Acquisitions by EMNCs in Developed Markets
Tóm tắt
Từ khóa
Tài liệu tham khảo
Athreye, S., & Godley, A. (2009). Internationalization and technological leapfrogging in the pharmaceutical industry.Industrial and Corporate Change, 18(2), 295–323.
Barkema, H. G., & Drogendijk, R. (2007). Internationalising in small, incremental or larger steps?Journal of International Business Studies, 38(7), 1132–1148.
Barkema, H. G., & Vermeulen, F. (1998). International expansion through start-up or acquisition: A learning perspective.Academy of Management Journal, 41(1), 7–26.
Bartlett, C. A., & Ghoshal, S. (2000). Going global. Lessons from late movers.Harvard Business Review, 78(2), 132–142.
Blomstrom, M., & Kokko, A. (2001). Foreign direct investment and spillovers of technology.International Journal of Technology Management, 22(5/6), 435–454.
Bowen, H. P., Leamer, E. E., & Sveikauskas, L. (1987). Multicountry, multifactor tests of the factor abundance theory.The American Economic Review, 77(5), 791–809.
Buckley, P. J., & Ghauri, P. N. (2002).International mergers and acquisitions: A reader. London: Thomson Learning.
Buckley, P. J., Clegg, L. J., Cross, A. R., Liu, X., Voss, H., & Zheng, P. (2007). The determinants of Chinese outward foreign direct investment.Journal of International Business Studies, 38, 499–518.
Cantwell, J. A., & Barnard, H. (2008). Do firms from emerging markets have to invest abroad? Outward FDI and the competitiveness of firms. In K. P. Sauvant (Ed.),The rise of transnational corporations from emerging markets. Threat or opportunity? (pp. 55–85). Cheltenham: Elgar.
Cantwell, J. A., & Janne, O. E. M. (1999). Technological globalization and innovative centres: The role of corporate technological leadership and locational hierarchy.Research Policy, 28(2/3), 119–144.
Capron, L. (1999). The long-term performance of horizontal acquisitions.Strategic Management Journal, 20(11), 987–1018.
Chittoor, R., Sarkar, M., Ray, S., & Aulakh, P. S. (2009). Third-World copycats to emerging multinationals: Institutional changes and organizational transformation in the Indian pharmaceutical industry.Organization Science, 20(1), 187–205.
Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective of learning and innovation.Administrative Science Quarterly, 35(1), 128–152.
Cuervo-Cazurra, A. (2007). Sequence of value-added activities in the multinationalization of developing country firms.Journal of International Management, 13(3), 258–277.
Cui, L., & Jiang, F. (2009). Behind ownership decision of Chinese outward FDI: Resources and institutions.Asia Pacific Journal of Management, 27(4), 751–774.
de Soto, H. (2000).The mystery of capital: Why capitalism triumphs in the west and fails everywhere else. New York: Basic Books.
Deng, P. (2003). Foreign investment by multinational from emerging countries: The case of China.Journal of Leadership & Organizational Studies, 10(2), 113–124
Dunning, J. H. (1992).Multinational enterprise and the global economy. Wokingham: Addison-Wesley.
Dunning, J. H. (2006). Comment on dragon multinationals: New players in 21st century globalization.Asia Pacific Journal of Management, 23(2), 139–141.
Dunning, J. H., & Lundan, S. (2007).Multinational enterprises and the global economy (2nd ed.). Cheltenham: Elgar.
Duysters, G., Jacob, J., Lemmens, C., & Jintian, Y. (2009). Internationalization and technological catching up of emerging multinationals: A comparative case study of China’s Haier group.Industrial and Corporate Change, 18(2), 325–349.
Elango, B., & Pattnaik, C. (2007). Building capabilities for international operations through networks: A study of indian firms.Journal of International Business Studies, 38(4), 541–555.
Gavetti, G., & Levinthal, D. A. (2000). Looking forward and looking backward: Cognitive and experiential search.Administrative Science Quarterly, 45(1), 113–137.
Graebner, M. E. (2004). Momentum and serendipity: How acquired leaders create value in the integration of technology firms.Strategic Management Journal, 25(8/9), 751–777.
Haleblian, J., & Finkelstein, S. (1999). The influence of organizational acquisition experience on acquisition performance: A behavioral learning perspective.Administrative Science Quarterly, 44(1), 29–56.
Haunschild, P. R. (1994). How much is that company worth? Interorganization relationships, uncertainty and acquisition premiums.Administrative Science Quarterly, 39(3), 391–411.
Hitt, M., Harrison, J., Ireland, R. D., & Best, A. (1998). Attributes of successful and unsuccessful acquisitions of US firms.British Journal of Management, 9(2), 91–114.
