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What is in a name? Cross-national distances and subsidiary’s corporate visual identity change in emerging-market firms’ cross-border acquisitions
16 references·1 citing·42 second hop
What is in a name? Cross-national distances and subsidiary’s corporate visual identity change in emerging-market firms’ cross-border acquisitions (2018)What is in a name? Cross-national distanc…Strategic management a stakeholder approach (2010)Strategic management a stakeh…Institutions, resources, and entry strategies in emerging economies (2008)Institutions, resources, and …The determinants of Chinese outward foreign direct investment (2007)The determinants of Chinese o…International expansion of emerging market enterprises: A springboard perspective (2007)International expansion of em…Dragon multinationals: New players in 21st century globalization (2006)Dragon multinationals: New pl…Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005)Strategy Research in Emerging…Stock market driven acquisitions (2003)Stock market driven acquisiti…Institutional Transitions and Strategic Choices (2003)Institutional Transitions and…Distance still matters. The hard reality of global expansion. (2001)Distance still matters. The h…Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences (2001)Cultural Distance Revisited: …Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise (1999)Organizational Legitimacy Und…Why Focused Strategies May Be Wrong for Emerging Markets (1997)Why Focused Strategies May Be…OVERCOMING THE LIABILITY OF FOREIGNNESS. (1995)OVERCOMING THE LIABILITY OF F…Institutions (1991)InstitutionsThe Multinational Corporation as an Interorganizational Network (1990)The Multinational Corporation…The Effect of National Culture on the Choice of Entry Mode (1988)The Effect of National Cultur…Organizational-level visual identity: an integrative literature review (2021)Organizational-level visual i…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)How emerging market governments promote outward FDI: Experience from China (2009)A review of research on outward foreign direct investment from emerging countries, including China: what do we know, how do we know and where should we be heading? 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CEO overconfidence and the market's reaction☆ (2008)Firm resources and sustained competitive advantage (2004)The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership (2009)Institutional Complexity and Organizational Responses (2011)Early Examples of Marine Insurance (1945)Toward a Theory of Property Rights (1974)Agency Problems, Auditing, and the Theory of the Firm: Some Evidence (1983)Competing Technologies, Increasing Returns, and Lock-In by Historical Events (1989)The New Institutional Economics: Taking Stock, Looking Ahead (2000)What Are Institutions? (2006)MANAGERIAL TIES AND FIRM PERFORMANCE IN A TRANSITION ECONOMY: THE NATURE OF A MICRO-MACRO LINK. (2000)STRATEGY IN EMERGING ECONOMIES. 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References

  • 2010Strategic management a stakeholder approach24,023 cited
  • 1988The Effect of National Culture on the Choice of Entry Mode6,253 cited
  • 1991Institutions5,627 cited
  • 1995OVERCOMING THE LIABILITY OF FOREIGNNESS.4,539 cited
  • 1999Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise3,247 cited
  • 2007International expansion of emerging market enterprises: A springboard perspective3,117 cited
  • 2003Institutional Transitions and Strategic Choices2,878 cited
  • 2007The determinants of Chinese outward foreign direct investment2,541 cited
  • 1997Why Focused Strategies May Be Wrong for Emerging Markets2,452 cited
  • 2003Stock market driven acquisitions2,093 cited
  • 1990The Multinational Corporation as an Interorganizational Network1,910 cited
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  • 2006Dragon multinationals: New players in 21st century globalization1,881 cited
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  • 2001Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences

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1,651 cited
  • 2001Distance still matters. The hard reality of global expansion.1,624 cited
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    • 2021Organizational-level visual identity: an integrative literature review23 cited