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Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals
16 references·13 citing·30 second hop
Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals (2015)Performance management practices within e…Managing Across Borders: The Transnational Solution (2009)Managing Across Borders: The …Building theories from case study research (2009)Building theories from case s…International expansion of emerging market enterprises: A springboard perspective (2007)International expansion of em…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective (1999)Transnational Transfer of Str…The Multinational Mission: Balancing Local Demands and Global Vision (1999)The Multinational Mission: Ba…Organizational Legitimacy under Conditions of Complexity: The Case of the Multinational Enterprise (1999)Organizational Legitimacy und…Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise (1999)Organizational Legitimacy Und…Managing Legitimacy: Strategic and Institutional Approaches (1995)Managing Legitimacy: Strategi…Building Theories from Case Study Research (1989)Building Theories from Case S…Naturalistic inquiry (1985)Naturalistic inquiryThe Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-1935 (1983)Institutional Sources of Chan…The Rise of the Western World: A New Economic History. (1977)The Rise of the Western World…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…The Rise of the Western World (1973)The Rise of the Western WorldBoard gender diversity, nonmarket strategy and firm performance: Evidence from emerging markets MNCs (2024)Board gender diversity, nonma…Following their predecessors’ journey? A review of EMNE studies and avenues for interdisciplinary inquiry (2022)Following their predecessors’…Beyond “Doing as the Romans Do”: A review of research on countercultural business practices (2022)Beyond “Doing as the Romans D…Organizational and comparative institutionalism in international HRM : Toward an integrative research agenda (2021)Organizational and comparativ…Institutional voids, liability of origin, and presence of women in TMT of emerging market multinationals (2021)Institutional voids, liabilit…Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices in Middle East and North Africa subsidiaries (2021)Culture and performance appra…Determinants of Employees Outstanding Performance in Public Corporations: Strategic Human Resource Management Perspectives of Organisational Development and Sustainability (2020)Determinants of Employees Out…Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries (2019)Human resource management pra…Converging HRM practices? A comparison of high performance work system practices in MNC subsidiaries and domestic firms in Pakistan (2019)Converging HRM practices? A c…Multinational Expansion of Worker Cooperatives and Their Employment Practices: Markets, Institutions, and Politics in Mondragon (2018)Multinational Expansion of Wo…Institutions as constraints and resources: Explaining cross‐national divergence in performance management (2018)Institutions as constraints a…Corporate political activity and location-based advantage: MNE responses to institutional transformation in Uganda’s electricity industry (2017)Corporate political activity …Institutional and Resource‐based Explanations for Subsidiary Performance (2016)Institutional and Resource‐ba…The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)A Garbage Can Model of Organizational Choice (1972)The Population Ecology of Organizations (1977)International Norm Dynamics and Political Change (1998)The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market Commitments (1977)Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)Dynamic capabilities and strategic management (1997)Transforming disadvantages into advantages: developing-country MNEs in the least developed countries (2008)Why do Chinese firms tend to acquire strategic assets in international expansion? (2008)How emerging market governments promote outward FDI: Experience from China (2009)WHY COMPANIES GO GREEN: A MODEL OF ECOLOGICAL RESPONSIVENESS. (2000)Modes of Network Governance: Structure, Management, and Effectiveness (2007)Theory Building From Cases: Opportunities And Challenges (2007)The qualitative research interview (2011)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Exploring internal stickiness: Impediments to the transfer of best practice within the firm (1996)Knowledge flows within multinational corporations (2000)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Corporate Social and Financial Performance: A Meta-Analysis (2003)Value creation in E‐business (2001)Knowing in Practice: Enacting a Collective Capability in Distributed Organizing (2002)Seeking Qualitative Rigor in Inductive Research (2012)Territoriality and beyond: problematizing modernity in international relations (1993)Reversal of Fortune: Geography and Institutions in the Making of the Modern World Income Distribution (2002)The Theory of Economic Development (2016)Three Approaches to Qualitative Content Analysis (2005)Thematic Analysis (2017)
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References

  • 1985Naturalistic inquiry45,666 cited
  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1995Managing Legitimacy: Strategic and Institutional Approaches19,858 cited
  • 1989Building Theories from Case Study Research17,437 cited
  • 2009Building theories from case study research11,299 cited
  • 2009Managing Across Borders: The Transnational Solution4,102 cited
  • 2007International expansion of emerging market enterprises: A springboard perspective3,117 cited
  • 1973The Rise of the Western World2,953 cited
  • 1983Institutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-19352,886 cited
  • 1999Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise2,426 cited
  • 1999Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective2,231 cited
  • 1977The Rise of the Western World: A New Economic History.2,053 cited
  • 1999

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Organizational Legitimacy under Conditions of Complexity: The Case of the Multinational Enterprise
1,550 cited
  • 1999The Multinational Mission: Balancing Local Demands and Global Vision1,223 cited
  • Cited by

    • 2018Multinational Expansion of Worker Cooperatives and Their Employment Practices: Markets, Institutions, and Politics in Mondragon69 cited
    • 2017Corporate political activity and location-based advantage: MNE responses to institutional transformation in Uganda’s electricity industry64 cited
    • 2018Institutions as constraints and resources: Explaining cross‐national divergence in performance management57 cited
    • 2021Organizational and comparative institutionalism in international HRM : Toward an integrative research agenda53 cited
    • 2021Institutional voids, liability of origin, and presence of women in TMT of emerging market multinationals37 cited
    • 2021Culture and performance appraisal in multinational enterprises: Implementing French headquarters' practices in Middle East and North Africa subsidiaries37 cited
    • 2022Following their predecessors’ journey? A review of EMNE studies and avenues for interdisciplinary inquiry35 cited
    • 2016Institutional and Resource‐based Explanations for Subsidiary Performance34 cited
    • 2022Beyond “Doing as the Romans Do”: A review of research on countercultural business practices28 cited
    • 2019Converging HRM practices? A comparison of high performance work system practices in MNC subsidiaries and domestic firms in Pakistan26 cited
    • 2019Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries23 cited
    • 2024Board gender diversity, nonmarket strategy and firm performance: Evidence from emerging markets MNCs22 cited
    • 2020Determinants of Employees Outstanding Performance in Public Corporations: Strategic Human Resource Management Perspectives of Organisational Development and Sustainability2 cited