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Distance and the completion of Chinese cross-border mergers and acquisitions
16 references·0 citing·45 second hop
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The hard reality of global expansion. (2001)Distance still matters. 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this work references cited by second hop

References

  • 1988The Effect of National Culture on the Choice of Entry Mode6,253 cited
  • 2004Informal Institutions and Comparative Politics: A Research Agenda3,190 cited
  • 2007International expansion of emerging market enterprises: A springboard perspective3,117 cited
  • 2003Institutional Transitions and Strategic Choices2,878 cited
  • 1999Organizational Legitimacy Under Conditions of Complexity: The Case of the Multinational Enterprise2,426 cited
  • 1999Transnational Transfer of Strategic Organizational Practices: A Contextual Perspective2,231 cited
  • 2006Dragon multinationals: New players in 21st century globalization1,881 cited
  • 2008Corporate Governance in Emerging Economies: A Review of the Principal–Principal Perspective1,814 cited
  • 2001Distance still matters. The hard reality of global expansion.1,624 cited
  • 1998National Cultural Distance and Cross-Border Acquisition Performance1,119 cited
  • 2002Institutional, Cultural and Transaction Cost Influences on Entry Mode Choice and Performance932 cited
  • 1997The technological competencies of the world's largest firms: Complex and path-dependent, but not much variety919 cited
  • 2008Why do Chinese firms tend to acquire strategic assets in international expansion?901 cited
  • 2004DISTANCE MATTERS: LIABILITY OF FOREIGNNESS, INSTITUTIONAL DISTANCE AND OWNERSHIP STRATEGY

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805 cited
  • 2004Theoretical foundations of cross-border mergers and acquisitions: A review of current research and recommendations for the future763 cited
  • 2009Do international acquisitions by emerging-economy firms create shareholder value? The case of Indian firms607 cited
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