PT	AU	AF	CA	TI	SO	SE	LA	DT	DE	ID	AB	C1	RP	EM	CR	NR	TC	PU	PI	PA	SN	J9	JI	PD	PY	VL	IS	PN	SU	SI	BP	EP	AR	DI	PG	SC	GA	UT
J	Verlegh, PWJ	Verlegh, Peeter W. J.		Home country bias in product evaluation: the complementary roles of economic and socio-psychological motives	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	consumer ethnocentrism; international marketing; ingroup bias; social identity theory	CONSUMER ATTITUDES; ANIMOSITY MODEL; FOREIGN; ORIGIN; SITUATION; CETSCALE; IMAGE	Consumers often are positively biased in their evaluations of domestic products vs foreign alternatives. This study establishes economic and socio-psychological motives for this home country bias. Building on social identity theory, this paper shows that home country bias is in part driven by a need for self-enhancement. This influence is stronger for consumers who identify more strongly with their own country, and is complementary to the effect of consumer ethnocentrism, which provides an economic motivation for home country bias. The framework is supported in empirical studies conducted in the Netherlands and in th e USA.	Erasmus Univ, Dept Mkt Management, RSM, NL-3000 DR Rotterdam, Netherlands	Verlegh, PWJ, Erasmus Univ, Dept Mkt Management, RSM, POB 1738, NL-3000 DR Rotterdam, Netherlands	pverlegh@rsm.nl	ALDEN DL, 1999, J MARKETING, V63, P75; ASKEGAARD S, 1998, EUROPEAN ADV CONSUME, V3, P50; ASKEGAARD S, 2005, J CONSUM RES, V32, P160; BAGOZZI RP, 1990, J CONSUM RES, V17, P127; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BATRA R, 2000, J CONSUM PSYCHOL, V9, P83; BAUMGARTNER H, 1996, INT J RES MARK, V13, P139; BILLIG M, 1995, BANAL NATL; BREWER MB, 1979, PSYCHOL BULL, V86, P307; CIALDINI RB, 1976, J PERS SOC PSYCHOL, V34, P366; CINNIRELLA M, 1997, BRIT J SOC PSYCHOL 1, V36, P19; CROCKER J, 1987, J PERS SOC PSYCHOL, V52, P907; DOOSJE B, 1998, J PERS SOC PSYCHOL, V75, P872; DUCKITT J, 1998, J PERS SOC PSYCHOL, V74, P80; ELLEMERS N, 1993, J PERS SOC PSYCHOL, V64, P766; ELLIOTT GR, 1994, J INT MARKETING, V2, P49; ENGEL JF, 1995, CONSUMER BEHAV; FEATHER NT, 1981, J PERS SOC PSYCHOL, V40, P1017; FORNELL C, 1981, J MARKETING RES, V18, P39; FRANK D, 1999, BUY AM; GER G, 1999, ADV CONSUM RES, V26, P165; GER G, 1999, CALIF MANAGE REV, V41, P64; GIDDENS A, 1981, CONT CRITIQUE HIST M; HERCHE J, 1992, J ACAD MARKET SCI, V20, P261; HEWSTONE M, 2002, ANNU REV PSYCHOL, V53, P575; KLEIN JG, 1998, J MARKETING, V62, P89; KLEIN JG, 2002, J INT BUS STUD, V33, P345; MACKIE DM, 1998, PSYCHOL REV, V105, P499; NETEMEYER RG, 1991, J MARKETING RES, V28, P320; NIJSSEN EJ, 2004, INT J RES MARK, V21, P23; OKECHUKU C, 1999, J INT BUS STUD, V30, P611; ORLOVE B, 1997, ALLURE FOREIGN IMPOR, P1; PAPADOPOULOS N, 1990, INT J RES MARK, V7, P283; PENALOZA L, 1994, J CONSUM RES, V21, P32; ROTH MS, 1992, J INT BUS STUD, V23, P477; SARASON IG, 1975, J PERS SOC PSYCHOL, V32, P199; SHIMP TA, 1987, J MARKETING RES, V24, P280; STEENKAMP JBE, 2003, J INT BUS STUD, V34, P1; STEENKAMP JBEM, 1999, J MARKETING, V63, P55; TAJFEL H, 1978, DIFFERENTIATION SOCI, P61; TURNER JC, 1999, SOCIAL IDENTITY CONT, P6; VERLEGH PWJ, 1999, J ECON PSYCHOL, V20, P521; VERLEGH PWJ, 2005, INT J RES MARK, V22, P127	43	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				361	373			13	Business; Management	165DC	ISI:000246283100001
J	Ellis, PD	Ellis, Paul D.		Distance, dependence and diversity of markets: effects on market orientation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	market orientation; exporting; market diversity	PERFORMANCE RELATIONSHIP; ORGANIZATIONAL PERFORMANCE; BUSINESS PROFITABILITY; BILATERAL TRADE; FIRMS; ENVIRONMENT; INTERNATIONALIZATION; CONSEQUENCES; METAANALYSIS; ANTECEDENTS	An inconsistent pattern of findings drawn from past research on the market orientation-performance relationship hints at the presence of extraneous sources of influence relating to geographical factors. This paper makes an initial step towards explaining these inconsistencies by advancing propositions linking market orientation with the location of the firm's marketing activities. Data from an exploratory study conducted within a small trade-dependent economy support the idea that the development of a market orientation is hindered to the extent to which a firm is dependent on diverse and distant foreign markets.	Hong Kong Polytech Univ, Dept Management & Mkt, Kowloon, Hong Kong, Peoples R China	Ellis, PD, Hong Kong Polytech Univ, Dept Management & Mkt, Kowloon, Hong Kong, Peoples R China	mspaul@polyu.edu.hk	*BUR FOR TRAD, 2004, TRAD STAT; *CIA, 2005, WORLD FACTB; ATUAHENEGIMA K, 2001, ORGAN SCI, V12, P54; AULAKH PS, 2000, ACAD MANAGE J, V43, P342; BAKER WE, 1999, J ACAD MARKET SCI, V27, P411; BALABANIS G, 1997, EUR J MARKETING, V31, P583; BARRERAMERA B, 1998, NEUROSCI BIOBEHAV R, V23, P1; BECKERMAN W, 1956, REV ECON STAT, V38, P31; BENITO GRG, 1992, J INT BUS STUD, V23, P461; CADOGAN JW, 2002, J INT BUS STUD, V33, P615; CHANIAS AK, 1998, ADAPT PHYS ACT Q, V15, P119; CLARK XM, 2004, J DEV ECON, V75, P417; DEARDORFF AV, 1998, REGIONALIZATION WORL, P7; DOW D, 2000, J INT MARKETING, V8, P51; ELLIS P, 2001, INT BUSINESS REV, V10, P235; ELLIS P, 2001, J MARKETING RES, V38, P119; ELLIS P, 2005, EUR J MARKETING, V39, P629; ELLIS PD, 2003, J MANAGE STUD, V40, P1677; ELLIS PD, 2006, J MANAGE STUD, V43, P1089; GERBING DW, 1988, J MARKETING RES, V25, P186; GOULD DM, 1994, REV ECON STAT, V76, P302; GRAY B, 1998, EUR J MARKETING, V32, P884; GREENLEY GE, 1995, BRIT J MANAGE, V6, P1; HARRIS LC, 2001, J BUS RES, V51, P157; HOMBURG C, 2000, J MARKETING RES, V37, P449; HOOLEY G, 2000, J BUS RES, V50, P273; JAWORSKI BJ, 1993, J MARKETING, V57, P53; JOHANSON J, 1975, J MANAGE STUD, V12, P305; KELLY E, 1985, BUSINESS Q, V50, P36; KOHLI AK, 1990, J MARKETING, V54, P1; KUMAR K, 1998, J MANAGE, V24, P201; KWON YC, 2000, INT BUSINESS REV, V9, P61; MATSUNO K, 2000, J ACAD MARKET SCI, V28, P527; NARVER JC, 1990, J MARKETING, V54, P20; PELHAM AM, 1996, J ACAD MARKET SCI, V24, P27; PELHAM AM, 1999, J BUS RES, V45, P33; PITT L, 1996, INT MARKET REV, V13, P5; ROSE GM, 2002, J BUS RES, V55, P217; SELNES F, 1996, SCANDINAVIAN J MANAG, V12, P139; SHAPIRO BP, 1988, HARVARD BUS REV, V66, P119; SHARMA A, 1992, J ACAD MARKET SCI, V20, P1; SHENKAR O, 1994, INT STUDIES MANAGEME, V24, P9; SINGH S, 2003, J GLOB MARK, V16, P73; SLATER SF, 1994, J MARKETING, V58, P46; SLATER SF, 1995, J MARKETING, V59, P63; SLATER SF, 2000, J BUS RES, V48, P69; SUBRAMANIAN R, 2001, J BUS RES, V53, P1; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; VERWAAL E, 2002, J INT BUS STUD, V33, P603; VOSS GB, 2000, J MARKETING, V64, P67; WONG PLK, 2002, J INT BUS STUD, V33, P267; WORTZEL LH, 1983, MANAGE INT REV, V23, P72	53	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				374	386			13	Business; Management	165DC	ISI:000246283100002
J	Mathews, JA; Zander, I	Mathews, John A.; Zander, Ivo		The international entrepreneurial dynamics of accelerated internationalisation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	international entrepreneurship; IED; born globals; OLI; accelerated internationalisation	BUSINESS RESEARCH; MULTINATIONAL-ENTERPRISE; ORGANIZATIONAL FORMS; ECLECTIC PARADIGM; MARKET ENTRY; INDUSTRY; FIRMS; VENTURES; KNOWLEDGE; NETWORK	The initial stages of internationalisation, prior to firms having established their definitive sources of advantage, remain the relatively unexplored area of the international business (IB) literature. At these early stages, where firms are seeking to establish themselves, and new multinational firms are appearing to exploit new opportunities created by globalisation, the entrepreneurial aspects of internationalisation come to the fore. In this paper we aim to delineate an emerging field of IB scholarship: we use the appearance of international new ventures, and the phenomenon of accelerated internationalisation that they feature, to identify a set of issues that has slipped through the net of some of the existing IB frameworks. We propose that the salient features of accelerated and early internationalisation by the newly internationalising firm are best captured in a framework that is found at the intersection of entrepreneurial and internationalisation perspectives, which we propose be known as international entrepreneurial dynamics. We discuss such a framework in terms of entry points and pathways mapped by firms as they probe the IB arena, and the key factors that impinge on behaviour and strategic choices. In line with recent developments in the entrepreneurship literature, these are grouped into three milestones of entrepreneurial processes that extend across national boundaries: (1) the discovery of new opportunities; (2) the deployment of resources in the exploitation of these opportunities; and (3) the engagement with competitors. Implications for MNE and internationalisation theory are discussed.	Macquarie Univ, Macquarie Grad Sch Management, N Ryde, NSW 2109, Australia; Uppsala Univ, Uppsala, Sweden	Mathews, JA, Macquarie Univ, Macquarie Grad Sch Management, N Ryde, NSW 2109, Australia	john.mathews@mq.edu.au	*UNCTAD, 2003, WORLD INV REP FDI PO; ACS Z, 2003, J INT ENTREPRENEURSH, V1, P5; ALDRICH HE, 1981, HDB ORG DESIGN, P385; ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645; ALDRICH HE, 1999, ORG EVOLVING; ANDERSSON S, 2003, J INT ENTREPRENEURSH, V1, P249; ARDICHVILI A, 2003, J BUS VENTURING, V18, P105; BARTLETT CA, 1989, MANAGING BORDERS TRA; BARTRAM ME, 2000, MRS INTERNET J N S R, V5; BLOODGOOD JM, 1996, ENTREP THEORY PRACT, V20, P61; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; BURTON DM, 2001, ENTREPRENEURSHIP DYN, P13; BUSENITZ LW, 2000, ACAD MANAGE J, V43, P994; BUTLER JE, 1991, ENTREP REGION DEV, V3, P1; CALOF JL, 1995, INT BUSINESS REV, V4, P115; CHEN HM, 1998, J INT BUS STUD, V29, P445; CHETTY S, 2004, J INT MARKETING, V12, P57; 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WELCH LS, 1988, J GEN MANAGE, V14, P34; WEST J, 2001, N9602039 HARV BUS SC; WILKINS M, 1991, GROWTH MULTINATIONAL; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WRIGHT RW, 2003, J INT ENTREPRENEURSH, V1, P135; YEUNG H, 1999, INT J URBAN REGIONAL, V23, P88; YOUNG S, 2003, J INT ENTREPRENEURSH, V1, P31; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZAHRA SA, 2005, INT BUS REV, V14, P129; ZAHRA SA, 2005, J INT BUS STUD, V36, P20; ZANDER I, 2004, J INT MANAGEMENT, V10, P151	125	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				387	403			17	Business; Management	165DC	ISI:000246283100003
J	Lazarova, MB; Cerdin, JL	Lazarova, Mila B.; Cerdin, Jean-Luc		Revisiting repatriation concerns: organizational support versus career and contextual influences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	repatriation retention; organizational support; career activism	BOUNDARYLESS CAREER; KNOWLEDGE TRANSFER; INTERNATIONAL ASSIGNMENT; CORPORATE-EXECUTIVES; EMPLOYEE TURNOVER; EXPATRIATE; MODEL; EXPECTATIONS; ADJUSTMENT; EXPERIENCE	This paper reviews and integrates two perspectives on repatriate retention: a traditional one, which suggests that the main determinant of repatriate retention is the availability of repatriation support programs; and an emerging one, which focuses on individual career activism in a changing employment context. Results of a study of 133 expatriates from 14 MNCs indicate that both views contribute to our understanding of repatriate retention. Building on the results of our study, we put forward a framework to guide future research.	Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada; ESSEC Business Sch, Cergy Pontoise, France	Lazarova, MB, Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada	mbl@sfu.ca	*CEND MOB, 2002, 2002 WORLDW BENCHM S; *GMAC GLOB REL SER, 2004, GLOB REL TRENDS 2003; ABUEVA R, 2000, NY TIMES        0517, E1; ADLER NJ, 2002, INT DIMENSIONS ORG B; ANTAL AB, 2001, J GEN MANAGE, V26, P62; ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P1; ARTHUR MB, 1996, BOUNDARYLESS CAREER; ARTHUR MB, 2004, J ORGAN BEHAV, V25, P1; BALL BJ, 1999, WALL STREET J   0824, B1; BARTLETT CA, 1998, MANAGING BORDERS TRA; BARUCH Y, 2002, HUM RESOURCE MANAGE, V41, P239; BAUGHN CC, 1995, EXPATRIATE MANAGEMEN, P215; BENDER S, 2000, J KNOWLEDGE MANAGEME, V4, P125; BHUIAN SN, 1996, INT J ORG ANAL, V4, P393; BILLINGS R, 1983, P 26 ANN C MIDW AC M, P18; BIRD A, 2001, DEV GLOBAL BUSINESS, P19; BLACK JS, 1991, J INT BUS STUD, V22, P671; BLACK JS, 1992, GLOBAL ASSIGNMENTS S; BLACK JS, 1992, HUM RELAT, V45, P177; BLACK JS, 1994, HUM RELAT, V47, P1489; BLACK JS, 1999, GLOBALIZING PEOPLE I; BONACHE J, 2001, THUNDERBIRD INT BUSI, V43, P145; BONACHE J, 2001, THUNDERBIRD INT BUSI, V43, P3; BRISCOE JP, 2006, J VOCAT BEHAV, V69, P1; BROUSSEAU KR, 1996, ACAD MANAGEMENT EXEC, V10, P52; BYRNE BM, 2001, STRUCTURAL EQUATION; CALIGIURI P, 2001, HUMAN RESOURCE PLANN, V24, P27; CALIGIURI PM, 2001, DEV GLOBAL BUSINESS, P243; CARPENTER MA, 2001, ACAD MANAGE J, V44, P493; CERDIN J, 2003, BETA SCANDINAVIAN J, V17, P48; CERDIN JL, 2001, REV GESTION RESSOURC, V42, P39; CRAMPTON SM, 1994, J APPL PSYCHOL, V79, P67; DAILY CM, 2000, STRATEGIC MANAGE J, V21, P515; DANY F, 2003, INT J HUM RESOUR MAN, V14, P705; DANY F, 2003, INT J HUM RESOUR MAN, V14, P821; DELERY JE, 1998, HUM RESOUR MANAGE R, V8, P289; DOWNES M, 1999, HUMAN RESOURCE PLANN, V22, P33; DOWNES M, 2000, J MANAGERIAL ISSUES, V12, P131; EDWARDS RL, 2004, EXP MECH, V44, P49; ENGEN J, 1995, TRAINING, V32, P37; ERICSSON KA, 1980, PSYCHOL REV, V87, P3; FELDMAN JM, 1988, J APPLIED PSYCHL, V73, P421; FENBY J, 2000, MANAGE TODAY     JUL, P48; FORSTER N, 1994, INT J HUM RESOUR MAN, V5, P405; GOMEZMEJIA L, 1987, J MANAGEMENT DEV, V6, P7; GREGERSEN HB, 1997, PERS PSYCHOL, V50, P635; GRIFFETH R, 2004, INNOVATIVE THEORY EM; GULLAHORN JT, 1963, J SOC ISSUES, V19, P33; HALL DT, 1996, CAREER DEAD LONG LIV; HARPAZ I, 1996, HDB INT MANAGEMENT R, P37; HARVEY MC, 1982, COLUMBIA J WORLD BUS, V17, P53; HARVEY MG, 1989, J INT BUS STUD, V20, P131; HARZING A, 1995, INT J HUM RESOUR MAN, V6, P457; HOCKING JB, 2004, INT J HUM RESOUR MAN, V15, P565; INKSON K, 1997, J WORLD BUS, V32, P351; INKSON K, 2001, ORGAN DYN, V30, P48; JANA R, 2000, INFOWORLD, V22, P100; KAMOCHE K, 1997, INT J HUM RESOUR MAN, V8, P213; KENDALL DW, 1981, BUS HORIZONS, V24, P21; KOSTOVA T, 2003, ACAD MANAGE REV, V28, P297; KRAIMER M, 2004, 64 ANN AC MAN M NEW; KRIEGER WD, 1995, THESIS NEW YORK U; LAZAROVA M, 2001, J WORLD BUS, V36, P389; LAZAROVA M, 2005, J WORLD BUS, V40, P361; LEVY O, 1999, ANN M ACAD MAN 59 AO; LINEHAN M, 2002, INT J HUM RESOUR MAN, V13, P254; MCCALL MW, 2002, DEV GLOBAL EXECUTIVE; MICHAELS CE, 1982, J APPL PSYCHOL, V67, P53; MOBLEY WH, 1979, PSYCHOL BULL, V86, P493; MORLEY M, 2004, THUNDERBIRD INT BUSI, V46, P633; MOWDAY RT, 1984, ACAD MANAGE J, V27, P79; NISBET RE, 1977, PSYCHOL REV, V84, P3; OCONNOR R, 2002, HR MAGAZINE, V47, P101; OSLAND J, 1995, ADVENTURE WORKING AB; OSULLIVAN SL, 2002, INT J MANPOWER, V23, P597; PAIK Y, 2002, INT J MANPOWER, V23, P635; PEDHAZUR EJ, 1997, MULTIPLE REGRESSION; PELTONEN T, 1993, EUROPEAN MANAGEMENT, V11, P248; PETERS LH, 1981, J OCCUPATIONAL BEHAV, V2, P89; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PODSAKOFF PM, 2003, J APPL PSYCHOL, V88, P879; POE A, 2000, HRMAGAZINE, V45, P94; PRINGLE JK, 2003, INT J HUM RESOUR MAN, V14, P839; RIUSALA K, 2000, CAREER DEV INT, V5, P81; RIUSALA K, 2004, THUNDERBIRD INT BUSI, V46, P743; SANCHEZ JI, 2000, ACAD MANAGE EXEC, V14, P96; SCULLION H, 2001, J WORLD BUS, V36, P346; SIMSEK Z, 2001, ORGAN RES METHODS, V4, P218; STAHL GK, 2002, J WORLD BUS, V37, P216; STAHL GK, 2004, J MANAGEMENT DEV, V23, P885; STANEK MB, 2000, MANAGE DECIS, V38, P232; STEVENS MJ, 2005, 65 ANN AC MAN M HON; STROH LK, 1998, J WORLD BUS, V33, P111; SULLIVAN SE, 1999, J MANAGE, V25, P457; SULLIVAN SE, 2006, J VOCAT BEHAV, V69, P19; SUUTARI V, 2001, PERS REV, V30, P554; SUUTARI V, 2003, INT J HUM RESOUR MAN, V14, P1132; TABACHNICK B, 1996, USING MULTIVARIATE S; TETT RP, 1993, PERS PSYCHOL, V46, P259; TSANG EWK, 1999, INT BUSINESS REV, V8, P591; TSE ACB, 1998, J MARKET RES SOC, V40, P353; TUNG R, 1988, ACADEMY MANAGEMENT E, V2, P241; TUNG RL, 1998, HUM RESOUR MANAGE R, V8, P23; TUNG RL, 1998, J WORLD BUS, V33, P125; WAYNE SJ, 1997, ACAD MANAGE J, V40, P82; WELCH D, 2003, MANAGE INT REV, V43, P149; YAN AM, 2002, ACAD MANAGE REV, V27, P373	107	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				404	429			26	Business; Management	165DC	ISI:000246283100004
J	Bjorkman, I; Fey, CF; Park, HJ	Bjorkman, Ingmar; Fey, Carl F.; Park, Hyeon Jeong		Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	human resource management; multinational corporations; institutional theory	HUMAN-RESOURCE MANAGEMENT; INTERNATIONAL JOINT VENTURES; FIRM PERFORMANCE; ORGANIZATIONAL PERFORMANCE; MULTINATIONAL-CORPORATIONS; MANUFACTURING PERFORMANCE; COMPETITIVE ADVANTAGE; CHANGING-ROLE; IMPACT; RUSSIA	This study sets out to explore human resource management (HRM) practices in multinational corporation (MNC) subsidiaries within an institutional theory framework. Based on a sample of 158 subsidiaries of MNCs operating in the United States, Russia and Finland, the paper examines factors hypothesised to influence the HRM practices adapted in US, Japanese and European MNC subsidiaries located in Russia, Finland and the US. The results indicate significant differences in HRM practices used across host countries. Both the status of the subsidiary human resource department and the degree to which the subsidiary was involved in knowledge transfer with other parts of the MNC had a significant impact on the selection of HRM practices.	Swedish Sch Econ & Business Adm, Dept Management & Org, Helsinki 00101, Finland; INSEAD Euro Asia & Comparat Res Ctr, Fontainebleau, TX USA; Stockholm Sch Econ, S-11383 Stockholm, Sweden; Stockholm Sch Econ, St Petersburg, Russia; Georgia State Univ, Dept Managerial Sci, J Mack Robinson Coll Business, Atlanta, GA 30303 USA	Bjorkman, I, Swedish Sch Econ & Business Adm, Dept Management & Org, Post Box 479, Helsinki 00101, Finland	Ingmar.bjorkman@hanken.fi	ABRAHAMSON E, 1997, ORGAN SCI, V8, P289; ALDRICH HE, 1999, ORG EVOLVING; ARIAS ME, 1992, 9241 INSEAD; ARTHUR JB, 1994, ACAD MANAGE J, V37, P670; BAE J, 1998, INT J HUM RESOUR MAN, V9, P653; BAE J, 2000, ACAD MANAGE J, V43, P502; BARNEY J, 1991, J MANAGE, V17, P99; BECKER B, 1996, ACAD MANAGE J, V39, P779; BECKER BE, 1998, RES PERS H, V16, P53; BECKER G, 1964, HUMAN CAPITAL; BJORKMAN I, 2001, ORGAN STUD, V22, P491; BOWEN DE, 2002, HUM RESOURCE MANAGE, V41, P103; BUCK T, 2003, J INT BUS STUD, V34, P530; BUDHWAR P, 2002, HUMAN RESOURCE MANAG, V12, P377; COLLER X, 1998, IND RELATIONS J, V29, P4; CONNER J, 1996, HUMAN RESOURCE PLANN, V19, P38; DACIN MT, 2002, ACAD MANAGE J, V45, P45; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DELERY JE, 1996, ACAD MANAGE J, V39, P802; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DIMAGGIO PJ, 1991, NEW I ORG ANAL, P1; EVANS P, 2002, GLOBAL CHALLENGE FRA; FAULKNER D, 2002, INT J HUM RESOUR MAN, V13, P106; FERNER A, 1998, INT J HUM RESOUR MAN, V9, P710; FERNER A, 2005, J INT BUS STUD, V36, P304; FEY C, 1999, ORGAN DYN, V28, P69; FEY CE, 2004, ORGAN DYN, V33, P79; FEY CF, 2001, J INT BUS STUD, V32, P55; GALANG MC, 1997, HUM RELAT, V50, P1403; GARDNER TM, 2001, BEGINNING UNLOCK BLA; GREENWOOD R, 1996, ACAD MANAGE REV, V21, P1022; GUEST D, 1997, INT J HUM RESOUR MAN, V8, P263; GUEST DE, 2001, INT J HUM RESOUR MAN, V12, P1092; GUNNIGLE P, 2002, ADV INT MANAGEMENT, V14, P259; HANNON JM, 1995, J INT BUS STUD, V26, P531; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; HUSELID MA, 1997, ACAD MANAGE J, V40, P171; JACKSON T, 2002, HUM RESOURCE MANAGE, V41, P455; JUPLEV AV, 1998, HUMAN RESOURCE MANAG, V8, P44; KATZ D, 1978, SOCIAL PSYCHOL ORG; KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197; MARTIN G, 1998, INT J HUM RESOUR MAN, V9, P671; MAY R, 1998, EUROPEAN MANAGEMENT, V16, P447; MAY RC, 2005, ACAD MANAGE EXEC, V19, P24; MCKELVEY B, 1983, ORG SYSTEMATICS TAXO; MICHAILOVA S, 2003, CALIF MANAGE REV, V45, P59; NOVICEVIC MM, 2001, INT J HUM RESOUR MAN, V12, P1251; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; OLIVER F, 1991, CLIN EXP DERMATOL, V16, P1; PFEFFER J, 1994, COMPETITIVE ADVANTAG; PIL FK, 1996, IND RELAT, V35, P423; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PUFFER SM, 1994, COMPENSATION BENEFIT, V26, P1; PUFFER SM, 1995, CALIF MANAGE REV, V37, P29; PURCELL J, 1999, HUMAN RESOURCE MANAG, V9, P26; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; ROWLEY C, 2002, CALIF MANAGE REV, V44, P90; SCHNEIDER S, 2003, MANAGING CULTURES; SCOTT WR, 1987, ADM SCI Q, V32, P493; SCOTT WR, 2001, I ORG; SCULLION H, 2000, INT J HUM RESOUR MAN, V11, P1061; SHEKSHNIA S, 1998, EUROPEAN MANAGEMENT, V16, P460; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TOLBERT PS, 1996, HDB ORG STUDIES, P175; TRUSS C, 2001, J MANAGE STUD, V38, P1121; TRUSS C, 2002, HUMAN RESOURCE MANAG, V12, P39; TSUI AS, 1984, LEADERS MANAGERS INT, P28; WALL TD, 2005, HUM RELAT, V58, P429; WELSH DHB, 1993, ACAD MANAGE J, V36, P58; WESTNEY E, 1993, ORG THEORY MULTINATI, P53; WRIGHT PM, 1992, J MANAGE, V18, P295; WRIGHT PM, 1994, INT J HUM RESOUR MAN, V5, P301; WRIGHT PM, 1999, INT J HUM RESOUR MAN, V10, P551; WRIGHT PM, 2001, HUM RESOURCE MANAGE, V40, P111; YAN YN, 2003, INT J HUM RESOUR MAN, V14, P487; YOUNDT MA, 1996, ACAD MANAGE J, V39, P836; ZANDER U, 1991, THESIS I INT BUSINES	82	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				430	446			17	Business; Management	165DC	ISI:000246283100005
J	Buckley, PJ; Clegg, J; Wang, CQ	Buckley, Peter J.; Clegg, Jeremy; Wang, Chengqi		Is the relationship between inward FDI and spillover effects linear? An empirical examination of the case of China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI; ownership advantages; spillovers; curvilinearity; China	FOREIGN DIRECT-INVESTMENT; PRODUCTIVITY SPILLOVERS; ECONOMIC STATISTICS; MANUFACTURING FIRMS; PANEL-DATA; PERFORMANCE; TECHNOLOGY; EFFICIENCY; STRATEGY; ENTERPRISES	This paper finds that the nationality of ownership of foreign investors significantly impacts upon productivity spillover effects, revealing a curvilinear relationship with foreign direct investment on data for overseas Chinese (Hong Kong, Macau and Taiwan) multinational enterprises, but not for other (Western) firms. This relationship is most pronounced for low-technology host industries. These findings suggest that the curvilinear form is more appropriate to the future study of the spillover effects of foreign presence.	Univ Nottingham, Sch Business, Nottingham NG8 1BB, England; Univ Leeds, Sch Business, Ctr Int Business, Leeds, W Yorkshire, England; Ningbo Univ, Sch Business, Ningbo, Peoples R China	Wang, CQ, Univ Nottingham, Sch Business, Jubilee Campus, Nottingham NG8 1BB, England	Chengqi.Wang@Nottingham.ac.uk	*EC INT UN, 1994, MAK SENS CHIN STAT, P5; *MOFTEC, 1996, REG FOR DIR INV; AITKEN BJ, 1999, AM ECON REV, V89, P605; BLOMSTROM M, 1983, WORLD DEV, V11, P493; BLOMSTROM M, 1986, J IND ECON, V35, P97; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; CAVES R, 1974, ECONOMICA, V41, P176; DAVIES H, 1996, LONG RANGE PLANN, V29, P684; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1993, MULTINATIONAL ENTERP; FEINBERG SE, 2001, J INT BUS STUD, V32, P421; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GORG H, 2001, ECON J, V111, F723; HADDAD M, 1993, J DEV ECON, V42, P51; HARRISON A, 1996, IND EVOLUTION DEV CO, P163; HAUSMAN JA, 1978, ECONOMETRICA, V46, P1251; HSU M, 2000, CONTEMP ECON POLICY, V18, P270; HYMER S, 1976, THESIS MIT CAMBRIDGE; KAY J, 1993, FDN CORPORATE SUCCES; KOKKO A, 1992, FOREIGN DIRECT INVES; KONINGS J, 2000, 2586 CTR EC POL RES; LECRAW DJ, 1993, J INT BUS STUD, V24, P589; LEE K, 1992, ASIAN EC J, V6, P93; LIU X, 1999, 26 ANN C AC INT BUS; LIU XM, 2000, J INT BUS STUD, V31, P407; LUO Y, 1998, B ECON RES, V50, P73; LUO Y, 2000, MULTINATIONAL CORPOR; LUO YD, 1997, GROUP ORGAN MANAGE, V22, P87; MAGEE SP, 1977, J WORLD TRADE LAW, V2, P297; PEREZ T, 1997, J EVOL ECON, V7, P169; RAWSKI TG, 2001, CHINA ECON REV, V12, P298; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHI YZ, 1998, J INT MARKETING MARK, V23, P129; SHI YZ, 2001, J WORLD BUS, V36, P184; SINGH RD, 1992, PUBLIC CHOICE, V73, P83; SMARZYNSKA BK, 2002, 2923 WORLD BANK POL; WANG JY, 1992, EUR ECON REV, V36, P137; WHITE H, 1980, ECONOMETRICA, V48, P817; WU F, 2003, POST-COMMUNIST ECON, V15, P127; ZHOU D, 2002, INT BUSINESS REV, V11, P465; ZHU GT, 2000, THUNDERBIRD INT BUSI, V42, P507	43	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				447	459			13	Business; Management	165DC	ISI:000246283100006
J	Driffield, N; Love, JH	Driffield, Nigel; Love, James H.		Linking FDI motivation and host economy productivity effects: conceptual and empirical analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI motivation; productivity spillovers; technology	FOREIGN DIRECT-INVESTMENT; RESEARCH-AND-DEVELOPMENT; HOME COUNTRY ADVANTAGES; PANEL-DATA APPROACH; MULTINATIONAL-ENTERPRISE; GROWTH EMPIRICS; DOMESTIC FIRMS; UNITED-STATES; SPILLOVERS; TECHNOLOGY	We develop a taxonomy that relates foreign direct investment (FDI) motivation (technology- and cost-based) to its anticipated effects on host countries' domestic productivity. We then empirically examine the effects of FDI into the United Kingdom on domestic productivity, and find that different types of FDI have markedly different productivity spillover effects, which are consistent with the conceptual analysis. The UK gains substantially only from inward FDI motivated by a strong technology-based ownership advantage. As theory predicts, inward FDI motivated by technology-sourcing considerations leads to no productivity spillovers.	Aston Univ, Aston Business Sch, Econ & Strategy Grp, Birmingham B4 7ET, W Midlands, England	Love, JH, Aston Univ, Aston Business Sch, Econ & Strategy Grp, Birmingham B4 7ET, W Midlands, England	j.h.love@aston.ac.uk	AITKEN B, 1997, J INT ECON, V43, P103; AITKEN BJ, 1999, AM ECON REV, V89, P605; ARELLANO M, 1988, DYNAMIC PANEL DATA E; ARELLANO M, 1991, REV ECON STUD, V58, P277; BAJORUBIO O, 1994, SOUTH ECON J, V61, P104; BALTAGI BH, 2002, ECONOMETRIC ANAL PAN; BARRELL R, 1996, REV ECON STAT, V78, P200; BARRELL R, 1997, ECON J, V107, P1770; BARRELL R, 1999, EUR ECON REV, V43, P925; BASU S, 1995, J MONETARY ECON, V36, P165; BLOMSTROM M, 1998, J EC SURVEYS, V12, P247; BLOMSTROM M, 2001, INT J TECHNOL MANAGE, V22, P435; BLUNDELL R, 1998, J ECONOMETRICS, V87, P115; BUCKLEY P, 1999, J INT BUS STUD, V29, P539; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CANTWELL J, 1991, GLOBAL RES STRATEGY, P104; CANTWELL J, 1999, RES POLICY, V28, P119; CANTWELL J, 1999, TRANSNATIONAL CORPOR, V8, P71; CAVES RE, 1982, MULTINATIONAL ENTERP; CHUNG W, 2004, MIMEO U MARYLAND; CRISCUOLO C, 2004, MULTINATIONALS FOREI; DEMELLO LR, 1999, OXFORD ECON PAP, V51, P133; DEPROPRIS L, 2006, CAMBRIDGE J ECON, V30, P277; DRIFFIELD N, 2001, MANCH SCH, V69, P103; DRIFFIELD N, 2005, SCOT J POLIT ECON, V52, P663; DRIFFIELD NL, 2005, CONTRIBUTIONS POLITI, V24, P55; DRIFFIELD NL, 2006, APPL EC Q, V52, P3; DUNNING J, 1979, OXFORD B ECON STAT, V41, P269; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1993, MULTINATIONALS ENTER; DUNNING JH, 1995, INT STUDIES MANAGEME, V25, P39; DUNNING JH, 1998, J INT BUS STUD, V29, P45; FOSFURI A, 1999, SCAND J ECON, V101, P617; GORG H, 2001, ECON J, V111, F723; GORG H, 2004, WORLD BANK RES OBSER, V19, P171; GRIFFITH R, 1999, ECON J, V109, P416; GRIFFITH R, 2001, CHARACTERISTICS FORE; GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29; HARRIS R, 2002, REV ECON STAT, V84, P562; HARRIS R, 2002, SCOT J POLIT ECON, V49, P318; HASKEL J, 2002, 8724 NBER; HEAD K, 1995, J INT ECON, V38, P223; HEJAZI W, 1999, J INT BUS STUD, V30, P491; HEJAZI W, 2003, J INT BUS STUD, V34, P282; ISLAM N, 1995, Q J ECON, V110, P1127; KELLER W, 2003, 3805 CEPR; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; LEBAS C, 2002, RES POLICY, V31, P589; LEE K, 1998, Q J ECON, V113, P319; LIU XM, 2000, J INT BUS STUD, V31, P407; LOVE JH, 2000, APPL ECON, V32, P1259; LOVE JH, 2003, APPL ECON, V35, P1667; MARKUSEN JR, 1999, EUR ECON REV, V43, P335; NIOSI J, 1999, RES POLICY, V28, P107; OULTON N, 1996, J IND ECON, V44, P99; OULTON N, 1997, NATL I ECON REV, V162, P99; OULTON N, 2001, INWARD INVESTMENT TE, P122; PATEL P, 1999, RES POLICY, V28, P145; PEARCE RD, 1999, RES POLICY, V28, P157; PERSARAN MH, 1995, J ECONOMETRICS, V68, P79; RODRIGUEZCLARE A, 1996, AM ECON REV, V86, P852; SEMBENELLI A, 2002, 29 EARIE ANN C MADR; SERAPIO MG, 1999, RES POLICY, V28, P303; SETHI D, 2003, J INT BUS STUD, V34, P315; SHAN WJ, 1997, J INT BUS STUD, V28, P267; SMARZYNSKAJAVOR.B, 2004, AM ECON REV, V94, P605; VANPOTTELSBERGHE B, 2001, REV ECON STAT, V83, P490	69	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				460	473			14	Business; Management	165DC	ISI:000246283100007
J	Romilly, P	Romilly, Peter		Business and climate change risk: a regional time series analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	climate change; risk; time series analysis		International business activity has to adapt to a number of new challenges, including higher temperatures and flood risks. The adaptation process will depend partly on the development of new forms of risk analysis for decision-making. This paper identifies statistically significant differences in regional temperature risk profiles, and develops climate change risk rankings for 11 regions of the globe. The methodology is based on a univariate time series analysis of regional mean temperatures, and takes into account the extent to which extreme temperature events cluster together, an important factor in weather-related risk analysis. The implications of the empirical results are discussed, with particular reference to the insurance and reinsurance markets.	Univ Abertay Dundee, Sch Business, Dundee DD1 1HG, Scotland	Romilly, P, Univ Abertay Dundee, Sch Business, Dundee DD1 1HG, Scotland	p.romilly@tay.ac.uk	2006, ECONOMIST       0909, V380; *IPCC, 2001, INT PAN CLIM CHANG 3; ASTON A, 2005, BUSINESS WEEK   1212, V3963, P58; BLUE L, 2006, TIME CANADA     0304, V167, P55; BOLLERSLEV T, 1986, J ECONOMETRICS, V31, P307; EMANUEL K, 2005, NATURE, V436, P686; ENGLE RF, 1982, ECONOMETRICA, V50, P987; MEGNA E, 2005, REINSURANCE     1205; MENDELSOHN R, 2006, ENVIRON DEV ECON 2, V11, P159; ROMILLY P, 2005, J ENVIRON MANAGE, V76, P61; SWISS R, 2005, 2 SWISS REINS CO	11	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2007	38	3				474	480			7	Business; Management	165DC	ISI:000246283100008
