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Between a rock and a hard place: Internal- and external institutional fit of MNE subsidiary political strategy in contexts of institutional upheaval
16 references·4 citing·28 second hop
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References

  • 1984Case Study Research: Design and Methods81,948 cited
  • 1994Qualitative Data Analysis: An Expanded Sourcebook48,401 cited
  • 1991Case Study Research: Design and Methods39,535 cited
  • 1997Dynamic capabilities and strategic management34,723 cited
  • 1990Institutions, Institutional Change and Economic Performance32,644 cited
  • 1991Institutions, Institutional Change and Economic Performance24,871 cited
  • 1991The Competitive Advantage of Nations17,449 cited
  • 1990The Competitive Advantage of Nations15,647 cited
  • 2009Building theories from case study research11,299 cited
  • 1996Trust: The Social Virtues and the Creation of Prosperity10,500 cited
  • 2001Varieties of Capitalism8,743 cited
  • 1996Exploring internal stickiness: Impediments to the transfer of best practice within the firm7,834 cited
  • 2003Varieties of Capitalism: The Institutional Foundations of Comparative Advantage7,510 cited
  • 2003Institutional Transitions and Strategic Choices2,878 cited
  • 2002ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.2,682 cited

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2003
Social Research Methods
2,543 cited

Cited by

  • 2020Mobilizing Against the Antiglobalization Backlash: An Integrated Framework for Corporate Nonmarket Strategy40 cited
  • 2020How does experience change firms' foreign investment decisions to non-market events?40 cited
  • 2023The antecedents of MNC political risk and uncertainty under right-wing populist governments35 cited
  • 2021State-Owned Enterprises as Institutional Actors: A Hybrid Historical Institutionalist and Institutional Work Framework32 cited