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Determinants of Entry in an Emerging Economy: A Multilevel Approach
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Why Home and Host Country Context Might Matter More Than (Cultural) Distance (2015)Do We Need to Distance Oursel…Locus of Uncertainty and the Relationship Between Contractual and Relational Governance in Cross-Border Interfirm Relationships (2014)Locus of Uncertainty and the …The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode (2010)The role of top management te…The Moderating Impact of Informal Institutional Distance and Formal Institutional Risk on SME Entry Mode Choice (2010)The Moderating Impact of Info…Management demography and corporate performance: Evidence from China (2010)Management demography and cor…External uncertainty and entry mode choice: Cultural distance, political risk and language diversity (2010)External uncertainty and entr…Does subnational region matter? Foreign affiliate performance in the United states and China (2010)Does subnational region matte…Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R&D management (2009)Developing new innovation mod…Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research (2009)Cultural distance, political …Drivers of Success for Market Entry into China and India (2008)Drivers of Success for Market…Strategic Variables that Influence Entry Mode Choice in Service Firms (2007)Strategic Variables that Infl…CEO Experiences: Effects on the Choice of FDI Entry Mode* (2006)CEO Experiences: Effects on t…THE ROLE OF CULTURE IN ENTRY-MODE STUDIES: FROM NEGLECT TO MYOPIA? 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  • 2010Does subnational region matter? Foreign affiliate performance in the United states and China404 cited
  • 2020Five decades of research on foreign direct investment by MNEs: An overview and research agenda400 cited
  • 2006CEO Experiences: Effects on the Choice of FDI Entry Mode*355 cited
  • 2010The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode355 cited
  • 2009Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research338 cited
  • 2017Country-specific determinants of cross-border mergers and acquisitions: A comprehensive review and future research directions315 cited
  • 2010The Moderating Impact of Informal Institutional Distance and Formal Institutional Risk on SME Entry Mode Choice285 cited
  • 2008Drivers of Success for Market Entry into China and India269 cited
  • 2010External uncertainty and entry mode choice: Cultural distance, political risk and language diversity200 cited
  • 2004THE ROLE OF CULTURE IN ENTRY-MODE STUDIES: FROM NEGLECT TO MYOPIA?195 cited
  • 2010Management demography and corporate performance: Evidence from China194 cited
  • 2009Developing new innovation models: Shifts in the innovation landscapes in emerging economies and implications for global R&D management169 cited

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  • 2015Do We Need to Distance Ourselves from the Distance Concept? Why Home and Host Country Context Might Matter More Than (Cultural) Distance160 cited
  • 2014Locus of Uncertainty and the Relationship Between Contractual and Relational Governance in Cross-Border Interfirm Relationships159 cited
  • 2019On the future of international joint venture research154 cited
  • 2007Strategic Variables that Influence Entry Mode Choice in Service Firms152 cited