of emerging market multinationals?

Park

2018

Bus Strat Env

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Based on theories of attention and institution, this paper examines how the internationalization of emerging market multinationals (EMNEs) affects their corporate sustainability (CS). A contrasting perspective with respect to the dual effects of internationalization on sustainability strengths (being good) and sustainability concerns (being bad) is developed. On one hand, it is argued that internationalization improves CS strengths because EMNEs that rely on foreign sales are motivated to adopt CS as a global business norm. Such norm‐conformity overcomes the liability of origin and legitimacy challenge in foreign markets. On the other hand, it is contended that internationalization also increases CS concerns because subsidiaries of EMNEs are susceptible to being decoupled from the headquarters' CS policy. The results show that internationalization can be both good and bad for CS. Thus, it can be misleading to simply say that there is either a positive or a negative relationship between internationalization and CS.

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“…In other words, the developing countries can benefit from the transfer of technology by their advanced counterparts. In addition to the transfer of technology, MNCs can create additional and/or higher-paying jobs for local people in the host country (Geleilate, Magnusson, Parente, & Alvardo-Vargas, 2016). Also of interest is that when foreign MNCs join and operate in host country markets, in order to compete successfully in the global market environment, domestic firms need to modernize and innovate their management practices to survive (Budhwar, 2012).…”

Section: Introductionmentioning

confidence: 99%

Developments in Human Resource Management in MNCs from BRICS Nations: A Review and Future Research Agenda

Budhwar

Tung

Varma

et al. 2017

Journal of International Management

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In this paper, we analyze developments in the field of human resource management (HRM) in multinational corporations (MNCs) from the BRICS countries (Brazil, Russia, India, China, and South Africa). We do this in terms of conceptual models, theoretical frameworks, empirical studies, research designs and MNC settings, with a view to setting the future research agenda on this emerging topic. In doing so, we identify research gaps as well as propose a number of research directions that can act as a useful guide for future research.The article therefore provides valuable information to both academics and practitioners and paves the way for future studies on the nature of HRM systems in MNCs from BRICS.

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Home Country Institutional Effects on the Multinationality–Performance Relationship: A Comparison Between Emerging and Developed Market Multinationals

Cited by 67 publications

References 119 publications

Strategic resource decisions to enhance the performance of global engineering services

Strategic resource decisions to enhance the performance of global engineering services

Multinationals and sustainable development: Does internationalization develop corporate sustainability of emerging market multinationals?

Developments in Human Resource Management in MNCs from BRICS Nations: A Review and Future Research Agenda

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