Host-country policies and MNE management control in IJVs: Evidence from China

Chen, Dong; Paik, Yongsun; Park, Seung Ho

doi:10.1057/jibs.2009.97

Cited by 51 publications

(37 citation statements)

References 49 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The institutional environment is seen as a significant influence on the firm's strategy decision making process and on their network development (Wright et al, 2005). Chen, Paik, and Park (2010) argue that despite the considerable research on the influence of host-country policies, there is a lack of evidence on how institutions impact the firm's post-entry behaviour. The host-country plays an important role in supporting political, legal, social and economic development, and thus can influence the behaviour of firm's entering and operating in this foreign context.…”

Section: Institutional Distance Liability Of Foreignness and The Seamentioning

confidence: 99%

Legitimacy and accelerated internationalisation: An Indian perspective

Bangara

Freeman

Schroder

2012

Journal of World Business

116

View full text Add to dashboard Cite

Section: Institutional Distance Liability Of Foreignness and The Seamentioning

confidence: 99%

Legitimacy and accelerated internationalisation: An Indian perspective

Bangara

Freeman

Schroder

2012

Journal of World Business

116

View full text Add to dashboard Cite

“…From MNC headquarters' perspective, ensuring that subunits' activities and performance are aligned with their own goals and objectives is critical yet problematic (Chen et al, 2010;Chen et al, 2009;Fryxell et al, 2002;Parkhe, 1991).…”

Section: Boundary Spanners and Trust Building In Ijvs The Context Of mentioning

confidence: 99%

“…Global strategic alliances in general and IJVs in particular, face divergent underlying strategic motives amongst the partners. From MNC headquarters' perspective, ensuring that subunits' activities and performance are aligned with their own goals and objectives is critical yet problematic (Chen, Paik & Park, 2010;Chen, Park & Newburry, 2009;Fryxell, Dooley & Vryza, 2002;Parkhe, 1991). To align the partners' goals and performance targets satisfactory cooperation between the partners is required (Doz, 1996;Das & Teng, 1998).…”

Section: Introductionmentioning

confidence: 99%

Trust and boundary spanners in cross-border management

Zhang

Gooderham

2015

AMPROC

View full text Add to dashboard Cite

Boundary spanners play a critical yet unspecified role in managing multinational corporations and their foreign subunits. One of the boundary spanning functions is to build cross-border trust relationships, at both interpersonal and interorganizational levels. Previous research has primarily focused on dyadic exchange relationships either between MNC headquarters and their subunits or between suppliers and buyers. Inter-unit trust relationships and boundary spanning activities in international joint ventures (IJVs) are under-researched. We develop a micro-macro process model of trust building and boundary spanning, and propose a set of propositions for future research.

show abstract

“…In some countries, for example, MNCs may not be able to acquire control in a local firm due to restrictive FDI policies, as documented in the entry mode literature (Blumentritt and Rehbein 2008;Gomes-Casseres 1990;Karabay 2010). Chen et al (2010) report that a local government is also likely to reduce an MNC's control in process and output through ownership restrictions, and accordingly, the MNC has to adjust its operations. As a result, government restrictions may reduce the effect of an MNC's bargaining power in the form of equity ownership over local firms during the ongoing negotiation process about standardization.…”

Section: Mnc Power Moderated By Government Influencementioning

confidence: 99%

Practice Standardization in Cross-Border Activities of Multinational Corporations: A Resource Dependence Perspective

Xia

Jiang

et al. 2014

Manag Int Rev

View full text Add to dashboard Cite

This study examines the relationship between power dependence and practice standardization in the context of cross-border alliances. Existing studies have typically assumed that standardization or adaptation is a unilateral decision made by multinational corporations (MNCs) but ignored the influence of the relative power of multinational and local partners under conditions of government influence. Drawing on resource dependence theory (RDT), we argue that the power imbalance between multinational and local firms may shape the standardization of practices in their established alliances. The results, based on a sample of 243 Fortune 500 US companies, indicate that when the level of government influence is high, the positive effect of MNCs' resource importance on practice standardization diminishes and the negative effect of local firms' alternative resources becomes stronger. These findings suggest that RDT has important implications for understanding standardization versus adaptation in cross-border alliances.

show abstract

Host-country policies and MNE management control in IJVs: Evidence from China

Cited by 51 publications

References 49 publications

Legitimacy and accelerated internationalisation: An Indian perspective

Legitimacy and accelerated internationalisation: An Indian perspective

Trust and boundary spanners in cross-border management

Practice Standardization in Cross-Border Activities of Multinational Corporations: A Resource Dependence Perspective

Contact Info

Product

Resources

About