J	Tong, TW; Reuer, JJ	Tong, Tony W.; Reuer, Jeffrey J.		Real options in multinational corporations: organizational challenges and risk implications	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	real options; multinational corporations; foreign direct investment; down-side risk	FOREIGN DIRECT-INVESTMENT; TRANSACTION COST-ANALYSIS; JOINT VENTURES; OPERATIONAL FLEXIBILITY; GLOBAL STRATEGIES; FIRM PERFORMANCE; SELECTION BIAS; DOWNSIDE RISK; UNITED-STATES; ENTRY MODE	In this study, we investigate how multinationality affects firms' risk levels. Our investigation builds on the idea from real options theory that international operations offer switching options to multinational corporations, yet we also emphasize different sources of coordination costs that can mitigate the benefits of operational flexibility. The findings from Tobit models accounting for self-selection underscore the importance of unobserved heterogeneity in the relationships between international investments and risk levels. Consistent with the coordination costs surrounding international operations, we find that the relationship between multinationality and downside risk is curvilinear: risk first declines and then increases as a firm's portfolio of international investments becomes extensive. In addition, downside risk is an increasing function of the average cultural distance between a firm's home base and the host countries in which its foreign subsidiaries operate.	Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA; SUNY Buffalo, Sch Management, Buffalo, NY 14260 USA	Reuer, JJ, Univ N Carolina, Kenan Flagler Business Sch, McColl Bldg, Chapel Hill, NC 27599 USA	reuer@unc.edu	ALLEN L, 1996, J INT BUS STUD, V27, P633; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ARNEMIYA T, 1985, ADV ECONOMETRICS; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARTLETT CA, 1989, MANAGING ACROSS BORD; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1974, REV ECON STAT, V56, P279; CAVES RE, 1986, COMPETITION GLOBAL I, P449; CAVES RE, 1996, MULTINATIONAL ENTERP; CHI TL, 1996, J INT BUS STUD, V27, P285; CONTRACTOR FJ, 2003, J INT BUS STUD, V34, P5; CYERT RM, 1963, BEHAV THEORY FIRM; DASU S, 1997, MANAGE SCI, V43, P705; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P711; DEMEZA D, 1987, J IND ECON, V35, P343; DOLTON PJ, 1987, ECON LETT, V24, P373; DOUKAS J, 1988, J FINANC, V43, P1161; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1985, AM ECON REV, V75, P228; FISHBURN PC, 1977, AM ECON REV, V67, P116; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GOMES L, 1999, J INT BUS STUD, V30, P173; GRANT RM, 1987, J INT BUS STUD, V18, P79; GREENE WH, 2003, ECONOMETRIC ANAL; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; HECKMAN JJ, 1979, ECONOMETRICA, V47, P153; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HITT MA, 1997, ACAD MANAGE J, V40, P767; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HORST T, 1972, REV ECON STAT, V54, P258; HUCHZERMEIER A, 1996, OPER RES, V44, P100; HURRY D, 1992, STRATEGIC MANAGE J, V13, P85; HYMER SH, 1960, THESIS MIT CAMBRIDGE; JONES GR, 1988, STRATEGIC MANAGEMENT, V9, P159; KENNY LW, 1979, INT ECON REV, V20, P775; KIM WC, 1993, STRATEGIC MANAGE J, V14, P275; KOGUT B, 1983, MULTINATIONAL CORPOR, P62; KOGUT B, 1985, SLOAN MANAGE REV, V27, P27; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1989, STRATEGIC MANAGE J, V10, P383; KOGUT B, 1991, MANAGE SCI, V37, P1; KOGUT B, 1994, MANAGE SCI, V40, P123; KOTABE M, 2002, J INT BUS STUD, V33, P79; LEE KC, 1988, J INT BUS STUD, V19, P195; LEE LF, 1980, ECONOMETRICA, V48, P491; MADDALA GS, 1983, LTD DEV QUALITATIVE; MARCH JG, 1987, MANAGE SCI, V33, P1404; MASTEN SE, 1991, J LAW ECON ORGAN, V7, P1; MCGRATH RG, 1997, ACAD MANAGE REV, V22, P974; MILLEMANN Y, 1998, VET RES, V29, P3; MILLER JM, 1996, CLIN OBSTET GYNECOL, V39, P1; MILLER KD, 1996, STRATEGIC MANAGE J, V17, P671; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; MUDAMBI R, 1998, J INT BUS STUD, V29, P239; PANTZALIS C, 2001, J INT BUS STUD, V32, P793; PORTER ME, 1990, COMPETITIVE ADVANTAG; RANGAN S, 1998, J INT BUS STUD, V29, P217; REEB DN, 1998, J INT BUS STUD, V29, P263; REUER JJ, 2000, ACAD MANAGE J, V43, P203; ROBERTS RB, 1978, BELL J ECON, V9, P611; ROTH K, 1991, J INT BUS STUD, V22, P369; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SHAVER JM, 1998, MANAGE SCI, V44, P571; SINGH JV, 1986, ACAD MANAGE J, V29, P562; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21; TONG TW, 2007, IN PRESS ACAD MANAGE; TRIGEORGIS L, 1993, FINANC MANAGE, V22, P202; VERNON R, 1971, SOVEREIGNTY BAY MULT; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439	83	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				215	230			16	Business; Management	153VT	ISI:000245465000002
J	Levy, O; Beechler, S; Taylor, S; Boyacigiller, NA	Levy, Orly; Beechler, Schon; Taylor, Sully; Boyacigiller, Nakiye A.		What we talk about when we talk about 'global mindset': Managerial cognition in multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	global mindset; managerial cognition; competitiveness	LATENT SOCIAL ROLES; DECISION-MAKING; ORGANIZATIONAL PERFORMANCE; CONCEPTUAL STRUCTURE; TOP MANAGEMENT; STRATEGIC MANAGEMENT; LOCAL-COSMOPOLITAN; INFORMATION SEARCH; ENTERPRISE; BEHAVIOR	Recent developments in the global economy and in multinational corporations have placed significant emphasis on the cognitive orientations of managers, giving rise to a number of concepts such as 'global mindset' that are presumed to be associated with the effective management of multinational corporations. This paper reviews the literature on global mindset and clarifies some of the conceptual confusion surrounding the construct. We identify common themes across writers, suggesting that the majority of studies fall into one of three research perspectives: cultural, strategic, and multidimensional. We also identify two constructs from the social sciences - cosmopolitanism and cognitive complexity - that underlie the perspectives found in the literature. We then use these two constructs to develop an integrative theoretical framework of global mindset. We then provide a critical assessment of the field of global mindset and suggest directions for future theoretical and empirical research.	Culture Crossing Consulting, IL-65788 Tel Aviv, Israel; Duke Corp Educ, New York, NY USA; Portland State Univ, Sch Business Adm, Portland, OR 97207 USA; Sabanci Univ, Fac Management, Istanbul, Turkey	Levy, O, Culture Crossing Consulting, 47 Mazze St, IL-65788 Tel Aviv, Israel	olevy43@netvision.net.il	ABRAHAMSON E, 1997, J ORGAN BEHAV, V18, P513; ADLER NJ, 1992, RES GLOBAL STRATEGIC, P179; AHARONI Y, 1966, FOREIGN INVESTMENT D; ARCHIBUGI D, 2003, DEBATING COSMPOLITIC; ARORA A, 2004, J INT MANAGEMENT, V10, P393; ASHBY WR, 1956, INTRO CYBERNETICS; ASHKENAS R, 1995, BOUNDARYLESS ORG BRE; AYCAN Z, 2001, DEV GLOBAL BUSINESS, P119; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARLETT CA, 1989, MANAGING ACROSS BORD; BARR PS, 1992, STRATEGIC MANAGE J, V13, P15; BARTLETT CA, 1990, HARVARD BUS REV, V68, P138; BARTLETT CA, 1992, HARVARD BUS REV, V70, P124; BARTLETT CA, 1995, CHARGE CHANGE, P19; BARTUNEK JM, 1983, ACAD MANAGE REV, V8, P273; BECK U, 2000, BRIT J SOCIOL, V51, P79; BEECHLER S, 2004, JAPANESE FIRMS TRANS, P265; BEGLEY TM, 2003, MIT SLOAN MANAGE REV, V44, P25; BIERI J, 1955, J ABNORMAL SOCIAL PS, V51, P261; BIRD A, 2004, HDB GLOBAL MANAGEMEN, P57; BLACK JS, 1999, GLOBAL EXPLORERS NEX; BLACK JS, 1999, GLOBALIZING PEOPLE T; BOUQUET CA, 2005, BUILDING GLOBAL MIND; BOYACIGILLER N, 2004, HDB GLOBAL MANAGEMEN, P81; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BRECKENRIDGE CA, 2000, COSMOPOLITANISM; BURPITT WJ, 1998, J WORLD BUS, V33, P51; CALORI R, 1994, STRATEGIC MANAGE J, V15, P437; CAPRONI PJ, 1992, MULTINATIONAL MINDSE; CARMINES EG, 1979, RELIABILITY VALIDITY; CARPENTER MA, 2001, ACAD MANAGE J, V44, P533; CHAKRAVARTHY BS, 1985, COLUMBIA J WORLD BUS, V20, P3; CHANDLER AD, 1962, STRATEGY STRUCTURE, P255; CHANG CK, 1995, J EDUC COMPUT RES, V12, P95; CLIFFORD J, 1988, PREDICAMENT CULTURE, P255; DAFT RL, 1984, ACAD MANAGE REV, V9, P2; DOLLINGER MJ, 1984, ACAD MANAGE J, V27, P351; DOZ Y, 2001, GLOBAL METANATIONAL; DOZ YL, 1987, MULTINATIONAL MISSIO; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; DUHAIME IM, 1985, ACAD MANAGE REV, V10, P287; 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Int. Bus. Stud.	MAR	2007	38	2				231	258			28	Business; Management	153VT	ISI:000245465000003
J	Kotabe, M; Dunlap-Hinkler, D; Parente, R; Mishra, HA	Kotabe, Masaaki; Dunlap-Hinkler, Denise; Parente, Ronaldo; Mishra, Harsh A.		Determinants of cross-national knowledge transfer and its effect on firm innovation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	knowledge management; knowledge transfer; multinational firm; innovation; international sourcing	RESEARCH-AND-DEVELOPMENT; RESOURCE-BASED VIEW; STOCK MARKETS VALUATION; PRODUCT DEVELOPMENT; PATENT CITATIONS; MULTINATIONAL-CORPORATIONS; JAPANESE MULTINATIONALS; PHARMACEUTICAL-INDUSTRY; UNITED-STATES; DEVELOPMENT INVESTMENT	This study examines the determinants of international knowledge flow. From a resource-based perspective, it evaluates the impact of cross-national knowledge transfer on firm innovative performance. Based on 56,027 US patents owned by 53 selected firms in the US-based pharmaceutical industry, the results suggest that innovative performance is a curvilinear function of the international knowledge content used by a firm to innovate. As hypothesized, it was found that at ( 1) low and moderate levels of international knowledge content, a firm's strategy to transfer international knowledge improves its innovative performance, and at ( 2) higher levels of international knowledge content, there are diminishing marginal returns to transferring knowledge from overseas.	Temple Univ, Fox Sch Business & Management, Philadelphia, PA 19122 USA; Rutgers State Univ, Sch Business, Camden, NJ 08102 USA; Widener Univ, Chester, PA 19013 USA; SUNY Coll New Paltz, Sch Business, New Paltz, NY USA	Kotabe, M, Temple Univ, Fox Sch Business & Management, 349 Speakman Hall, Philadelphia, PA 19122 USA	mkotabe@temple.edu	1998, INFORM TODAY, V15, P66; *IMS, 2005, IMS MIDAS QUANTUM; ABRAHAMSON E, 1994, ACAD MANAGE REV, V19, P728; ALBERT MB, 1991, RES POLICY, V20, P251; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; ALMEIDA P, 2002, ORGAN SCI, V13, P147; AMBROSINI V, 2001, J MANAGE STUD, V38, P811; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ANDRIANI P, 2001, INT J INNOVATION MAN, V5, P257; ARROW KJ, 1962, REV ECON STUD, V29, P155; ASAKAWA K, 2001, R&D MANAGE, V31, P1; BARNEY J, 2001, J MANAGE, V27, P625; BARNEY JB, 1991, ACAD MANAGEMENT EXEC, V9, P49; BARTLETT CA, 1989, MANAGING ACROSS BORD; BARTLETT CA, 1990, MANAGING GLOBAL FIRM, P215; BARTLETT CA, 1998, MANAGING ACROSS BORD; 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WALSH JP, 1995, ORGAN SCI, V6, P280; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WINTER SG, 1987, NEW PALGRAVE DICT EC, V3, P614; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZANDER I, 1997, RES POLICY, V26, P209	141	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				259	282			24	Business; Management	153VT	ISI:000245465000004
J	Wu, F; Sinkovics, RR; Cavusgil, ST; Roath, AS	Wu, Fang; Sinkovics, Rudolf R.; Cavusgil, S. Tamer; Roath, Anthony S.		Overcoming export manufacturers' dilemma in international expansion	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	manufacturer-foreign distributor relationship; export market performance; organizational capabilities; local market competence; distributor opportunism	BUYER-SELLER RELATIONSHIPS; RESOURCE-BASED VIEW; STRATEGIC ALLIANCES; JOINT-VENTURES; TRANSACTION-COST; INTERFIRM RELATIONSHIPS; SUPPLIER RELATIONSHIPS; RELATIONAL GOVERNANCE; COMPETITIVE ADVANTAGE; LEARNING ORGANIZATION	Learning and acquiring local market knowledge from foreign distributors are central to manufacturers' export market performance. Drawing from the resource-based view, we propose that manufacturers need to develop stronger local market competence while simultaneously minimizing the costs of distributor opportunism in order to compete successfully in the export market. Cultural distance and other barriers, however, may hinder the development of local market competence for the manufacturer while contributing to the occurrence of distributor opportunism. In order to overcome these barriers, we examine the impact of three alternative forms of manufacturer governance trust, knowledge sharing, and contract-based relationship-in export channels. Findings suggest that all three governance mechanisms contribute to enhancing the manufacturer's competence to exploit local market opportunity. However, of the three, trust seems to be the only effective way to curtail distributor opportunism.	Michigan State Univ, Dept Mkt & Supply Chain Management, E Lansing, MI 48824 USA; Univ Texas, Sch Management, Richardson, TX USA; Univ Manchester, Manchester Business Sch, Manchester M13 9PL, Lancs, England; Univ Oklahoma, Dept Mkt & Supply Chain Management, Norman, OK 73019 USA	Cavusgil, ST, Michigan State Univ, Dept Mkt & Supply Chain Management, N370 Business Complex, E Lansing, MI 48824 USA	cavusgil@msu.edu	AMIT R, 1993, STRATEGIC MANAGE J, V14, P33; ANDERSON E, 1987, J MARKETING RES, V24, P85; ANDERSON JC, 1987, MANAGE SCI, V33, P525; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; AXTELL RE, 1990, NATIONS BUS, V78, P36; BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 2001, J MANAGE, V27, P625; BARNEY JB, 1991, J MANAGE, V17, P121; BARNEY JB, 2001, J MANAGE, V27, P643; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; 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NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PENG MW, 2001, J INT BUS STUD, V32, P327; POPPO L, 2002, STRATEGIC MANAGE J, V23, P707; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79; ROATH A, 2002, INT BUSINESS REV, V11, P1; ROSSON P, 1982, J INT BUS STUD, V13, P57; SELNES F, 2003, J MARKETING, V67, P80; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SIMONIN BL, 1997, ACAD MANAGE J, V40, P1150; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SINKULA JM, 1994, J MARKETING, V58, P35; SLATER SF, 1995, J MARKETING, V59, P63; STEVENS J, 2002, APPL MULTIVARIATE ST; SVEJENOVA S, 2006, J INT BUS STUD, V37, P12; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; WATHNE KH, 2000, J MARKETING, V64, P36; WEITZ BA, 1995, J ACAD MARKET SCI, V23, P305; WILLIAMSON OE, 1975, BUS HIST REV, V49, P111; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WILLIAMSON OE, 1996, ACAD MANAGE REV, V21, P48; WILLIAMSON OE, 1996, MECHANISMS GOVERNANC; WILLIAMSON OE, 1999, STRATEGIC MANAGE J, V20, P1087; WU F, 2006, J BUS RES, V59, P81; ZAHEER A, 1995, STRATEGIC MANAGE J, V16, P373; ZHANG C, 2003, J INT BUS STUD, V34, P550	117	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				283	302			20	Business; Management	153VT	ISI:000245465000005
J	Zhou, KZ; Brown, JR; Dev, CS; Agarwal, S	Zhou, Kevin Zheng; Brown, James R.; Dev, Chekitan S.; Agarwal, Sanjeev		The effects of customer and competitor orientations on performance in global markets: a contingency analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	customer orientation; competitor orientation; firm performance; market environment; hotel industry	STRATEGIC ORIENTATIONS; EMPIRICAL-EXAMINATION; CORPORATE CULTURE; FIRM PERFORMANCE; ADVANTAGE; ECONOMIES; PROFITABILITY; CONSEQUENCES; ENVIRONMENT; VALIDATION	Should companies adjust their orientations toward customers or toward competitors in global markets? To answer this question, we use contingency theory and examine how the effects of customer and competitor orientations on performance are moderated by different environmental conditions. Our results from the global hotel industry indicate that a customer orientation works better in economically developed markets, as well as in markets with good local business conditions, greater resource availability, and demanding customers. In contrast, a competitor orientation is more effective in markets that are economically developing, have poor local business conditions, and face resource scarcity.	Univ Hong Kong, Fac Business & Econ, Sch Business, Hong Kong, Hong Kong, Peoples R China; W Virginia Univ, Coll Business & Econ, Morgantown, WV 26506 USA; Cornell Univ, Sch Hotel Adm, Ithaca, NY USA; Iowa State Univ, Coll Business, Ames, IA USA	Zhou, KZ, Univ Hong Kong, Fac Business & Econ, Sch Business, Meng Wah Complex,Pokfulam Rd, Hong Kong, Hong Kong, Peoples R China	kevinzhou@business.hku.hk	ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ARMSTRONG JS, 1996, J MARKETING RES, V33, P188; BATRA R, 1997, J INT MARKETING, V5, P95; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BROWN J, 2000, J SERV RES-US, V2, P339; CADOGAN JW, 1999, J INT BUS STUD, V30, P689; CATEORA PR, 2005, INT MARKETING; COOPERS, 1997, COOPERS LYBRAND HOSP; COTE JA, 1987, J MARKETING RES, V24, P315; DAWAR N, 1994, J MARKETING, V58, P81; DAY GS, 1988, J MARKETING, V52, P1; DAY GS, 1994, J MARKETING, V58, P31; DESHPANDE R, 1993, J MARKETING, V57, P23; DESHPANDE R, 1998, J MARKET FOCUSED MAN, V2, P213; DONALDSON L, 2000, CONTINGENCY THEORY O; EKELEDO I, 1998, J ACAD MARKET SCI, V26, P274; ELVIRA MM, 2001, ACAD MANAGE J, V44, P591; FAHY J, 2000, J INT BUS STUD, V31, P63; FORNELL C, 1981, J MARKETING RES, V18, P39; GATIGNON H, 1997, J MARKETING RES, V34, P77; GINSBERG A, 1985, ACAD MANAGE REV, V10, P421; HAIR JF, 1998, MULTIVARIATE DATA AN; HAN JK, 1998, J MARKETING, V62, P30; HULT GTM, 2001, STRATEGIC MANAGE J, V22, P899; HURLEY RF, 1998, J MARKETING, V62, P42; JACCARD J, 1990, INTERACTION EFFECTS; JAWORSKI BJ, 1993, J MARKETING, V57, P53; KOHLI AK, 1990, J MARKETING, V54, P1; LAWRENCE PR, 1967, ORG ENVIRONMENT MANA; LI JJ, 2005, ASIA PACIFIC J MANAG, V22, P423; LI T, 1998, J MARKETING, V62, P13; MCGRATH RG, 2001, ACAD MANAGE J, V44, P118; MONROE KB, 1990, PRICING MAKING PROFI; MOORMAN C, 1999, J MARKETING, V63, P180; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NARVER JC, 1990, J MARKETING, V54, P20; NOBLE CH, 2002, J MARKETING, V66, P25; NORBURN D, 1990, J INT BUS STUD, V21, P451; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2000, ACAD MANAGE J, V43, P486; PETERS TJ, 1985, PASSION EXCELLENCE; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PORTER M, 1980, COMPETITIVE STRATEGY; SLATER SF, 1994, J MARKETING, V58, P46; SLATER SF, 1998, STRATEGIC MANAGE J, V19, P1001; STEENKAMP JBEM, 1998, J CONSUM RES, V25, P78; VOSS GB, 2000, J MARKETING, V64, P67; ZHOU KZ, 2002, INT J RES MARK, V19, P349; ZHOU KZ, 2005, J MARKETING, V69, P42; ZHOU KZ, 2006, J INT BUS STUD, V37, P248	51	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				303	319			17	Business; Management	153VT	ISI:000245465000006
J	DiRienzo, CE; Das, J; Cort, KT; Burbridge, J	DiRienzo, Cassandra E.; Das, Jayoti; Cort, Kathryn T.; Burbridge, John, Jr.		Corruption and the role of information	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corruption; information and communication technology; culture; cluster analysis	NATIONAL CULTURE; CONSEQUENCES; BRIBERY	Several studies have explored how certain economic and cultural variables affect a country's corruption level. This study extends previous research by not only considering these variables, but also taking into account the impact that information and communication technology can have on corruption. The results indicate that the greater the access to information, the lower the corruption levels. Therefore bridging the digital disparity across countries can also serve to lessen national corruption levels.	Elon Univ, Koury Business Ctr, Elon College, NC 27244 USA; N Carolina Agr & Tech State Univ, Sch Business & Econ, Greensboro, NC 27411 USA	DiRienzo, CE, Elon Univ, Koury Business Ctr, Campus Box 2075, Elon College, NC 27244 USA	cdirienzo@elon.edu	ADES A, 1997, IDS B, V27, P6; ADES A, 1999, AM ECON REV, V89, P982; ADLER N, 2002, INT DIMENSIONS ORG B; ALAM MS, 1995, KYKLOS, V48, P419; ALI AM, 2003, ATLANTIC ECON J, V3, P348; ALI AM, 2003, CATO J, V22, P449; BARDHAN P, 1997, J ECON LIT, V35, P1320; BESLEY T, 1993, ECON J, V103, P119; BHATNAGAR S, 2000, ELECT J INFORMATION, V1, P1; BURNS A, 2003, MARKETING RES ONLINE; COHEN JR, 1996, INT J ACCOUNTING, V31, P55; DAVIES DG, 1977, J LAW ECON, V20, P223; DAVIS JH, 2003, J BUS ETHICS, V43, P275; GASTANAGA VM, 1998, WORLD DEV, V26, P1299; GETZ KA, 2001, BUS SOC, V40, P7; GHOSHAL S, 2005, SUMANTRA GHOSHAI MAN, P1; GWARTNEY W, 2002, EC FREEDOM WORLD ANN; HAIR JF, 1992, MULTIVARIATE DATA AN; HAQUE NU, 1996, 9619 IMF; HEIDENHEIMER AJ, 1989, POLITICAL CORRUPTION, P141; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HORSLEY JP, 2003, CHINAS PIONEERING FO; HUSTED BW, 1994, BUSINESS ETHICS Q, V4, P17; HUSTED BW, 1999, J INT BUS STUD, V30, P339; HUSTED BW, 2000, J BUS ETHICS, V26, P197; JAEGER AM, 1986, ACAD MANAGE REV, V11, P178; JAIN S, 2001, INT MARKETING; JOHNSTON M, 1996, INT SOC SCI J, V149, P321; KEHOE WJ, 1998, J BUSINESS BEHAV SCI, V2, P47; KENNEDY PA, 1992, GUIDE ECONOMETRICS; KLITGAARD R, 1988, FINANC DEV, V35, P3; LAMSDORFF JG, 2003, TRANSPAENCY INT CORR; LANCASTER TD, 1997, CRIME LAW SOCIAL CH, V27, P85; LAPALOMBARA J, 1994, SOC RES, V61, P325; MACRAE J, 1982, WORLD DEV, V10, P677; MADDALA GS, 1988, INTRO ECONOMETRICS; MAURO P, 1995, Q J ECON, V110, P681; NORRIS P, 2002, GIVING VOICE VOICELE, P1; NORTH DC, 1990, INSTITUTION INSTITUT; PARK H, 2003, MULTINATIONAL BUSINE, V11, P29; ROSEACKERMAN S, 1978, CORRUPTION STUDY POL; SALBU SR, 2001, HARVARD J LEGIS, V38, P67; SANYAL RN, 2001, THUNDERBIRD INT BUSI, V46, P133; SCHROTH PW, 2003, MGMT DECISION, V41, P296; SCHWARTZ SH, 1994, J SOC ISSUES, V50, P19; SHCLEIFER A, 1993, Q J ECON, V108, P599; SMITH GM, 1996, HYPERTENSION, V27, P2; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; STUDENMUND AH, 1992, USING ECONOMETRICS P; TAKYIASIEDU S, 1993, J BUS VENTURING, V8, P91; TANZI V, 1997, 97139 IMF; TANZI V, 1998, INT MONET FUND S PAP, V45, P559; TREISMAN D, 2000, J PUBLIC ECON, V76, P399; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TROMPENAARS F, 1998, RIDING WAVES CULTURE; TULLOCK G, 1996, CONTEMP ECON POLICY, V14, P6; VANKLAVEREN J, 1989, POLITICAL CORRUPTION, P83; VANRIJCKEGHEM C, 2001, J DEV ECON, V65, P307; VITELL SJ, 1993, J BUS ETHICS, V12, P753; WEI SJ, 2000, 7765 NBER; WEI WZ, 1999, INT J CANCER, V81, P1; WHITE H, 1980, ECONOMETRICA, V48, P817; ZHAO LY, 2003, ISIJ INT, V43, P1	64	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				320	332			13	Business; Management	153VT	ISI:000245465000007
J	Mudambi, R; Zahra, SA	Mudambi, Ram; Zahra, Shaker A.		The survival of international new ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	international new ventures; firm survival; multinational firms	UNITED-STATES; FIRM SURVIVAL; LIFE DURATION; FOREIGN; PERFORMANCE; GROWTH; EXPERIENCE; INVESTMENT; INDUSTRY; MARKETS	International new ventures (INVs) are a popular mode of entry into foreign markets. INVs, those companies that enter foreign markets at inception, often suffer the two liabilities of newness and foreignness, which may increase the odds of their failure. This paper empirically examines the survival of INVs by comparing them with other sequential modes of international operations ( e. g., acquisitions). Data from 275 British firms show that INVs have lower unconditional survival probabilities than other modes of foreign market entry. Our analyses also show that differences in survival probabilities disappear when the firms' competitive strategies are considered.	Temple Univ, Dept Gen & Strateg Management, Inst Global Management Studies, Fox Sch Business, Philadelphia, PA 19122 USA; Univ Reading, Dept Econ, Reading RG6 2AH, Berks, England; Univ Minnesota, Ctr Entrepreneurial Studies, Minneapolis, MN USA; Univ Minnesota, Dept Strateg Management & Org, Carlson Sch Management, Minneapolis, MN USA	Mudambi, R, Temple Univ, Dept Gen & Strateg Management, Inst Global Management Studies, Fox Sch Business, 1810 N 13th St, Philadelphia, PA 19122 USA	ram.mudambi@temple.edu	*DUN BRADSTR, 1992, BUS FAIL EXP; *DUN BRADSTR, 1992, BUS REG; *OECD, 1996, TECHN PROD JOB CREAT; *OFF NAT STAT, 1992, UK STAND IND CLASS E; ANDREWS K, 1971, CONCEPT CORPORATE ST; ANSOFF HI, 1965, CORPORATE STRATEGY; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AUDRETSCH DB, 1991, REV ECON STAT, V73, P441; AUDRETSCH DB, 1995, INNOVATION IND EVOLU; AUDRETSCH DB, 1995, REV ECON STAT, V77, P97; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175; BAUM JR, 2001, ACAD MANAGE J, V44, P292; 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MADDALA GS, 1983, LTD DEPENEDENT QUALI; MASTEN SE, 1993, MANAGERIAL DECISION, V14, P119; MATA J, 1994, J IND ECON, V42, P227; MATA J, 2002, STRATEGIC MANAGE J, V23, P323; MCCLOUGHAN P, 1998, INT J IND ORGAN, V16, P719; MCDONAGH M, 1996, HEALTH POLICY PLANN, V11, P1; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCENRUE MP, 1988, ACAD MANAGE J, V31, P175; MITCHELL W, 1994, ADMIN SCI QUART, V39, P575; MITCHELL W, 1994, STRATEGIC MANAGE J, V15, P555; MITCHELL W, 1996, STRATEGIC MANAGE J, V17, P169; MORCK R, 1991, J BUS, V64, P165; MUDAMBI R, 1998, J INT BUS STUD, V29, P239; MUDAMBI R, 1998, STRATEGIC MANAGE J, V19, P775; MUDAMBI R, 1999, INT BUSINESS REV, V8, P197; MUDAMBI R, 2004, LONG RANGE PLANN, V37, P85; MURRAY JY, 1999, STRATEGIC MANAGE J, V20, P791; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PAKES A, 1985, J POLIT ECON, V93, P390; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1986, COMPETITION GLOBAL I; RAMAMURTI R, 2001, J INT BUS STUD, V32, P23; RASMUSEN E, 1998, PUBLIC CHOICE, V97, P65; RAY DM, 1989, BABS RES C ENTR ST L; SAKO M, 1992, PRICES QUALITY TRUST; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; SANCHEZ AM, 1998, TECHNOVATION, V18, P335; SAPIENZA HJ, 2006, ACAD MANAGE REV, V31, P914; SCHERER FM, 1984, INNOVATION GROWTH SC; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHEPHERD D, 2000, J BUSINESS VENTURING, V15, P394; SHRADER RC, 2000, ACAD MANAGE J, V43, P1227; SMITHERS DL, 1996, BACH, V27, P1; SOHN JHD, 1994, J INT BUS STUD, V25, P295; STIINCHCOME AL, 1965, HDB ORG, P142; TEECE D, 1998, CALIFORNIA MANAGEMEN, V40, P1; THORELLI HB, 1995, J BUS RES, V32, P21; VERNON R, 1966, Q J ECON, V80, P190; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WREN C, 1996, IND SUBSIDIES UK EXP; YIU D, 2002, ORGAN SCI, V13, P667; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZAHRA SA, 2002, STRATEGIC ENTREPRENE, P255; ZAHRA SA, 2005, J INT BUS STUD, V36, P20; ZIMMERMAN MA, 2002, ACAD MANAGE REV, V27, P414	109	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				333	352			20	Business; Management	153VT	ISI:000245465000008
J	Fruin, WM	Fruin, W. Mark		Bringing the world (back) into international business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	global vs international business; endogenous vs exogenous factors in development; timing of development; late development; the Asian development model		IB is a field constrained not only in time, but also in economic model ( institutional, country-level, and developmental variation) and intellectual direction. We need more: a transformation of IB that involves a synthesis and integration of temporal, spatial and developmental data from around the world.	San Jose State Univ, Lucas Grad Sch Business, San Jose, CA 95192 USA	Fruin, WM, San Jose State Univ, Lucas Grad Sch Business, 1 Washington Sq, San Jose, CA 95192 USA	fruin_m@cob.sjsu.edu	DORE R, 1973, BRIT FACTORY JAPANES; FRUIN WM, 1992, JAPANESE ENTERPRISE; FRUIN WM, 1997, KNOWLEDGE WORKS; FRUIN WM, 2007, OXFORD HDB BUSINESS; GERSCHENKRON A, 1962, EC BACKWARNESS HIST; JOHNSON C, 1982, MITI JAPANESE MIRACL; JONES G, 2006, J INT BUS STUD, V37, P453; SHAVER JM, 2006, J INT BUS STUD, V37, P451; STIGLITZ J, 2003, GLOBALIZATION ITS DI; WESTNEY DE, 1987, IMITATION INNOVATION	10	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				353	356			4	Business; Management	153VT	ISI:000245465000009
J	Morck, R; Yeung, B	Morck, Randall; Yeung, Bernard		History in perspective: comment on Jones and Khanna 'Bringing history (back) into international business'	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	historical studies; methodology; long-term view and integrated approach	FINANCE	Commenting on Jones and Khanna, we suggest that international business (IB) needs simultaneously maturing theory and on-going rigorous empirical work. We advocate careful data collection and develop solid theory based on the rich empirical information. The difficulty in the process is the deciphering of causality, and that is where historical studies play a significant role. Historical documents shed light on motivations and exogenous incidents. Historical studies and large-scale data analyses can complement each other in revealing causality. While path dependence constraints causal inferences using cross-sectional data, historical studies can identify differences and similarities in the paths of events across geography and time. This advantage is particularly attractive in understanding the relationship between institutions and business behaviour, which lies inside the proper domain of IB studies.	NYU, Leonard N Stern Sch Business, New York, NY 10012 USA; Univ Alberta, Sch Business, Edmonton, AB, Canada	Yeung, B, NYU, Leonard N Stern Sch Business, 44 W 4th St,KMEC 7-87, New York, NY 10012 USA	byeung@stern.nyu.edu	BECK T, 2004, J BANK FINANC, V28, P423; CHAN SH, 1990, J FINANC ECON, V26, P255; HALLENGA K, 1980, B MAGN RESON, V2, P343; JONES G, 2006, J INT BUS STUD, V37, P453; LAPORTA R, 1997, J FINANC, V52, P1131; LAPORTA R, 1998, J POLIT ECON, V106, P1113; MORCK R, 2005, HIST CORPORATE GOVER	7	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2007	38	2				357	360			4	Business; Management	153VT	ISI:000245465000010
