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Global Strategic Management
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Global Strategic Management (1984)Global Strategic ManagementOutsourcing to emerging markets: Theoretical perspectives and policy implications (2009)Outsourcing to emerging marke…Impact of government export assistance on internationalization of SMEs from developing nations (2009)Impact of government export a…Reassessing (home-)regionalisation (2008)Reassessing (home-)regionalis…Strategies for internationalisation within SMEs: the key role of the owner‐manager (2002)Strategies for internationali…Form of investment by Nordic firms in world markets (2002)Form of investment by Nordic …Ownership Structure in Foreign Direct Investment Projects (2001)Ownership Structure in Foreig…The entry mode choice of MNEs: an evolutionary approach (1998)The entry mode choice of MNEs…Structural Stability and Reconfiguration of International Joint Ventures (1998)Structural Stability and Reco…Foreign Market Entry Mode Choice of Service Firms: A Contingency Perspective (1998)Foreign Market Entry Mode Cho…Explaining export development through psychic distance: enlightening or elusive? (1998)Explaining export development…Client-Following and Market-Seeking Strategies in the Internationalization of Service Firms (1998)Client-Following and Market-S…Assessing Product-Market Diversification of U.S. Firms (1997)Assessing Product-Market Dive…Ownership Strategy for a Foreign Affiliate: An Empirical Investigation of Japanese Firms (1996)Ownership Strategy for a Fore…Uncertainty and foreign direct investment: the role of moderators (1995)Uncertainty and foreign direc…Socio-Cultural Distance and the Choice of Joint Ventures: A Contingency Perspective (1994)Socio-Cultural Distance and t…International Strategies of Non-Dominant Firms (1986)International Strategies of N…The Confucius connection: From cultural roots to economic growth (1988)The Effect of National Culture on the Choice of Entry Mode (1988)Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature (2007)Multinational Enterprise and Economic Analysis (2007)The interactions of institutions on foreign market entry mode (2014)International strategy: From local to global and beyond (2015)THE INTERNATIONALIZATION OF THE FIRM ? FOUR SWEDISH CASES (1975)The Internationalization Process of the Firm—A Model of Knowledge Development and Increasing Foreign Market Commitments (1977)Does psychic distance moderate the market size–entry sequence relationship? (2008)Psychic Distance: Antecedents, Retail Strategy Implications, and Performance Outcomes (2008)Equity-based entry modes of emerging country multinationals: Lessons from Turkey (2009)Culture's Consequences: International Differences in Work-Related Values (1981)Culture's Consequences: International Differences in Work-Related Values. (1983)A resource‐based view of the firm (1984)Learning about the institutional environment (2004)Perceptions of Institutional Environment and Entry Mode (2010)Why the Home Region Matters: Location and Regional Multinationals (2012)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Competitive Advantage of Nations (1991)Compositional gaps and downward spirals in international joint venture management groups (2001)Why Do Some Strategic Alliances Persist beyond Their Useful Life? (2001)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)On the future of international joint venture research (2019)The Future of the Multinational Enterprise (1976)Factors affecting perceptions of the choice between acquisition and greenfield entry: The case of Western FDI in an emerging market (2008)Disentangling the Roles of International Experience and Distance in Establishment Mode Choice (2011)International Establishment Mode Choice: Past, Present and Future (2015)Culture's Consequences (2018)An Evolutionary Theory of Economic Change. (1983)Globalization of Services (2000)Social capital dynamics and foreign market entry (2008)The role of market orientation, relational capital, and internationalization speed in foreign market exit and re-entry decisions under turbulent conditions (2018)Business policy: text and cases (1973)Unconventional foreign direct investment and the imbalance theory (2001)Leaders, laggards, and the pursuit of foreign knowledge (2005)Does bribery in the home country promote or dampen firm exports? (2013)Transaction-Cost Economics: The Governance of Contractual Relations (1979)Market selection for international expansion (2007)Firm-Specific Assets, Multinationality, and Financial Performance: A Meta-analytic Review and Theoretical Integration (2011)The Costs and Benefits of Ownership: A Theory of Vertical and Lateral Integration (1986)Corruption and the Composition of Foreign Direct Investment: Firm-Level Evidence (2000)Who is afraid of political risk? Multinational firms and their choice of capital structure (2010)The Role of the Investment Climate and Tax Incentives in the Foreign Direct Investment Decision: Evidence from South Africa (2011)Entry Mode Choice of SMEs in Central and Eastern Europe (2002)An empirical examination of factors influencing the internationalization of service firms (2003)Choice of foreign market entry mode in service firms (2006)
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  • 1994Socio-Cultural Distance and the Choice of Joint Ventures: A Contingency Perspective290 cited
  • 1998Foreign Market Entry Mode Choice of Service Firms: A Contingency Perspective280 cited
  • 1996Ownership Strategy for a Foreign Affiliate: An Empirical Investigation of Japanese Firms229 cited
  • 1998Explaining export development through psychic distance: enlightening or elusive?219 cited
  • 2001Ownership Structure in Foreign Direct Investment Projects192 cited
  • 1998Structural Stability and Reconfiguration of International Joint Ventures172 cited
  • 1998The entry mode choice of MNEs: an evolutionary approach161 cited
  • 2002Form of investment by Nordic firms in world markets157 cited
  • 1998Client-Following and Market-Seeking Strategies in the Internationalization of Service Firms153 cited
  • 1986International Strategies of Non-Dominant Firms146 cited
  • 2009Impact of government export assistance on internationalization of SMEs from developing nations141 cited
  • 1995Uncertainty and foreign direct investment: the role of moderators140 cited
  • 2002Strategies for internationalisation within SMEs: the key role of the owner‐manager137 cited
  • 1997Assessing Product-Market Diversification of U.S. Firms

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136 cited
  • 2009Outsourcing to emerging markets: Theoretical perspectives and policy implications132 cited
  • 2008Reassessing (home-)regionalisation132 cited