The DOI matches its Crossref record; 7 of the 7 references it cites were found in a registry or an index.
Resource-Based Advantages in an International Context†
Abstract
How universal are resource-based advantages? In this study, the authors suggest that differences in nations' institutional environments may influence the applicability of resource-based advantages; for this reason, the effectiveness of such advantages may vary cross-nationally. They hypothesize and find that adding the moderating influence of national institutional environment to a resource-based perspective better explains strategic decisions (entry mode choice) in an international context than does a mere resource-based approach. The analysis also shows that decisions predicted by a model incorporating both perspectives yield better subsidiary performance. Thus, results suggest that, at least in an international setting, resource-based advantages appear to be context specific. Based on these results, the authors conclude that considering country-specific contextual influences on the value of resource-based advantages allows firms to make strategic decisions that improve international subsidiary performance.
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Citations
Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
Institutions, Institutional Change and Economic Performance
North, D. C. (1990) · doi:10.1017/cbo9780511808678 · Cited by 32,691
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942
Self-Reports in Organizational Research: Problems and Prospects
Podsakoff, P. M., & Organ, D. W. (1986) · Journal of Management · doi:10.1177/014920638601200408 · Cited by 17,102
STRATEGY IN EMERGING ECONOMIES.
Hoskisson, R. E., Eden, L., Lau, C. M., & Wright, M. (2000) · Academy of Management Journal · doi:10.2307/1556394 · Cited by 3,835
Eisenhardt, K. M., & Schoonhoven, C. B. (1996) · Organization Science · doi:10.1287/orsc.7.2.136 · Cited by 2,672 · cited 8×
“Firm-specific resources consist of unique tangible and intangible assets (Eisenhardt & Schoonhoven, 1996), such as product training, new product development skills, and slack resources (Combs & Ketchen, 1999; Wernerfelt, 2005).”
BackgroundInfluentialChoice Between Non-Equity Entry Modes: An Organizational Capability Perspective
Krishna Erramilli, M., Agarwal, S., & Dev, C. S. (2002) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8491014 · Cited by 243
Cited by
Schilke, O., Hu, S., & Helfat, C. E. (2018) · Academy of Management Annals · doi:10.5465/annals.2016.0014 · Cited by 1,226
Regulatory Uncertainty: A Reason to Postpone Investments? Not Necessarily
Hoffmann, V. H., Trautmann, T., & Hamprecht, J. (2009) · Journal of Management Studies · doi:10.1111/j.1467-6486.2009.00866.x · Cited by 169
Metadata
- Authors
- Brouthers, K. D., Brouthers, L. E., & Werner, S.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2007-12-19
- Volume
- 34
- Issue
- 2
- Pages
- 189-217
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W2117709064
- Cited by
- 287
- References
- 7
- FWCI
- 24.85
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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