J	Salk, J; Lyles, MA	Salk, Jane; Lyles, Marjorie A.		Gratitude, nostalgia and what now? Knowledge acquisition and learning a decade later	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	absorptive capacity; international joint ventures; knowledge; organizational learning; transitioning economies	INTERNATIONAL-JOINT-VENTURES; STRATEGIC ALLIANCES; ABSORPTIVE-CAPACITY; TRANSITION ECONOMY; HIGH-TECHNOLOGY; DEVELOPMENT CAPABILITIES; OPERATIONS MANAGEMENT; COMPETITIVE ADVANTAGE; EMERGING ECONOMIES; MARKET PERFORMANCE	We look at the development of absorptive capacity, organizational learning and IJV research literatures since 1996, using our 1996 JIBS paper as our 'centering point'. Taking stock of the timing and patterns of citations to this paper opened up a unique window across time, venues and topics. This permitted us to more clearly position the paper vis-a-vis the contemporary corpus of the different literatures that provided the original context and impetus for us in the early 1990s. The paper has been embraced and carried forward by the burgeoning community of international business (IB) scholars on transitional economies and on IJVs. Although the Hungarian setting circa 1989-early 1990s was one we tended to view as a context to address and test theory-based issues and assumptions from a broader management literature, most indications of 'outward' diffusion of our ideas beyond the IB community have been recent. Indeed, over half the citations have occurred after 2003. We project our take on the current landscape toward the future, providing suggestions about research opportunities.	Univ Texas, Sch Management, Richardson, TX 75083 USA; Indiana Univ, Kelley Sch Business, Indianapolis, IN 46204 USA	Salk, J, Univ Texas, Sch Management, SOM 4-408, Richardson, TX 75083 USA	jane.salk@utdallas.edu	1990, ORG SCI, V1; ABRAHAMSON E, 1991, ACAD MANAGE REV, V16, P586; ABRAHAMSON E, 1999, ADMIN SCI QUART, V44, P708; AREND RJ, 2005, STRATEGIC MANAGE J, V26, P1057; BARDEN JQ, 2005, J INT BUS STUD, V36, P156; BAUGHN CC, 1997, J WORLD BUS, V32, P103; BEAMISH P, 2003, LONG RANGE PLANN, V36, P285; BROWN JS, 2001, ORGAN SCI, V12, P198; CHALOS P, 2004, ACCOUNT ORG SOC, V29, P591; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CRANE D, 1972, INVISIBLE COLL DIFFU; CUI AS, 2006, J WORLD BUS, V41, P100; CUMMINGS JL, 2003, J ENG TECHNOL MANAGE, V20, P39; DAVID RJ, 2004, STRATEGIC MANAGE J, V25, P39; DAVIS MS, 1971, PHILOS SOC SCI, V1, P309; DHANARAJ C, 2004, J INT BUS STUD, V35, P428; DOH JP, 2000, ACAD MANAGE REV, V25, P551; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; EASTERBYSMITH M, 2004, MANAGE LEARN, V35, P371; FILATOTCHEV I, 2003, J WORLD BUS, V38, P331; FLOYD SW, 2000, ACAD MANAGE REV, V25, P154; GRIFFITH DA, 2001, J INT MARKETING, V9, P1; HAAS MR, 2006, ORGAN SCI, V17, P367; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HAYTON JC, 2005, INT J TECHNOL MANAGE, V31, P256; INKPEN AC, 2006, J MANAGE STUD, V43, P779; IRELAND RD, 2002, J MANAGE, V28, P413; ISOBE T, 2000, ACAD MANAGE J, V43, P468; KANDEMIR D, 2005, IND MARKET MANAG, V34, P430; KRIAUCIUNAS A, 2006, STRATEGIC MANAGE J, V27, P659; KUIVALAINEN O, 2004, CAN J ADM SCI, V21, P35; LANE HW, 1990, MANAGE INT REV, V30, P87; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LU JW, 2006, J MANAGE, V32, P426; LUO YD, 1999, J INT BUS STUD, V30, P269; LYLES MA, 1988, MANAGE INT REV, V28, P85; LYLES MA, 1992, J MANAGE STUD, V29, P155; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAKINO S, 1998, J INT BUS STUD, V29, P797; MAKINO S, 2004, STRATEGIC MANAGE J, V25, P1027; MCCARTHY DJ, 2003, J WORLD BUS, V38, P397; MERTON RK, 1965, SHOULDER GIANTS; MEYER KE, 2003, J MANAGE STUD, V40, P459; MEYER KE, 2004, J INT BUS STUD, V35, P259; MEYER KE, 2005, J INT BUS STUD, V36, P600; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; MOLINA LM, 2004, TOTAL QUAL MANAG BUS, V15, P1001; MOLLER K, 2006, J MANAGE STUD, V43, P985; MOTWANI J, 2001, INT J TECHNOL MANAGE, V21, P586; MURRAY JY, 2005, J INT MARKETING, V13, P54; MUTHUSAMY SK, 2005, ORGAN STUD, V26, P415; MUTHUSAMY SK, 2006, J BUS RES, V59, P811; NIELSEN BB, 2005, J BUS RES, V58, P1194; NORMAN PM, 2004, J BUS RES, V57, P610; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PENG MW, 2001, J MANAGE, V27, P803; PENG MW, 2003, ACAD MANAGE REV, V28, P275; POON JML, 2006, INT SMALL BUS J, V24, P61; PRASAD S, 2000, J OPER MANAG, V18, P209; REUER JJ, 2005, J MANAGE, V31, P403; ROBSON MJ, 1999, INT MARKET REV, V16, P216; ROBSON MJ, 2005, INT MARKET REV, V22, P399; ROBSON MJ, 2006, IND MARKET MANAG, V35, P556; SALK JE, 1996, INT STUDIES MANAGEME, V26, P48; SALK JE, 2001, ORGAN SCI, V12, P161; SARKER S, 2005, IEEE T PROF COMMUN, V48, P201; SHENKAR O, 2004, J INT BUS STUD, V35, P161; SHRADER RC, 2001, ACAD MANAGE J, V44, P45; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SIMONIN BL, 2004, J INT BUS STUD, V35, P407; SINANI E, 2004, J COMP ECON, V32, P445; SIRMON DG, 2004, J INT BUS STUD, V35, P306; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; STEENSMA HK, 2005, ACAD MANAGE J, V48, P213; TOYNE B, 1997, INT BUSINESS EMERGIN, P27; TSANG EWK, 2002, STRATEGIC MANAGE J, V23, P835; TSANG EWK, 2004, J INT MARKETING, V12, P82; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; WANG P, 2004, J WORLD BUS, V39, P168; WERNER S, 2002, J MANAGE, V28, P277; WONG PLK, 2002, J INT BUS STUD, V33, P267; YAN Y, 2002, BRIT J MANAGE, V13, P109; YEHESKEL O, 2001, ACAD MANAGE EXEC, V15, P16; ZHANG C, 2003, J INT BUS STUD, V34, P550; ZHAO Z, 2005, J MANAGE STUD, V42, P127; ZHOU YJ, 2004, INT J IND ERGONOM, V34, P249	88	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				19	26			8	Business; Management	139RH	ISI:000244449700002
J	Meyer, KE	Meyer, Klaus E.		Contextualising organisational learning: Lyles and Salk in the context of their research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	absorptive capacity; international joint ventures; knowledge; organisational learning; transitioning economies	INTERNATIONAL-JOINT-VENTURES; KNOWLEDGE ACQUISITION; ABSORPTIVE-CAPACITY; STRATEGIC ALLIANCES; TRANSITIONAL ECONOMY; MARKET PERFORMANCE; EMERGING ECONOMIES; TRANSFORMATION; PERSPECTIVES; MANAGEMENT	Hungary has been the focus of Lyles and Salk (1996) because their research interest, organisational learning, was of particular concern in joint ventures in that country at that time. This allowed them to investigate in greater depth what drives knowledge acquisition, and how it influences the performance of joint ventures. This commentary reviews the contribution by Lyles and Salk, as reflected in the subsequent literature. The setting of the study in Hungary 1993 raises the challenging question of how this particular context may have influenced the research outcomes. I argue that the national context of radical environmental change and the organisational context of joint ventures incorporating privatised state firms crucially influence processes of organisational learning. The importance of context suggests modifying future research agendas in international business, and in organisational learning in particular. I thus suggest that future research should incorporate context more explicitly to establish boundary conditions for theory, and to develop managerially relevant insights.	Univ Reading, Reading RG6 6AA, Berks, England	Meyer, KE, Univ Reading, Box 218, Reading RG6 6AA, Berks, England	k.meyer@rdg.ac.uk	*WORLD BANK, 1996, WORLD DEV REP PLAN M; ANTALMOKOS Z, 1998, PRIVATISATION POLITI; BARDEN JQ, 2005, J INT BUS STUD, V36, P156; BATRA R, 1997, J INT MARKETING, V5, P95; BROWN JS, 2001, ORGAN SCI, V12, P198; CHENG JLC, 1994, MANAGE SCI, V40, P162; CHILD J, 1993, J MANAGE STUD, V30, P611; CHILD J, 1993, SOC CHANGE MARKET OR, P203; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; COOK TD, 1979, QUASIEXPERIMENTATION; DHANARAJ C, 2004, J INT BUS STUD, V35, P428; DIXON S, 2006, THESIS HENLEY MANAGE; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; FEY CF, 2003, ORGAN SCI, V14, P686; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; GEPPERT M, 1996, ORGAN STUD, V17, P249; HARRIGAN KR, 1988, COLUMBIA J WORLD BUS, V14, P36; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; ISOBE T, 2000, ACAD MANAGE J, V43, P468; JOHNSON JT, 2001, AM J OTOLARYNG, V22, P1; KANDEMIR D, 2005, IND MARKET MANAG, V34, P430; KOZMINSKI A, 2000, STRATEGIES CENTRAL E; KRIAUCIUNAS A, 2006, STRATEGIC MANAGE J, V27, P659; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LUO YD, 1999, J INT BUS STUD, V30, P269; LYLES M, 1994, MANAGE INT REV, V34, P313; LYLES MA, 1988, MANAGE INT REV, V28, P85; LYLES MA, 1992, J MANAGE STUD, V29, P155; LYLES MA, 1994, INT BUSINESS REV, V3, P459; LYLES MA, 1996, J INT BUS STUD, V27, P877; LYLES MA, 2004, J MANAGE, V30, P351; MAHNKE V, 2005, MANAGE INT REV, V45, P101; MEYER K, 1998, EUROPEAN MANAGEMENT, V16, P411; MEYER KE, 2001, OXFORD HDB INT BUSIN, P716; MEYER KE, 2005, J INT BUS STUD, V36, P600; MEYER KE, 2005, J MANAGE STUD, V42, P63; MEYER KE, 2006, ASIA PACIFIC J MANAG, V23, P119; MEYER KE, 2006, LONG RANGE PLANN, V39, P177; MEYER KE, 2007, ACQUISITION STRATEGI; MICHAILOVA S, 2000, ACAD MANAGE EXEC, V14, P99; MICHAILOVA S, 2003, CALIF MANAGE REV, V45, P59; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; MOORE F, 2005, TRANSNATIONAL BUSINE; MURRAY JY, 2005, J INT MARKETING, V13, P54; NEWMAN KL, 1998, MANAGING RADICAL ORG; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; NGUYEN HT, 2004, BUSINESS STRATEGY RE, V15, P39; NIELSEN BB, 2005, J BUS RES, V58, P1194; PENG MW, 2000, BUSINESS STRATEGIES; POLANYI M, 1966, TACIT DIMENSION; REDDING SG, 1994, ORGAN STUD, V15, P323; ROUSSEAU DM, 2001, J ORGAN BEHAV, V22, P1; SALK JE, 2001, ORGAN SCI, V12, P161; SALK JE, 2005, EUROPEAN MANAGEMENT, V2, P117; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SOULSBY A, 1996, ORGAN STUD, V17, P227; STARK D, 1996, AM J SOCIOL, V101, P993; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; STEENSMA HK, 2005, ACAD MANAGE J, V48, P213; SUHOMLINOVA OO, 1999, ORGAN STUD, V20, P451; TAN J, 2005, STRATEGIC MANAGE J, V26, P141; TSANG EWK, 1999, ACAD MANAGE REV, V24, P759; TSANG EWK, 2003, J ORGAN CHANGE MANAG, V16, P205; TSANG EWK, 2004, J INT MARKETING, V12, P82; TSUI AS, 2004, ASIA PACIFIC J MANAG, V21, P491; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; WANG T, 2006, THESIS LONDON BUSINE; WHETTEN DA, 2002, ESSENTIAL SKILLS MAN, P45; WHITLEY R, 1998, ORGAN STUD, V19, P129; WRIGHT M, 1998, ACAD MANAGEMENT EXEC, V12, P74	70	2	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				27	37			11	Business; Management	139RH	ISI:000244449700003
J	Aguilera, RV	Aguilera, Ruth V.		Translating theoretical logics across borders: organizational characteristics, structural mechanisms and contextual factors in international alliances	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international joint ventures; knowledge transfer; cross-border learning; corporate governance	JOINT-VENTURES; KNOWLEDGE TRANSFER; STRATEGIC ALLIANCES; ABSORPTIVE-CAPACITY; TRANSITION ECONOMIES; TECHNOLOGY-TRANSFER; SOCIAL-EXCHANGE; PERFORMANCE; ACQUISITION; GOVERNANCE	In this essay, I critically review the 2006 JIBS Decade Award article by Lyles and Salk 'Knowledge acquisition from foreign parents in international joint ventures (IJVs): An empirical examination in the Hungarian context'. This article develops theoretical arguments and empirically tests a two-stage research question: (1) What are the organizational characteristics and structural mechanisms between IJV parents that influence knowledge acquisition from the foreign parent, and (2) what is the relationship between knowledge acquisition and performance in Hungarian IJVs? The most important contribution is the focus on both the antecedents and the consequences of knowledge acquisition in IJVs. I also discuss subsequent research that draws heavily on the conceptual or empirical findings of the 2006 JIBS Decade Award paper. I conclude by suggesting areas of future research in the field of knowledge transfer, organizational learning and international strategic alliances.	Univ Illinois, Coll Business, Champaign, IL 61820 USA; Univ Illinois, Inst Labor & Ind Relat, Champaign, IL 61820 USA	Aguilera, RV, Univ Illinois, Coll Business, 1206 S 6th St, Champaign, IL 61820 USA	ruth-agu@uiuc.edu	AGUILERA RV, 2003, ACAD MANAGE REV, V28, P447; AGUILERA RV, 2004, INT J HUM RESOUR MAN, V15, P1357; AGUILERA RV, 2006, LEFT ALTAR RELATIONA; ARGOTE L, 1999, ORG LEARNING CREATIN; ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P1; BACHARACH SB, 1989, ACAD MANAGE REV, V14, P496; BARDEN JQ, 2005, J INT BUS STUD, V36, P156; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CUI AS, 2006, J WORLD BUS, V41, P100; DENG L, 2006, SIMILARITY COMPLEMEN; DHANARAJ C, 2004, J INT BUS STUD, V35, P428; DING DZ, 1997, J INT MARKETING, V5, P31; FILATOTCHEV I, 2003, J WORLD BUS, V38, P331; FIOL MC, 1985, ACAD MANAGE REV, V10, P803; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GRAEBNER ME, 2004, ADMIN SCI QUART, V49, P366; GRIFFITH DA, 2001, J INT MARKETING, V9, P1; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; INKPEN AC, 2006, J MANAGE STUD, V43, P779; KING G, 1994, DESIGNING SOCIAL INQ; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LUO YD, 1999, J INT BUS STUD, V30, P269; LYLES MA, 1992, J MANAGE STUD, V29, P155; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAKINO S, 2004, STRATEGIC MANAGE J, V25, P1027; MEYER KE, 2005, J INT BUS STUD, V36, P600; MEYER KE, 2007, J INT BUS STUD, V38, P27; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MUTHUSAMY SK, 2005, ORGAN STUD, V26, P415; NONAKA I, 1994, ORGAN SCI, V5, P1; NONAKA I, 1995, KNOWLEDGE CREATING C; NORMAN PM, 2004, J BUS RES, V57, P610; POPPER K, 1959, LOGIC SCI DISCOVERY; SALK JE, 2003, BLACKWELL HDB ORG LE, P253; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SIMONIN BL, 2004, J INT BUS STUD, V35, P407; SINANI E, 2004, J COMP ECON, V32, P445; SIRMON DG, 2004, J INT BUS STUD, V35, P306; STAW BM, 2000, ADMIN SCI QUART, V45, P523; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; STEENSMA HK, 2005, ACAD MANAGE J, V48, P213; STINCHCOMBE A, 1968, CONSTRUCTING SOCIAL; TSANG EWK, 2002, STRATEGIC MANAGE J, V23, P835; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; WEICK K, 1995, BLACKWELL DICT ORG B, P17; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1998, J INT BUS STUD, V29, P773; YAN Y, 2002, BRIT J MANAGE, V13, P109; ZHAO Z, 2005, J MANAGE STUD, V42, P127	50	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				38	46			9	Business; Management	139RH	ISI:000244449700004
J	Sanna-Randaccio, F; Veugelers, R	Sanna-Randaccio, Francesca; Veugelers, Reinhilde		Multinational knowledge spillovers with decentralised R & D: a game-theoretic approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	MNEs; R&D decentralisation; technological spillovers	FOREIGN DIRECT-INVESTMENT; TECHNOLOGY-TRANSFER; UNITED-STATES; INTERNATIONALIZATION; CAPABILITIES; INNOVATION; GLOBALIZATION; GEOGRAPHY; TRADE; FIRMS	This paper provides a theoretical model of the trade-offs that an MNE faces when organising its R & D as decentralised or centralised. R & D decentralisation avoids having to adapt centrally developed innovations to local markets, being able to use the specific know-how of the subsidiary. In addition R & D subsidiaries can be used to source locally available external know-how. At the same time, however, R & D internationalisation intensifies the spillover of valuable know-how to competitors located in the foreign markets. The analysis demonstrates the importance of the intensity of competition in the local market in determining the size of both the benefits and costs of R & D decentralisation. It shows that when R & D is undertaken abroad in association with production, the local knowledge base is not unequivocally a pulling factor attracting R & D investments by foreign MNEs, depending on the level of local competition. The paper also shows that efficiency in reverse intra-company technology transfers is a critical factor in benefiting from technology sourcing. The results thus illustrate the complementarity of efficient internal and external knowledge management systems. In addition the model suggests that, with a fall in the cost of intra-company technology transfers, relative market size loses importance as a locational factor for R & D decentralisation.	Katholieke Univ Leuven, B-3000 Louvain, Belgium	Veugelers, R, Katholieke Univ Leuven, Naamsestr 69, B-3000 Louvain, Belgium	Reinhilde.Veugelers@econ.kuleuven.be	ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; AUDRETSCH DB, 1996, AM ECON REV, V86, P630; BALDWIN R, 1999, NBER WORKING PAPER, V6904; BLANC H, 1999, CAMBRIDGE J ECON, V23, P187; BRANSTETTER L, 2000, NBER WORKING PAPER, V8015; CANTERO ALP, 1995, PUBL ESPEC I ESP OCE, V19, P1; CAVES R, 1996, MULTINATIONAL ENTERP; COHEN WM, 1989, ECON J, V99, P569; DAS S, 1987, J INT ECON, V22, P171; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ETHIER WJ, 1996, J INT ECON, V41, P1; FLORIDA R, 1997, RES POLICY, V26, P85; FOSFURI A, 2000, INT J IND ORGAN, V18, P1129; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; GERSBACH H, 1999, REG SCI URBAN ECON, V29, P679; GERSBACH H, 2000, UNPUB FOREIGN DIRECT; GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN; KOGUT B, 1991, REV ECON STAT, V73, P401; KUEMMERLE W, 1997, HARVARD BUS REV, V75, P61; NARULA R, 2004, OXFORD HDB INNOVATIO, P318; NIOSI J, 1999, RES POLICY, V28, P107; PATEL P, 1992, TECHNOLOGY MANAGEMEN, P53; PEARCE RD, 1999, RES POLICY, V28, P157; PETIT ML, 2000, INT J IND ORGAN, V18, P339; REGER G, 2001, UNPUB DIFFERENCES IN; SERAPIO MG, 1999, RES POLICY, V28, P303; SINGH J, IN PRESS J INT BUSIN; SIOTIS G, 1999, J ECON MANAGE STRAT, V8, P251; VONZEDTWITZ M, 2002, RES POLICY, V31, P569; WANG JY, 1992, EUR ECON REV, V36, P137; ZHAO M, 2004, WORKING PAPER SERIES	31	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				47	63			17	Business; Management	139RH	ISI:000244449700005
J	Shin, SJ; Morgeson, FP; Campion, MA	Shin, Shung J.; Morgeson, Frederick P.; Campion, Michael A.		What you do depends on where you are: understanding how domestic and expatriate work requirements depend upon the cultural context	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	expatriate; cultural context; work requirements	SURVEY MODULE 1994; REPUBLIC-OF-CHINA; PSYCHOMETRIC PROPERTIES; RELATIVE IMPORTANCE; UNITED-STATES; ROLE-CONFLICT; JOB ANALYSIS; ADJUSTMENT; MANAGERS; PERFORMANCE	To empirically address the importance of the cultural context for successful assignments, we conducted two studies using a large sample of public-sector US professionals working in comparable jobs in 156 different countries. The results provided direct evidence that social and perceptual skill, reasoning ability, and adjustment- and achievement-orientation personality requirements are higher in expatriate assignments, which has implications for pre-departure selection. Also, the results partly supported the hypothesis that expatriates are required to adjust their behavior to be consistent with the local cultural values, which has implications for post-arrival behavioral training.	Washington State Univ, Coll Business, Dept Management & Decis Sci, Richland, WA USA; Michigan State Univ, Eli Broad Grad Sch Management, E Lansing, MI 48824 USA; Purdue Univ, Krannert Grad Sch Management, W Lafayette, IN 47907 USA	Shin, SJ, CIC, 2710 Univ Dr, Richland, WA 99354 USA	sshin@tricity.wsu.edu	*PRUD REL INT, 1999, MEAS EXP SUCC; *WINDH INT, 2000, GLOB REL TRENDS 2000; ANDERZEN I, 1999, PSYCHOTHER PSYCHOSOM, V68, P67; ARTHUR W, 1995, PERS PSYCHOL, V48, P99; ARVEY RD, 1991, RES PERSONNEL HUMAN, V9, P367; AYCAN Z, 1997, N APPR EMPLOY MANAG, V4, P1; BANDURA A, 1977, SOCIAL LEARNING THEO; BASS BM, 1997, AM PSYCHOL, V52, P130; BLACK F, 1989, J PORTFOLIO MANAGE, V15, P4; BLACK JS, 1988, J INT BUS STUD, V19, P277; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1999, GLOBALIZING PEOPLE I; BONAIUTO P, 1992, ANXIETY RECENT DEV C, P75; BORMAN WC, 1999, OCCUPATIONAL INFORMA, P213; BREWSTER C, 1995, EXPATRATE MANAGEMENT, P57; BUDNER S, 1962, J PERS, V30, P29; CALIGIURI PM, 2000, PERS PSYCHOL, V53, P67; CAMPION MA, 1993, PERS PSYCHOL, V46, P823; CHAO GT, 1997, N APPR EMPLOY MANAG, V4, P207; CLUGSTON M, 2000, J MANAGE, V26, P5; COHEN J, 1983, APPL MULTIPLE REGRES; CUI G, 1998, HOWARD J COMMUNICATI, V9, P69; DANIELS JD, 1998, MULTINATIONAL BUSINE, V6, P13; DORFMAN PW, 1988, ADV INT COMP MANAGEM, V3, P127; DORFMAN PW, 1996, HDB INT MANAGEMENT R, P267; DORFMAN PW, 1997, LEADERSHIP QUART, V8, P233; DUBIN R, 1978, THEORY BUILDING; DUNBAR E, 1992, INT J INTERCULT REL, V16, P1; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; ELANGOVAN AR, 1995, INT J CONFL MANAGE, V6, P124; FRASER KP, 1997, J COLL STUDENT DEV, V38, P461; GERSTNER CR, 1994, LEADERSHIP QUART, V5, P121; GREGERSEN HB, 1990, GROUP ORGAN STUD, V15, P461; HARRISON JK, 1996, INT J INTERCULT REL, V20, P167; HARZING AW, 2002, J ORGAN BEHAV, V23, P127; HECHANOVA R, 2003, APPL PSYCHOL-INT REV, V52, P213; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1984, ACAD MANAGE REV, V9, P389; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOFSTEDE G, 2002, APPL PSYCHOL-INT REV, V51, P170; HOUSE RJ, 1997, NEW PERSPECTIVES INT, P535; JAMES LR, 1984, J APPL PSYCHOL, V69, P85; JEANNERET PR, 1999, OCCUPATIONAL INFORMA, P105; JUNG DI, 1999, ACAD MANAGE J, V42, P208; KELLOWAY EK, 1998, USING LISREL STRUCTU; KRAIMER ML, 2001, PERS PSYCHOL, V54, P71; MAHONEY AM, 1998, PSYCHOL REP 2, V82, P1432; MATTHEWS G, 1988, COGNITION EMOTION, V2, P123; MCEVOY GM, 1995, EXPATRIATE MANAGEMEN, P97; MENDIS DA, 1985, FUNDAMENTALS COSMIC, V10, P1; MERVOSH EM, 1997, IND WEEK, V246, P68; MORGESON FP, 1997, J APPL PSYCHOL, V82, P627; MORGESON FP, 1999, ACAD MANAGE REV, V24, P249; MORGESON FP, 2004, J APPL PSYCHOL, V89, P674; NASIEROWSKI W, 1998, ORGAN STUD, V19, P495; NETEMEYER RG, 1990, J APPL PSYCHOL, V75, P148; ODDOU G, 1984, INT J INTERCULT REL, V8, P77; ODDOU G, 1991, HUMAN RESOURCE PLANN, V14, P301; OGRADY S, 1994, 1994 AC INT BUS C; ONES DS, 1997, N APPR EMPLOY MANAG, V4, P63; ONES DS, 1999, HUM PERFORM, V12, P275; OSLAND JS, 2000, HUM RESOURCE MANAGE, V39, P227; OSTROFF C, 1993, ACAD MANAGE J, V36, P1345; PAVETT C, 1995, HUM RELAT, V48, P1171; PAYNE R, 1994, CAUSES COPING CONSEQ, P209; PETERSON MF, 1995, ACAD MANAGE J, V38, P429; PETERSON NG, 1999, OCCUPATIONAL INFORM; PETERSON NG, 2001, PERS PSYCHOL, V54, P451; PRIESTER MJ, 1993, J COUNS PSYCHOL, V40, P79; SARGENT T, 2002, THESIS U SARASOTA SA; SCHWARTZ SH, 1994, CROSS CULTURAL RES M, V18, P85; SELMER J, 1998, INT J HUM RESOUR MAN, V9, P831; SELMER J, 2001, J MANAGERIAL PSYCHOL, V16, P50; SHACKLETON VJ, 1990, J CROSS CULT PSYCHOL, V21, P109; SHAFFER MA, 1999, J INT BUS STUD, V30, P557; SHAW JB, 1990, ACAD MANAGE REV, V15, P626; SHAY JP, 2004, J INT BUS STUD, V35, P216; SHROUT PE, 1979, PSYCHOL BULL, V86, P420; SINGH VP, 1990, IRRIGATION SCI, V11, P1; SMITH R, 1992, AUST METEOROL MAG, V41, P1; SPECTOR PE, 2001, APPL PSYCHOL-INT REV, V50, P269; SPECTOR PE, 2002, APPL PSYCHOL-INT REV, V51, P174; SPREITZER GM, 1997, J APPL PSYCHOL, V82, P6; SWAAK RA, 1995, COMPENSATION BENEFIT, V27, P47; TAKEUCHI R, 2002, J APPL PSYCHOL, V87, P655; TAKEYAMA H, 2005, ERGONOMICS, V48, P1; THOMAS DC, 1995, J BUS RES, V32, P1; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TUNG RL, 1987, ACADEMY MANAGEMENT E, V1, P117; VANCE CM, 2002, J MANAGEMENT DEV, V21, P557; VANVIANEN AEM, 2004, ACAD MANAGE J, V47, P697; WEISS HM, 1977, ORGAN BEHAV HUM PREF, V19, P89; WILK SL, 1996, PERS PSYCHOL, V49, P937; YIU L, 2000, HUMAN RESOURCE DEV Q, V11, P319	97	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				64	83			20	Business; Management	139RH	ISI:000244449700006
J	Kotabe, M; Parente, R; Murray, JY	Kotabe, Masaaki; Parente, Ronaldo; Murray, Janet Y.		Antecedents and outcomes of modular production in the Brazilian automobile industry: a grounded theory approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	outsourcing; modularization; modular production; tacit knowledge; supply chain management; global sourcing	STRATEGIC FLEXIBILITY; COMPETITIVE ADVANTAGE; ELECTRONIC MAIL; PERFORMANCE; DESIGN; TECHNOLOGY; FIRM; COMMUNICATION; ORGANIZATION; INFORMATION	Our paper focuses on how foreign automobile manufacturers in Brazil have implemented and benefited from strategic modularization. Based on our case studies and in-depth interviews, we developed a theoretical framework to examine the antecedents and outcomes of strategic modularization. Our theoretical framework suggests that strategic modularization may help improve a firm's positional advantage by reducing the cost of managing tacit knowledge. In addition, the adoption of strategic modularization influences the nature of relationships with major suppliers, further blurring the boundaries of the firm.	Temple Univ, Inst Global Management Studies, Washburn Chair Int Business & Marketing, Philadelphia, PA 19122 USA; Univ Missouri, Coll Business Adm, St Louis, MO 63121 USA; Rutgers State Univ, Sch Business, Camden, NJ 08102 USA	Kotabe, M, Temple Univ, Inst Global Management Studies, Washburn Chair Int Business & Marketing, 349 Speakman Hall,006-00, Philadelphia, PA 19122 USA	mkotabe@temple.edu	ALEXANDER C, 1964, NOTES SYNTHESIS FORM; ALLRED BB, 2001, ACAD MANAGE EXEC, V15, P161; ANCONA DG, 1992, ADMIN SCI QUART, V37, P634; BALDWIN CY, 1997, HARVARD BUS REV, V75, P84; BALDWIN CY, 2000, DESIGN RULES, V1; BARNEY J, 1991, J MANAGE, V17, P99; BROWN GK, 1997, J INHERIT METAB DIS, V20, P2; BRYAN L, 1973, UNBUNDLING FULL SERV; BURT T, 2001, FINANCIAL TIMES 0410; CLARK KB, 1985, RES POLICY, V14, P235; CROSS L, 1999, GRAPHIC ARTS    0801; CUSUMANO M, 1998, THINKING LEAN; DAFT RL, 1986, MANAGE SCI, V32, P554; DAY GS, 1988, J MARKETING, V52, P1; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DIESING P, 1971, PATTERNS DISCOVERY S; DORAN D, 2003, INT J OPER PROD MAN, V23, P316; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 2000, STRATEGIC MANAGEMENT, V21, P245; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; EISENHARDT KM, 1999, HARVARD BUS REV, V77, P72; FISHER M, 1995, REDESIGNING FIRM, P116; FIXSON SK, 2005, INT J AUTOMOT TECHN, V3, P166; FUJIMOTO T, 2004, RIETI DISCUSSION PAP; GARUD R, 1995, STRATEGIC MANAGE J, V16, P93; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; GRAZIADIO T, 2003, INT J AUTOMOT TECHN, V3, P47; GREVE HR, 1999, ADMIN SCI QUART, V44, P590; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HARBISON JR, 1998, SMART ALLIANCES PRAC; HEINSL M, 2000, WALL STREET J, V25, B1; HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22; HOOGEWEEGEN MR, 1999, DECISION SCI, V30, P1073; KEKRE S, 1990, MANAGE SCI, V36, P1216; KOCK N, 1999, ORG SOC, V6, P21; KOCK N, 2002, P 12 INF RES MAN INT, P333; KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621; KOTABE M, 2003, STRATEGIC MANAGE J, V24, P293; KOTABE M, 2004, GLOBAL CORPORATE EVO, P331; LANCTOT A, 2000, J INT MANAGEMENT, V6, P187; LANGLOIS R, 2000, MODULARITY TECHNOLOG; LANGLOIS RN, 1992, BUS HIST REV, V66, P1; LARA AA, 2005, INT J AUTOMOT TECHN, V5, P199; LEE AS, 1994, MIS QUART, V18, P143; LEI D, 1996, ORGAN STUD, V17, P501; LENGEL RH, 1988, ACADEMY MANAGEMENT E, V2, P225; LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135; MARKUS ML, 1994, ORGAN SCI, V5, P502; MARX R, 1997, INTEGRATED MANUFACTU, V8, P292; MCCLELLAN B, 2000, WARDS AUTO WORLD SEP; MEYER MH, 1998, SLOAN MANAGE REV, V40, P61; MIKKOLA JH, 2000, 004 DAN RES UN; MILES M, 1984, QUALITATIVE DATA ANA; NETO JA, 2001, SUPPLY CHAIN NEW IND; NOORI H, 1990, INT J TECHNOL MANAGE, V5, P577; OGRADY P, 1999, AGE MODULARITY USING; PARENTE R, 2005, INT J AUTOMOT TECHN, V5, P430; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; QUINN JB, 1999, SLOAN MANAGE REV, V40, P9; ROBERTSON D, 1998, SLOAN MANAGE REV, V39, P19; SAKO M, 1999, MIT INT MOT VEH PROG; SAKO M, 2003, BUSINESS SYSTEMS INT; SANCHEZ R, 1995, STRATEGIC MANAGE J, V16, P135; SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63; SCHILLING MA, 2000, ACAD MANAGE REV, V25, P312; SCHILLING MA, 2000, USE MODULAR ORG FORM; SCHILLING MA, 2000, WINNING STRATEGIES D, P25; SNOW CC, 1992, ORGAN DYN, V20, P5; STINCHCOMBE AL, 1965, HDB ORG, P142; STRAUSS A, 1990, BASICS QUALITATIVE R; WERNERFELT B, 1984, STRATEGIC MANAGEMENT, V5, P151; WILSON LO, 1990, J MARKETING RES, V27, P123; WORREN N, 2002, STRATEGIC MANAGE J, V23, P1123; YIN RK, 1984, CASE STUDY RES DESIG; ZILBOVICIUS M, 2002, INT J AUTOMOT TECHN, V2, P10	76	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				84	106			23	Business; Management	139RH	ISI:000244449700007
