Citation map · Study

SZodixStudyAcademic Library

Shelves Open access

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

The Social Construction of Contextual Rationalities in MNCs: An Anglo‐German Comparison of Subsidiary Choice*

16 references·16 citing·36 second hopsampled

FromToDepth

this work references cited by second hop· second hop is a sample of the most-cited connections

References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
1969The social psychology of organizing10,732 cited
1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields9,047 cited
2001Varieties of Capitalism8,743 cited
1999Divergent Capitalisms1,667 cited
1998Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies1,254 cited
1991The borderless world: Power and strategy in the interlinked economy1,225 cited
1997Strategic Choice in the Analysis of Action, Structure, Organizations and Environment: Retrospect and Prospect1,202 cited
1996National diversity and global capitalism983 cited
1998The Differentiated Network: Organizing Multinational Corporations for Value Creation779 cited
1996National Diversity and Global Capitalism772 cited
1990Managing across borders: The transnational solution767 cited
1997Beneficial Constraints: On the Economic Limits of Rational Voluntarism518 cited
1998Multinational Subsidiary Evolution: Capability and Charter Change in Foreign-Owned Subsidiary Companies462 cited
2000

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

Shareholder value in an adverse environment: the German case

335 cited

1991Strategic Fit and the Societal Effect: Interpreting Cross-National Comparisons of Technology, Organization and Human Resources326 cited

Cited by

2007Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy?156 cited
2008Subsidiary Strategy: The Embeddedness Component153 cited
2006Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue144 cited
2020Completing the Adaptive Turn: An Integrative View of Strategy Implementation120 cited
2009Transferring Organizational Practices and the Dynamics of Hybridization: Japanese Retail Multinationals in China105 cited
2016Legitimizing the apprenticeship practice in a distant environment: Institutional entrepreneurship through inter-organizational networks100 cited
2008A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France98 cited
2012A Question of Legitimacy? A Dynamic Perspective on Multinational Firm Control98 cited
2009Product and geographic scope changes of multinational enterprises in response to international competition85 cited
2006Transnational institution building and the multinational corporation: An emerging field of research81 cited
2019From Cultural Differences to Identity Politics: A Critical Discursive Approach to National Identity in Multinational Corporations80 cited
2012The Driving Forces of Subsidiary Absorptive Capacity79 cited
2007ICT and MNE reorganisation: the paradox of control79 cited
2005Are German, Japanese and Anglo‐Saxon Strategic Decision Styles Still Divergent in the Context of Globalization?*78 cited
2016Knowledge Assimilation at Foreign Subsidiaries of Japanese MNCs through Political Sensegiving and Sensemaking75 cited
2017Understanding When MNCs can Overcome Institutional Distance: A Research Agenda73 cited