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MNE Strategic Intervention in Violent Conflict: Variations Based on Conflict Characteristics
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References

  • 1992Governing the Commons: The Evolution of Institutions for Collective Action19,096 cited
  • 1990Collaborating: Finding Common Ground for Multiparty Problems2,683 cited
  • 2000Is Group Affiliation Profitable in Emerging Markets? An Analysis of Diversified Indian Business Groups2,588 cited
  • 2000The institutional environment for multinational investment1,475 cited
  • 2004Why Do Some Civil Wars Last So Much Longer than Others?1,304 cited
  • 2000THE FUTURE OF BUSINESS GROUPS IN EMERGING MARKETS: LONG-RUN EVIDENCE FROM CHILE.1,275 cited
  • 1996The Rwanda Crisis: History of a Genocide1,214 cited
  • 1982Business Ethics: Concepts and Cases990 cited
  • 1994International-Business Political Behavior: New Theoretical Directions811 cited
  • 2001On the Duration of Civil War779 cited
  • 2005Strategies that fit emerging markets.743 cited
  • 2005Strategies That Fit Emerging Markets730 cited
  • 2002Supply chain management: a strategic perspective717 cited
  • 2004The importance of nongovernmental organizations (NGOs) in global governance and value creation: an international business research agenda681 cited
  • 1999Managing Ethics and Legal Compliance: What Works and What Hurts

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634 cited
  • 2000Contemporary conflict resolution: the prevention, management and transformation of deadly conflicts631 cited
  • Cited by

    • 2009Business and Peace: Sketching the Terrain170 cited
    • 2011Why and how might firms respond strategically to violent conflict?165 cited
    • 2011Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict82 cited
    • 2020When political instability devaluates home-host ties64 cited
    • 2020The social value creation of MNEs – a literature review across multiple academic fields62 cited
    • 2020Between a rock and a hard place: Internal- and external institutional fit of MNE subsidiary political strategy in contexts of institutional upheaval49 cited
    • 2021MNEs and the practice of international business diplomacy45 cited
    • 2019Unmanaged migration and the role of MNEs in reducing push factors and promoting peace: A strategic HRM perspective41 cited
    • 2020How does experience change firms' foreign investment decisions to non-market events?40 cited
    • 2014Ethnic homophily perceptions as an emergent IHRM challenge: evidence from firms operating in Sri Lanka during the ethnic conflict32 cited
    • 2013The Impact of Conflict Types and Location on Trade21 cited