J	Knight, JG; Holdsworth, DK; Mather, DW	Knight, John G.; Holdsworth, David K.; Mather, Damien W.		Country-of-origin and choice of food imports: an in-depth study of European distribution channel gatekeepers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	country of origin; food imports; gatekeepers; trust; country image	PRODUCT EVALUATIONS; RETAIL BUYERS; IMAGE; PERCEPTIONS; QUALITY; IMPACT; ATTITUDES; SELECTION; SUPPLIER; VALIDITY	Country-of-origin preferences of distribution channel gatekeepers when sourcing food imports were investigated using in-depth interviews in five European markets. Channel member perceptions of product-country image related more to specific issues of confidence and trust in integrity of production, certification and regulatory systems than to country image stereotypes. This study integrates these trust-determining factors with price-perceived value constructs in order to build a comprehensive model applicable to food channel gatekeepers.	Univ Otago, Sch Business, Marketing Dept, Dunedin, New Zealand	Knight, JG, Univ Otago, Sch Business, Marketing Dept, POB 56, Dunedin, New Zealand	jknight@business.otago.ac.nz	AGARWAL S, 2001, J MARKETING THEORY P, V9, P1; ALSULAITI KI, 1998, MARKETING INTELLIGEN, V16, P150; ARNOULD EJ, 1994, J MARKETING RES, V31, P484; ASKEGAARD S, 1998, EUROPEAN ADV CONSUME, V3, P50; BEATTY SE, 1998, J RETAILING, V74, P169; BERGMAN K, 2002, DEALING CONSUMER UNC; BILKEY WJ, 1982, J INT BUS STUD, V13, P89; BUHRS T, 1993, ENV POLICY NZ POLITI; BUZBY JC, 2001, CHANGING STRUCTURE G, P55; CARDELLO AV, 1996, FOOD CHOICE ACCEPTAN, P51; COFFEY A, 1996, MAKING SENSE QUALITA; CRESWELL JW, 2000, THEOR PRACT, V39, P124; DENZIN NK, 2000, HDB QUALITATIVE RES; ERICKSON GM, 1984, J CONSUM RES, V11, P694; ETTENSON R, 1986, J RETAILING, V62, P41; FISHER RJ, 1993, J CONSUM RES, V20, P303; FOTOPOULOS C, 2003, EUR J MARKETING, V37, P1350; GENDALL PJ, 2001, NZ ENV; GER G, 1999, ADV CONSUM RES, V26, P165; GLASER B, 1967, DISCOVERY GROUNDED T; GNOTH J, 2002, J BRAND MANAGEMENT, V9, P262; GUERRERO L, 2001, FOOD PEOPLE SOC EURO, P281; GUMMESSON E, 2000, QUALITATIVE METHODS; HAKANSSON H, 1975, J MARKETING RES, V12, P46; HAMPTON GM, 1977, BAYLOR BUSINES STUDI, V8, P53; HAN CM, 1988, J INT BUS STUD, V19, P235; HAN CM, 1989, J MARKETING RES, V26, P222; HAN CM, 1990, EUR J MARKETING, V24, P24; HESLOP LA, 1993, PRODUCT COUNTRY IMAG, P39; HOFFMANN R, 2000, BRIT FOOD J, V102, P211; HULLAND J, 1996, J INT MARKETING, V4, P57; IMRAM N, 1999, NUTR FOOD SCI, V5, P224; INSCH GS, 2003, MANGEMENT INT REV, V43, P1; JAFFE ED, 1993, PRODUCT COUNTRY IMAG, P433; JOHANSSON JK, 1985, J MARKETING RES, V22, P388; JOHANSSON JK, 1993, PRODUCT COUNTRY IMAG, P77; JOHANSSON U, 2002, INT J RETAIL DISTRIB, V30, P575; JURIC B, 1998, FOOD QUAL PREFER, V9, P431; KATSIKEAS CS, 1998, INT MARKET REV, V15, P322; KEOWN C, 1995, BRIT FOOD J, V97, P17; KNIGHT J, 2003, TRUST COUNTRY IMAGE; KNIGHT JG, 2005, FOOD POLICY, V30, P385; KOTLER P, 2002, BRAND MANAGEMENT, V9, P249; KVALE S, 1996, INTERVIEWS INTRO QUA; LARIC MV, 1981, J MARKETING, V45, P135; LAROCHE M, 2005, INT MARKET REV, V22, P96; LECLERC F, 1994, J MARKETING RES, V31, P263; LIEFELD JP, 1993, PRODUCT COUNTRY IMAG, P117; LIEFELD JP, 2005, J CONSUMER BEHAV, V4, P85; LINCOLN YS, 1985, NATURALISTIC INQUIRY; MARSHALL DW, 1995, FOOD CHOICE CONSUMER; MCCRACKEN G, 1988, LONG INTERVIEW; MCGOLDRICK PJ, 1983, EUR J MARKETING, V17, P13; MERTON R, 1956, FOCUSED INTERVIEW MA; MILES MB, 1994, QUALITATIVE DATA ANA; MONROE KB, 2003, PRICING MAKING PROFI; MORGAN N, 2002, J BRAND MANAGEMENT, V9, P335; NAGASHIMA A, 1977, J MARKETING, V41, P95; NAYGA RM, 2000, J CONSUM AFF, V34, P97; NEBENZAHL ID, 1997, MANAGE INT REV, V37, P27; OLSEN C, 2002, COMITATUS, V33, P1; PAPADOPOULOS N, 1993, PRODUCT COUNTRY IMAG, P3; PAPADOPOULOS N, 2002, J BRAND MANAGEMENT, V9, P294; PATTON M, 1990, QUALITATIVE EVALUATI; PHILLIPS H, 1993, J MARKET RES SOC, V35, P51; ROOK DW, 1987, J CONSUM RES, V14, P189; ROTH MS, 1992, J INT BUS STUD, V23, P477; SANDERSON K, 2003, EC RISKS OPPORTUNITI; SCHUMAN H, 1981, QUESTIONS ANSWERS AT; SEIDEL J, 1995, COMPUTER AIDED QUALI, P52; SHAW SA, 1992, J MARKETING MANAGEME, V8, P127; SHEPHERD R, 1996, FOOD CHOICE ACCEPTAN, P346; SHETH J, 1973, J MARKETING, V37, P50; SIMON J, 1975, PUBLIC OPIN QUART, V38, P585; SKAGGS R, 1996, AGRIBUSINESS, V12, P593; SKYTTE H, 2001, J CHAIN NETWORK SCI, V1, P133; SLOVIC P, 2000, PERCEPTION RISK; STERNQUIST B, 1994, INT REV RETAIL DISTR, V4, P159; THORNTON S, 2001, VALUING NZ CLEAN GRE; TULL DS, 1990, MARKETING RES MEASUR; TURNER A, 1995, BRIT FOOD J, V97, P23; VANTRIJP H, 1997, AGR MARKETING CONSUM, P201; VERBEKE W, 1999, J INT FOOD AGRIBUS M, V10, P45; VERLEGH PWJ, 1999, J ECON PSYCHOL, V20, P521; VERLEGH PWJ, 2001, FOOD PEOPLE SOC, P267; VONALVENSLEBEN R, 1993, AGRARWIRTSCHAFT, V42, P247; WAGNER J, 1989, J RETAILING, V65, P58; WANG CK, 1983, J ACAD MARKET SCI, V11, P71; WHITE PD, 1978, J MARKETING, V42, P80; ZEITHAML VA, 1988, J MARKETING, V52, P2	90	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				107	125			19	Business; Management	139RH	ISI:000244449700008
J	Lau, VP; Shaffer, MA; Au, K	Lau, Victor P.; Shaffer, Margaret A.; Au, Kevin		Entrepreneurial career success from a Chinese perspective: conceptualization, operationalization, and validation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	entrepreneurship; career success; scale development; Chinese culture	JOB-PERFORMANCE; ORGANIZATIONAL COMMITMENT; PERSONALITY; BEHAVIOR; SELF; METAANALYSIS; PREDICTORS; MANAGEMENT; SINGAPORE; FRAMEWORK	We conducted a series of studies to conceptualize, operationalize, and validate entrepreneurial career success from a Chinese perspective. For Study 1, we defined constructs based on interpretations of Hong Kong entrepreneurs. In Study 2 (Hong Kong entrepreneurs) and Study 3 (Shanghai entrepreneurs and their employees), we developed and validated measures. Guided primarily by social identity theory, we mapped the criterion space and tested etic and emic predictors of career success.	Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China; Univ Wisconsin, Sch Business Adm, Milwaukee, WI USA	Lau, VP, Chinese Univ Hong Kong, Dept Management, Room 301B,Leung Kai Kui Bldg, Shatin, Hong Kong, Peoples R China	victorlau@cuhk.edu.hk	2003, SHANGHAI YELLOW PAGE; 2005, SHANGHAI STAT YB; *DUN BRADSTR, 1999, D B HONG KONG MARK G; ALLEN JB, 2003, J SPORT EXERCISE PSY, V25, P551; ARTHUR MB, 2005, J ORGAN BEHAV, V26, P177; ARYEE S, 1994, HUM RELAT, V47, P487; BANDURA A, 1986, SOCIAL FDN THOUGHT A; BARRICK MR, 1991, PERS PSYCHOL, V44, P1; BELK RW, 1988, J CONSUM RES, V15, P139; BOLLEN KA, 1993, TESTING STRUCTURAL E; BRISLIN RW, 1973, CROSS CULTURAL RES M; BRYANT FB, 2000, READING UNDERSTANDIN, P9; BRYMAN A, 1992, MIXING METHODS QUALI, P57; CARTER NM, 2003, J BUS VENTURING, V18, P13; CHOW IHS, 2004, SAM ADV MANAGE J, V69, P22; COHEN J, 1960, EDUC PSYCHOL MEAS, V20, P1; COHEN J, 2003, APPL MULTIPLE REGRES; CORTINA JM, 1993, J APPL PSYCHOL, V78, P98; DAKHLI M, 2004, ENTREP REGION DEV, V16, P107; DANN S, 1995, WOMEN MANAGEMENT REV, V10, P11; DEVELLIS RF, 2003, SCALE DEV THEORY APP; DUDLEY NM, 2006, J APPL PSYCHOL, V91, P40; FLICK U, 1998, INTRO QUALITATIVE RE; GABRENYA WK, 1996, HDB CHINESE PSYCHOL, P309; GATTIKER UE, 1990, HUM RELAT, V43, P703; GOLDBERG LR, 1999, PERSONALITY PSYCHOL, V7, P7; GREENHAUS JH, 1990, ACAD MANAGE J, V33, P64; GUNZ HP, 2005, J ORGAN BEHAV, V26, P105; HACKMAN JR, 1971, J APPL PSYCHOL, V55, P259; HAIR J, 1998, MULTIVARIATE DATA AN; HALL DT, 2002, CAREERS ORG; HALL DT, 2005, J ORGAN BEHAV, V26, P155; HARZING AWK, 1997, INT BUSINESS REV, V6, P641; HESLIN PA, 2005, J ORGAN BEHAV, V26, P113; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOGAN R, 2000, PERSON ENV PSYCHOL M, P1; HOGG MA, 2000, ACAD MANAGE REV, V25, P121; HU L, 1999, STRUCTURAL EQUATION, V6, P1; HUGHES MA, 1990, J MARKETING RES, V27, P185; HWANG A, 2003, J CROSS CULT PSYCHOL, V34, P72; JORESKOG KG, 1998, LISREL 8 STRUCTURAL; JUDGE TA, 1999, PERS PSYCHOL, V52, P621; KEH HT, 2002, ENTREP THEORY PRACT, V27, P125; KELLEY HH, 1980, ANNU REV PSYCHOL, V31, P457; KELLOWAY EK, 1998, USING LISREL STRUCTU; KORMAN AK, 1981, ACAD MANAGE J, V24, P342; KUEMMERLE W, 2005, CASE STUDIES INT ENT; KVALE S, 1996, INTERVIEW INTRO QUAL; LEUNG ASM, 2003, ASIA PACIFIC J MANAG, V20, P359; LINCOLN JR, 1990, CULTURE CONTROL COMM; MAHONEY JT, 1992, STRATEGIC MANAGE J, V13, P363; MISCHEL W, 1977, AM PSYCHOL, V32, P246; MORRIS MW, 1999, ACAD MANAGE REV, V24, P781; NETEMEYER RG, 2003, SCALE PROCEDURES ISS; NG TWH, 2005, PERS PSYCHOL, V58, P367; NICHOLSON N, 2005, J ORGAN BEHAV, V26, P137; OREILLY C, 1986, J APPL PSYCHOL, V71, P492; PANITCHPAKDI S, 2002, CHINA WTO CHANGING C; PARASURAMAN S, 1996, J VOCAT BEHAV, V48, P275; PENG MW, 2001, ACAD MANAGE EXEC, V15, P95; SEIBERT SE, 2001, ACAD MANAGE J, V44, P219; SEIBERT SE, 2001, J VOCAT BEHAV, V58, P1; SHANE S, 2002, MANAGE SCI, V48, P364; SIU WS, 1990, ENTREPRENEURSHIP HON; SPREITZER GM, 1996, ACAD MANAGE J, V39, P483; STRASSER S, 1984, PERS PSYCHOL, V37, P77; STRAUSS A, 1990, BASICS QUALITATIVE R; STURGES J, 2005, J ORGAN BEHAV, V26, P821; TAJFEL H, 1986, PSYCHOL INTERGROUP R, P7; TASAKI KT, 1999, COMMUNICATION Q, V47, P196; VANDYNE L, 2004, J ORGAN BEHAV, V25, P439; WATSON W, 2003, J BUS VENTURING, V18, P145; YU AB, 1996, HDB CHINESE PSYCHOL, P227	73	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				126	146			21	Business; Management	139RH	ISI:000244449700009
J	Tian, XW	Tian, Xiaowen		Accounting for sources of FDI technology spillovers: evidence from China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI; technology spillovers; sources; China	FOREIGN DIRECT-INVESTMENT; PRODUCTIVITY SPILLOVERS; MANUFACTURING FIRMS; PANEL-DATA; EFFICIENCY; PERFORMANCE; IMPACT; UK; COMPETITION; INDUSTRIES	Using a set of panel data of 11,324 firms in China from 1996 to 1999, the paper finds that positive technology spillovers from FIEs to domestic firms occur through tangible assets rather than intangible assets, through domestically consumed products rather than exported products, through 'traditional' products rather than new products, and through FIEs employing unskilled workers rather than FIEs employing skilled workers. FIEs are found to generate negative spillovers through exports and through employment of skilled workers.	Univ Nottingham, Nottingham Univ Business Sch, Nottingham NG7 2RD, England	Tian, XW, Univ Nottingham, Nottingham Univ Business Sch, Univ Pk,China House,Lenton Fields, Nottingham NG7 2RD, England	Xiaowen.Tian@nottingham.ac.uk	AITKEN B, 1997, J INT ECON, V43, P103; AITKEN BJ, 1999, AM ECON REV, V89, P605; BELL M, 2004, EUROPEAN J DEV RES, V16, P653; BLOMSTROM M, 1983, WORLD DEV, V11, P493; BLOMSTROM M, 1986, J IND ECON, V35, P97; BLOMSTROM M, 1994, CONVERGENCE PRODUCTI, P263; BLOMSTROM M, 1999, EUR ECON REV, V43, P915; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; CAVES R, 1974, ECONOMICA, V41, P176; CHUANG YC, 1999, J DEV STUD, V35, P117; DJANKOV S, 2000, WORLD BANK ECON REV, V14, P49; DRIFFIELD N, 2001, MANCH SCH, V69, P103; GIRMA S, 2001, SCOT J POLIT ECON, V48, P119; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GORG H, 2001, ECON J, V111, P723; GREENFIELD J, 2004, DANCE THEAT J, V20, P4; HADDAD M, 1993, J DEV ECON, V42, P51; HU AGZ, 2002, WORLD ECON, V25, P1063; JIANG X, 2003, FDI CHINA CONTRIBUTI; KATHURIA V, 2000, J INT DEV, V12, P343; KOKKO A, 1994, J DEV ECON, V43, P279; KOKKO A, 1996, J DEV STUD, V32, P602; KOKKO A, 1996, J INT DEV, V8, P517; LI XY, 2001, EC SYSTEMS, V25, P305; LIU XM, 2000, J INT BUS STUD, V31, P407; LIU XM, 2001, INT BUSINESS REV, V10, P421; LIU ZQ, 2002, J COMP ECON, V30, P579; NAKAMURA A, 2004, INT J TECHNOL MANAGE, V27, P731; SJOHOLM F, 1999, ECON DEV CULT CHANGE, V47, P559; SJOHOLM F, 1999, J DEV STUD, V36, P53; TIAN XW, 2004, POST-COMMUNIST ECON, V16, P497	31	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				147	159			13	Business; Management	139RH	ISI:000244449700010
J	Nadkarni, S; Perez, PD	Nadkarni, Sucheta; Perez, Pedro David		Prior conditions and early international commitment: the mediating role of domestic mindset	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	prior conditions; domestic mindsets; early internationalization; mode of entry	UNITED-STATES; MULTINATIONAL-CORPORATIONS; COMPETITIVE ADVANTAGE; DYNAMIC CAPABILITIES; STRATEGIC MANAGEMENT; OWNERSHIP PATTERNS; JOINT VENTURES; MENTAL MODELS; ENTRY MODE; PERFORMANCE	Our study investigates why some firms engage in low international commitments such as exports in the early phases of internationalization, whereas others leapfrog the internationalization process and start with high international commitments in the form of foreign direct investment (FDI). Process models of internationalization propose that firms start with low commitment activities and gradually increase their commitments to international markets. However, recent empirical evidence has shown that many firms make high international commitments from the start. Our findings suggest that domestic resources and competitive action propensity affect early international commitments indirectly through domestic mindsets. A domestic mindset refers to the knowledge structures of the top management team prior to starting international activities, based on their managerial experience and learning in domestic markets. Our results suggest that knowledge and learning gained in domestic markets through diverse resource and competitive activities may be crucial in early international commitments.	Univ Nebraska, Dept Management, Lincoln, NE 68544 USA; Cornell Univ, Dept Appl Econ & Management, Ithaca, NY USA	Nadkarni, S, Univ Nebraska, Dept Management, CBA 258, Lincoln, NE 68544 USA	snadkarn@unlnotes.unl.edu	*US IND OUTL, 1994, ALM IND TECHN SERV; AGARWAL S, 1992, J INT BUS STUD, V23, P1; AMIT R, 1993, STRATEGIC MANAGE J, V14, P33; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; AXELROD R, 1976, STRUCTURE DECISION; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 1991, J MANAGE, V17, P99; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BARRETT RA, 1992, COSMIC DUST CATALOG, V13, P1; BARTLETT CA, 1989, MANAGING BORDERS TRA; BJORKMAN I, 1996, J INT MARKETING, V4, P33; BLOODGOOD JM, 1996, ENTREP THEORY PRACT, V20, P61; BOGNER WC, 2000, ORGAN SCI, V11, P212; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CALORI R, 1994, STRATEGIC MANAGE J, V15, P437; CAMPA JM, 2002, ANN M AC MAN DENV CO; CARLEY K, 1992, SOC FORCES, V70, P601; CAVES R, 1996, MULTINATIONAL ENTERP; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CHEN RR, 2001, J BUS VENTURING, V16, P557; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953; DOOLEY RS, 1996, STRATEGIC MANAGE J, V17, P293; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1993, MULTINATIONAL ENTERP; EDEN C, 1992, J MANAGE STUD, V29, P309; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FAGRE N, 1982, J INT BUS STUD, V13, P9; FERRIER WJ, 1999, ACAD MANAGE J, V42, P372; FERRIER WJ, 2001, ACAD MANAGE J, V44, P858; FIOL CM, 1989, ADMIN SCI QUART, V34, P277; FIOL M, 2003, ACAD MANAGE REV, V28, P59; FOMBRUN CJ, 1990, STRATEGIC MANAGE J, V11, P297; GANKEMA HGJ, 2000, J SMALL BUS MANAGE, V38, P15; GARUD R, 1994, ORGAN SCI, V5, P344; GRAHAM EM, 1998, J INT BUS STUD, V29, P67; GREENE WH, 1993, ECONOMETRIC ANAL; HEDLUND G, 1985, INT STUDIES MANAGEME, V15, P41; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HOSMER D, 2000, APPL LOGISTIC REGRES; HUBER GP, 1991, ORGAN SCI, V2, P88; HUFF A, 1990, MAPPING STRATEGIC TH; HYMER S, 1976, STUDY DIRECT FOREIGN; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; KEDIA BL, 1999, J WORLD BUS, V34, P230; KEISLER S, 1982, ADM SCI Q, V27, P548; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOTHA S, 2001, J INT BUS STUD, V32, P769; LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; LIESCH PW, 1999, J INT BUS STUD, V30, P383; MARCH J, 1958, ORGANIZATIONS; MARTINS LL, 1999, ACAD MANAGE J, V42, P652; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCKIERNAN P, 1992, STRATEGIES GROWTH MA; MELIN L, 1992, STRATEGIC MANAGE J, V13, P99; MILLER D, 1996, STRATEGIC MANAGE J, V17, P419; MURTHA TP, 1998, STRATEGIC MANAGE J, V19, P97; NAMIKI N, 1988, J SMALL BUS MANAGE, V26, P32; NETER J, 1985, APPL LINEAR STAT MOD; OGRADY S, 1996, J INT BUS STUD, V27, P309; OSBORNE JD, 2001, STRATEGIC MANAGE J, V22, P435; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 2005, J INT BUS STUD, V36, P2; PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239; PAN YG, 2000, J INT BUS STUD, V31, P535; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PORAC JF, 1989, J MANAGE STUD, V26, P397; PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485; RINDOVA VP, 1999, STRATEGIC MANAGE J, V20, P691; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; TALLMAN S, 2001, CALIFORNIA MANAGEMEN, V45, P116; TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; THOMAS JB, 1993, ACAD MANAGE J, V36, P239; VENKATRAMAN N, 1987, J MANAGE, V13, P109; VERMEULEN F, 2001, ACAD MANAGE J, V44, P457; WEICK K, 1995, SENSEMAKING ORG; WELCH LS, 1980, J INT BUS STUD, V22, P333; WOLFF J, 2000, J SMALL BUS MANAGE, V38, P117; YOUNG G, 1996, ORGAN SCI, V7, P243; ZAHRA SA, 2005, J INT BUS STUD, V36, P20	89	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				160	176			17	Business; Management	139RH	ISI:000244449700011
J	Dunning, JH; Fujita, M; Yakova, N	Dunning, John H.; Fujita, Masataka; Yakova, Nevena		Some macro-data on the regionalisation/globalisation debate: a comment on the Rugman/Verbeke analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	Rugman and Verbeke; FDI; regionalization and globalization	MULTINATIONAL-ENTERPRISES; DISTANCE	This paper critiques an earlier contribution by Rugman and Verbeke (2004); and it does so by considering the global distribution of foreign direct investment (FDI). It also adds several new dimensions to the regionalisation/ globalisation debate, noticeably by (i) the incorporation of inward multinational enterprise (MNE) activity, (ii) evaluating changes in the geography of FDI between 1990 and 2003, and (iii) the introduction of the concept of revealed investment comparative advantage (RICA) of countries and regions. While broadly supporting the findings of Rugman and Verbeke, our paper shows that much of the explanation for the regional concentration of FDI and MNE activity reflects that of the gross domestic product (GDP) and trade of the countries concerned, rather than any distinctive strategy on the part of investing firms.	Univ Reading, Sch Business, Reading RG6 6AA, Berks, England; UN Conference Trade & Dev, Investment Trends Sect, Geneva, Switzerland; Rutgers State Univ, Piscataway, NJ 08855 USA	Dunning, JH, Univ Reading, Sch Business, Reading RG6 6AA, Berks, England	jill.mturner@virgin.net	*EIU, 2003, WORLD INV PROSP FUT; *JAP MIN EC TRAD I, 2004, DAI 32 KAI WAG KIG N; *UNCTAD, 1993, WORLD INV REP 1993 T; *UNCTAD, 2000, WORLD INV REP 2000 C; *UNCTAD, 2001, WORLD INV REP 2001 F; *UNCTAD, 2004, WORLD INV REP 2004 S; *UNCTAD, 2005, WORLD INV REP 2005 T; *UNCTAD, 2006, WORLD INV REP 2006 F; *US DEP COMM, 2004, US DIR INV ABR FIN R; BUCKLEY PJ, 2004, J INT BUS STUD, V35, P81; DUNNING JH, 1998, J INT BUS STUD, V29, P45; DUNNING JH, 2002, GLOBALISING EUROPE, P43; DUNNING JH, 2004, P ANN WORLD BANK C D, P279; DUNNING JH, 2006, TRANSNATIONAL CORPOR, V15, P173; ENRIGHT M, 2003, INNOVATION CLUSTERS, P99; IETTOGILLIES G, 1998, TRANSNATIONAL CORPOR, V7, P17; OESTERLE JJ, 2000, 26 ANN C EUR INT BUS; OZAWA T, 2005, I IND UPGRADING EC P; PETRI PA, 1994, TRANSNATIONAL CORPOR, V3, P1; PORTER ME, 1998, COMPETITION; RONEN S, 1985, ACAD MANAGE REV, V10, P435; RUGMAN AM, 2000, END GLOBALISATION; RUGMAN AM, 2004, J INT BUS STUD, V35, P3; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; THRIFT N, 2000, OXFORD HDB EC GEOGRA, P689; VANDENBERGHE D, 2002, J INT BUSINESS EC, V3, P1; VANTULDER R, 2001, ERASMUS SCOREBOARD C; XU D, 2002, ACAD MANAGE REV, V27, P608	29	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				177	199			23	Business; Management	139RH	ISI:000244449700012
J	Rugman, AM; Verbeke, A	Rugman, Alan M.; Verbeke, Alain		Liabilities of regional foreignness and the use of firm-level versus country-level data: a response to Dunning et al. (2007)	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	regional strategy; home region bound firm-specific advantages; liability of regional foreignness; methodology	MULTINATIONAL-ENTERPRISES; STRATEGIC MANAGEMENT; INTERNATIONALIZATION; PERFORMANCE; EXPANSION	We are pleased that Dunning et al. have provided macro (country) level data demonstrating the increased internationalization of many nations over the past decade. We also appreciate their findings lending support to our perspective on the regional nature of world business. Our work was based solely on micro (firm) level data. Both country-level data and firm-level data have methodological problems, which we attempt to reconcile in this commentary. We also address the broader conceptual issues of how to interpret country-level vs firm-level data.	Indiana Univ, Kelley Sch Business, IU CIBER, Bloomington, IN 47405 USA; Univ Calgary, Haskayne Sch Business, Calgary, AB, Canada	Rugman, AM, Indiana Univ, Kelley Sch Business, IU CIBER, 1309 E 10th St, Bloomington, IN 47405 USA	rugman@indiana.edu	BIRKINSHAW JM, 2000, ENTREPRENEURSHIP GLO; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CONTRACTOR FJ, 2003, J INT BUS STUD, V34, P5; DUNNING J, 1981, INT PRODUCTION MULTI; DUNNING JH, 2007, J INT BUS STUD, V38, P177; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GHEMAWAT P, 2001, HARVARD BUS REV, V79, P137; GHEMAWAT P, 2005, HARVARD BUS REV, V83, P98; HENNART JF, 2007, IN PRESS MANAGEMENT; LU JW, 2004, ACAD MANAGE J, V47, P598; RONEN S, 1985, ACAD MANAGE REV, V10, P435; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; RUGMAN AM, 1992, MULTINATIONAL ENTERP, P160; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; RUGMAN AM, 2003, J INT BUS STUD, V34, P125; RUGMAN AM, 2004, J INT BUS STUD, V35, P3; RUGMAN AM, 2004, TRANSNATIONAL CORPOR, V13, P1; RUGMAN AM, 2005, ANAL MULTINATIONAL S; RUGMAN AM, 2005, MANGEMENT INT REV, V45, P5; RUGMAN AM, 2005, WHAT IS INT BUSINESS, P110; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; YIP G, 2007, IN PRESS LONG RANGE, V40	23	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2007	38	1				200	205			6	Business; Management	139RH	ISI:000244449700013
J	Rodriguez, P; Siegel, DS; Hillman, A; Eden, L	Rodriguez, Peter; Siegel, Donald S.; Hillman, Amy; Eden, Lorraine		Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	politics; corruption; corporate social responsibility; corporate political strategies; business-government relations; business and society	FOREIGN DIRECT-INVESTMENT; FINANCIAL PERFORMANCE; INTERNATIONAL-BUSINESS; INTEGRATED STRATEGY; BARGAINING POWER; FIRM; MANAGEMENT; IMPACT; PERSPECTIVE; ENVIRONMENT	Scholars who analyze multinational enterprises (MNEs) recognize the complex relationship between international business (IB) and society. However, compared with other IB topics, research on politics, corruption and corporate social responsibility - 'three lenses' on the MNE - remains somewhat embryonic, with unresolved issues regarding frameworks, measurement, methods, and theory. This presents unique opportunities for integration and extension of disciplinary perspectives, which we explore in this article. We provide an introduction to potential linkages across these three lenses, an agenda for additional theoretical and empirical research, and a review of the papers in the JIBS Focused Issue.	Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA; Univ Virginia, Darden Grad Sch Business Adm, Charlottesville, VA 22903 USA; Univ Calif Riverside, A Gary Anderson Grad Sch Management, Dept Management & Mkt, Riverside, CA 92521 USA; Arizona State Univ, WP Carey Sch Business, Dept Management, Tempe, AZ 85287 USA	Eden, L, Texas A&M Univ, Mays Business Sch, Dept Management, TAMU 4221,415D Wehner Bldg, College Stn, TX 77843 USA	leden@tamu.edu	BARON DP, 1995, CALIF MANAGE REV, V37, P47; BARON DP, 2001, J ECON MANAGE STRAT, V10, P7; BARTLETT CA, 1989, MANAGING BORDERS TRA; BAYSINGER BD, 1984, ACAD MANAGE REV, V9, P248; BLUMENTRITT T, 2003, BUS SOC, V42, P202; BLUMENTRITT TP, 2002, J INT BUS STUD, V33, P57; BODDEWYN J, 1975, MULTINATIONAL CORPOR, P193; BODDEWYN J, 1993, RES GLOBAL STRATEGIC, V4, P162; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BONARDI JP, 2004, STRATEGIC MANAGE J, V25, P101; BREWER TL, 1992, J INT BUS STUD, V23, P295; CAMPOS JE, 1999, WORLD DEV, V27, P1059; COEN D, 1997, J EUR PUBLIC POLICY, V4, P91; COWLES MG, 2001, TRANSFORMING EUROPE, P159; DJANKOV S, 2002, Q J ECON, V112, P1; DJANKOV S, 2005, NBER WORKING PAPER; DOH JP, 2003, ACAD MANAGE EXEC, V17, P114; DUNNING J, 1993, GLOBALIZATION BUSINE; DUNNING JH, 1992, MULTINATIONAL ENTERP; EDEN L, 2001, J INT BUS STUD, V32, P383; EDEN L, 2002, J INT MANAGEMENT, V8, P359; FAGRE N, 1982, J INT BUS STUD, V13, P9; FEDDERSEN TJ, 2001, J ECON MANAGE STRAT, V10, P149; GIRAUDO JP, 2005, BUS LAWYER, V61, P135; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; GROSSE R, 1996, INT TRADE J, V10, P467; HABIB M, 2002, J INT BUS STUD, V33, P291; HART SL, 1995, ACAD MANAGE REV, V20, P986; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HILLMAN A, 1995, ACAD MANAGE REV, V20, P193; HILLMAN A, 2003, BUS SOC, V42, P455; HILLMAN AJ, 1999, ACAD MANAGE REV, V24, P825; HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125; HILLMAN AJ, 2004, J MANAGE, V30, P837; HILLMAN AJ, 2005, J INT BUS STUD, V36, P322; HOUSE RJ, 2004, CULTURE LEADERSHIP O; HUSTED BW, 1999, J INT BUS STUD, V30, P339; JOHNSON DG, 2000, AM ECON REV, V90, P1; KIM WC, 1988, STRATEGIC MANAGEMENT, V9, P289; LUO M, 2001, INDIAN J PURE AP MAT, V32, P3; MARGOLIS JD, 2001, PEOPLE PROFITS SEARC; MARVEL HP, 1977, J LAW ECON, V20, P379; MAURO P, 1995, Q J ECON, V110, P681; MCWILLIAMS A, 1997, ACAD MANAGE J, V40, P626; MCWILLIAMS A, 1999, ORGAN RES METHODS, V2, P340; MCWILLIAMS A, 2000, STRATEGIC MANAGE J, V21, P603; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; MCWILLIAMS A, 2002, J MANAGE STUD, V39, P707; MORAN T, 1985, MULTINATIONAL CORPOR; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; ORLITZKY M, 2003, ORGAN STUD, V24, P403; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; ROBERTSON CJ, 2004, STRATEGIC MANAGE J, V25, P385; RODRIGUEZ P, 2005, ACAD MANAGE REV, V30, P383; RUGMAN A, 1993, RES GLOBAL STRATEGIC, V4, P1; RUSSO MV, 1997, ACAD MANAGE J, V40, P534; SHAFFER B, 1995, J MANAGE, V21, P495; SIEGEL D, 2001, PARLIAMENTARY BRIEF, V7, P7; SIEGEL DS, 2006, 0602 RENSS POL I DEP; SMARZYNSKA B, 2000, NBER WORKING PAPER, V7969; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; SVENSSON J, 2003, Q J ECON, V118, P207; SVENSSON J, 2005, J ECON PERSPECT, V19, P19; TREISMAN D, 2000, J PUBLIC ECON, V76, P399; UHLENBRUCK K, 2006, ORGAN SCI, V17, P402; VERNON R, 1971, SOVEREIGNTY BAY; WADDOCK SA, 1997, STRATEGIC MANAGE J, V18, P303; WEI SJ, 2000, REV ECON STAT, V82, P1; WRIGHT P, 1997, STRATEGIC MANAGE J, V18, P77	70	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				733	746			14	Business; Management	103TX	ISI:000241910700001
J	Luo, YD	Luo, Yadong		Political behavior, social responsibility, and perceived corruption: a structuration perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	political behavior; social responsibility; corruption; emerging market	INTERNATIONAL-BUSINESS; BARGAINING POWER; MANAGEMENT; MULTINATIONALS; PERFORMANCE; CULTURE; ETHICS	This study unites the three lenses - political behavior, corporate social responsibility, and corruption - and evaluates the way in which multinational enterprises ( MNEs) manage political and social forces in a foreign emerging market. Using the theory of structuration as the conceptual foundation, we propose that an MNE's propensity to cooperate with the host government is positively related to its philanthropic contribution and resource accommodation, whereas its propensity to be assertive with the host government is positively associated with its emphasis on ethics and organizational credibility. We argue that when perceived corruption in the business segment increases, an MNE's propensity to cooperate and be assertive with the government decreases, its focus on ethics heightens, and its philanthropic contribution diminishes. As to the three-way interactions, when perceived corruption in the business segment increases, MNEs that focus more on ethics have a greater propensity to use arm's length bargaining to deal with the government, whereas those focusing less on ethics have a greater propensity to use social connections to deal with the government. Our analysis of sample MNEs in China generally supports these propositions.	Univ Miami, Sch Business Adm, Dept Management, Coral Gables, FL 33124 USA	Luo, YD, Univ Miami, Sch Business Adm, Dept Management, 414 Jenkins Bldg, Coral Gables, FL 33124 USA	yadong@miami.edu	*C BOARD, 2002, CO PROGR RES CORR PR; *C BOARD, 2005, 136705RR C BOARD; *TRANSP INT, 2002, TI BRIB PAYERS IND 2; *TRANSP INT, 2004, TI CORR PERC IND 200; ACKERMAN SR, 1975, J PUBLIC ECON, V4, P187; ACKERMAN SR, 1999, CORRUPTION GOVT; BARLEY SR, 1997, ORGAN STUD, V18, P93; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BRYANT GA, 2001, CONT GIDDENS SOCIAL; CARROLL AB, 2004, ACAD MANAGE EXEC, V18, P114; DAVIS GF, 1994, ADMIN SCI QUART, V39, P141; DOH JP, 2003, ACAD MANAGE EXEC, V17, P114; DONALDSON T, 1999, CALIF MANAGE REV, V41, P45; DOZ Y, 1980, HARVARD BUS REV, V58, P149; DUNNING JH, 1993, MULTINATIONALS GLOBA, P59; DUNNING JH, 1997, GOVT GLOBALIZATION I; EDEN L, 2001, J INT BUS STUD, V32, P383; FAGRE N, 1982, J INT BUS STUD, V13, P9; GIDDENS A, 1983, PROFILES CRITIQUES S; GIDDENS A, 1984, CONSTITUTION SOC OUT; GIDDENS A, 1995, POLITICS SOCIOLOGY S; GLADWIN TN, 1980, J BUS STRAT, V1, P54; GOLDSMITH AA, 1999, AM J ECON SOCIOL, V58, P866; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; GROSSE R, 2005, INT BUSINESS GOVT RE; HAIR JF, 1992, MULTIVARIATE DATA AN; HILLMAN AJ, 1999, ACAD MANAGE REV, V24, P825; HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; KIM WC, 1988, STRATEGIC MANAGEMENT, V9, P289; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAMBSDORFF JG, 2002, J ECON BEHAV ORGAN, V48, P221; LAPALOMBARA J, 1994, SOC RES, V61, P325; LOGAN D, 1997, GLOBAL CORPORATE CIT; LUO M, 2001, INDIAN J PURE AP MAT, V32, P3; LUO Y, 2004, MANAGEMENT ORG REV, V1, P119; MAHON J, 2003, CORPORATE REPUTATION, V6, P19; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; OLIVER F, 1991, CLIN EXP DERMATOL, V16, P1; PEARCE JA, 2005, MIT SLOAN MANAGE REV, V46, P30; POYNTER TA, 1985, MULTINATIONAL ENTERP; POZZEBON M, 2004, J MANAGE STUD, V41, P247; RILEY P, 1983, ADMIN SCI QUART, V28, P414; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; RODRIGUEZ P, 2005, ACAD MANAGE REV, V30, P383; SARASON Y, 1995, ACAD MANAGEMENT J BE, P47; SCHLEIFER A, 1993, Q J ECON, V108, P599; SHARMA S, 1981, J MARKETING RES, V18, P291; SUCHMAN MC, 1995, ACAD MANAGE REV, V20, P571; TANZI V, 1998, 9863 IMF; WEAVER GR, 1999, ACAD MANAGE J, V42, P539; WEIDENBAUM M, 1980, J BUS STRAT, V3, P46; WHITTINGTON R, 1992, J MANAGE STUD, V29, P693; WOOD DJ, 1991, ACAD MANAGE REV, V16, P691; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	57	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				747	766			20	Business; Management	103TX	ISI:000241910700002
