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

Nielsen, Bo Bernhard; Nielsen, Sabina

doi:10.1016/j.jwb.2010.05.003

Cited by 290 publications

(321 citation statements)

References 50 publications

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“…Research has shown that the demographic and team characteristics of top management teams influence firms' internationalization strategies (Nielsen & Nielsen, 2011). In particular, the international experience of managers is strongly associated with internationalization strategies (Sambharya, 1996;Tan & Meyer, 2010).…”

Section: Ownership and Governancementioning

confidence: 99%

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

Estrin

Meyer

Nielsen

et al. 2016

Journal of World Business

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195

170

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Section: Ownership and Governancementioning

confidence: 99%

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

Estrin

Meyer

Nielsen

et al. 2016

Journal of World Business

Self Cite

195

170

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“…In international business research, the value of firm executives' international experience has been noted. However, previous research has not specifically considered how difference of experience gained from disparate countries affects its value to the targeted strategy [32]. Because of differences in the institutional environments among countries, knowledge for a country that creates competitive advantage may not generate the same advantage in another nation [21,30,33].…”

Section: Specific Learning From Director Fdi Experience Within Focal mentioning

confidence: 99%

“…The counseling role the board currently holds highlights the importance of directors possessing diverse experiences to offer executives ample strategic choices and help executives more thoroughly deliberate upon critical strategic issues, thereby optimizing a firm's decisions. The learning accumulated through directors' heterogeneous experiences is particularly critical in international environment than its domestic equivalent, because general problems in investments can be compounded by national cultures, language differences, political influences, and regulatory hurdles [32], making optimal decision more difficult to reach. Directors' heterogeneous FDI experiences expose executives to a variety of feasible strategic alternatives and offer executives a pool of insightful comparative information on the potential markets, thereby facilitating more effectively their search for optimal strategy-environment fit within the uncertain international arena.…”

Section: Learning From Directors' Heterogeneous Fdi Experiencementioning

confidence: 99%

“…Specifically, managers who lack FDI-related experience should be less able to foresee the achievable synergies of FDI projects, to comprehend the underlying cause-and-effect relationships of FDI decisions, and to identify applicable experiential lessons from numerous prior engagements [32]. Firms are thus more likely to commit critical mistakes when forming FDI strategies if there is minimal access to third party expertise.…”

Section: Contingent Importance Of Director Fdi Experiencementioning

confidence: 99%

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Does Board Experience Matter? Evidence from Foreign Direct Investment

Lai¹,

Chen²

2012

JSSM

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This study contributes to the growing literatures on the importance of board expertise to their provision of counsel for management. By demonstrating that when announcing overseas investments, how a firm alleviates its liabilities of foreignness by board members possessing relevant experiences, the present work addresses the long-standing issue of what renders board the most effective. Drawing on expertise literature, we exam the efficacy of both director specific and heterogeneous experience, assessed by foreign market entry mode and targeted host country. The empirical results yield support for favorable impacts of both types of director experience. This finding corroborates the transition of board's role from "passively" ratifying executive proposals, as predicted by agency theory, to "actively" instructing executives, as argued by resource dependence theory. The resource provision function of a board is further supported by greater benefits of director experience in situations of limited firm resources, assessed by executives' associated experience. Finally, we find that directors who have operated independently from the CEO but without relevant experience cannot have significant influence on investment outcome. Our research result contributes to corporate governance research predominated by agency theory for the past decades, which presumes director independence as the foremost prerequisite for board effectiveness.

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“…Equipos directivos con más experiencia prefieren formas de entrada que aporten más control, es decir, WFOEs (Chung & Enderwick, 2001;Glückler, 2006;Nielsen & Nielsen, 2011).…”

Section: Forma De Entradaunclassified

The Spanish company in China: Entry forms and barriers to internationalization

Niñerola

Rebull²

2016

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ResumenObjeto: El mercado chino concentra las miradas de las empresas de todo el mundo por su gran potencial de ventas. No obstante, por la complejidad del país hay que realizar la inversión con cautela. La elección de la forma de entrada es una de las decisiones más cruciales que la empresa tiene que afrontar a la hora de invertir en un país extranjero.El presente trabajo pretende, por una parte, estudiar cuál es la forma de entrada más utilizada por las empresas para invertir en este país y en base a qué factores la han elegido y, por otra, identificar cuáles han sido las barreras de entrada a las que han tenido que hacer frente.Diseño/metodología/enfoque: Para contestar a estas preguntas se realizaron entrevistas con directivos y responsables del proceso de internacionalización de quince empresas españolas de diferentes sectores económicos con inversión directa en China. Aportaciones y resultados: Como resultado, encontramos que la implantación enChina ha sido un proceso secuencial en la mayoría de casos estudiados por los siguientes motivos: falta de conocimiento del mercado, obligatoriedad de invertir con un socio local o implicación paulatina de recursos. Una vez la empresa decide establecerse permanentemente en China, la figura más empleada es la empresa propia o Wholly Foreign Owned Enterprise.Barreras regulatorias y burocráticas, culturales e idiomáticas, competitivas y de riesgo de imitación, los recursos humanos y, por último, barreras informales han sido las identificadas por las empresas durante su proceso de internacionalización en el mercado chino.-223-

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

Cited by 290 publications

References 50 publications

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

Home country institutions and the internationalization of state owned enterprises: A cross-country analysis

Does Board Experience Matter? Evidence from Foreign Direct Investment

The Spanish company in China: Entry forms and barriers to internationalization

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