2013
DOI: 10.1016/j.jwb.2012.09.002
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Network cohesion in global expansion: An evolutionary view

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Cited by 32 publications
(18 citation statements)
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“…With this in mind, researchers have gradually introduced social network theory to explain organizational phenomena in the social sciences. Different areas in management have incorporated social networks, such as inter-organizational collaborations (Powell, White, Kogut & Owen-Smith, 2005), entrepreneurship (Batjargal, 2010;Coviello 2006;Schutjens & Stam, 2003), international expansion (Hatani & McGaughey, 2012), and the global diffusion of managerial practices (Guler et al, 2002). These studies have handled social network data with traditional econometric models.…”
Section: Social Network Data In the Diffusion Of Management Practicesmentioning
confidence: 99%
“…With this in mind, researchers have gradually introduced social network theory to explain organizational phenomena in the social sciences. Different areas in management have incorporated social networks, such as inter-organizational collaborations (Powell, White, Kogut & Owen-Smith, 2005), entrepreneurship (Batjargal, 2010;Coviello 2006;Schutjens & Stam, 2003), international expansion (Hatani & McGaughey, 2012), and the global diffusion of managerial practices (Guler et al, 2002). These studies have handled social network data with traditional econometric models.…”
Section: Social Network Data In the Diffusion Of Management Practicesmentioning
confidence: 99%
“…The social cohesion approach views ties as channels through which tangible and intangible resources flow (Hatani & McGaughey, 2012;Phelps, Heidl, & Wadhwa, 2012). This alliance portfolio structure provides timing benefits that give the focal firm access to large quantities of resources, although these may be redundant and obsolete (Koka & Prescott, 2008).…”
Section: The Relationship Between the Structural Dimension And Apcmentioning
confidence: 99%
“…Learning and innovation by Japanese MNCs through inter-organisational networks and relationships has long been a theme in international business, with early managerial studies emphasising the superior learning and knowledge recombination capabilities of Japanese firms vis-à-vis their European and North American equivalents (eg, Hamel, Doz andPrahlad, 1989, Prahalad andHamel, 1990;Nonaka and Takeuchi, 1995). More recent research has explored the learning challenges faced by Japanese MNCs as network cohesion and related information flows are threatened through global expansion (Hatani and McGaughey, 2013), and the difficulties Japanese expatriates face when seeking to maximise organisational learning through international assignments (Wong, 2001;2005). A significant impediment to learning identified by Wong (2001;2005), for example, is the strong corporate clans (dozuku) operating in Japanese MNCs, from which head office tends to select expatriates.…”
Section: Keikothe Trailing a Self-initiated Expatriatementioning
confidence: 99%