J	Kwok, CCY; Tadesse, S	Kwok, Chuck C. Y.; Tadesse, Solomon		The MNC as an agent of change for host-country institutions: FDI and corruption	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investment; corruption	FOREIGN DIRECT-INVESTMENT; PANEL-DATA; ISOMORPHISM; MULTINATIONALS; ORGANIZATIONS; SPILLOVERS; GROWTH; ENTRY; TRUST	Most empirical research examines how the institutional environment of corruption shapes the behavior of multinational corporations ( MNCs). In this study, we would like to highlight the other side of the picture: how the presence of MNCs may shape the institutional environment of corruption over time. We propose three avenues through which the MNCs may have an impact on its host institutions: regulatory pressure effect, demonstration effect, and professionalization effect. Based on extensive data on foreign direct investment and corruption for a large sample of countries over the last 30 years, the empirical results are generally consistent with our hypothesis. Such findings provide a glimmer of hope for the future of the host country where corruption is prevalent.	Univ Michigan, Stephen M Ross Sch Business, Ann Arbor, MI 48109 USA; Univ N Carolina, Moore Sch Business, Columbia, SC USA	Tadesse, S, Univ Michigan, Stephen M Ross Sch Business, 701 Tappan St, Ann Arbor, MI 48109 USA	stadesse@umich.edu	*TRANSP INT, 2001, CORR PERC IND 2001; *WORLD BANK, 1999, WORLD DEV IND; ADES A, 1994, 169 U OXF I EC STAT; AITKEN BJ, 1999, AM ECON REV, V89, P605; BARRO R, 1996, NBER WORKING PAPER, V5698; BARRO RJ, 1991, Q J ECON, V106, P407; BLOMSTROM M, 1998, J EC SURVEYS, V12, P247; DACIN MT, 1999, J MANAGE, V25, P317; DAVIS PS, 2000, J INT BUS STUD, V31, P239; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DJANKOV S, 2003, Q J ECON, V118, P453; DOH JP, 2003, ACAD MANAGE EXEC, V17, P114; EDEN L, 1997, SMALL BUS ECON, V9, P53; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GLYNN MA, 2002, ACAD MANAGE J, V45, P267; GORG H, 2001, ECON J, V111, P723; HADDAD M, 1993, J DEV ECON, V42, P51; HENISZ WJ, 2000, EC POLITICS, V12, P1; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HUSTED BW, 1999, J INT BUS STUD, V30, P339; JAGGERS K, 2000, POLITY 4 PROJECT; KAUFMANN, 1999, 2196 WORLD BANK; KIMBRO M, 2002, J ACCOUNTING AUDITIN, V17, P325; KNACK S, 1995, EC POLITICS, V7, P207; KNACK S, 1997, Q J ECON, V112, P1251; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LAMBSDORFF J, 1999, CORRUPTION EMPIRICAL; LAPORTA R, 1997, AM ECON REV, V87, P333; LIU XM, 2000, J INT BUS STUD, V31, P407; MACRAE J, 1982, WORLD DEV, V10, P677; MAURO P, 1995, Q J ECON, V110, P681; MAURO P, 1997, CORRUPTION GLOBAL EC, P83; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; RAMIREZ A, 2006, MULTINATIONALITY MOD; RAO AN, 2005, J INT BUS STUD, V36, P104; ROBERTSON CJ, 2004, STRATEGIC MANAGE J, V25, P385; RODRIGUEZ P, 2005, ACAD MANAGE REV, V30, P383; ROSEACKERMAN S, 1975, J PUBLIC ECON, V4, P187; ROSEACKERMAN S, 1999, CORRUPTION GOVT CAUS; SHLEIFER A, 1993, Q J ECON, V108, P599; TRIANDIS HC, 2001, INT J CROSS CULTURAL, V1, P73; WEI S, 1997, NBER WORKING PAPER, V6255; WESTNEY DE, 1993, ORG THEORY MULTINATI, P53	43	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				767	785			19	Business; Management	103TX	ISI:000241910700003
J	Weitzel, U; Berns, S	Weitzel, Utz; Berns, Sjors		Cross-border takeovers, corruption, and related aspects of governance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corruption; mergers and acquisitions; multinational enterprise; governance; foreign direct investment; institutions	FOREIGN DIRECT-INVESTMENT; UNITED-STATES; INTERNATIONAL ACQUISITIONS; ENTRY MODE; MERGERS; DETERMINANTS; GROWTH; LAW; HETEROSKEDASTICITY; PROTECTION	We use a panel of 4979 cross-border and domestic takeovers to test the relation between host country corruption and premiums paid for local targets. Host country corruption is negatively associated with target premiums, after correcting for other governance-related factors such as political stability, legal systems, and financial disclosure standards. We estimate that deterioration in the corruption index by one point ( on a 10-point scale) is, on average, associated with a reduction of 21% of local targets' premiums. Our results do not support the notion that local corruption constitutes a significant market barrier to foreign investors; rather, it represents a discount on local takeover synergies, which affects foreign and domestic acquirers alike. However, we find that the major effects of corruption can alternatively be explained by government effectiveness, pointing towards an endogenous relationship between bribery and bureaucracy.	Univ Utrecht, Utrecht Sch Econ, NL-3511 BG Utrecht, Netherlands; Deloitte Consultancy, Utrecht, Netherlands	Weitzel, U, Univ Utrecht, Utrecht Sch Econ, Vredenburg 138, NL-3511 BG Utrecht, Netherlands	u.weitzel@econ.uu.nl	*COUNC EUR, 1995, P 19 C EUR MIN JUST; *UNCTAD, 2000, WORLD INV REP; *WORLD BANK, 1997, WORLD DEV REP; *WORLD BANK, 2005, WORLD DEV IND 2005; ANAND J, 1997, J INT BUS STUD, V28, P445; ANAND J, 2002, STRATEGIC MANAGE J, V23, P119; ANDRADE G, 2001, J ECON PERSPECT, V15, P103; BARDHAN P, 1997, J ECON LIT, V35, P1320; BATES TW, 2003, J FINANC ECON, V69, P469; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BETTON S, 2000, REV FINANC STUD, V13, P841; BRAINARD LS, 1997, AM ECON REV, V87, P520; BRUNETTI A, 1998, WELTWIRTSCH ARCH, V134, P513; CHANG SJ, 2001, STRATEGIC MANAGE J, V22, P747; CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P319; DATTA DK, 1995, MANAGE INT REV, V35, P337; DEPAMPHILIS DM, 2005, MERGERS ACQUISITIONS; DEWENTER KL, 1995, J FINANC ECON, V37, P421; DJANKOV S, 2002, Q J ECON, V117, P1; DRABEK Z, 2002, J EC INTEGRATION, V17, P777; FROOT KA, 1989, J FINANC QUANT ANAL, V24, P333; FROOT KA, 1993, FOREIGN DIRECT INVES; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P304; GLAESER EL, 2002, Q J ECON, V117, P1193; GLEDITSCH KS, 2001, J PEACE RES, V38, P739; GUGLER K, 2003, INT J IND ORGAN, V21, P625; HABIB M, 2001, INT BUSINESS REV, V10, P687; HABIB M, 2002, J INT BUS STUD, V33, P291; HAIR J, 1992, MULTIVARIATE DATA AN; HARRIS RS, 1991, J FINANC, V46, P825; HARZING AW, 2003, ADV INT MANAGEMENT, V15, P75; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HINES JR, 1995, NBER WORKING PAPER, V5266; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUBER PJ, 1967, P 5 BERK S MATH STAT, V1, P221; HUNTINGTON S, 1968, POLITICAL ORDER CHAN; HUSA J, 2001, GLOBAL JURIST ADV, V1; HUSTED BW, 1994, BUSINESS ETHICS Q, V4, P17; HUSTED BW, 1999, J INT BUS STUD, V30, P339; JARELL G, 1988, J ECON PERSPECT, V2, P49; JENSEN MC, 1983, J FINANC ECON, V11, P1; KAUFMANN D, 1999, 2196 WORLD BANK; KAUFMANN D, 1999, NBER WORKING PAPER W, V7093; KAUFMANN D, 2002, 2772 WORLD BANK; KAUFMANN D, 2002, ECONOMIA, V3, P169; KAUFMANN D, 2004, WORLD BANK ECON REV, V18, P253; KAUFMANN D, 2004, WORLD EC FORUM GLOBA, P83; KAUFMANN D, 2005, 3630 WORLD BANK; KAUFMANN D, 2005, WORLD EC FORUM GLOBA, P81; KEEFER P, 1995, EC POLITICS, V7, P207; KOBRIN SJ, 1976, J INT BUS STUD, V7, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAMBSDORFF JG, 1999, TRANSPARENCY INT COR; LAMBSDORFF JG, 2002, J ECON BEHAV ORGAN, V48, P221; LAPORTA R, 1997, J FINANC, V52, P1131; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAPORTA R, 1999, J LAW ECON ORGAN, V15, P222; LAPORTA R, 2000, J FINANC ECON, V58, P3; LAPORTA R, 2002, J FINANC, V57, P1147; LAPORTA R, 2006, J FINANC, V61, P1; LEFF NH, 1964, AM BEHAV SCI, V8, P8; LI JT, 1991, J INT BUS STUD, V22, P209; MACRAE J, 1982, WORLD DEV, V10, P677; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MATTEI U, 1997, AM J COMP LAW, V45, P5; MATTEI U, 1999, COMP LAW EC; MAURO P, 1995, Q J ECON, V110, P681; MO PH, 2001, J COMP ECON, V29, P66; MUTTHOO A, 1999, BARGAINING THEORY AP; OFFICER MS, 2003, J FINANC ECON, V69, P431; PACTER P, 2005, INT J ACCOUNTING AUD, V2, P67; PAGANO M, 2005, 1052005 EUR CORP GOV; PELLEGRINI L, 2004, KYKLOS, V57, P429; REUER JJ, 2004, J INT BUS STUD, V35, P19; ROBERTSON CJ, 2004, STRATEGIC MANAGE J, V25, P385; RODRIGUEZ P, 2005, ACAD MANAGE REV, V30, P383; ROSEACKERMAN S, 1999, CORRUPTION GOVT CAUS; ROSSI S, 2004, J FINANC ECON, V74, P277; SCHWERT GW, 2000, J FINANC, V55, P2599; SHIMIZU K, 2004, J INT MANAGEMENT, V10, P307; SHLEIFER A, 1993, Q J ECON, V108, P599; SHLEIFER A, 2000, BROOKINGS PAPERS EC, V2, P347; SMARZYNSKA B, 2000, NBER WORKING PAPER, V7969; STANSBURY N, 2005, GLOBAL CORRUPTION RE, P36; STUDENMUND AH, 1992, USING ECONOMETRICS P; STULZ RM, 2005, J FINANC, V60, P1595; UHLENBRUCK K, 2006, ORGAN SCI, V17, P402; WEI SJ, 2000, BROOKINGS PAPERS EC, V2, P303; WEI SJ, 2000, REV ECON STAT, V82, P1; WHITE H, 1980, ECONOMETRICA, V48, P817; WOOLDRIDGE JM, 2002, ECONOMETRIC ANAL CRO; WOOLDRIDGE JM, 2003, INTRO ECONOMETRICS; ZHAO LY, 2003, ISIJ INT, V43, P1; ZWEIGERT K, 1998, INTRO COMP LAW	94	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				786	806			21	Business; Management	103TX	ISI:000241910700004
J	Cuervo-Cazurra, A	Cuervo-Cazurra, Alvaro		Who cares about corruption?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corruption; foreign direct investment; international management	FOREIGN DIRECT-INVESTMENT; INTERNATIONALIZATION PROCESS; TRADE; KNOWLEDGE; LOCATION; BRIBERY; MODEL; FIRM; LAW	This paper examines the impact of corruption on foreign direct investment ( FDI). It argues that corruption results not only in a reduction in FDI, but also in a change in the composition of country of origin of FDI. It presents two key findings. First, corruption results in relatively lower FDI from countries that have signed the Organization for Economic Cooperation and Development Convention on Combating Bribery of Foreign Public Officials in International Business Transactions. This suggests that laws against bribery abroad may act as a deterrent against engaging in corruption in foreign countries. Second, corruption results in relatively higher FDI from countries with high levels of corruption. This suggests that investors who have been exposed to bribery at home may not be deterred by corruption abroad, but instead seek countries where corruption is prevalent.	Univ S Carolina, Moore Sch Business, Sonoco Int Business Dept, Columbia, SC 29208 USA	Cuervo-Cazurra, A, Univ S Carolina, Moore Sch Business, Sonoco Int Business Dept, 1705 Coll St, Columbia, SC 29208 USA	acuervo@moore.sc.edu	2005, ENCY BRITANNICA; *CIA, 2005, WORLD FACTB; *HER FDN, 2005, IND ECONOMIC FREED; *OECD, 1996, REC COUNC TAX DED BR; *OECD, 1997, CONV COMB BRIB FOR P; *OECD, 2004, INT DIR INV STAT YB; *OECD, 2005, INT DIR INV STAT YB; *UNCTAD, 2005, WORLD INV DIR ON LIN; *WORLD BANK, 2005, WORLD DEV IND; ADES A, 1997, ECON J, V107, P1023; BEVAN AA, 2004, J COMP ECON, V32, P775; BRAINARD L, 1993, NBER WORKING PAPER, V4269; BRENTON P, 1999, EMPIRICA, V26, P95; CALHOUN M, 2002, J INT MANAGEMENT, V8, P301; DESOTO H, 1989, OTHER PATH; DONALDSON T, 1996, HARVARD BUS REV, V74, P4; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1998, J INT BUS STUD, V29, P45; EATON J, 1995, NBER WORKING PAPER, V4758; ELLIOTT KA, 1997, CORRUPTION GLOBAL EC, P175; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; FEENSTRA RC, 2001, CAN J ECON, V34, P430; FRANKEL J, 2002, Q J ECON, V117, P437; GHEMAWAT P, 2001, HARVARD BUS REV, V79, P137; GORDON RG, 2005, ETHNOLOGUE LANGUAGES; HABIB M, 2002, J INT BUS STUD, V33, P291; HAKKALA K, 2004, EUR TRAD STUD GROUP; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HINES JR, 1995, NBER WORKING PAPER, V5266; HORSTMANN IJ, 1992, J INT ECON, V32, P109; HUNTINGTON SP, 1968, POLITICAL ORDER CHAN; HYMER S, 1976, INT OPERATIONS NATL; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KAIKATI J, 1980, COLUMBIA J WORLD BUS, V15, P46; KAUFMANN D, 1997, FOREIGN POLICY   SUM, P114; KAUFMANN D, 2003, 3106 WORLD BANK; LAMBSDORFF JG, 2003, EC GOVERNANCE, V4, P229; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LEFF NH, 1989, POLITICAL CORRUPTION, P389; LINNEMAN H, 1966, ECONOMETRIC STUDY IN; LUI FT, 1985, J POLIT ECON, V93, P760; MADDALA GS, 1983, LIMITED DEPENDENT QU; MAURO P, 1995, Q J ECON, V110, P681; MAURO P, 1998, J PUBLIC ECON, V69, P263; PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485; RODRIGUEZ P, 2005, ACAD MANAGE REV, V30, P383; ROSEACKERMAN S, 1999, CORRUPTION GOVT; SHLEIFER A, 1993, Q J ECON, V108, P599; SMARZYNSKA BK, 2000, NBER WORKING PAPER, V7969; TANZI V, 1998, INT MONET FUND S PAP, V45, P559; TOBIN J, 1958, ECONOMETRICA, V26, P24; VOYER PA, 2004, J BUS ETHICS, V50, P211; WEI S, 2001, NBER WORKING PAPER, V8187; WEI SJ, 2000, BROOKINGS PAPERS EC, V2, P303; WEI SJ, 2000, REV ECON STAT, V82, P1; WHEELER D, 1992, J INT ECON, V33, P57; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	58	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				807	822			16	Business; Management	103TX	ISI:000241910700005
J	Waldman, DA; de Luque, MS; Washburn, N; House, RJ; Adetoun, B; Barrasa, A; Bobina, M; Bodur, M; Chen, YJ; Debbarma, S; Dorfman, P; Dzuvichu, RR; Evcimen, I; Fu, PP; Grachev, M; Duarte, RG; Gupta, V; Den Hartog, DN; de Hoogh, AHB; Howell, J; Jone, KY; Kabasakal, H; Konrad, E; Koopman, PL; Lang, R; Lin, CC; Liu, J; Martinez, B; Munley, AE; Papalexandris, N; Peng, TK; Prieto, L; Quigley, N; Rajasekar, J; Rodriguez, FG; Steyrer, J; Tanure, B; Thierry, H; Thomas, VM; van den Berg, PT; Wilderom, CPM	Waldman, David A.; de Luque, Mary Sully; Washburn, Nathan; House, Robert J.; Adetoun, Bolanle; Barrasa, Angel; Bobina, Mariya; Bodur, Muzaffer; Chen, Yi-Jung; Debbarma, Sukhendu; Dorfman, Peter; Dzuvichu, Rosemary R.; Evcimen, Idil; Fu, Pingping; Grachev, Mikhail; Gonzalez Duarte, Roberto; Gupta, Vipin; Den Hartog, Deanne N.; de Hoogh, Annebel H. B.; Howell, Jon; Jone, Kuen-Yung; Kabasakal, Hayat; Konrad, Edvard; Koopman, P. L.; Lang, Rainhart; Lin, Cheng-Chen; Liu, Jun; Martinez, Boris; Munley, Almarie E.; Papalexandris, Nancy; Peng, T. K.; Prieto, Leonel; Quigley, Narda; Rajasekar, James; Gil Rodriguez, Francisco; Steyrer, Johannes; Tanure, Betania; Thierry, Henk; Thomas, Fr. V. M.; van den Berg, Peter T.; Wilderom, Celeste P. M.		Cultural and leadership predictors of corporate social responsibility values of top management: a GLOBE study of 15 countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	culture; leadership; values : corporate social responsibility	CHARISMATIC LEADERSHIP; FINANCIAL PERFORMANCE; PROJECT GLOBE; COLLECTIVISM; LESSONS; FIRM; INDIVIDUALISM; BEHAVIOR; SELF	This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision- making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions of institutional collectivism and power distance predict social responsibility values on the part of top management team members. CEO visionary leadership and integrity were also uniquely predictive of such values.	Arizona State Univ, Sch Global Management & Leadership, ASUW Sgml Management Dept, Phoenix, AZ 85069 USA; Thunderbird, Garvin Sch Int Management, Glendale, AZ USA; Arizona State Univ, WP Carey Sch Business, Phoenix, AZ 85069 USA; Arizona State Univ, Sch Global Management & Leadership, Phoenix, AZ 85069 USA; Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA; Econ Community W African States Execut Secretaria, Lagos, Nigeria; Univ Complutense Madrid, E-28040 Madrid, Spain; Univ Illinois, Chicago, IL USA; Bogazici Univ, TR-80815 Bebek, Turkey; Natl Kaoshiung Univ Appl Sci, Kaohsiung, Taiwan; Tripura Univ, Agartala, India; New Mexico State Univ, Las Cruces, NM 88003 USA; Nagaland Univ, Nagaland, India; Istanbul Tech Univ, TR-80626 Istanbul, Turkey; Chinese Univ Hong Kong, Hong Kong, Peoples R China; Western Illinois Univ, Moline, IL USA; Simmons Coll, Boston, MA 02115 USA; Univ Amsterdam, NL-1012 WX Amsterdam, Netherlands; Vrije Univ Amsterdam, Amsterdam, Netherlands; Kaohsiung Med Univ, Kaohsiung, Taiwan; Univ Ljubljana, Ljubljana 61000, Slovenia; Chemnitz Univ Technol, Chemnitz, Germany; Natl Pingtung Univ Sci & Technol, Pingtung, Taiwan; Renmin Univ, Beijing, Peoples R China; Univ Francisco Marroquin, Guatemala City, Guatemala; Regent Univ, Virginia Beach, VA USA; Athens Univ Econ & Business, Athens, Greece; I Shou Univ, Kaohsiung, Taiwan; Texas A&M Int Univ, Laredo, TX USA; Villanova Univ, Villanova, PA 19085 USA; Sultan Qaboos Univ, Muscat, Oman; Wirtschaftsuniv Wien, Vienna, Austria; Tilburg Univ, NL-5000 LE Tilburg, Netherlands; DBYES, Gauhati, Assam, India; Univ Twente, NL-7500 AE Enschede, Netherlands	Waldman, DA, Arizona State Univ, Sch Global Management & Leadership, ASUW Sgml Management Dept, Mail Code 2451,Bldg FAB Room N165, Phoenix, AZ 85069 USA	waldman@asu.edu	AGLE BR, 1999, ACAD MANAGE J, V42, P507; AVOLIO BJ, 2004, LEADERSHIP QUART, V15, P801; BEGLEY TM, 2001, J MANAGERIAL PSYCHOL, V17, P692; BLIESE PD, 2000, MULTILEVEL THEORY RE, P349; BRISLIN, 1976, TRANSLATION APPL RES; CARL D, 2004, CULTURE LEADERSHIP O, P513; CHEN C, 1995, PSYCHOL SCI, V6, P170; COHEN J, 1983, APPL REGRESSION CORR; CONGER JA, 1998, CHARISMATIC LEADERSH; DICKSON M, 2004, CULTURE LEADERSHIP O, P4; DONALDSON T, 1995, ACAD MANAGE REV, V20, P65; EARLEY PC, 1998, J MANAGE, V24, P265; FINKELSTEIN S, 1996, STRATEGIC LEADERSHIP; FONTANA A, 1994, HDB QUALITATIVE RES; FREEMAN R, 1994, BUSINESS ETHICS Q, V4, P409; FREEMAN RE, 1984, STRATEGIC MANAGEMENT; FRIEDMAN M, 1970, NY TIMES         SEP, V13, P122; GELFAND MJ, 2004, CULTURE LEADERSHIP O, P437; GOTTLIEB JZ, 1996, J BUS ETHICS, V15, P1275; GUNTHER M, 2005, FORTUNE, V151, P158; HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOUSE RJ, 1996, LEADERSHIP QUART, V7, P323; HOUSE RJ, 1997, J MANAGE, V23, P409; HOUSE RJ, 1999, ADV GLOBAL LEADERSHI, V1, P171; HOUSE RJ, 2004, CULTURE LEADERSHIP O; HOUSE RJ, 2004, CULTURE LEADERSHIP O, P9; JAVIDAN M, 2005, ACAD MANAGE EXEC, V19, P59; JAVIDAN M, 2006, ACAD MANAGE PERSPECT, V20, P67; JENSEN MC, 1976, J FINANC ECON, V3, P305; JOHNSON RA, 1999, ACAD MANAGE J, V42, P564; KLEIN KJ, 2000, MULTILEVEL THEORY RE, P512; LORD RG, 2004, LEADERSHIP PROCESSES; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MCGUIRE JB, 1988, ACAD MANAGE J, V31, P854; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; MCWILLIAMS A, 2006, J MANAGE STUD, V43, P1; PANT PN, 1998, J MANAGE STUD, V35, P195; PODSAKOFF PM, 2003, J APPL PSYCHOL, V88, P879; REALO A, 1997, J RES PERS, V31, P93; ROWLEY T, 2000, BUS SOC, V39, P397; SANKAR Y, 2003, J LEADERSHIP ORG STU, V9, P45; SHAMIR B, 1991, LEADERSHIP QUART, V2, P81; SHAMIR B, 1993, ORGAN SCI, V4, P577; THOMAS AS, 1995, AC MAN M BEST PAP P; THOMAS T, 2004, ACAD MANAGE EXEC, V18, P56; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 1998, CULTURE SOCIAL BEHAV; TRIANDIS HC, 1998, J PERS SOC PSYCHOL, V74, P118; WADDOCK SA, 1997, STRATEGIC MANAGE J, V18, P303; WALDMAN DA, 1999, ACAD MANAGE REV, V24, P266; WALDMAN DA, 2006, J MANAGEMENT STUDIES, V43; WOOD DJ, 1991, ACAD MANAGE REV, V16, P691	54	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				823	837			15	Business; Management	103TX	ISI:000241910700006
J	Husted, BW; Allen, DB	Husted, Bryan W.; Allen, David B.		Corporate social responsibility in the multinational enterprise: strategic and institutional approaches	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corporate social responsibility; institutional theory; organizational strategy; multidomestic strategy; global strategy	ENVIRONMENTAL STRATEGY; MANAGEMENT; PERSPECTIVES; PERFORMANCE; COMPANIES; SECTOR; CODES	What is the relationship of global and local ( country-specific) corporate social responsibility ( CSR) to international organizational strategy? Applying the strategic logic of the Bartlett and Ghoshal typology to the realm of CSR, multinational firms should respond to pressures for integration and responsiveness from salient stakeholders. However, an institutional logic would suggest that multinational firms will simply replicate the existing product-market organizational strategy ( multidomestic, transnational, global) in their management of CSR. These alternative approaches are tested with a survey instrument sent to MNEs operating in Mexico. The results of this study are consistent with the proposition that institutional pressures, rather than strategic analysis of social issues and stakeholders, are guiding decision-making with respect to CSR. We develop implications for MNE management and research, as well as public policy.	Escuela Graduados Adm & Direcc Empresas, Inst Tecnol & Estudios Super Monterrey, Monterrey 64849, NL, Mexico; Inst Empresa, Madrid, Spain	Husted, BW, Escuela Graduados Adm & Direcc Empresas, Inst Tecnol & Estudios Super Monterrey, Ave Eugenio Garza Sada 2501, Monterrey 64849, NL, Mexico	bhusted@itesm.mx	2004, INFOSEL NEWS    0617; *BSR, 2005, BUS SOC RESP; ABASCAL C, 2003, USEM REV SOCIAL EMPR, V34, P10; ACUTT NJ, 2004, NAT RESOUR FORUM, V28, P302; ANDREWS KR, 1987, CONCEPT CORPORATE ST; ANSOFF HI, 1980, STRATEGIC MANAGEMENT, V1, P131; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ARTHAUDDAY ML, 2005, BUS ETHICS Q, V15, P1; AUSTIN JE, 2004, SOCIAL PARTNERING LA; BARON DP, 2001, J ECON MANAGE STRAT, V10, P7; BARON DP, 2005, BUSINESS ITS ENV; BARTLETT CA, 1989, MANAGING BORDERS TRA; BENNETT J, 2002, J INT AFF, V55, P393; CHRISTMANN P, 2004, ACAD MANAGE J, V47, P747; DAVIS I, 2005, ECONOMIST        MAY, V26, P87; DEGEORGE RT, 1993, COMPETING INTEGRITY; DEJOHNGH D, 2004, J CORP CITIZSCH, V15, P27; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DONALDSON T, 1994, ACAD MANAGE REV, V19, P252; DUTTON JE, 1983, STRATEGIC MANAGE J, V4, P307; FLIGSTEIN N, 1991, NEW I ORG ANAL, P311; FREDERICK WC, 1991, J BUS ETHICS, V10, P165; GARRIGA E, 2004, J BUS ETHICS, V53, P51; GNYAWALI DR, 1996, ADV INT COM, V11, P251; HAIR JF, 1992, MULTIVARIATE DATA AN; HAMMOND TH, 1994, FUNDAMENTAL ISSUES S, P97; HART SL, 2004, ACAD MANAGE EXEC, V18, P7; HARZING AW, 2000, J INT BUS STUD, V31, P101; HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125; HUSTED BW, 2005, J BUS ETHICS, V60, P175; KANTER RM, 1999, HARVARD BUS REV, V77, P122; KEIM GD, 1978, ACAD MANAGE REV, V3, P32; KLECKA WR, 1980, DISCRIMINANT ANAL; LOGSDON JM, 2000, J ENV DEV, V9, P370; LOGSDON JM, 2005, J BUS ETHICS, V59, P55; MAHON JF, 1992, BUS SOC, V31, P19; MCWILLIAMS A, 2000, STRATEGIC MANAGE J, V21, P603; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; MEYER KE, 2004, J INT BUS STUD, V35, P259; NELSON RR, 1982, EVOLUTIONARY THEORY; PORTER ME, 2002, HARVARD BUS REV, V80, P56; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PRESS SJ, 1978, J AM STAT ASSOC, V73, P699; REED D, 2002, BUS SOC, V41, P166; RIVERA J, 2002, POLICY SCI, V35, P333; ROBINS JA, 2002, STRATEGIC MANAGE J, V23, P881; SALAZAR J, 2006, THESIS U AUTONOMA NU; SERVITJE L, 2004, NEGOCIOS BANCOS 0130; SETHI SP, 1990, INT COMP CORPORATION, P29; SHARMA S, 1998, STRATEGIC MANAGE J, V19, P729; SHARMA S, 2000, ACAD MANAGE J, V43, P681; SPICER A, 2004, ACAD MANAGE J, V47, P610; STINCHCOMBE AL, 1965, HDB ORG, P142; STRIKE VM, 2006, J INT BUS STUD, V37, P850; WALZER M, 1992, TWILIGHT PROBABILITY; YIP G, 1992, TOTAL GLOBAL STRATEG; ZUCKER LG, 1987, ANNU REV SOCIOL, V13, P443	57	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				838	849			12	Business; Management	103TX	ISI:000241910700007
J	Strike, VM; Gao, JJ; Bansal, P	Strike, Vanessa M.; Gao, Jijun; Bansal, Pratima		Being good while being bad: social responsibility and the international diversification of US firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corporate social responsibility; corporate social irresponsibility; multinational corporations; international diversification; time series cross-sectional analysis	MULTINATIONAL-CORPORATIONS; FINANCIAL PERFORMANCE; PERSPECTIVE; COMPANIES; MODEL; DETERMINANTS; ENVIRONMENT; COMPLEXITY; MANAGEMENT; OWNERSHIP	This paper contributes to the discussion on international diversification and corporate social responsibility ( CSR) by suggesting that firms can be simultaneously socially responsible and socially irresponsible. To test our assertions, we analyze data from 222 publicly traded US firms from 1993 to 2003. The findings support our hypotheses, and have significant implications for the way in which we conceptualize CSR.	Univ Western Ontario, Richard Ivey Sch Business, LNCPM, London, ON N6A 3K7, Canada	Bansal, P, Univ Western Ontario, Richard Ivey Sch Business, LNCPM, Off Bldg 2N34, London, ON N6A 3K7, Canada	PBansal@ivey.uwo.ca	ACHEN C, 2000, ANN M POL METH SECT; AGLE BR, 1999, ACAD MANAGE J, V42, P507; ALLEN L, 1996, J INT BUS STUD, V27, P633; BAGOZZI RP, 1994, PRINCIPLES MARKETING, P317; BANSAL P, 2000, ACAD MANAGE J, V43, P717; BANSAL P, 2005, STRATEGIC MANAGE J, V26, P197; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT, 1989, MANAGING BORDERS TRA; BATEMAN TS, 2002, MANAGEMENT COMPETING; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; CAMPBELL DT, 1963, EXPT QUASI EXPT DESI; CAVES RE, 1996, MULTINATIONAL ENTERP; CHRISTMANN P, 2001, J INT BUS STUD, V32, P439; CHRISTMANN P, 2004, ACAD MANAGE J, V47, P747; COCHRAN PL, 1984, ACAD MANAGE J, V27, P42; CONNOR T, 2001, CORP WATCH HOLDING C; DEEPHOUSE DL, 2000, J MANAGE, V26, P1091; DIAMANTOPOULOS A, 2001, J MARKETING RES, V38, P269; EDEN L, 2002, EXTENDING ECLECTIC P, P31; ESKELAND GS, 1997, WORKING PAPER SERIES, V1744; FLADMOELINDQUIS.K, 1994, ADV STRATEGIC MANA A, V10, P45; FOMBRUN C, 1996, REPUTATION REALIZING; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GRIFFIN JJ, 1997, BUS SOC, V36, P5; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAKSEVER C, 2004, J BUS ETHICS, V49, P295; HALABY CN, 2004, ANNU REV SOCIOL, V30, P507; HAWKER I, 2000, J INST BRIT TELECO 2, V1, P14; HILLMAN AJ, 2001, STRATEGIC MANAGE J, V22, P125; HITT MA, 1997, ACAD MANAGE J, V40, P767; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHNSON RA, 1999, ACAD MANAGE J, V42, P564; KOCHHAR R, 1995, J INT MANAGEMENT, V1, P33; KOGUT B, 1985, SLOAN MANAGE REV, V27, P15; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2003, ACAD MANAGE REV, V28, P297; LETCHUMANAN R, 2000, RES POLICY, V29, P59; LOW P, 1992, INT TRADE ENV, P89; LUCAS REB, 1992, INT TRADE ENV, P67; LUO M, 2001, INDIAN J PURE AP MAT, V32, P3; MANI M, 1998, J ENV DEV, V7, P215; MARGOLIS JD, 2003, ADMIN SCI QUART, V48, P268; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCGUIRE J, 2003, J BUS ETHICS, V45, P341; MCWILLIAMS A, 2000, STRATEGIC MANAGE J, V21, P603; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; ORLITZKY M, 2001, BUS SOC, V40, P369; ROBERTS D, 2000, BUS WEEK        1002, P122; RUF BM, 2001, J BUS ETHICS, V32, P143; RUGMAN AM, 1979, INT DIVERSIFICATION; RUGMAN AM, 1998, STRATEGIC MANAGE J, V19, P363; RUSSO MV, 1997, ACAD MANAGE J, V40, P534; SHAHROKH MS, 2002, MANAGE FINANC, V28, P5; SHARFMAN M, 1996, J BUS ETHICS, V15, P287; SHARFMAN MP, 2004, BUS SOC, V43, P6; SINGER JD, 2003, APPL LONGITUDINAL DA; VACHANI S, 1995, J INT BUS STUD, V26, P159; WADDOCK S, 2003, ORGAN ENVIRON, V16, P369; WADDOCK SA, 1997, STRATEGIC MANAGE J, V18, P303; WALTER I, 1982, ENV TRADE, P67	60	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				850	862			13	Business; Management	103TX	ISI:000241910700008
J	Christmann, P; Taylor, G	Christmann, Petra; Taylor, Glen		Firm self-regulation through international certifiable standards: determinants of symbolic versus substantive implementation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	firm-self regulation; international standards; symbolic adoption	ENVIRONMENTAL-MANAGEMENT STANDARDS; ISO-9000; QUALITY; CERTIFICATION; DIFFUSION; ISO-14001; INSTITUTIONS; ORGANIZATION; PERSPECTIVE; PERFORMANCE	International certifiable management standards that have been advocated as a governance mechanism for firm self-regulation of corporate social responsibility issues are effective only if certified firms comply with the requirements of the standards. Our empirical analysis shows that ISO-certified firms in China strategically select their level of compliance depending on customer preferences, customer monitoring, and expected sanctions by customers. Our findings have implications for the effectiveness of a global system of self-regulation based on certifiable standards, research on certifiable standards, and for practicing managers who require suppliers to obtain standard certifications.	Rutgers State Univ, Rutgers Business Sch Newark & New Brunswick, Newark, NJ 07102 USA; Univ Tampa, Sykes Coll Business, Tampa, FL 33606 USA	Christmann, P, Rutgers State Univ, Rutgers Business Sch Newark & New Brunswick, 111 Washington St, Newark, NJ 07102 USA	ChristmannP@rbs.rutgers.edu	*ISO, 2004, ISO SURV ISO 9001 20; *ISO, 2005, 20050906 ISOTMBWG SR, P38; *UN, 1993, ENV MAN TRANSN CORP; AIKEN LS, 1991, MULTIPLE REGRESSION; ALCHIAN AA, 1972, AM ECON REV, V62, P777; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ANDREWS DF, 1972, ROBUST ESTIMATES LOC; ANDREWS RNL, 2003, ENV MANAGEMENT SYSTE; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BALAKRISHNAN S, 1993, J ECON BEHAV ORGAN, V20, P99; BALFOUR F, 2005, BUSINESS WEEK   0822, V3948, P122; BECKER GS, 1968, J POLITICAL EC, V76, P169; BELSLEY D, 1980, REGRESSION DIAGNOSTI; BERMAN SL, 1999, ACAD MANAGE J, V42, P488; BIAZZO S, 2005, TOTAL QUAL MANAG BUS, V16, P381; BOIRAL O, 2003, INT LABOUR REV, V142, P317; BOIRAL O, 2003, ORGAN SCI, V14, P720; BOIRAL O, 2005, AC MAN C HON HI; CAMPBELL DT, 1955, AM J SOCIOL, V60, P339; CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81; CASHORE B, 2002, GOVERNANCE, V15, P503; CASPER S, 1999, ORGAN STUD, V20, P961; CHRISTMANN P, 2001, J INT BUS STUD, V32, P438; CHRISTMANN P, 2002, ACAD MANAGE EXEC, V16, P121; CHRISTMANN P, 2004, ACAD MANAGE J, V47, P747; CORBETT CJ, 2001, PROD OPER MANAG, V10, P327; DELMAS MA, 2002, POLICY SCI, V35, P91; DIMAGGIO P, 1991, NEW I ORG ANAL; DUNNING JH, 1995, J INT BUS STUD, V26, P461; FOWLER FJ, 1993, SURVEY RES METHODS; GULER I, 2002, ADMIN SCI QUART, V47, P207; HEIDE JB, 1988, J MARKETING, V52, P20; JOHN G, 1982, J MARKETING RES, V19, P517; JUDGE GG, 1988, THEORY PRACTICE ECON; KING AA, 2005, ACAD MANAGE J, V48, P1091; KLEIN B, 1978, J LAW ECON, V21, P297; KORTEN DC, 1995, CORPORATIONS RULE WO; LAL R, 1990, MARKET SCI, V9, P299; LONG JS, 1997, REGRESSION MODELS CA; MCWILLIAMS A, 2001, ACAD MANAGE REV, V26, P117; MEYER JW, 1977, AM J SOCIOL, V83, P340; NAVEH E, 2004, IEEE T ENG MANAGE, V51, P352; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; OROURKE D, 2002, CORPORATE RESPONSIBI, P196; OROURKE D, 2003, POLICY STUD J, V31, P1; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PODSAKOFF PM, 1986, J MANAGE, V12, P531; POTOSKI M, 2004, J POLIT, V66, P885; POTOSKI M, 2005, AM J POLIT SCI, V49, P235; RAPPAPORT A, 1992, CORPORATE RESPONSE E; ROUSSEEUW PJ, 1987, ROBUST REGRESSION OU; RUGMAN AM, 2001, OXFORD HDB INT BUSIN, P537; SALANCIK GR, 1977, ADM SCI Q, V22, P427; SEDDON J, 1997, PURSUIT QUALITY CASE; SETHI P, 2003, SETTING GLOBAL STAND; STENZEL PL, 2000, AM BUS LAW J, V37, P237; STEVENS JM, 2005, STRATEGIC MANAGE J, V26, P181; STUMP RL, 1996, J MARKETING RES, V33, P431; SWIFT TA, 2000, BRIT J MANAGE, V11, P31; TERLAAK A, 2006, J ECON BEHAV ORGAN, V60, P579; VANDERWIELE T, 1997, TOTAL QUAL MANAGE, V8, S300; VERNON R, 1998, HURRICANES EYE TROUB; WALLER MA, 1996, INT J OPER PROD MAN, V16, P23; WESTERN B, 1995, AM J POLIT SCI, V39, P786; WESTPHAL JD, 1994, ADMIN SCI QUART, V39, P367; WESTPHAL JD, 2001, ADMIN SCI QUART, V46, P202; WICKS AC, 1998, ORGAN SCI, V9, P123; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1979, J LAW ECON, V22, P3; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1996, MECH GOVERNANCE; YEUNG G, 2005, J WORLD BUS, V40, P139	72	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				863	878			16	Business; Management	103TX	ISI:000241910700009
