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Organizing the Overseas Sales Force: How Multinationals Do It
9 references·1 citing·27 second hop
Organizing the Overseas Sales Force: How Multinationals Do It (1990)Organizing the Overseas Sales Force: How …Managing the Multinational Subsidiary (2018)Managing the Multinational Su…Global Strategic Management (2014)Global Strategic ManagementManaging the Multinational Subsidiary (1987)Managing the Multinational Su…Comparative and multinational management (1986)Comparative and multinational…The Cultural Environment of International Business (1985)The Cultural Environment of I…Global Strategic Management (1984)Global Strategic ManagementThe European Multinationals (1977)The European MultinationalsManaging the multinational enterprise (1973)Managing the multinational en…International marketing (1972)International marketingAssessment Centers: An Untapped Resource For Global Salesforce Management (1992)Assessment Centers: An Untapp…The Silent Language (1959)Country-of-Origin Effects on Product Evaluations (1982)The Determinants of Salesperson Performance: A Meta-Analysis (1985)The Multinational Corporation as an Interorganizational Network (1990)Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies (1998)A perspective on regional and global strategies of multinational enterprises (2004)Organizational Culture and Marketing: Defining the Research Agenda (1989)Measuring Performance of International Joint Ventures (1991)BARGAINING POWER, MANAGEMENT CONTROL, AND PERFORMANCE IN UNITED STATES-CHINA JOINT VENTURES: A COMPARATIVE CASE STUDY. (1994)Standardization of International Marketing Strategy: Some Research Hypotheses (1989)Competition for competence and interpartner learning within international strategic alliances (1991)A model of cultural differences and international alliance performance (2004)Joint ventures: Theoretical and empirical perspectives (1988)Toward a Theory of International New ventures (1994)INTERNATIONAL EXPANSION BY NEW VENTURE FIRMS: INTERNATIONAL DIVERSITY, MODE OF MARKET ENTRY, TECHNOLOGICAL LEARNING, AND PERFORMANCE. (2000)The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions (1988)The Effect of National Culture on the Choice of Entry Mode (1988)International Market Entry and Expansion Via Independent or Integrated Channels of Distribution (1987)The Influence of Global Marketing Standardization on Performance (1992)Marketing Strategy-Performance Relationship: An Investigation of the Empirical Link in Export Market Ventures (1994)Cross-Cultural Training Effectiveness: A Review and a Theoretical Framework for Future Research (1990)Differences in Managerial Values: A Study of U.S., Hong Kong and PRC Managers (1993)ROLE CONFLICT, AMBIGUITY, AND OVERLOAD: A 21-NATION STUDY. (1995)The Evolution of Research on Coordination Mechanisms in Multinational Corporations (1989)Subsidiary‐specific advantages in multinational enterprises (2001)Modes of Foreign Entry: A Transaction Cost Analysis and Propositions (1986)Determinants of Continuity in Conventional Industrial Channel Dyads (1989)
this work references cited by second hop

References

  • 1973Managing the multinational enterprise852 cited
  • 1986Comparative and multinational management331 cited
  • 1984Global Strategic Management296 cited
  • 1977The European Multinationals224 cited
  • 1985The Cultural Environment of International Business122 cited
  • 2014Global Strategic Management115 cited
  • 1987Managing the Multinational Subsidiary93 cited
  • 2018Managing the Multinational Subsidiary78 cited
  • 1972International marketing35 cited

Cited by

  • 1992Assessment Centers: An Untapped Resource For Global Salesforce Management14 cited

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