Hitt, A. M., Dacin, T. M., Levitas, E., Arregle, J. L., & Borza, A. (2000). Partner selection in emerging and developed market contexts: Resource-based and organizational learning perspectives.Academy of Management Journal, 43(3), 449–467.
Hitt, M. A., Li, H., & Worthington, W. J. (2005). Emerging markets as learning laboratories: Learning behaviors of local firms and foreign entrants in different institutional contexts.Management and Organization Review, 1(3), 353–380.
van Hoesel, R. (1999).New multinational enterprises from Korea and Taiwan: Beyond export-led growth. New York: Routledge.
Hofstede, G. (2001).Culture’s consequences: International differences in work related values. Thousand Oaks: Sage.
Hong, E., & Sun, L. (2006). Dynamics of internationalization and outward investment: Chinese corporations’ strategies.The China Quarterly, 187, 610–634.
IMF (2004).Revision of the balance of payments manual (annotated outline) (5th ed.). Washington: IMF.
Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm: A model of knowledge development and increasing foreign market commitments.Journal of International Business Studies, 8(1), 23–32.
Johanson, J., & Vahlne, J. E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership.Journal of International Business Studies, 40(9), 1411–1431.
Kalotay, K. (2008). Russian transnational and international investments paradigms.Research in International Business and finance, 22(2), 85–107.
Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode.Journal of International Business Studies, 19(3), 411–432.
Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization.Organizational Science, 10(1), 1–26.
Li, P. P. (2007). Toward an integrated theory of multinational evolution: The evidence of Chinese multinational enterprises as latecomers.Journal of International Management, 13(3), 296–318.
London, T., & Hart, S. L. (2004). Reinventing strategies for emerging markets: Beyond the transnational model.Journal of International Business Studies, 35(5), 350–370.
Luo, Y., & Peng, M. W. (1999). Learning to compete in a transition economy: Experience, environment, and performance.Journal of International Business Studies, 30(2), 269–296.
Luo, Y., & Tung, R. L. (2007). International expansion of emerging market enterprises: A springboard perspective.Journal of International Business Studies, 38(4), 481–498.
Makino, S., Lau, C. M., & Yeh, R. S. (2002). Asset-exploitation versus asset-seeking: Implications for location choice of foreign direct investments from newly industrialized economies.Journal of International Business Studies, 33(3), 403–421.
March, J. G. (1991). Exploration and exploitation in organizational learning.Organization Science, 2(1), 71–87.
Mathews, J. A. (2006). Dragon multinationals: New players in 21th century globalization.Asia Pacific Journal of Management, 23, 5–27.
Moon, H. C., & Roehl, T. W. (2001). Unconventional foreign direct investment and the imbalance theory.International Business Review, 10(2), 197–215.
Morosini, P., Scott, S., & Habir, H. (1998). National cultural distance and cross-border acquisition performance.Journal of International Business Studies, 29(1), 137–158.
Peng, M. W., Wang, D. Y. L., & Jiang, Y. (2008). An institution-based view of international business strategy: A focus on emerging economies.Journal of International Business Studies, 39(5), 920–936.
Pennings, J. M., Barkema, H. G., & Douma, S. W. (1994). Organizational learning and diversification.Academy of Management Journal, 37(3), 608–640.
Ramamurti, R. (2009). What have we learned about emerging-market MNEs? In: Ramamurti, R., Sing, J. V (Eds.),Emerging multinational from emerging markets. Cambridge: Cambridge University Press.
Rugman, A. M., & Li, J. (2007). Will China’s multinationals succeed globally or regionally?European Management Journal, 25(5), 333–343.
Rui, H., & Yip, G. S. (2008). Foreign acquisitions by Chinese firms: A strategic intent perspective.Journal of World Business, 43(2), 213–226.
Rumelt, R. P. (1974).Strategy, structure, and economic performance. Cambridge: Harvard University Press.
Sauvant, K. P. (2008).The rise of transnational corporations from emerging markets. Threat or opportunity? Cheltenham: Elgar.
Singh, H., & Montgomery, C. (1987). Corporate acquisition strategies and economic performance.Strategic Management Journal, 8(4), 377–386.
Thomas, D. E., Eden, L., Hitt, M. A., & Miller, S. R. (2007). Experience of emerging market firms: The role of cognitive bias in developed market entry and survival.Management International Review, 47(6), 845–867.
UNCTAD (2011).Global investment trends monitor. New York and Geneva: United Nations Conference on Trade and Development.
Wright, M., Filatotchev, I., Hoskisson, R. E., & Peng, M. W. (2005). Strategy research in emerging economies: Challenging the conventional wisdom.Journal of Management Studies, 42(1), 1–33.
Zahra, S., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension.Academy of Management Review, 27(2), 185–203.