J	Hofstede, G	Hofstede, Geert		What did GLOBE really measure? Researchers' minds versus respondents' minds	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	GLOBE; Hofstede; national culture; dimensions; masculinity; survey method	PROJECT GLOBE; CULTURES; LEADERSHIP; VALUES	The GLOBE research program expanded the Hofstede model of five dimensions of national cultures to 18. A re-analysis based on GLOBE's 2004 summary book produced five meta-factors. One was significantly correlated with GNP/ capita and, from the Hofstede dimensions, primarily with Power Distance. Three more correlated significantly with Hofstede's Individualism, Uncertainty Avoidance and Long-Term Orientation. The fifth included the few GLOBE questions that related to Hofstede's dimension of Masculinity versus Femininity. GLOBE's respondents' minds classified the questions in a way that the researchers' minds did not account for and which closely resembles the original Hofstede model.	Tilburg Univ, CentER, NL-5000 LE Tilburg, Netherlands	Hofstede, G, Bruyl 15, NL-6881 AN Velp, Netherlands	hofstede@bart.nl	*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; DEMOOIJ M, 2005, GLOBAL MARKETING ADV; HARRIS M, 1981, AM NOW ANTHR CHANGIN; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOFSTEDE G, 1998, MASCULINITY FEMININI; HOFSTEDE G, 1998, ORGAN STUD, V19, P477; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOFSTEDE G, 2004, CROSS-CULT RES, V38, P52; HOUSE R, 2002, J WORLD BUS, V37, P3; HOUSE RJ, 2004, CULTURE LEADERSHIP O; INGLEHART R, 1998, HUMAN VALUES BELIEFS; INGLEHART R, 2004, HUMAN BELIEFS VALUES; INKELES A, 1954, HDB SOCIAL PSYCHOL, V2, P977; JAVIDAN M, 2002, J WORLD BUS, V37, P1; JAVIHAN M, 2001, ORGAN DYN, V29, P289; KLEIN SM, 1971, ADM SCI Q, V16, P497; KUHN TS, 1970, STRUCTURE SCI REVOLU; LEVITIN T, 1970, MEASURES SOCIAL PSYC, P489; MILLER GA, 1956, PSYCHOL REV, V63, P81; SADLER PJ, 1972, INT STUDIES MANAGEME, V6, P87; SCHIMMACK U, 2005, PERS SOC PSYCHOL REV, V9, P17; SCHWARTZ SH, 2001, J CROSS CULT PSYCHOL, V32, P268; SMITH PB, 2002, J CROSS CULT PSYCHOL, V33, P188	25	4	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				882	896			15	Business; Management	103TX	ISI:000241910700011
J	Javidan, M; House, RJ; Dorfman, PW; Hanges, PJ; de Luque, MS	Javidan, Mansour; House, Robert J.; Dorfman, Peter W.; Hanges, Paul J.; de Luque, Mary Sully		Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	GLOBE; cross cultural management; national culture; cross cultural leadership; international management	SOCIAL AXIOMS; VALUES; LEADERSHIP; DIMENSIONS; BEHAVIOR	This paper explains why GLOBE used a set of cultural values and practices to measure national cultures. We show why there is no theoretical or empirical basis for Hofstede's criticism that GLOBE measures of values are too abstract or for his contention that national and organizational cultures are phenomena of different order. We also show why Hofstede has a limited understanding of the relationship between national wealth and culture. Furthermore, we explain why Hofstede's reanalysis of the GLOBE data is inappropriate and produces incomprehensible results. We also show the validity of managerial samples in studying leadership. Finally, we explain why Hofstede's claim that GLOBE instruments reflect researchers psycho-logic reveals ignorance of psychometric methodologies designed to ensure scale reliability and construct validity.	Thunderbird, Garvin Sch Int Management, Garvin Ctr Cultures & Languages Int Management, Glendale, AZ USA; Univ Penn, Wharton Sch Management, Philadelphia, PA 19104 USA; New Mexico State Univ, Coll Business Adm & Econ, Las Cruces, NM 88003 USA; Univ Maryland, Dept Psychol, College Pk, MD 20742 USA	Javidan, M, Thunderbird, Garvin Sch Int Management, Garvin Ctr Cultures & Languages Int Management, 15249 N 59th Ave, Glendale, AZ USA	javidanm@t-bird.edu	*BRIGH YOUNG U, 1999, CULTUREGRAMS; *CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; BANFIELD EC, 1958, MORAL BASIS BACKWARD; BARNEA MF, 1998, POLIT PSYCHOL, V19, P17; BIANCHI G, 1992, CULTURE NATURE LANDS, P37; BOND MH, 1997, PSYCHOLOGIA, V40, P251; BOND MH, 2004, J CROSS CULT PSYCHOL, V35, P548; CATTELL RB, 1978, SCI USE FACTOR ANAL; DORFMAN P, 2004, LEADERSHIP CULTURE O, P669; EVERITT BS, 1975, BRIT J PSYCHIAT, V126, P237; GERSTNER CR, 1994, LEADERSHIP QUART, V5, P121; GORSUCH RL, 1974, FACTOR ANAL; GUPTA V, 2004, LEADERSHIP CULTURE O, P152; HANGES PJ, 2004, LEADERSHIP CULTURE O, P122; HANGES PJ, 2006, LEADERSHIP QUART, V17, P522; HARRISON LE, 1992, GEN THEORY COMPETITI, P205; HARRISON LE, 2000, CULTURE MATTERS; HERSKOVITZ MJ, 1948, MAN HIS WORK DISCIPL; HERSKOVITZ MJ, 1955, CULTURAL ANTHR; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1980, GEN THEORY COMPETITI, P205; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1998, ORGAN STUD, V19, P477; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOFSTEDE G, 2006, J INT BUS STUD, V37, P882; HOUSE RJ, 2004, CULTURE LEADERSHIP O; HUNT S, 2000, GEN THEORY COMPETITI; JAVIDAN M, 2004, LEADERSHIP CULTURE O, P239; JAVIDAN M, 2006, ACAD MANAGE PERSPECT, V20, P67; KAHN H, 1979, WORLD EC DEV 1979; KAISER HF, 1960, EDUCATIONAL PSYCHOLO, V20, P141; KLUCKHOHN FR, 1951, GEN THEORY ACTION, P388; KOZLOWSKI SWJ, 2000, MULTILEVEL THEORY RE, P3; LANDAU ID, 2000, NONLINEAR CONTROL YE, V2, P13; LANDES D, 1998, WEALTH POVERTY NATIO; LEUNG K, 2002, J CROSS CULT PSYCHOL, V33, P286; LEUNG K, 2005, J INT BUS STUD, V36, P357; LEUNG K, 2006, INDIVIDUALS CULTURES; LEVITIN T, 1973, MEASURES SOCIAL PSYC, P489; LEWIN K, 1948, RESOLVING SOCIAL CON; LINDSAY S, 2000, CULTURE MATTERS VALU, P282; LORD RG, 1991, LEADERSHIP INFORM PR; MILLER GA, 1994, PSYCHOL REV, V101, P313; MUTHEN BO, 1989, PSYCHOMETRIKA, V54, P581; MUTHEN BO, 1994, SOCIOL METHOD RES, V22, P376; MUTHEN BO, 1995, SOCIOL METHODOL, V25, P267; MYRDAL G, 1968, ASIAN DRAMA INQUIRY; NORTH DC, 1990, I I CHANGE EC PERFOR; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OFFERMANN LR, 1994, LEADERSHIP QUART, V5, P43; PORTER ME, 2000, CULTURE MATTERS VALU, P14; REDDING G, 2005, J INT BUS STUD, V36, P123; ROKEACH M, 1968, BELIEFS ATTITUDES VA; ROKEACH M, 1973, NATURE HUMAN VALUES; SCHEIN EH, 1992, ORG CULTURE LEADERSH; SCHWARTZ SH, 1992, ADV EXP SOC PSYCHOL, V25, P1; SCHWARTZ SH, 1996, PSYCHOL VALUES ONTAR, V8, P1; SCHWARTZ SH, 2001, J CROSS CULT PSYCHOL, V32, P268; SHAW JB, 1990, ACAD MANAGE REV, V15, P626; SHWEDER RA, 1984, CULTURE THEORY ESSAY; SMITH PB, 2002, J CROSS CULT PSYCHOL, V33, P188; WEBER M, 1930, PROTESTANT ETHIC SPI	63	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				897	914			18	Business; Management	103TX	ISI:000241910700012
J	Smith, PB	Smith, Peter B.		When elephants fight, the grass gets trampled: the GLOBE and Hofstede projects	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	levels of analysis; dimensions of national culture and GLOBE project	ET-AL. 2002; CULTURE; NATIONS; CLIMATE; VALUES; DIFFER	Four aspects of the debate between Hofstede and Javidan et al. are highlighted. First, it is shown that characterizing cultures either on the basis of aggregated self-perceptions or on the basis of aggregated perceptions of others in one's society are not equivalent procedures. Each has inherent errors, and neither can be considered as providing the one best way to denote national cultures. Furthermore, the number of dimensions of national culture that can be usefully studied must be proportional to the limited number of nations available for comparative analyses. Third, although Hofstede and Javidan et al. appear to differ on optimal ways of aggregating individual-level data to the nation level, both appear to have done so in a way that does not prevent detection of differing relations between items at different levels of analysis. Finally, we need greater clarity as to the ways in which national wealth relates to other aspects of culture. It is a major component of contemporary national cultures, and must be retained as an element within nation-level analyses.	Univ Sussex, Dept Psychol, Brighton BN1 9QG, E Sussex, England	Smith, PB, Univ Sussex, Dept Psychol, JMS Bldg 5d20, Brighton BN1 9QG, E Sussex, England	psmith@sussex.ac.uk	BOND MH, 2004, J CROSS CULT PSYCHOL, V35, P548; FISCHER R, IN PRESS PERSONALITY; GEORGAS J, 2004, J CROSS CULT PSYCHOL, V35, P74; HANGES PJ, 2006, LEADERSHIP QUART, V17, P522; HEINE SJ, 2002, J PERS SOC PSYCHOL, V82, P903; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOFSTEDE G, 2006, J INT BUS STUD, V37, P882; HOUSE RJ, 2004, LEADERSHIP CULTURE O; INGLEHART R, 1997, MODERNIZATION POST M; INGLEHART R, 2000, AM SOCIOL REV, V65, P19; JAVIDAN M, 2006, J INT BUS STUD, V37, P897; KITAYAMA S, 2002, PSYCHOL BULL, V128, P89; MACSWEENEY B, 2002, HUM RELAT, V55, P89; MCCRAE RR, 2005, J PERS SOC PSYCHOL, V88, P547; MILLER JG, 2002, PSYCHOL BULL, V128, P97; OYSERMAN D, 2002, PSYCHOL BULL, V128, P1; PEABODY D, 1996, EUR J SOC PSYCHOL, V26, P507; PETERSON MF, IN PRESS LEADERSHIP; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SCHWARTZ SH, 2004, COMP CULTURES DIMENS, P43; SMITH KD, 1996, IMMUNOGENETICS, V43, P27; SMITH PB, 2002, J CROSS CULT PSYCHOL, V33, P188; SMITH PB, 2004, J CROSS CULT PSYCHOL, V35, P6; VANDEVLIERT E, 2003, J INT BUS STUD, V34, P1; VANDEVLIERT E, 2004, LEADERSHIP QUART, V15, P381; VANDEVLIERT E, 2006, J CROSS CULT PSYCHOL, V37, P42	27	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				915	921			7	Business; Management	103TX	ISI:000241910700013
J	Earley, PC	Earley, P. Christopher		Leading cultural research in the future: a matter of paradigms and taste	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cross-cultural values; global mindset; intercultural research paradigms and GLOBE	COLLECTIVISM; INTELLIGENCE	The styles and approaches used in cross-cultural organizational research are nearly as varied as the cultures under study. We see two variations of one dominant style in the work of Hofstede and the GLOBE research consortium. In this commentary, I shall place these approaches in context and discuss alternatives that seem to be highly promising but largely overlooked. Based on this analysis, I conclude that it may well be time that this form of large-scale, multi-country survey be set aside for the development of alternative mid-range theories having a more direct application and explanation for organizational phenomena in a cultural and national context.	Natl Univ Singapore, Sch Business, Singapore 117592, Singapore	Earley, PC, Natl Univ Singapore, Sch Business, 1 Business Link Off BIZ2,Level 6, Singapore 117592, Singapore	bizdean@nus.edu.sg	BERRY JW, 1971, CANADIAN J BEHAVIORA, V3, P324; BERRY JW, 1990, EMICS ETICS INSIDER, P84; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BRETT JM, 1997, NEW PERSPECTIVES INT, P75; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1995, ACAD MANAGE J, V38, P327; EARLEY PC, 1996, HDB INT MANAGEMENT R, P83; EARLEY PC, 1998, J MANAGE, V24, P265; EARLEY PC, 2003, CULTURAL INTELLIGENC; EREZ M, 1993, CULTURE SELF IDENTIT; FISKE ST, 1990, ADV EXP SOC PSYCHOL, V23, P1; GEERTZ C, 1973, INTERPRETATION CULTU; HAMPDENTURNER C, 2000, BUILDING CROSS CULTU; HERSKOVITS MJ, 1955, CULTURAL ANTHR; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1991, CULTURE ORG SOFTWARE; HOFSTEDE G, 2006, J INT BUS STUD, V37, P882; HOUSE RJ, 2004, CULTURE LEADERSHIP O; KLEIN KJ, 1994, ACAD MANAGE REV, V19, P195; KLUCKHOHN F, 1961, VARIATIONS VALUE ORI; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; MARTIN J, 1992, CULTURES ORG 3 PERSP; MEAD M, 1967, COOPERATION COMPETIT; NG KY, 2006, GROUP ORGAN MANAGE, V31, P4; NISBETT RE, 2001, PSYCHOL REV, V108, P291; PARSONS T, 1951, GEN THEORY ACTION; ROHNER RP, 1984, J CROSS CULT PSYCHOL, V15, P111; ROKEACH M, 1973, NATURE HUMAN VALUES; SANCHEZBURKS J, 2000, J PERS SOC PSYCHOL, V79, P174; SCHWARTZ SH, 1992, ADV EXP SOC PSYCHOL, V25, P1; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; STERNBERG RJ, 2006, GROUP ORGAN MANAGE, V31, P27; THOMAS DC, 2004, CULTURAL INTELLIGENC; TRIANDIS HC, 1972, ANAL SUBJECTIVE CULT; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV	36	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2006	37	6				922	931			10	Business; Management	103TX	ISI:000241910700014
J	Dow, D; Karunaratna, A	Dow, Douglas; Karunaratna, Amal		Developing a multidimensional instrument to measure psychic distance stimuli	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	psychic distance; cultural distance; trade flows; market selection	ENTRY MODE CHOICE; INTERNATIONAL JOINT VENTURES; CULTURAL DISTANCE; EMPIRICAL-EXAMINATION; PERFORMANCE; TRADE; DETERMINANTS; FIRM; ORIENTATION; PERSPECTIVE	This paper develops and tests a range of potential psychic distance stimuli including differences in culture, language, religion, education, and political systems. Using trade flows among a set of 38 nations as the dependent variable, it is shown that, whereas the majority of the proposed indicators prove to be statistically significant predictors of trade flows, the most common psychic distance surrogate-a composite measure of Hofstede's cultural dimensions-is not significant.	Univ Melbourne, Ctr Practice Int Trade, Melbourne Sch Business, Carlton, Vic 3053, Australia; Univ Adelaide, Sch Commerce, Adelaide, SA, Australia	Dow, D, Univ Melbourne, Ctr Practice Int Trade, Melbourne Sch Business, 200 Leicester St, Carlton, Vic 3053, Australia	d.dow@mbs.edu	*FREED HOUS, 2000, FREED WORLD; *UN, 1995, SOC IND DAT; *UN, 1995, STAT YB; ANDERSON JE, 2003, AM ECON REV, V93, P170; ARORA A, 2000, J INT BUS STUD, V31, P555; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARRACLOUGH G, 1988, CONCISE ATLAS WORLD; BARRETT DB, 1982, WORLD CHRISTIAN ENCY; BECK T, 2001, WORLD BANK ECON REV, V15, P165; BECKERMAN W, 1956, REV ECON STAT, V38, P31; BERGSTRAND JH, 1989, REV ECON STAT, V71, P143; BOLLEN K, 1991, PSYCHOL BULL, V110, P305; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; CARLSON S, 1974, ANN AM ACAD POLIT SS, V412, P55; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CHILD J, 2002, INT STUDIES MANAGEME, V32, P36; CONLON RM, 1985, DISTANCE DUTIES DETE; CONWAY A, 2000, EUR J MARKETING, V34, P1391; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DICHTL E, 1984, MANAGE INT REV, V24, P49; DICHTL E, 1990, J INT BUS STUD, V21, P23; DOW D, 2000, J INT MARKETING, V8, P51; EVANS J, 2000, INT MARKET REV, V17, P164; EVANS J, 2002, J INT BUS STUD, V33, P515; GERACI VJ, 1977, REV ECON STAT, V59, P64; GLEDITSCH KS, 2003, MODIFIED POLITY P4 P; GOERZEN A, 2003, STRATEGIC MANAGE J, V24, P1289; GOMES L, 1999, J INT BUS STUD, V30, P173; GRIMES JE, 1996, ETHNOLOGUE LANGUAGE; GRUBER WH, 1970, J POLITICAL EC, V75, P20; HALLEN L, 1984, MARKET HIERARCHY, P15; HARRIS I, 1992, CONT RELIG WORLD GUI; HENISZ WJ, 2000, EC POLITICS, V12, P1; HOFSTEDE G, 1980, CULTURAL CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOLZMULLER HH, 1990, MANAGE INT REV, V30, P217; HOLZMULLER HH, 1991, MANAGE INT REV, V31, P45; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN S, 1990, INT MARKET REV, V7, P27; KOBRIN SJ, 1976, J INT BUS STUD, V7, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEAMER EE, 2001, J INT BUS STUD, V32, P641; LEE DJ, 1998, J GLOB MARK, V11, P7; LINDER SB, 1961, ESSAY TRADE TRANSFOR; LINNEMANN H, 1966, ECONOMETRIC STUDY IN; LUO YD, 2001, J INT BUS STUD, V32, P41; NORDSTROM KA, 1994, INT TRADE REGIONAL G, P41; OBRIEN J, 1993, STATE RELIG ATLAS; RAUCH JE, 1999, J INT ECON, V48, P7; RAUCH JE, 2002, REV ECON STAT, V84, P116; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, V18, P85; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIVAKUMAR K, 2001, J INT BUS STUD, V32, P555; SRIVASTAVA RK, 1986, J BUS, V59, P623; STOTTINGER B, 1998, INT MARKET REV, V15, P357; SUBRAMANIAN A, 2003, NBER WORKING PAPER S; TIHANYI L, 2005, J INT BUS STUD, V36, P270; TRIANDIS HC, 2000, INT J PSYCHOL, V35, P145; TUSHMAN M, 1978, ACAD MANAGE J, V21, P624; VAHLNE JE, 1977, 2 U UPPS DEP BUS ADM; WELCH DE, 2001, PROMETHEUS, V19, P193; WHALING F, 1987, RELIG TODAYS WORLD R; WINER BJ, 1971, STAT PRINCIPLES EXPT; ZHAO HX, 2004, J INT BUS STUD, V35, P524	69	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				578	602			25	Business; Management	075WE	ISI:000239915600002
J	Fogel, K	Fogel, Kathy		Oligarchic family control, social economic outcomes, and the quality of government	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	oligarchic family control; government; institutions	RENT-SEEKING SOCIETY; EMERGING MARKETS; BUSINESS GROUPS; GROWTH; OWNERSHIP; FIRMS; PERFORMANCE; FINANCE; CORPORATIONS; BANKS	Wealthy families, as opposed to small public shareholders, characterize ownership of the large corporate sectors of many countries around the world. This paper shows that greater oligarchic family control over large corporations is associated with worse social economic outcomes. It also correlates with more bureaucratic and more interventionist governments, and less developed financial markets. Further tests show that red tape, price controls, and the lack of shareholder rights protection are the paramount factors relating to the extent of family control of large firms. These results are broadly consistent with Olson and others who argue that economically entrenched wealthy insiders pursue rent-seeking activities to preserve the status quo, and that this increases corruption, and impedes growth.	No Kentucky Univ, Dept Econ & Finance, Coll Business, Highland Hts, KY 41099 USA	Fogel, K, No Kentucky Univ, Dept Econ & Finance, Coll Business, BEP 431, Highland Hts, KY 41099 USA	fogelk1@nku.edu	*WORLD BANK, 1994, BUR BUS EC POL GOV O; ACEMOGLU D, 2005, HDB EC GROWTH, P385; AMIT R, 2004, HOW FAMILY OWNERSHIP; ANDERSON RC, 2003, J FINANC, V58, P1301; ATTIG N, 2006, J BANKING FINANCE; BARCA F, 2001, CONTROL CORPORATE EU; BARRO RJ, 2001, OXFORD ECON PAP, V53, P541; BEBCHUK LA, 2000, CONCENTRATED CORPORA, P295; BOTERO JC, 2004, Q J ECON, V119, P1339; BURKART M, 2003, J FINANC, V58, P2167; CLAESSENS S, 2000, J FINANC ECON, V58, P81; DEININGER K, 1996, WORLD BANK ECON REV, V10, P565; DESOTO H, 1989, OTHER PATH INVISIBLE; DJANKOV S, 2002, Q J ECON, V117, P1; DOIDGE C, 2004, J FINANC ECON, V71, P205; DYCK A, 2004, J FINANC, V59, P537; EDISON H, 2003, J EMPIRICAL FINANCE, V10, P81; FACCIO M, 2001, UNPUB DEBT EXPROPRIA; FACCIO M, 2002, J FINANC ECON, V65, P365; FACCIO M, 2003, POLITICALLY CONNECTE; FACCIO M, 2006, AM ECON REV, V96, P369; FISMAN R, 2001, AM ECON REV, V91, P1095; FOGEL K, 2006, OXFORD HDB ENTREPREN; HABER S, 2002, CRONY CAPITALISM EC, P25; HELLMAN J, 2000, 2444 WORLD BANK; JOHNSON S, 2000, AM ECON REV, V90, P22; JOHNSON S, 2003, J FINANC ECON, V67, P351; KHANNA T, 1997, HARVARD BUS REV, V75, P41; KHANNA T, 2000, EUR ECON REV, V44, P748; KHANNA T, 2000, J FINANC, V55, P867; KHANNA T, 2001, STRATEGIC MANAGE J, V22, P45; KING RG, 1993, Q J ECON, V108, P717; KRUEGER A, 2002, CRONY CAPITALISM EC, P1; KRUEGER AO, 1974, AM ECON REV, V64, P291; LAPORTA R, 1997, J FINANC, V52, P1131; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAPORTA R, 1999, J FINANC, V54, P471; LAPORTA R, 2002, J FINANC, V57, P265; LEVINE R, 1998, AM ECON REV, V88, P537; MAURO P, 1995, Q J ECON, V110, P681; MEGGINSON WL, 1994, J FINANC, V49, P403; MORCK R, 2000, CONCENTRATED CORPORA, P319; MORCK R, 2004, ENTREP THEORY PRACT, V28, P391; MORCK R, 2005, HIST CORPORATE GOVER, P65; MORCK R, 2005, J ECON LIT, V43, P655; MURPHY KM, 1991, Q J ECON, V106, P503; MURPHY KM, 1993, AM ECON REV, V83, P409; NAM IC, 2004, GOVERNANCE REGULATIO; NORTH D, 1981, GROWTH STRUCTURAL CH; OLSON M, 1963, J ECON HIST, V23, P529; OLSON M, 1982, RISE DECLINE NATIONS; PEREZGONZALEZ F, 2001, UNPUB DOES INHERITED; RAJAN RG, 2003, J FINANC ECON, V69, P5; RAUCH JE, 1995, AM ECON REV, V85, P968; REED S, 1999, BUSINESS WEEK   0222, P9; ROE M, 2003, POLITICAL DETERMINAN; SCHUMPETER JA, 1912, THEORIE WIRTSCHAFTLI; STULZ RM, 2005, J FINANC, V60, P1595; VALADARES SM, OWNERSHIP CONTROL ST; WIWATTANAKANTAN.Y, 2001, PACIFIC BASIN FINANC, V9, P323	60	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				603	622			20	Business; Management	075WE	ISI:000239915600003
J	Lee, K; Yang, G; Graham, JL	Lee, Kam-Hon; Yang, Guang; Graham, John L.		Tension and trust in international business negotiations: American executives negotiating with Chinese executives	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international; negotiation; emotion; felt tension; China	REPUBLIC-OF-CHINA; UNITED-STATES; HONG-KONG; CULTURE; COLLECTIVISM; ANGER; PERFORMANCE; BEHAVIOR; EMOTION; CONTEXT	The purpose of the study is to shed light on the antecedents and consequences of tension felt during international business negotiations. A total of 176 American and Chinese executives participated in simulated international business (buyer-seller) negotiations. The negotiations were videotaped, and the participants completed questionnaires. Each participant was also asked to review his/her videotaped negotiation, rate the tension felt on a videotape review form, and briefly describe the antecedents of the tension felt. The data collected were then analyzed using first a structural equations approach and then a more exploratory content analysis. Both Chinese and American executives felt tension during the negotiations. For the Chinese, greater levels of tension led to an increased likelihood of agreement, but also led to lower levels of interpersonal attraction and in turn lower trust for their American counterparts. For the Americans, tension felt decreased marginally the likelihood of an agreement, did not affect interpersonal attraction, but did have a direct negative effect on trust. A series of other cultural differences are also reported. The measure of tension felt developed in the study appears to be useful methodologically, theoretically, and practically.	Univ Calif Irvine, Paul Merage Sch Business, Irvine, CA 92697 USA; Chinese Univ Hong Kong, Fac Business Adm, Shatin, Hong Kong, Peoples R China; Bryant Univ, Fac Mkt, Smithfield, RI USA	Graham, JL, Univ Calif Irvine, Paul Merage Sch Business, Irvine, CA 92697 USA	jgraham@uci.edu	1998, WEBSTERS DICT; ADAIR WL, 2001, J APPL PSYCHOL, V86, P371; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ADLER NJ, 1992, STRATEGIC MANAGE J, V13, P449; ADLER RS, 1998, NEGOTIATION J, V14, P161; ALLRED KG, 1997, ORGAN BEHAV HUM DEC, V70, P175; AMIR Y, 1969, PSYCHOL BULL, V71, P319; ARUNACHALAM V, 1998, J APPL SOC PSYCHOL, V28, P1219; BAGOZZI RP, 2003, J APPL PSYCHOL, V88, P219; BARON RA, 1990, J APPL SOC PSYCHOL, V20, P368; BARRY B, 1996, ORGAN BEHAV HUM DEC, V67, P127; BARRY B, 2004, HDB NEGOTIATION CULT, P71; BOND MH, 1991, CHINESE FACE INSIGHT; BRETT JM, 1998, ACAD MANAGE J, V41, P495; BRILEY DA, 2000, J CONSUM RES, V27, P157; CAI DA, 2000, HUM COMMUN RES, V26, P591; CALANTONE RJ, 1998, INT J RES MARK, V15, P19; DALY JP, 1991, NEGOTIATION J, V7, P31; DAVIDSON MN, 1999, RES NEGOT O, V7, P3; DIAMANTOPOULOS A, 2001, J MARKETING RES, V38, P269; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EID M, 2001, J PERS SOC PSYCHOL, V81, P869; EKMAN P, 1975, UNMASKING FACE; FALK F, 1992, PRIMER SOFT MODELING; FARH JL, 1997, ADMIN SCI QUART, V42, P421; FEHR B, 1984, J EXP PSYCHOL GEN, V113, P464; FISHER R, 1991, GETTING YES; FORNELL C, 1982, J MARKETING RES, V19, P440; GANESAN S, 1994, J MARKETING, V58, P1; GAVAZZI IG, 1999, COGNITION EMOTION, V13, P49; GEORGE JM, 1998, J INT BUS STUD, V29, P749; GHAURI P, 2001, J WORLD BUS, V36, P303; GHAURI P, 2003, INT BUSINESS NEGOTIA; GRAHAM JL, 1984, J MARKETING ED, V6, P26; GRAHAM JL, 1988, J BUS COMMUN, V24, P411; GRAHAM JL, 1990, DEV COMMUNICATIVE CO, P239; GRAHAM JL, 1994, MANAGE SCI, V40, P72; GRAHAM JL, 2002, COOPERATIVE STRATEGI, P461; GRAHAM JL, 2003, HARVARD BUS REV, V81, P82; GREENHALGH L, 1993, GROUP DECIS NEGOT, V2, P167; GRIMM SD, 1999, J CROSS CULT PSYCHOL, V30, P466; GUMPERZ JJ, 1979, SOCIOCULTURAL KNOWLE; HALL ET, 1976, CULTURE; HEISLEY DD, 1991, J CONSUM RES, V18, P257; HODGSON JD, 2000, DOING BUSINESS NEW J; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOPMANN PT, 1977, NEGOTIATIONS, P301; HUI C, 1997, HDB CROSS CULTURAL P, V3, P371; HULLAND J, 1999, STRATEGIC MANAGE J, V20, P195; KARRASS G, 1985, NEGOTIATE CLOSE MAKE; KELLEY HH, 1966, STRATEGIC INTERACTIO, P49; KORNADT HJ, 1990, CONT ISSUES CROSS CU, P223; KRAS E, 1995, MANAGEMENT 2 CULTURE; KUMAR R, 1997, J APPL BEHAV SCI, V33, P84; KUMAR R, 1999, RES NEGOT O, V7, P285; KUMAR R, 2004, HDB NEGOTIATION CULT, P95; LEE K, 1996, MANAGE DECIS, V34, P65; LEUNG K, 1984, J PERS SOC PSYCHOL, V47, P793; LEVINE RV, 1999, J CROSS CULTURAL PSY, V30, P148; LEWICKI RJ, 1994, NEGOTIATION; LEWICKI RJ, 1996, SOCIAL JUSTICE RES, V9, P69; LI J, 2001, J MANAGERIAL ISSUES, V13, P345; MATSUMOTO D, 1989, J CROSS CULT PSYCHOL, V20, P92; NISBET RE, 1977, PSYCHOL REV, V84, P3; NISBETT RE, 2003, GEOGRAPHY THOUGHT AS; PENNINGTON AL, 1968, J MARKETING RES, V5, P103; PETTY RE, 1996, ATTITUDES PERSUASIAN; PORNPITAKPAN C, 1999, J INT BUS STUD, V30, P317; PRUITT DG, 1993, NEGOTIATION SOCIAL C; PYE L, 1982, CHINESE COMMERCIAL N; REDDING SG, 1993, SPIRIT CHINESE CAPIT; REMPEL JK, 1985, J PERS SOC PSYCHOL, V49, P95; RUBIN JZ, 1975, SOCIAL PSYCHOL BARGA; SALACUSE JW, 1991, MAKING GLOBAL DEALS; SHENKAR O, 1987, J APPL BEHAV SCI, V23, P263; SMITH AH, 1894, CHINESE CHARACTERIST; TANNEN D, 1998, ARGUMENT CULTURE; TINSLEY CH, 1998, J INT BUS STUD, V29, P711; TRIANDIS HC, 1994, HDB IND ORG PSYCHOL, V4, P769; TSE DK, 1994, J INT BUS STUD, V25, P537; TUNG RL, 1982, J INT BUS STUD, V13, P25; ULJIN J, 2005, CROSS CULTURAL MANAG, V12, P103; VERBEKE W, 2000, J MARKETING, V64, P88; WEISS SE, 1990, J INT BUS STUD, V21, P78; XIN KR, 1996, ACAD MANAGE J, V39, P1641; ZALTMAN G, 1995, J ADVERTISING RES, V35, P35; ZALTMAN G, 1997, J MARKETING RES, V34, P424	88	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				623	641			19	Business; Management	075WE	ISI:000239915600004
J	Chan, CM; Makino, S; Isobe, T	Chan, Christine M.; Makino, Shige; Isobe, Takehiko		Interdependent behavior in foreign direct investment: the multi-level effects of prior entry and prior exit on foreign market entry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	interdependent behavior in foreign market entry; legitimacy and competition in external and internal environments; prior entry and prior exit decisions as a signal to potential entrants; multi-level analysis	INTERNATIONAL EXPANSION STRATEGY; RESEARCH-AND-DEVELOPMENT; SOUTH-KOREAN FIRMS; UNITED-STATES; DENSITY-DEPENDENCE; MULTINATIONAL-CORPORATIONS; JOINT VENTURES; ORGANIZATIONAL EVOLUTION; INSTITUTIONAL INFLUENCES; COUNTRY CAPABILITIES	This paper examines the interdependent foreign market entry decisions of multinational corporations (MNCs). Based on the argument that legitimacy and competition are two important forces in foreign market entry decisions, we hypothesize that an MNC's market entry decisions are influenced by its own prior entry and prior exit decisions and those of other MNCs. We examine this general proposition at four levels of analysis: the host country, global industry (an industry that spans host countries), local industry (an industry that is separately defined within each host country), and parent firm level. Our analysis of a panel data of over 4000 market entry decisions that were made by Japanese MNCs shows that an MNC's market entry decision has a stronger inverted U-shaped relationship with the prior entry and exit decisions of other MNCs at the local industry level than the prior entry and exit decisions of other MNCs at the host country and global industry levels. We also find that both the prior entry and prior exit decisions of an MNC have a marginal influence on its own subsequent market entry decisions at the parent firm level.	Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China; Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China; Kobe Univ, Res Inst Econ & Business Adm, Kobe, Hyogo, Japan	Chan, CM, Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China	mkchan@business.hku.hk	ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487; AHLSTROM D, 2001, ACAD MANAGE EXEC, V15, P72; ALDRICH HE, 1979, ORG ENV; ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645; ALLISON PD, 1995, SURVIVAL ANAL USING; ALLISON PD, 1999, LOGISTIC REGRESSION; AMBURGEY TL, 1992, STRATEGIC MANAGE J, V13, P335; ANG S, 1997, ORGAN SCI, V8, P235; AOKI M, 2001, COMP I ANAL; ASHFORTH BE, 1988, HUM RELAT, V41, P305; BAIN J, 1959, IND ORG; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARLEY S, 1986, ADM SCI Q, V31, P1; BARTHOLOMEW S, 1997, J INT BUS STUD, V28, P241; BAUM JAC, 1994, ORGAN SCI, V5, P483; BAUM JAC, 1996, ACAD MANAGE J, V39, P1378; BERGER PL, 1967, SOCIAL CONSTRUCTION; BIGELOW LS, 1997, SOC SCI RES, V26, P377; 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ZUCKER LG, 1983, RES SOCIOLOGY ORG, P1; ZUCKER LG, 1988, I PATTERNS ORG CULTU, P23	141	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				642	665			24	Business; Management	075WE	ISI:000239915600005
