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Corporate Governance Options for the Local Subsidiaries of Multinational Enterprises*
15 references·3 citing·34 second hop
Corporate Governance Options for the Local Subsidiaries of Multinational Enterprises* (2006)Corporate Governance Options for the Loca…International Business: Competing in the Global Market Place (2008)International Business: Compe…Strategic Management: An Integrated Approach (2006)Strategic Management: An Inte…OECD Principles of Corporate Governance (2005)OECD Principles of Corporate …Corporate governance and accountability in multinational enterprises: Concepts and agenda (2005)Corporate governance and acco…The Cross-National Diversity of Corporate Governance: Dimensions and Determinants (2003)The Cross-National Diversity …The Cross-National Diversity of Corporate Governance: Dimensions and Determinants (2003)The Cross-National Diversity …An entrepreneurial model of corporate governance: devolving powers to subsidiary boards (2003)An entrepreneurial model of c…OECD Guidelines for Multinational Enterprises (2001)OECD Guidelines for Multinati…The Combined Code on Corporate Governance (1999)The Combined Code on Corporat…Comparative corporate governance: Competitive implications of an emerging convergence (1998)Comparative corporate governa…What is a global manager? (1992)What is a global manager?The Evolution of Research on Coordination Mechanisms in Multinational Corporations (1989)The Evolution of Research on …Strategic Management: An Integrated Approach (1989)Strategic Management: An Inte…The increasing role of subsidiary boards in MNCs: An empirical study (1988)The increasing role of subsid…The Board of Directors in Foreign Subsidiaries (1982)The Board of Directors in For…The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity (2020)The challenge of board compos…Corporate governance in the largest family firms in Latin America (2020)Corporate governance in the l…Does CEO duality is really matter? Evidence from an emerging market (2011)Does CEO duality is really ma…Organization and environment (1967)Designing Complex Organizations (1973)The Structuring of Organizations (1989)Organizational Environments and the Multinational Enterprise (1991)Differentiated fit and shared values: Alternatives for managing headquarters‐subsidiary relations (1994)Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms (2009)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Economic Action and Social Structure: The Problem of Embeddedness (1985)Institutions, Institutional Change and Economic Performance (1990)Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility (2007)“Implicit” and “Explicit” CSR: A Conceptual Framework for a Comparative Understanding of Corporate Social Responsibility (2008)What We Know and Don’t Know About Corporate Social Responsibility (2012)Toward a contextual theory of leadership (2002)Intellectual capital and new product development performance: The mediating role of organizational learning capability (2008)Paradigm lost: Reinvigorating the study of organizational culture (2016)Exploring Social Sustainability: Learning from Perspectives on Urban Development and Companies and Products (2011)Harmonization in CSR Reporting (2011)Linking Corporate Social Responsibility (CSR) and Organizational Performance: the moderating effect of corporate reputation (2020)Understanding the Influence of National Culture on the Development of Trust (1998)The GMS: A Broad Conceptualization of Global Marketing Strategy and Its Effect on Firm Performance (2002)Cross-cultural competence in international business: toward a definition and a model (2006)The Role of Strategy Workshops in Strategy Development Processes: Formality, Communication, Co-ordination and Inclusion (2006)Corporate Governance Structure and the Valuation of Australian Firms: Is There Value in Ticking the Boxes? 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this work references cited by second hop

References

  • 2003The Cross-National Diversity of Corporate Governance: Dimensions and Determinants1,607 cited
  • 2008International Business: Competing in the Global Market Place1,276 cited
  • 2003The Cross-National Diversity of Corporate Governance: Dimensions and Determinants1,001 cited
  • 1989Strategic Management: An Integrated Approach817 cited
  • 1989The Evolution of Research on Coordination Mechanisms in Multinational Corporations812 cited
  • 2006Strategic Management: An Integrated Approach571 cited
  • 2001OECD Guidelines for Multinational Enterprises386 cited
  • 1999The Combined Code on Corporate Governance377 cited
  • 1992What is a global manager?300 cited
  • 2005OECD Principles of Corporate Governance270 cited
  • 2005Corporate governance and accountability in multinational enterprises: Concepts and agenda121 cited
  • 1998Comparative corporate governance: Competitive implications of an emerging convergence97 cited
  • 1988The increasing role of subsidiary boards in MNCs: An empirical study59 cited
  • 1982The Board of Directors in Foreign Subsidiaries51 cited
  • 2003An entrepreneurial model of corporate governance: devolving powers to subsidiary boards26 cited

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Cited by

  • 2020Corporate governance in the largest family firms in Latin America31 cited
  • 2011Does CEO duality is really matter? Evidence from an emerging market25 cited
  • 2020The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity24 cited