J	Newburry, W; Gardberg, NA; Belkin, LY	Newburry, William; Gardberg, Naomi A.; Belkin, Liuba Y.		Organizational attractiveness is in the eye of the beholder: the interaction of demographic characteristics with foreignness	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	liability of foreignness; internationalization; employment; demographic movement capital	HUMAN-RESOURCE MANAGEMENT; JOB-SATISFACTION; COMPETITIVE ADVANTAGE; RISK-TAKING; PERFORMANCE; WORK; TURNOVER; MODEL; VOLUNTARY; LIABILITY	Our analysis of 4605 individual evaluations of the 60 companies in the Reputation Quotient Annual 2000 study suggests that foreign-headquartered companies are less attractive employers, whereas more international companies are more attractive. Moreover, we find that gender, race, respondent age and educational level significantly interact with our foreignness variables in predicting company attractiveness.	Rutgers State Univ, Sch Business, Dept Management & Global Business, MEC, Newark, NJ 07102 USA; Rutgers State Univ, Sch Business, New Brunswick, NJ 08903 USA; CUNY, Baruch Coll, Dept Management, Zicklin Sch Business, New York, NY 10021 USA	Newburry, W, Rutgers State Univ, Sch Business, Dept Management & Global Business, MEC, Room 319,111 Washington St, Newark, NJ 07102 USA	newburry@andromeda.rutgers.edu	1990, ECONOMIST, V314, P17; 2000, WALL STREET J   0120, B2; *COUNC EC ADV PRES, 1998, CHANG AM IND SOC EC; ADLER NJ, 2001, INT DIMENSIONS ORG B; ADLER NJ, 2002, INT J HUM RESOUR MAN, V13, P743; AEBERHARDHODGES J, 1996, INT LABOUR REV, V135, P499; APERIA T, 2004, CORPORATE REPUTATION, V7, P218; ASHER H, 2004, POLLING PUBLIC; BARTLETT CA, 2002, MIT SLOAN MANAGE REV, V43, P34; BERET P, 2003, INT J HUM RESOUR MAN, V14, P449; BLACK F, 1989, J PORTFOLIO MANAGE, V15, P4; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BRETT JM, 1995, HUM RESOURCE MANAGE, V34, P405; BRIEF AP, 1997, ACAD MANAGEMENT EXEC, V11, P59; 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RYNES SL, 1997, PERS PSYCHOL, V50, P309; SCHMITT M, 2003, INT J HUM RESOUR MAN, V14, P409; SCHULER RS, 1993, INT J HUM RESOUR MAN, V4, P717; SHARDA BO, 1981, J FAMILY ISSUES, V2, P148; SHAW JD, 1998, ACAD MANAGE J, V41, P511; SHAW KL, 1996, J LABOR ECON, V14, P626; SHORE LM, 1989, ACAD MANAGEMENT BEST, P229; SIMS RL, 1994, J BUS ETHICS, V13, P939; SORENSEN JB, 2002, ADMIN SCI QUART, V47, P70; STODDARD JE, 1999, PSYCHOL MARKET, V16, P563; TANG M, 1999, J VOCAT BEHAV, V54, P142; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; THARENOU P, 2001, ACAD MANAGE J, V44, P1005; TRANK CQ, 2002, J BUS PSYCHOL, V16, P331; TREVOR CO, 2001, ACAD MANAGE J, V44, P621; TURBAN DB, 1997, ACAD MANAGE J, V40, P658; VANBREUKELEN W, 2004, J ORGAN BEHAV, V25, P893; VENKATESH A, 1992, MANAGE SCI, V38, P1687; VISSER PS, 1998, J PERS SOC PSYCHOL, V75, P1389; WEAVER CN, 2000, HISPANIC J BEHAV SCI, V22, P275; WOO D, 1994, GLASS CEILING ASIAN; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439; ZATZICK CD, 2003, ORGAN SCI, V14, P483	109	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				666	686			21	Business; Management	075WE	ISI:000239915600006
J	Huynh, W; Mallik, G; Hettihewa, S	Huynh, Wilson; Mallik, Girijasankar; Hettihewa, Samanthala		The impact of macroeconomic variables, demographic structure and compulsory superannuation on share prices: the case of Australia	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	stock prices; baby boom; superannuation; macroeconomics; global investor	AUTOREGRESSIVE TIME-SERIES; EFFICIENT CAPITAL-MARKETS; STOCK RETURNS; UNIT-ROOT; REAL ACTIVITY; ASSET PRICES; LIFE-CYCLE; BABY BOOM; COINTEGRATION; INFORMATION	This paper investigates the impact of the population in the 40-64 age band on share prices, using an annual time series data set for the period 1965-2002, and the impact of the superannuation fund on share prices using quarterly time series data for the period 1988 Q1 to 2002 Q4. In accordance with Poterba's suggestion, we have also used real GDP, interest rates and inflation as control variables in both models. Using cointegration and the error correction mechanism we found that the specified models are robust. The variables under study for both models are cointegrated, and long-run relationships exist between the variables. We also found that the population in the 40-64 age band and the superannuation fund positively and significantly affect share prices separately in the long run.	Lakehead Univ, Fac Business Adm, Thunder Bay, ON P7J 1C8, Canada; Univ Western Sydney, Sch Econ & Finance, Sydney, NSW, Australia	Hettihewa, S, Lakehead Univ, Fac Business Adm, 955 Oliver Rd, Thunder Bay, ON P7J 1C8, Canada	shettihe@lakeheadu.ca	*QMS, 1998, EV US GUID; ABEL AB, 2001, REV ECON STAT, V83, P589; AKAIKE H, 1973, P 2 INT S INF THEOR, P267; ANDO A, 1963, AM ECON REV, V53, P55; BAKSHI GS, 1994, J BUS, V67, P165; BATEMAN H, 2002, FORCED SAVING MANDAT; BLAKE D, 1998, IMPACT WEALTH CONSUM, P1; BRAILSFORD TJ, 1993, AUSTR J MANAGEMENT, V18, P109; BROCK WA, 1982, EC INFORMATION UNCER, P1; BROOKS R, 1998, THESIS YALE U; BROOKS R, 1999, UNPUB WHAT WILL HAPP; BROOKS RJ, 2000, UNPUB LIFE CYCLE POR; CAMPBELL J, 1991, NBER TECHNICAL WORKI, V100; CHEN NF, 1986, J BUS, V59, P383; CHEN NF, 1991, J FINANC, V46, P529; COX JC, 1985, ECONOMETRICA, V53, P363; DAVIS P, 2003, I INVESTORS FINANCIA; DENT HS, 1998, ROARING 2000S; DICKEY DA, 1979, J AM STAT ASSOC, V74, P427; DICKEY DA, 1981, ECONOMETRICA, V49, P1057; DOORNIK J, 2000, PCGIVE PROFESSIONAL; ENGLE RF, 1987, ECONOMETRICA, V55, P251; ENGLE RF, 1987, J ECONOMETRICS, V35, P143; ESLAKE S, 2002, INTRO AUSTR EC ENCY, V2, P733; ESTRELLA A, 1991, J FINANC, V46, P555; FAMA EF, 1970, J FINANC, V25, P383; FAMA EF, 1990, J FINANC, V45, P1089; FAMA EF, 1991, J FINANC, V46, P1575; FRIEDMAN M, 1957, THEORY CONSUMPTION F; GOYAL A, 2002, THESIS U CALIFORNIA; HARDOUVELIS GA, 1987, J ECON BUS, V39, P131; HUANG RD, 1984, J FINANC, V39, P267; JAGANNATHAN R, 1996, FEDERAL RESERVE BANK, V20, P11; JOHANSEN S, 1988, J ECON DYN CONTROL, V12, P231; JOHANSEN S, 1990, OXFORD B ECON STAT, V52, P169; KEIM DB, 1985, J FINANC ECON, V14, P473; KWON CS, 1999, GLOBAL FINANCE J, V10, P71; LITZENBERGER RH, 1982, J FINANC, V37, P429; LUCAS RE, 1978, ECONOMETRICA, V46, P1429; MACKINNON JG, 1991, LONG RUN EC RELATION, P267; MACUNOVICH D, 1997, SOCIAL SECURITY REFO, P64; MANKIW NG, 1989, REG SCI URBAN ECON, V19, P235; MANTEL J, 2000, DEMOGRAPHICS FUNDED; MODIGLIANI F, 1954, POST KEYNESIAN EC, P388; MODIGLIANI F, 1986, AM ECON REV, V76, P297; PAUL S, 2003, EC ANAL POLICY J, V33, P23; PEARCE DK, 1988, J FINANC, V43, P965; PERRON P, 1997, J ECONOMETRICS, V80, P355; PESARAN MH, 1997, MICROFIT 4 0 INTERAC; PHILLIPS PCB, 1988, BIOMETRIKA, V75, P335; POTERBA JM, 1998, AM ECON REV, V88, P315; POTERBA JM, 2001, REV ECON STAT, V83, P555; RATNER M, 1993, GLOBAL FINANCE J, V4, P93; SIEGAL J, 1998, STOCKS LONG RUN; STERLING W, 1998, BOOMERNOMICS FUTURE; WEI KCJ, 1992, J ECON BUS, V44, P77; YOO PS, 1994, 94002B FED RES BANK; YOO PS, 1994, 94003A FED RES BANK	58	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				687	698			12	Business; Management	075WE	ISI:000239915600007
J	Chetty, S; Eriksson, K; Lindbergh, J	Chetty, Sylvie; Eriksson, Kent; Lindbergh, Jessica		The effect of specificity of experience on a firm's perceived importance of institutional knowledge in an ongoing business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internationalization; institutional knowledge; experiential knowledge; learning; small-to-medium-sized firms; international experience	FOREIGN DIRECT-INVESTMENT; INTERNATIONAL EXPANSION; JAPANESE FIRMS; MARKET ENTRY; MULTINATIONAL-CORPORATIONS; ABSORPTIVE-CAPACITY; PERSPECTIVE; PERFORMANCE; STRATEGIES; MODE	We study how three types of firm experience, ranging from the specific to the general, influence the perceived importance of institutional knowledge in the ongoing business of internationalising firms based on a sample of 101 small-to-medium-sized firms. The three types of firm experiences are international, country and ongoing business. The results show that firm experience within the ongoing business, and the experience from multiple past business deals in various countries, develop institutional knowledge, whereas experience from multiple past business deals in a specific country does not. The theoretical contribution of this paper is that it establishes a link between different kinds of experience and managerial cognition in terms of institutional knowledge. In addition, it emphasises that firms develop institutional knowledge from multiple diverse country experiences, and experience in the specific ongoing business rather than experiences at the level of the country.	Massey Univ, Dept Commerce, Auckland, New Zealand; Royal Inst Technol, Ctr Banking & Finance, Stockholm, Sweden	Chetty, S, Massey Univ, Dept Commerce, Private Bag 102 904, Auckland, New Zealand	s.chetty@massey.ac.nz	ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; AXELSSON B, 1992, IND NETWORKS NEW VIE; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BLANKENBURG H, 1996, J INT BUS STUD, V27, P1033; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BOLLEN KA, 1993, TESTING STRUCTURAL E; BROWNE MW, 1993, TESTING STRUCTURAL E, P136; BUCKLEY PJ, 2005, INT BUS REV, V14, P655; BUSENITZ LW, 2000, ACAD MANAGE J, V43, P994; CARPENTER MA, 2001, ACAD MANAGE J, V44, P493; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CAVUSGIL ST, 1984, J MANAGE STUD, V21, P3; CHETTY S, 2004, J INT MARKETING, V12, P57; CLARK T, 1997, INT BUS REV, V6, P605; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CUNNINGHAM MT, 1986, IND MARKETING PURCHA, V1, P3; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1983, J BUS RES, V11, P439; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; DELIOS A, 2001, ACAD MANAGE J, V44, P1028; DELIOS A, 2003, STRATEGIC MANAGE J, V24, P1153; DODGSON M, 1993, TECHNOLGOICAL COLLAB; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ERIKSSON K, 2000, INT STUDIES MANAGEME, V30, P26; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; FLIGSTEIN N, 1996, AM SOCIOL REV, V61, P656; FORD D, 1990, UNDERSTANDING BUSINE; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GLOBERMAN S, 1999, J INT BUS STUD, V30, P513; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAKANSSON H, 1982, INT MARKETING PURCHA, P28; HAKANSSON H, 1992, IND NETWORKS NEW VIE, P28; HALLEN L, 1979, ORG MARKNAD SAMHALLE, V16, P308; HANNAN MT, 1977, AM J SOCIOL, V82, P929; HAYDUK LA, 1987, STRUCTURAL EQUATION; HITT MA, 1997, STRATEGIC MANAGE J, V18, P159; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOHENTHAL J, 2001, THESIS UPPSALA U SWE; HOYLE RH, 1995, STRUCTURAL EQUATION; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; JORESKOG KG, 1993, LISREL 8 STRUCTURAL; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LEVINE JM, 1993, ANNU REV PSYCHOL, V44, P585; LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MURTHA TP, 1998, STRATEGIC MANAGE J, V19, P97; NONAKA I, 1994, INT BUSINESS REV, V3, P337; NORTH D, 1990, I I CHANGE EC PERFOR; OGRADY S, 1996, J INT BUS STUD, V27, P309; PADMANABHAN P, 1999, J INT BUS STUD, V30, P25; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; PENROSE ET, 1959, THEORY GROWTH FIRM; PFEFFER J, 1978, EXTERNAL CONTROL ORG; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; SCHUMACKER RE, 1996, BEGINNERS GUIDE STRU; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SNEHOTA I, 1990, THESIS UPPSALA U UPP; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; VONHIPPEL E, 1988, SOURCES INNOVATION; WALSH JP, 1995, ORGAN SCI, V6, P280; ZAHEER A, 1997, MANAGE SCI, V43, P1493; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZANDER U, 1995, ORGAN SCI, V6, P1; ZOLLO M, 2002, ORGAN SCI, V13, P339; ZUCKER LG, 1991, NEW I ORG ANAL, P83	75	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				699	712			14	Business; Management	075WE	ISI:000239915600008
J	Coviello, NE	Coviello, Nicole E.		The network dynamics of international new ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international entrepreneurship; international new venture; born global; network; internationalization; UCINET	BORN-GLOBAL FIRM; ENTREPRENEURSHIP; PERSPECTIVE; EVOLUTION; GROWTH; SMES; CAPABILITIES; STRATEGIES; KNOWLEDGE; BEHAVIOR	This study uses multi-site case research to advance a set of propositions regarding the network dynamics of early-stage international new ventures. The investigative approach builds on arguments that network theory and analysis are fundamental to international entrepreneurship. In the spirit of cross-disciplinary research, perspectives from the entrepreneurship literature are embraced to help inform our understanding of international new venture networks.	Univ Auckland, Dept Mkt, Auckland 1, New Zealand	Coviello, NE, Univ Auckland, Dept Mkt, Private Bag 92019, Auckland 1, New Zealand	n.coviello@auckland.ac.nz	ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ANDERSON JC, 1994, J MARKETING, V58, P1; ANDERSSON S, 2003, J INT ENTREPRENEURSH, V1, P249; ARENIUS PM, 2002, CREATION FIRM LEVEL; AUTIO E, 2005, J INT BUS STUD, V36, P9; BARRINGER BR, 2005, J BUS VENTURING, V20, P663; BELL J, 1995, EUR J MARKETING, V29, P60; BELL J, 2003, J INT ENTREPRENEURSH, V1, P339; BLANKENBURG H, 1996, J INT BUS STUD, V27, P1033; BORGATTI SP, 1998, CONNECTIONS, V21, P36; BORGATTI SP, 2002, UCINET 6 WINDOWS SOF; BRADSHAW Y, 1991, INT J COMP SOCIOL, V32, P154; BROWN SL, 1997, ADMIN SCI QUART, V42, P1; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; BURT RS, 1992, STRUCTURAL HOLES; BURT RS, 2000, RES ORGAN BEHAV, V22, P345; CAVUSGIL ST, 1984, J BUS RES, V12, P195; CHETTY S, 2000, INT BUSINESS REV, V9, P77; CHETTY S, 2003, INT BUSINESS REV, V12, P61; CHETTY S, 2003, INT SMALL BUS J, V21, P5; COLEMAN JS, 1988, AM J SOCIOL, V94, P95; COVIELLO N, 1995, EUR J MARKETING, V29, P49; COVIELLO N, 1997, INT BUSINESS REV, V6, P361; COVIELLO NE, 1999, J INT MARKETING, V7, P42; COVIELLO NE, 2004, J BUS VENTURING, V19, P485; COVIELLO NE, 2005, QUALITATIVE MARKET R, V8, P39; CRICK D, 2005, INT BUS REV, V14, P167; DAVIDSSON P, 2003, J BUS VENTURING, V18, P301; DELMAR F, 2004, J BUS VENTURING, V19, P385; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; ELLIS P, 2000, J INT BUS STUD, V31, P443; ELLIS P, 2001, J MARKETING RES, V38, P119; GADDE LE, 1987, INT J RES MARK, V4, P29; GARTNER WB, 1985, ACAD MANAGE REV, V10, P696; GLASER BG, 1973, DISCOVERY GROUNDED T; GRANOVETTER MS, 1973, AM J SOCIOL, V78, P6; GREVE A, 1995, SCANDINAVIAN J MANAG, V11, P1; GREVE A, 2003, ENTREP THEORY PRACT, V28, P1; GULATI R, 2000, STRATEGIC MANAGE J, V21, P203; HADLEY RD, 2003, INT BUSINESS REV, V12, P697; HANNEMAN RA, 2001, INTRO SOCIAL NETWORK; HARRIS S, 2005, INT BUS REV, V14, P187; HITE JM, 2001, STRATEGIC MANAGE J, V22, P275; HOANG H, 2003, J BUS VENTURING, V18, P165; HOLMLUND M, 1998, INT SMALL BUS J, V16, P46; HURMERINTAPELTO.L, 2003, J INT ENTREPRENEURSH, V1, P217; JOHANNISSON B, 1988, SCANDINAVIAN J MANAG, V4, P83; JOHANNISSON B, 1997, INT STUDIES MANAGEME, V27, P109; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1988, STRATEGIES GLOBAL CO, P287; JOHANSON J, 1990, INT MARKET REV, V7, P11; JOHANSON J, 1992, SCANDINAVIAN INT BUS, V1, P9; JOHANSON J, 2003, J INT ENTREPRENEURSH, V1, P83; JONES MV, 1999, J INT MARKETING, V7, P15; JONES MV, 2005, J INT BUS STUD, V36, P284; KAZANJIAN RK, 1988, ACAD MANAGE J, V31, P259; KNIGHT GA, 1996, ADV INT MAR, V8, P11; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; LARSON A, 1993, ENTREP THEORY PRACT, V17, P5; LEE TW, 1999, USING QUALITATIVE ME; LICHTENSTEIN BMB, 2001, ENTREP THEORY PRACT, V25, P37; MADSEN TK, 1997, INT BUSINESS REV, V6, P561; MADSEN TK, 2000, ADV INT MAR, V10, P247; MCCARTANQUINN D, 2003, SMALL BUS ECON, V21, P201; MCDOUGALL PP, 1989, J BUS VENTURING, V4, P387; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCDOUGALL PP, 2003, J INT ENTREPRENEURSH, V1, P59; MCDOUGALL PP, 2003, SOME FUNDAMENTAL ISS; MCEVILY B, 1999, STRATEGIC MANAGE J, V20, P1133; MITCHELL JC, 1969, SOC NETWORKS URBAN, P1; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 2005, ENTREP THEORY PRACT, V29, P537; PETTIGREW AM, 2001, ACAD MANAGE J, V44, P697; REID SD, 1981, J INT BUS STUD, V12, P101; REUBER AR, 1997, J INT BUS STUD, V28, P807; REYNOLDS WJ, 1992, J PHARM MARKETING MA, V7, P5; RIALP A, 2005, INT BUS REV, V14, P147; ROUSSEAU F, 1999, CRYPTOGAMIE ALGOL, V20, P5; SCHOLLHAMMER H, 1994, MANAGE INT REV, V34, P5; SCHUTJENS V, 2003, SMALL BUS ECON, V21, P115; SHANE S, 2000, ORGAN SCI, V11, P448; SHARMA DD, 2003, INT BUSINESS REV, V12, P739; SUTTON RI, 1997, ORGAN SCI, V8, P97; WELCH DE, 1996, J INT MARKETING, V4, P11; WIEDERSHEIMPAUL F, 1978, J INT BUS STUD, V9, P47; WRIGHT LL, 1988, INT STUDIES MANAGEME, V18, P55; WRIGHT RW, 1994, J INT BUS STUD, V25, P687; YIN RK, 1989, CASE STUDY RES DESIG; YLIRENKO H, 2002, INT BUSINESS REV, V11, P279; ZAHRA SA, 2002, STRATEGIC ENTREPRENE, P255; ZAHRA SA, 2005, INT BUS REV, V14, P129; ZAHRA SA, 2005, J INT BUS STUD, V36, P20	92	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2006	37	5				713	731			19	Business; Management	075WE	ISI:000239915600009
J	Jones, G; Khanna, T			Bringing history (back) into international business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	history; methodology; international business	FOREIGN DIRECT-INVESTMENT; EMERGING MARKETS; FREESTANDING COMPANY; TRADING COMPANIES; STRATEGY PROCESS; FIRM; MULTINATIONALS; KNOWLEDGE; CAPABILITIES; EVOLUTION	We argue that the field of international business should evolve its rhetoric from the relatively uncontroversial idea that 'history matters' to exploring how it matters. We discuss four conceptual channels through which history matters, illustrating each with a major example. First, historical variation is at least a worthy complement to contemporary cross-sectional variation in illuminating conceptual issues. As an example, we show that conclusions reached by the literature on contemporary emerging market business groups are remarkably similar to independently reached conclusions about a very similar organizational form that was ubiquitous in the age of empire. Second, historical evidence avoids spurious labeling of some phenomena as 'new', and by so doing may challenge current explanations of their determinants. Whereas some firm types today were also present earlier, some types have disappeared, some have appeared, and some have disappeared and reappeared later. Third, history can allow us to move beyond the oft-recognized importance of issues of path dependence to explore the roots of Penrosian resources. We argue that the choices made by Jardine's and Swire's in Asia today, for example, are an outgrowth of strategic choices first in evidence more than a century ago. These would remain obscured absent an historical analysis. Fourth, there are certain issues that are unaddressable, except in the really long (that is, historical) run. Exploring the causal relationship (if any) between foreign direct investment, a staple of the international business literature, and long-run economic development provides one important example. Throughout, we advocate embracing rigorous methods for analyzing small-sample and qualitative data when conventional regression techniques do not apply. That is, we suggest that re-embracing history in the mainstream is not tantamount to sacrificing methodological rigor.	Harvard Univ, Sch Business, Boston, MA 02163 USA	Khanna, T, Harvard Univ, Sch Business, Morgan Hall 221,Soldiers Field Rd, Boston, MA 02163 USA	tkhanna@hbs.edu	2000, ECONOMIST       0129; ABBOTT A, 2001, TIME MATTERS THEORY; ANDREWS KR, 1971, CONCEPT CORPORATE ST; ANSOFF HI, 1965, CORPORATE STRATEGY A; BAUER PT, 1948, RUBBER IND; BAYLEY CA, 2004, BIRTH MODERN WORLD; BHAGWATI JN, 1982, J POLITICAL EC, V90, P988; BLOCH M, 1953, HIST CRAFT; BONIN H, 2003, FORD 1903 2003 EUR H; BROAD R, 2002, GLOBAL BACKLAS CITIZ; BUTLER C, 2000, MANAGERS MANTRAS; CAIN PJ, 2002, BRITISH IMPERIALSIM; CANTERO ALP, 1995, PUBL ESPEC I ESP OCE, V19, P1; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; CARLOS AM, 1988, BUS HIST REV, V62, P398; CARR EH, 1961, WHAT HIST; CASSON M, 1986, BUS HIST, V28, P5; CASSON M, 1994, BUS HIST, V36, P95; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANDLER AD, 1962, VISIBLE HAND; CHANDLER AD, 1990, SCALE SCOPE; CHANDLER AD, 2001, INVENTING ELECT CENT; CHANDLER AD, 2005, SHAPING IND CENTURY; CHANG J, 2001, ANAL ACTIVITY AROUND; COX H, 2003, BUS HIST, V45, P15; CURHAN JP, 1977, TRACING MULTINATIONA; DUNNING JH, 1958, AM INVESTMENT BRIT M; DUNNING JH, 1983, GROWTH INT BUSINESS, P84; DUNNING JH, 2001, FOREIGN MULTINATIONA, P50; EASTERLY WR, 2001, ELUSIVE QUEST GROWTH; FORTANIER F, 2004, AIB STOCKH M; FOSS NJ, 1997, RESOURCES FIRMS STRA; FRANKO L, 1974, BUS HIST REV, V48, P277; GADDIS JL, 2002, LANDSCAPE HIST HIST; GHEMAWAT P, 1997, GAMES BUSINESS PLAY; GHEMAWAT P, 1998, MANAGING STRATEGICAL, P15; GUILLEN MF, 2000, ACAD MANAGE J, V43, P362; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HENNART JF, 1982, THEORY MUTINATIONAL; HENNART JF, 1986, J INT BUS STUD, V17, P131; HENNART JF, 1991, NATURE TRANSNATIONAL, P81; HENNART JF, 1994, BUS HIST, V36, P51; HENNART JF, 1998, MULTINATIONAL TRADER, P213; HUANG Y, 2003, FOREIGN POLICY, V137, P74; JONES G, 1993, BRIT MULTINATIONA BA; JONES G, 1996, EVOLUTION INT BUSINE; JONES G, 1998, MULTINATION TRADERS; JONES G, 2000, MERCHANTS MULTINATIO; JONES G, 2002, BUS HIST REV, V76, P435; JONES G, 2003, BUSINESS HIST WORLD, P353; JONES G, 2003, MERCHANTS MULTINATIO, P353; JONES G, 2005, MULTINATIONALS GLOBA; JONES G, 2005, RENEWING UNILEVER TR; JONKER J, 2000, HOME WORLD MARKETS D; KHANNA T, 1997, HARVARD BUS REV, V75, P41; KHANNA T, 1999, J ECON MANAGE STRAT, V8, P271; KHANNA T, 2000, EUR ECON REV, V44, P748; KHANNA T, 2000, HARVARD BUSINESS SCH; KHANNA T, 2000, J FINANC, V55, P867; KHANNA T, 2000, STRATEGIC MANAGE J, V21, P781; KHANNA T, 2005, HIST CONCENTRATED CO, P283; KHANNS T, 2004, EMERGING GIANTS BUIL; KING FHH, 1984, HIST HONK KONG SHANG; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; KOGUT B, 1993, COUNTRY COMPETITIVEN; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 2000, AM SOCIOL REV, V65, P169; KOGUT B, 2001, OXFORD HDB INT BUSIN, P785; KRUEGER AO, 1974, AM ECON REV, V64, P291; LAPORTA R, 1999, J FINANC, V54, P471; LEFF N, 1976, MONEY FINANCE EC GRO, P97; LEFF NH, 1978, EC DEV CULTURAL CHAN, V26, P661; MATHESON J, 1947, JARDINES EWO INTERES; MORCK R, 1991, J BUS, V64, P165; MURMANN JP, 2003, KNOWLEDGE COMPETITIV; MURPHY R, 1977, OUTSIDERS W EXPERIEN; NEHRU J, 1946, DISCOVERY INDIA; NELSON DR, 1991, DNA CELL BIOL, V12, P1; NELSON RR, 1982, EVOLUTIONARY THEORY; NICHOLAS S, 1983, J ECON HIST, V43, P675; OONK G, 2004, UNPUB IND INDIAN 185; OROURKE KH, 1999, GLOBALIZATION HIST; OSULLIVAN M, 2000, CONTESTS CORPORATE C; PENROSE E, 1959, THEORY GROWTH FIRM; PENROSE E, 1968, LARGE INT FIRM DEV C; PENROSE ET, 1960, BUS HIST REV, V34, P1; PETTIGREW AM, 1992, STRATEGIC MANAGE J, V13, P5; RAFF DMG, 2000, STRATEGIC MANAGE J, V21, P1043; RAGIN CC, 1987, COMP METHOD MOVING B; SACHS J, 1995, BROOKINS PAPERS EC A; SHLEIFER A, 1998, GRABBING HAND GOVERN; SINGH J, 2004, P 2004 M AC MAN; SLUYTERMAN KE, 1998, MULTINATIONAL TRADER, P86; SOLVELL O, 1998, DYNAMIC FIRM; SPAR D, 1994, COOPERATIVE EDGE INT; STOPFORD J, 1974, BUS HIST REV, V48, P303; STOPFORD JM, 1972, MANAGING MULTINATION; STRACHAN H, 1976, FAMILY OTHER BUSINES; TIMBERG TA, 1978, MARWAIS TRADERS IND; VANFLEET DD, 2005, ACAD MANAG LEARN EDU, V4, P44; VAUPEL JW, 1969, MAKING MULTINATIONAL; VAUPEL JW, 1974, WORLDS MULTINATIONAL; VERNON R, 1966, Q J ECON, V80, P190; WERNEFELT B, 1984, STRATEGIC MANAGEMENT, V51, P171; WILKINS M, 1964, AM BUSINESS ABROAD F; WILKINS M, 1970, EMERGENCE MULTINATIO; WILKINS M, 1974, MATURING MULTINATION; WILKINS M, 1988, BUSINESS EC HIST, V17, P1; WILKINS M, 1988, ECON HIST REV, V41, P259; WILKINS M, 1989, HIST FOREINGN INVEST; WILKINS M, 1998, FREE STANDING COMPAN; WILKINS M, 2001, OXFORD HDB INT BUSIN, P3; WILKINS M, 2004, HIST FOREIGN INVESTM; YOSHINO M, 1986, INVISIBLE LINK JAPAN	114	2	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				453	468			16	Business; Management	059YF	ISI:000238767400002
J	Durvasula, S; Netemeyer, RG; Andrews, JC; Lysonski, S			Examining the cross-national applicability of multi-item, multi-dimensional measures using generalizability theory	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	measurement; cross-cultural; scale validation; generalizability theory	ISSUES; VALIDITY	Establishing the applicability of multi-item measures is important for making valid inferences when testing theories cross-nationally. Typically, researchers have relied upon the tenets of classical measurement theory (CT) using confirmatory factor model invariance testing to conclude that a unidimensional measure is applicable across countries. However, two important issues remain unresolved via CT techniques: (1) if the measure is found not to be invariant, CT tells us little as to why the measure varies across countries; and (2) if the measure is multi-dimensional, what factors affect its cross-national applicability? Our research seeks to address these issues and the cross-national measurement applicability of multi-dimensional scales via generalizability theory (GT). In this paper, we use a cross-national data set and simulated data sets to demonstrate the usefulness of GT to cross-national multidimensional measurement.	Marquette Univ, Coll Business Adm, Milwaukee, WI 53233 USA; Univ Virginia, McIntire Sch Commerce, Charlottesville, VA 22903 USA; Marquette Univ, Dept Mkt, Milwaukee, WI 53233 USA	Durvasula, S, Marquette Univ, Coll Business Adm, Milwaukee, WI 53233 USA	srinivas.durvasula@marquette.edu	ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; BALABANIS G, 2001, J INT BUS STUD, V32, P157; BELCH GE, 2004, ADVERTISING PROMOTIO; BERRY JW, 1980, HDB CROSS CULTURAL P, V2, P1; CLARK LA, 1995, PSYCHOL ASSESSMENT, V7, P309; CRONBACH LJ, 1963, BRIT J STATISTICAL P, V16, P137; DURVASULA S, 1993, J CONSUM RES, V19, P626; FINN A, 1997, J MARKETING RES, V34, P262; FU PP, 2004, J INT BUS STUD, V35, P277; HORN JL, 1991, BEST METHODS ANAL CH, P114; HU L, 1999, STRUCTURAL EQUATION, V6, P1; LENARTOWICZ T, 2003, J INT BUS STUD, V34, P266; MARSH HW, 1994, STRUCTURAL EQUATION, V1, P5; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NETEMEYER RG, 2003, SCALING PROCEDURES I; NEUBERG SL, 1997, J PERS SOC PSYCHOL, V73, P1017; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; ONKVISIT S, 1999, J ADVERTISING RES, V39, P19; RAO CR, 1971, J MULTIVARIATE ANAL, V1, P445; RENTZ JO, 1987, J MARKETING RES, V24, P19; REYNOLDS NL, 2003, J INT BUS STUD, V34, P80; SHARMA M, 2003, IETE TECH REV, V20, P3; SHAVELSON RJ, 1989, AM PSYCHOL, V44, P922; SHAVELSON RJ, 1991, GEN THEORY PRIMER; SHIMP TA, 1987, J MARKETING RES, V24, P280; STEENKAMP JBE, 2001, J INT BUS STUD, V34, P53; STEENKAMP JBEM, 1998, J CONSUM RES, V25, P78; VANDEVIJVER FJR, 1997, HDB CROSS CULTURAL P, P247; VENKATESH A, 1995, MARKETING MULTICULTU, P26; WHITMAN ME, 1999, J INT BUS STUD, V30, P673	30	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				469	483			15	Business; Management	059YF	ISI:000238767400003
J	Lee, C; Hui, C; Tinsley, CH; Niu, XY			Goal orientations and performance: role of temporal norms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	temporal norms; performance goals; comparative management	ORGANIZATIONAL CITIZENSHIP BEHAVIOR; INDIVIDUAL-DIFFERENCES; SELF-EFFICACY; TIME; MOTIVATION; ABILITY; CHINA; CONSCIENTIOUSNESS; PERSPECTIVES; ACHIEVEMENT	We tested the relationships between Chinese employees' goal orientation and their performance, as well as the moderating effects of temporal norms (future planning and scheduling) on this relationship. Results from employees across seven different organizations in China demonstrated that the mastery goal orientation was positively related to job performance. The performance goal orientation was unrelated to employment outcomes. Further, results showed that a mastery goal orientation was most useful when future planning was emphasized and scheduling was de-emphasized.	Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China; Northeastern Univ, Coll Business Adm, Boston, MA 02115 USA; Georgetown Univ, Sch Business, Washington, DC 20057 USA; Univ Int Business & Econ, Sch Int Business Management, Beijing, Peoples R China	Hui, C, Chinese Univ Hong Kong, Dept Management, Room 411,Leung Kau Kui Bldg, Shatin, Hong Kong, Peoples R China	huichun@cuhk.edu.hk	AGUINIS H, 2004, REGRESSION ANAL CATE; AIKEN LS, 1991, MULTIPLE REGRESSION; ARGYRIS C, 1978, ORG LEARNING THEORY; ASHFORD SJ, 1989, ACAD MANAGE J, V32, P803; BARNEY JB, 2001, BLACKWELL HDB STRATE, P124; BELL BS, 2002, J APPL PSYCHOL, V87, P497; BIRD BJ, 1992, ENTREP THEORY PRACT, V17, P11; BLUEDORN AC, 1988, J MANAGE, V14, P299; BLUEDORN AC, 1999, J MANAGERIAL PSYCHOL, V14, P205; BOND MH, 1988, SOCIAL VALUES DEV AS, P197; BORMAN WC, 1993, PERSONNEL SELECTION, P71; BRETT JF, 1999, J APPL PSYCHOL, V84, P863; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2, P339; BUTTON SB, 1996, ORGAN BEHAV HUM DEC, V67, P26; CHEN G, 2000, J APPL PSYCHOL, V85, P835; COHEN J, 1983, APPL MULTIPLE REGRES; COLQUITT JA, 1998, J APPL PSYCHOL, V83, P654; DAS TK, 1987, STRATEGIC MANAGEMENT, V8, P203; DWECK CS, 1991, NEBR SYM MOTIV, V38, P199; DWECK CS, 1995, PSYCHOL INQ, V6, P267; DWECK CS, 1999, SELF THEORIES THEIR; EDWARDS JR, 1991, INT REV IND ORG PSYC, V6, P283; ELLIOT AJ, 1999, J PERS SOC PSYCHOL, V76, P628; FORD JK, 1998, J APPL PSYCHOL, V83, P1; GULLY SM, 2005, RES PERS HUM RES MAN, V24, P1; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HUI C, 2000, J APPL PSYCHOL, V85, P822; HUI C, 2004, ORGAN SCI, V15, P232; JUN S, 2001, J INT BUS STUD, V32, P369; KAUFMAN CF, 1991, J BUSINESS PSYCHOL, V6, P79; KRISTOF AL, 1996, PERS PSYCHOL, V49, P1; LAM SSK, 1999, J APPL PSYCHOL, V84, P594; LAW KS, 2003, J INT BUS STUD, V34, P255; LAW KS, 2004, J APPL PSYCHOL, V89, P483; LEE C, 2003, APPL PSYCHOL-INT REV, V52, P272; LEPINE JA, 2002, J APPL PSYCHOL, V87, P52; LOCKE EA, 1990, THEORY GOAL SETTING; MORRIS MW, 1994, J PERS SOC PSYCHOL, V67, P949; ORGAN DW, 1988, ORG CITIZENSHIP BEHA; ORGAN DW, 1997, HUM PERFORM, V10, P85; PATRICK H, 1999, LEARN INDIVID DIFFER, V11, P153; PAYNE SC, IN PRESS J APPL PSYC; PHILLIPS JM, 1997, J APPL PSYCHOL, V82, P792; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PODSAKOFF PM, 1990, LEADERSHIP QUART, V1, P107; PODSAKOFF PM, 1993, RES PERSONNEL HUMAN, V11, P1; SCHMIDT AM, 2003, PERS PSYCHOL, V56, P405; SCHRIBER JB, 1987, J APPL PSYCHOL, V72, P642; SHENKAR O, 2004, J INT BUS STUD, V35, P161; STEELEJOHNSON D, 2000, J APPL PSYCHOL, V85, P724; TROMPENAARS F, 1998, RIDING WAVES CULTURE; TURBAN DB, 2001, J APPL PSYCHOL, V86, P194; VANDEWALLE D, 1997, EDUC PSYCHOL MEAS, V57, P995; VANDEWALLE D, 1999, J APPL PSYCHOL, V84, P249; VANDEWALLE D, 2001, J APPL PSYCHOL, V86, P629; VANYPEREN NW, 2002, ACAD MANAGE J, V45, P1161; WERNER O, 1970, HDB METHOD CULTURAL, P398; WEST GP, 1998, ENTREP THEORY PRACT, V22, P31; YEO GB, 2004, J APPL PSYCHOL, V89, P231; ZIMBARDO PG, 1999, J PERS SOC PSYCHOL, V77, P1271	60	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				484	498			15	Business; Management	059YF	ISI:000238767400004
J	Lim, LKS; Acito, F; Rusetski, A			Development of archetypes of international marketing strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international marketing; global marketing; standardization vs adaptation; configurations; case survey methodology; cluster analysis	GLOBAL STRATEGY; MULTINATIONAL-CORPORATIONS; ORGANIZATIONAL CONFIGURATIONS; SUBSIDIARY MANDATES; CLUSTER-ANALYSIS; STANDARDIZATION; PERFORMANCE; FIT; IMPLEMENTATION; EQUIFINALITY	The extant business literature contains three separate characterizations of international marketing strategy: standardization-adaptation, concentration-dispersion, and integration-independence. These characterizations have, for decades, informed researchers, students, and practitioners alike of the strategic options a multinational firm might have in formulating its cross-border marketing approaches. Although useful, these characterizations have yet to be unified within an integrative classification scheme that considers the gestalt combinatorial patterns along multiple strategy dimensions. Toward creating such a classification scheme, this paper proposes a holistic conceptualization of international marketing strategy grounded in configurational theory, whereby strategies are viewed as multidimensional archetypes. We present evidence of three distinct international marketing strategy archetypes obtained through an exploratory case coding/clustering study. After discussing the characteristics, possible drivers, and contingent performance potentials of these archetypes, we offer directions for future research.	Nanyang Technol Univ, Nanyang Business Sch, Div Mkt & Int Business, Singapore 679798, Singapore; Indiana Univ, Kelley Sch Business, Bloomington, IN 47405 USA; York Univ, Sch Adm Studies, Toronto, ON M3J 2R7, Canada	Lim, LKS, Nanyang Technol Univ, Nanyang Business Sch, Div Mkt & Int Business, S3-B2C-95 Nanyang Ave, Singapore 679798, Singapore	akslim@ntu.edu.sg	BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BODDEWYN JJ, 1986, BUS HORIZONS, V29, P69; BUZZELL RD, 1968, HARVARD BUS REV, V46, P102; CHILD J, 1972, SOCIOLOGY, V6, P1; COREY ER, 1998, 9399077 HARV BUS SCH; CRAIG CS, 2000, J INT MARKETING, V8, P6; DCRUZ JR, 1986, MANAGING MULTINATION, P75; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOTY DH, 1993, ACAD MANAGE J, V36, P1196; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P47; DRAZIN R, 1985, ADM SCI Q, V30, P514; ELINDER E, 1961, INT ADVERTISER   DEC, P12; FATT AC, 1964, INT ADVERTISER   SEP, P17; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GRESOV C, 1989, ADMIN SCI QUART, V34, P431; GRESOV C, 1997, ACAD MANAGE REV, V22, P403; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAGEN JM, 1999, 9A99A037 IV MAN SERV; HAIR JF, 1998, MULTIVARIATE DATA AN; HAMBRICK DC, 1983, ACAD MANAGE J, V26, P2; HAMBRICK DC, 1984, J MANAGE, V10, P27; HAMEL G, 1985, HARVARD BUS REV, V63, P139; HANNAN MT, 1977, AM J SOCIOL, V82, P929; HENZLER H, 1986, MCKINSEY Q, V86, P52; HEWETT K, 2001, J MARKETING, V65, P51; HOUT T, 1982, HARVARD BUS REV, V60, P98; HOVELL PJ, 1972, EUR J MARKETING, V6, P69; HULBERT JM, 1980, J MARKETING, V44, P7; JAIN SC, 1989, J MARKETING, V53, P70; JAIN SC, 2001, MARKETING PLANNING S; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JAUCH LR, 1980, ACAD MANAGE REV, V5, P517; KEEGAN WJ, 1969, J MARKETING, V33, P58; KELLY GA, 1955, PSYCHOL PERSONAL CON; KERIN RA, 2004, STRATEGIC MARKETING, P324; KETCHEN DJ, 1993, ACAD MANAGE J, V36, P1278; KETCHEN DJ, 1996, STRATEGIC MANAGE J, V17, P441; KETCHEN DJ, 1997, ACAD MANAGE J, V40, P223; KOTLER P, 1986, J CONSUMER MARKETING, V3, P13; LAMBIN J, 2004, STRATEGIC MARKETING, P324; LARSSON R, 1993, ACAD MANAGE J, V36, P1515; LATTIN JM, 2003, ANAL MULTIVARIATE DA; LEVITT T, 1983, HARVARD BUS REV, V61, P92; MCKELVEY B, 1975, ADM SCI Q, V20, P509; MEYER AD, 1993, ACAD MANAGE J, V36, P1175; MILES RE, 1978, ORG STRATEGY STRUCTU; MILLER D, 1977, J MANAGE STUD, V14, P251; MILLER D, 1978, MANAGE SCI, V24, P921; MILLER D, 1980, ADM SCI Q, V25, P268; MILLER D, 1981, J MANAGE STUD, V18, P1; MILLER D, 1983, BEYOND METHOD, P57; MILLER D, 1984, ORG QUANTUM VIEW; MILLER D, 1986, STRATEGIC MANAGE J, V7, P233; MILLER D, 1987, ACAD MANAGE REV, V12, P686; MILLER D, 1996, STRATEGIC MANAGE J, V17, P505; MILLIGAN GW, 1985, PSYCHOMETRIKA, V50, P159; NOBLE CH, 1999, J MARKETING, V63, P57; NOHRIA N, 1997, DIFFERENTIATED NETWO; OHMAE K, 1989, HARVARD BUS REV, V67, P152; OLUSOGA SA, 1993, INT MARKET REV, V10, P40; OZSOMER A, 2000, J INT MARKETING, V8, P27; PORTER ME, 1986, CALIF MANAGE REV, V28, P9; PUNJ G, 1983, J MARKETING RES, V20, P134; QUELCH JA, 1986, HARVARD BUS REV, V64, P59; ROBERTS MJ, 2001, 9901055 HARV BUS SCH; ROOSTAL I, 1963, J MARKETING, V27, P15; ROTH K, 1991, J INT BUS STUD, V22, P369; ROTH K, 1992, J INT BUS STUD, V23, P533; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; RUMELT RP, 1994, FUNDAMENTAL ISSEUS S; RUTENBERG DP, 1982, MULTINATIONAL MANAGE; SAMIEE S, 1992, J MARKETING, V56, P1; SARLE WS, 1983, A108 SAS; SHETH JN, 1986, J CONSUMER MARKETING, V3, P9; SOLBERG CA, 2000, J INT MARKETING, V8, P78; SORENSON RZ, 1975, HARVARD BUS REV, V53, P38; SZYMANSKI DM, 1993, J MARKETING, V57, P1; THEODOSIOU M, 2003, INT BUSINESS REV, V12, P141; VORHIES DW, 2003, J MARKETING, V67, P100; WALKER OC, 1987, J MARKETING, V51, P15; WHITE RE, 1984, BUSINESS Q, V49, P59; WIECHMANN UE, 1979, HARVARD BUS REV, V57, P118; WIND Y, 1986, J CONSUMER MARKETING, V3, P23; WOO CY, 1981, STRATEGIC MANAGEMENT, V2, P301; YIP GS, 1989, SLOAN MANAGE REV, V31, P29; ZOU S, 1997, INT MARKET REV, V14, P107; ZOU SM, 2002, J MARKETING, V66, P40	91	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				499	524			26	Business; Management	059YF	ISI:000238767400005
J	Johnson, JP; Lenartowicz, T; Apud, S	Johnson, James P.; Lenartowicz, Tomasz; Apud, Salvador		Cross-cultural competence in international business: toward a definition and a model	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cross-cultural competence; cultural intelligence; expatriates	INTERCULTURAL COMMUNICATION COMPETENCE; HUMAN-RESOURCE MANAGEMENT; FUTURE-RESEARCH; ORGANIZATIONS; PERFORMANCE; ADJUSTMENT; KNOWLEDGE	Many international business failures have been ascribed to a lack of cross-cultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term 'CC', focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments to the effective application of the requisite skills, knowledge and attributes that have been identified as necessary for CC, resulting in a gap between 'knowing' and 'doing'. We conclude by discussing the implications of the model for practitioners, and by suggesting appropriate directions for further research.	Rollins Coll, Crummer Grad Sch Business, Off 204, Winter Pk, FL 32789 USA; Florida Atlantic Univ, Coll Business, Dept Management Int Business & Entrepreneurship, Boca Raton, FL 33431 USA; Univ Texas, LBJ Sch Publ Affairs, Austin, TX 78712 USA	Johnson, JP, Rollins Coll, Crummer Grad Sch Business, Off 204, Winter Pk, FL 32789 USA	jpiohnson@rollins.edu	*GMAC, 2003, GLOB REL TRENDS 2002; *NAT ASS SOC WORK, 2001, NASW STAND CULTR COM; *US DEP HHS, ASS COMP HLTH CAR; *WICHE, CUL COMP STAND MAN C; ADLER NJ, 1991, INT DIMENSIONS ORG B; ADLER NJ, 1992, J INT BUS STUD, V23, P551; APUD S, 2003, P AC INT BUS SE REG; BANDURA A, 1986, SOCIAL FDN THOUGHT A; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARRERA I, 1997, PERSONNEL PREPARATIO, P217; BARTLETT CA, 1998, MANAGING BORDERS TRA; BARUCH Y, 2002, HUM RESOURCE MANAGE, V41, P239; BASS BM, 1990, HDB LEADERSHIP SURVE; BENNETT MJ, 1993, ED INTERCULTURAL EXP, P21; BIRD A, 1993, INT J INTERCULT REL, V17, P415; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BLACK JS, 1999, GLOBALIZING PEOPLE I; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; BYRAM M, 1997, TEACHING ASSESSING I; CALIGIURI PM, 2000, MANAGE INT REV, V40, P61; COLLIER MJ, 1989, INT J INTERCULT REL, V13, P287; CROSS T, 1989, CULTURALLY COMPETENT, V1; DANIELS DJ, 2004, INT BUSINES ENV OPER; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOREMUS PN, 1998, MYTH GLOBAL CORPORAT; DUBOIS M, 1996, WALL STREET J   0926, R20; DUNNETTE MD, 1976, HDB IND ORG PSYCHOL, P473; EARLEY PC, 2002, RES ORGAN BEHAV, V24, P271; EARLEY PC, 2003, CULTURAL INTELLIGENC; EHRMAN ME, 1995, MOD LANG J, V79, P67; GERTSEN MC, 1990, INT J HUM RESOUR MAN, V1, P341; GIACHELLO AL, 1995, HLTH ISSUES WOMEN CO, P5; GOLEMAN D, 1995, EMOTIONAL INTELLIGEN; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; GREGERSEN HB, 1998, SLOAN MANAGE REV, V40, P21; HAINS AH, 2000, 3 GALL U; HALL ET, 1976, BEYOND CULTURE; HARZING AW, 1995, HUMAN RESOURCE MANAG, V6, P457; HILL CW, 2001, INT BUSINESS COMPETI; HOECKLIN L, 1995, MANAGING CULTURAL DI; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; IMAHORI TT, 1989, INT J INTERCULT REL, V13, P269; KEALEY DJ, 1989, INT J INTERCULT REL, V13, P387; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAFROMBOISE T, 1993, PSYCHOL BULL, V114, P395; LEE CH, 2003, CULTURAL INTELLIGENC, P185; LEIBAOSULLIVAN S, 1999, J INT BUS STUD, V30, P709; LUO YD, 1999, J INT BUS STUD, V30, P269; LUSTIG MW, 1999, INTERCULTURAL COMPET; MCPHATTER AR, 1997, CHILD WELFARE, V76, P255; MERCHANT H, 2000, MANAGE INT REV, V40, P107; MILLERO FJ, 1994, SEA TECHNOL, V35, P17; MISHRA BK, 1999, EC TIMES        1108, P8; NONAKA I, 1995, KNOWLEDGE CREATING C; PALTHE J, 2004, INT J INTERCULT REL, V28, P37; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PFEFFER J, 1999, CALIF MANAGE REV, V42, P83; REDMOND MV, 1993, INT J INTERCULT REL, V17, P235; RICKS D, 1999, BLUNDERS INT BUSINES; ROBERSON L, 2002, J MANAGEMENT ED, V6, P40; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; ROTH K, 1996, ACAD MANAGE J, V39, P678; STERNBERG RJ, 2000, PRACTICAL INTELLIGEN; STORTI C, 2001, ART CROSSING BORDERS; TAN JS, 2003, CULTURAL INTELLIGENC; TANNENBAUM SI, 1992, ANNU REV PSYCHOL, V43, P399; THOMAS AS, 2000, J INT BUS STUD, V31, P287; TROMPENAARS F, 1994, RIDING WAVES CULTURE; TUNG RL, 1982, CALIFORNIA MANAGEMEN, V25, P57; TUNG RL, 1998, J WORLD BUS, V33, P125; VERNON PE, 1993, BIOL APPROACHES STUD; VONGLINOW MA, 2004, ACAD MANAGE REV, V29, P578; VONK ME, 2001, SOC WORK, V46, P246; WISEMAN RL, 1989, INT J INTERCULT REL, V13, P349	77	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				525	543			19	Business; Management	059YF	ISI:000238767400006
J	Wei, Y; Liu, X			Productivity spillovers from R&D, exports and FDI in China's manufacturing sector	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	R&D; exports; FDI; productivity spillovers; China	FOREIGN DIRECT-INVESTMENT; LEVEL PANEL-DATA; DOMESTIC FIRMS; TECHNOLOGY-TRANSFER; ENDOGENOUS GROWTH; UNITED-STATES; IMPACT; INDUSTRIES; ECONOMIES; BENEFIT	This paper assesses productivity spillovers from R&D, exports and the very presence of foreign direct investment (FDI) in China's manufacturing sector, based on a panel of more than 10,000 indigenous and foreign-invested firms for 1998-2001. There are positive inter-industry productivity spillovers from R&D and exports, and positive intra- and inter-industry productivity spillovers from foreign presence to indigenous Chinese firms within regions. OECD-invested firms seem to play a much greater role in inter-industry spillovers than overseas Chinese firms from Hong Kong, Macao and Taiwan within regions. The findings have important managerial and policy implications.	Univ Lancaster, Sch Management, Dept Econ, Int Business Res Grp, Lancaster LA1 4YX, England; Hunan Univ, Coll Econ & Trade, Changsha, Peoples R China; Univ Surrey, Sch Management, Guildford GU2 5XH, Surrey, England	Wei, Y, Univ Lancaster, Sch Management, Dept Econ, Int Business Res Grp, Room B40, Lancaster LA1 4YX, England	y.wei@lancaster.ac.uk	*STAT STAT BUR CHI, 1999, ANN REP IND ENT STAT; *STAT STAT BUR CHI, 2003, CHIN STAT YB 2002; *UNCTAD, 2001, UN C TRAD DEV WORLD; *WORLD BANK, 1993, E AS MIR; *WORLD BANK, 1997, 1997 WORLD DEV REP S; AITKEN BJ, 1999, AM ECON REV, V89, P605; BALASUBRAMANYAM VN, 1996, ECON J, V106, P92; BATISSE C, 2004, J CHINESE EC BUSINES, V2, P133; BERNSTEIN JI, 2000, REV ECON STAT, V82, P608; BHAGWATI J, 1978, FOREIGN TRADE REGIME; BLOMSTROM M, 1998, J EC SURVEYS, V12, P1; BRACONIER H, 1998, WELTWIRTSCH ARCH, V134, P638; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; CAI F, 2002, CHINA ECON REV, V13, P197; CANTWELL JA, 1993, INT BUSINESS 3 AGEND, P19; CAVES R, 1974, ECONOMICA, V41, P176; CLERIDES SK, 1998, Q J ECON, V113, P903; COE DT, 1995, EUR ECON REV, V39, P859; COE DT, 1997, ECON J, V107, P134; COE DT, 1999, WP9918 IMF; ENGELBRECHT HJ, 1997, EUR ECON REV, V41, P1479; FEINBERG SE, 2001, J INT BUS STUD, V32, P421; GORG H, 2001, ECON J, V111, F723; GORG H, 2004, WORLD BANK RES OBSER, V19, P171; GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29; GROSSMAN GM, 1991, INNOVATION GROWTH WO; GUO W, 2003, INT TAX REV, V14, P27; HADDAD M, 1993, J DEV ECON, V42, P51; HEJAZI W, 1999, J INT BUS STUD, V30, P491; HU AGZ, 2002, WORLD ECON, V25, P1063; HUANG JT, 2004, CONTEMP ECON POLICY, V22, P13; JAVORCIK BS, 2004, AM ECON REV, V94, P605; JEFFERSON GH, 2006, UNPUB EC INNOVATION; KAISER U, 2002, RES POLICY, V31, P129; KAO CH, 1999, OXFORD B ECON STAT, V61, P691; KATHURIA V, 2002, OXFORD ECON PAP, V54, P688; KOKKO A, 1996, J DEV STUD, V32, P602; KONINGS J, 2001, ECON TRANSIT, V9, P619; KRUEGER AO, 1978, FOREIGN TRADE REGIME; LI XY, 2001, EC SYSTEMS, V25, P305; LICHTENBERG FR, 1998, EUR ECON REV, V42, P1483; LIU XM, 2000, J INT BUS STUD, V31, P407; LIU XM, 2001, INT BUSINESS REV, V10, P421; LIU ZQ, 2002, J COMP ECON, V30, P579; LUINTEL KB, 2004, REV ECON STAT, V86, P896; MANSFIELD E, 1980, Q J ECON, V95, P737; OBSTFELD M, 1996, FDN INT MACROECONOMI; RAUT LK, 1995, J DEV ECON, V48, P1; RIVERABATIZ LA, 1991, EUR ECON REV, V35, P971; RIVERABATIZ LA, 1991, Q J ECON, V106, P531; RUANE F, 2005, INT J EC BUSINESS, V12, P53; SHELL K, 1966, AM ECON REV, V56, P155; SINANI E, 2004, J COMP ECON, V32, P445; VANPOTTELSBERGHE B, 2001, REV ECON STAT, V83, P490; WEI Y, 2001, FOREIGN DIRECT INVES; YANG DT, 2002, CHINA ECON REV, V13, P331; YEUNG HWC, 1997, COOPERATIVE STRATEGI, P22; ZHENG P, 2004, J CHINESE EC BUSINES, V2, P55	58	3	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				544	557			14	Business; Management	059YF	ISI:000238767400007
J	Banga, R			The export-diversifying impact of Japanese and US foreign direct investments in the Indian manufacturing sector	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI and exports; Indian exports; export diversification; Japanese FDI; USFDI		The paper highlights the export-diversifying impact of foreign direct investment (FDI) in a developing country. FDI may lead to export diversification in the host country if it positively affects the export intensity of industries that have a low share in world exports. Indirectly, FDI may encourage export diversification through spillover effects: that is, the presence of FIDI in an industry may increase the export intensity of domestic firms. The empirical results for the Indian economy in the post-liberalisation period show that FDI from the US has led to diversification of India's exports, both directly and indirectly. However, Japanese FDI has had no significant impact on India's exports.	Univ Delhi, Jesus & Mary Coll, ICRIER, New Delhi, India	Banga, R, B3-38,Safdarjung Enclave, New Delhi 110029, India	rashmibanga@yahoo.com	DUNNING J, 1981, WELTWIRTSCHAFTLICHE, V116, P365; DUNNING J, 1994, ESSAYS INT BUSINESS, V10; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ENCARNATIO DJ, 1999, JAPANESE MULTINATION; HILL H, 1988, FOREIGN INVESTMENT I; HILL H, 1990, ASIAN PACIFIC EC LIT, V4, P21; KEESING DB, 1992, TRADE POLICY; KODAMA F, 1986, J SCI TECHNOLOGY RES, V1, P65; KOJIMA K, 1973, HITOTSUB J ECON, V14, P1; KOJIMA K, 1978, DIRECT FOREIGN INVES; KOJIMA K, 1982, HITOTSUB J ECON, V23, P1; KUMAR N, 1994, J INT BUS STUD, V25, P141; KUMAR N, 1997, TECHNOLOGY MARKET ST; LALL S, 1983, J DEV STUD, V20, P56; PAILWAR V, 2001, PRODUCTIVITY, V42, P115; RAVENHILL J, 1999, JAPANESE MULTINATION, P261; SCHROATH FW, 1993, J INT BUS STUD, V24, P277; SHARMA K, 2000, 816 YAL U EC GROWTH; SIDDHARTHAN NS, 2000, ANN C AC INT BUS PHO	19	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2006	37	4				558	568			11	Business; Management	059YF	ISI:000238767400008
J	Kirkman, BL; Lowe, KB; Gibson, CB			A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	Hofstede; cultural values; cross-cultural management	INTERNATIONAL JOINT VENTURES; CROSS-NATIONAL DIFFERENCES; FOREIGN DIRECT-INVESTMENT; ORGANIZATIONAL CITIZENSHIP BEHAVIOR; RESOURCE MANAGEMENT-PRACTICES; AGENCY THEORY PERSPECTIVE; REPUBLIC-OF-CHINA; INDIVIDUALISM-COLLECTIVISM; UNITED-STATES; POWER-DISTANCE	Since Geert Hofstede's Culture's Consequences: International Differences in Work-Related Values ( Sage, 1980) was published, researchers have utilized Hofstede's cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede's cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede's framework in the future.	Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA; Univ N Carolina, Dept Business Adm, Joseph M Bryan Sch Business & Econ, Greensboro, NC USA; Univ Calif Irvine, Grad Sch Management, Irvine, CA 92717 USA	Kirkman, BL, Texas A&M Univ, Mays Business Sch, Dept Management, 4221 TAMU, College Stn, TX 77843 USA	brad.kirkman@tamu.edu	*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ALI A, 1993, INT STUDIES MANAGEME, V23, P53; ANAKWE UP, 1999, INT J ORG ANAL, V7, P224; ANAND J, 1997, J INT BUS STUD, V28, P579; ARORA A, 2000, J INT BUS STUD, V31, P555; ARUNACHALAM V, 1998, J APPL SOC PSYCHOL, V28, P1219; AU K, 2001, INT J CONFL MANAGE, V12, P350; AU KY, 1999, J INT BUS STUD, V30, P799; AYCAN Z, 2000, APPL PSYCHOL-INT REV, V49, P192; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BENNET RH, 1999, INT J COMMERCE MANAG, V9, P84; 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Int. Bus. Stud.	MAY	2006	37	3				285	320			36	Business; Management	050XD	ISI:000238122100001
J	Luo, YD; Shenkar, O			The multinational corporation as a multilingual community: Language and organization in a global context	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	language design; global strategy; multilingual system	STRATEGY; COMMUNICATION; ENTERPRISE; CULTURE; MODEL; PERSPECTIVE; IDENTITIES; MANAGEMENT; METAPHORS; DISCOURSE	This paper develops a framework for analyzing the multinational corporation (MNC) as a multilingual community in which parent functional language and subunit functional languages are concurrently used and recursively linked through an intra-corporate communication network. The unit, breadth and intensity of an MNC's language system are designed to apply global strategies within the context of evolving environmental and organizational realities. To the extent that language design is the product of deliberate choice, we suggest that headquarters functional language is determined by the MNC's international strategy, organizational structure, and transnationality, while subunit functional language is designed in accordance with organizational form, strategic role, and expatriate deployment. Aligning language systems with organizational strategy and dynamics improves MNC communication, coordination, and knowledge-sharing.	Univ Miami, Sch Business Adm, Dept Management, Coral Gables, FL 33124 USA; Ohio State Univ, Fisher Coll Business, Columbus, OH 43210 USA	Luo, YD, Univ Miami, Sch Business Adm, Dept Management, 414 Jenkins Bldg, Coral Gables, FL 33124 USA	yadong@miami.edu	ADLER NJ, 1983, J INT BUS STUD, V14, P29; BABCOCK RD, 2001, J BUS COMMUN, V38, P372; BARNEY J, 1997, GAINING SUSTAINING C; BARTLETT CA, 1989, MANAGING BORDERS; BRANNEN MY, 2004, ACAD MANAGE REV, V29, P593; COSSETTE P, 1998, HUM RELAT, V51, P1355; CRAY D, 1984, J INT BUS STUD, V15, P85; DAFT RL, 1984, ACAD MANAGE REV, V9, P2; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DONNELLON A, 1986, THINKING ORG DYNAMIC, P136; DUNNING J, 1995, MULTINATIONAL ENTERP; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; ELY RJ, 2001, ADMIN SCI QUART, V46, P229; FEELY AJ, 2003, CROSS CULTURAL MANAG, V10, P37; FORD JD, 1995, ACAD MANAGE REV, V20, P541; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GIBSON CB, 2001, ADMIN SCI QUART, V46, P274; GIBSON JW, 1991, ORG COMMUNIATION MAN; GOVINDARAJAN V, 2001, MIT SLOAN MANAGE REV, V42, P63; GRAHAM JL, 1985, J INT BUS STUD, V16, P81; GREEN SE, 2004, ACAD MANAGE REV, V29, P653; GUPTA AK, 1987, ACAD MANAGE J, V30, P477; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HERACLEOUS L, 2001, ACAD MANAGE J, V44, P755; HERBERT TT, 1984, ACAD MANAGE REV, V9, P259; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HYMER SH, 1979, MULTINATIONAL CORPOR; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHNSTONE B, 1989, LANG COMMUN, P139; KOGUT B, 1988, J INT BUS STUD, V23, P29; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KRANHOLD K, 2004, WALL STREET J   0518; LEININGER C, 1997, J BUS TECH COMMUN, V11, P261; LUO YD, 2001, ADMIN SCI QUART, V46, P177; MACINTYRE PD, 1996, J LANG SOC PSYCHOL, V15, P3; MANEV IM, 2001, J INT BUS STUD, V32, P285; MARCH J, 1982, AMBIGUITY CHOICE ORG; NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PHILLIPS N, 2004, ACAD MANAGE REV, V29, P635; PORTER LW, 1976, HDB IND ORG PSYCHOL, P1553; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PUCIK V, 1992, GLOBALIZING MANAGEME, P16; QUINN JJ, 1996, J MANAGE STUD, V33, P381; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROOT FR, 1994, ENTRY STRATEGIES INT; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1992, J INT BUS STUD, V23, P715; RYAN AM, 1999, PERS PSYCHOL, V52, P37; SACKMANN S, 1989, HUM RELAT, V42, P463; SALK JE, 2001, ORGAN SCI, V12, P161; SALTER SB, 1995, J INT BUS STUD, V26, P379; SCHNEIDER A, 2002, ORGAN STUD, V23, P105; SCHULZ M, 2001, ACAD MANAGE J, V44, P661; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SPEITZER GM, 2002, J ORGAN BEHAV, V23, P203; STOPFORD JM, 1972, STRATEGY STRUCTURE M; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TRIANDIS HC, 1982, INT STUDIES MANAGEME, V12, P139; TSAI WP, 1998, ACAD MANAGE J, V41, P464; TUNG RL, 1982, CALIFORNIA MANAGEMEN, V25, P57; ULIJN JM, 2000, J BUS COMMUN, V37, P293; VARNER I, 2000, J BUS COMMUN, V37, P39; VICTOR DA, 1992, INT BUSINESS COMMUNI; VONGLINOW MA, 1988, NEW PROFESSIONALS MA; VONGLINOW MA, 2004, ACAD MANAGE REV, V29, P578; WEST J, 2004, MANAGE INT REV, V44, P239; WISEMAN RL, 1994, COMMUNICATING MULTIN; YIP GS, 1995, TOTAL GLOBAL STRATEG; ZAHRA SA, 1999, ACAD MANAGEMENT EXEC, V13, P36; ZAIDMAN N, 2001, MANAGEMENT COMMUNICA, V14, P408; ZANDER U, 1995, ORGAN SCI, V6, P1	76	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				321	339			19	Business; Management	050XD	ISI:000238122100002
J	Fernandez, Z; Nieto, MJ			Impact of ownership on the international involvement of SMEs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internationalisation; corporate governance; SMEs	RESOURCE-BASED VIEW; SMALL FIRMS; EXPORT BEHAVIOR; MANUFACTURING FIRMS; FAMILY FIRMS; INVESTMENT DECISIONS; CORPORATE-OWNERSHIP; CAPITAL STRUCTURE; EQUITY OWNERSHIP; MARKET ENTRY	This paper analyses the relationship between the internationalisation strategies of SMEs and types of ownership. Different types of ownership affect firms, and this in turn will influence the internationalisation strategy adopted. Using a sample of Spanish SMEs, our results show that internationalisation is negatively related to family ownership and positively related to corporate ownership. We have also observed that the presence of a corporate blockholder in family firms encourages internationalisation. These results support the idea that ownership type influences the decision to internationalise.	Univ Carlos III Madrid, Secc Org Empresas, Madrid 28903, Spain	Nieto, MJ, Univ Carlos III Madrid, Secc Org Empresas, C-Madrid 126, Madrid 28903, Spain	mnieto@emp.uc3m.es	ACS ZJ, 1997, SMALL BUS ECON, V9, P1; ALLEN JW, 2000, J FINANC, V55, P2791; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BALAKRISHNAN S, 1993, STRATEGIC MANAGE J, V14, P3; BARNEY JB, 1986, MANAGE SCI, V32, P1231; BASILE R, 2001, RES POLICY, V30, P1185; BECHT M, 1999, EUR ECON REV, V43, P1049; BIJMOLT THA, 1994, J SMALL BUS MANAGE, V32, P69; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BIRCH DL, 1987, JOB CREATION AM; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; BUCKLEY J, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 2000, MULTINATIONAL FIRMS; CALOF JL, 1994, J INT BUS STUD, V25, P367; CAMPA JM, 1999, MANAGE SCI, V45, P1463; CHEN RR, 2001, J BUS VENTURING, V16, P557; DAILY CM, 1993, J SMALL BUS MANAGE, V31, P79; DAVIS JA, 1991, FAMILY BUSINESS SOUR, P62; DAVIS P, 1983, ORGAN DYN, V12, P47; DEMSETZ H, 1985, J POLIT ECON, V93, P1155; DEVRIES MFR, 1996, FAMILY BUSINESS HUMA; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DONCKELS R, 1991, FAMILY BUSINESS REV, V4, P149; DONCKELS R, 1999, FAMILY BUSINESS REV, V12, P171; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 2001, OXFORD HDB INT BUSIN, P36; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; FAMA EF, 1985, J FINANC ECON, V14, P101; GALLO MA, 1996, FAMILY BUSINESS REV, V9, P45; GEERAERTS G, 1984, ADMIN SCI QUART, V29, P232; GERSICK KE, 1997, GENERATION GENERATIO; GILLAN SL, 2000, J FINANC ECON, V57, P275; GORTON G, 2000, J FINANC ECON, V58, P29; HARRIS D, 1994, FAMILY BUSINESS REV, V7, P159; HITT MA, 1997, ACAD MANAGE J, V40, P767; HUTCHINSON RW, 1995, SMALL BUS ECON, V7, P231; HYMER SH, 1960, INT OPERATIONS NATL; ITAMI H, 1987, MOBILIZING INVISIBLE; ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61; JAMES HS, 1999, FAMILY BUSINESS REV, V12, P61; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1994, J APPL CORPORATE FIN, V7, P40; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 2003, J INT ENTREPRENEURSH, V1, P83; KEEBLE D, 1998, SMALL BUS ECON, V11, P327; KNIGHT G, 2001, J INT MANAGEMENT, V7, P155; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; KOGUT B, 1993, J INT BUS STUD, V24, P625; LANSBERG I, 1983, ORGAN DYN, V12, P39; LAPORTA R, 1999, J FINANC, V54, P471; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; LU JW, 2001, STRATEGIC MANAGE J, V22, P565; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MADSEN TK, 1997, INT BUSINESS REV, V6, P561; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MOLERO J, 1998, EUR INT CONT GLOB C; MOLERO J, 1998, RES POLICY, V27, P541; MORCK R, 1996, CANADIAN BUSINESS LA, V26, P63; NIETO MJ, 2001, THESIS U CARLOS MADR; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 2005, J INT BUS STUD, V36, P2; PENG MW, 2001, J MANAGE, V27, P803; PLABARBER J, 2001, INT BUSINESS REV, V10, P455; POZA E, 2004, FAMILY BUSINESS; REUBER AR, 1997, J INT BUS STUD, V28, P807; ROMANO CA, 2000, J BUSINESS VENTURING, V16, P285; SCHULZE WS, 2001, ORGAN SCI, V12, P99; SCHULZE WS, 2002, MANAGERIAL DECISION, V23, P247; SCHULZE WS, 2003, J BUS VENTURING, V18, P473; SHARMA P, 1997, FAMILY BUSINESS REV, V10, P1; SHRADER RC, 1997, J BUS VENTURING, V12, P47; SINGER J, 1992, J BUSINESS ENTREPREN, V4, P39; STERN MH, 1986, INSIDE FAMILY HELD B; STOREY DJ, 1994, SMALL BUS ECON, V6, P139; THALER RH, 1981, J POLITICAL EC, V89, P392; THOMSEN S, 2000, STRATEGIC MANAGE J, V21, P689; VILLALONGA B, 2004, FAMILY OWNERSHIP CON; WAKELIN K, 1998, RES POLICY, V26, P829; WARD JL, 1988, FAMILY BUSINESS REV, V1, P105; WELCH LS, 1992, SCANDINAVIAN INT BUS, V1, P21; WESTHEAD P, 2001, J BUS VENTURING, V16, P333; WOLFF JA, 2000, J SMALL BUS MANAGE, V38, P34; WRIGHT P, 1996, ACAD MANAGE J, V39, P441; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZAHRA SA, 2002, STRATEGIC ENTREPRENE, P255; ZAHRA SA, 2003, J BUS VENTURING, V18, P495; ZAHRA SA, 2005, INT BUS REV, V14, P129	89	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				340	351			12	Business; Management	050XD	ISI:000238122100003
J	Doukas, JA; Kan, OB			Does global diversification destroy firm value?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cross-border mergers and acquisitions; global diversification discount; shareholder value; bondholder value; book value bias of long-term debt	CORPORATE DIVERSIFICATION; FOREIGN ACQUISITIONS; AGENCY COSTS; CASH FLOW; INVESTMENT; PERFORMANCE; GAINS	Previous empirical studies have found that global diversification results in 18% shareholder loss. In this paper, we examine the sources behind the global diversification shareholder value loss in a contingent claims framework. This postulates that the risk-reduction effects of global diversification should decrease the value of shareholder equity (call option), whereas they should increase bondholder value. Consequently, near-all equity globally diversified firms should not experience a shareholder value loss. Consistent with the risk-reduction effects of global diversification, using cross-border acquisitions data we find three major results. First, shareholder value loss to global diversification is directly related to firms' leverage. Second, near-all equity firms do not trade at a discount. Third, the use of book value debt in estimating excess value produces a downward bias in globally diversified firms. Our findings confirm that increased foreign involvement increases bondholder value while it decreases shareholder value. This is consistent with the contingent claims view predicting that global diversification has a positive impact on bondholders' wealth while it has a negative influence on shareholder value (i.e., global diversification discount). Overall, our results reveal that global diversification does not destroy firm value.	Old Dominion Univ, Sch Business & Publ Adm, Dept Finance, Norfolk, VA 23529 USA; LECG LLC, New York, NY USA	Doukas, JA, Old Dominion Univ, Sch Business & Publ Adm, Dept Finance, Norfolk, VA 23529 USA	jdoukas@odu.edu	2004, WALL STREET J   1008; AMIHUD Y, 1981, BELL J ECON, V12, P605; BERGER PG, 1995, J FINANC, V52, P1175; BERGKAMP G, 1995, ENVIRON MONIT ASSESS, V37, P1; BODNAR GM, 1999, NBER WORKING PAPER, V6224; BUCKINGHAM AD, 1976, MOL ELECTROOPTICS, V1, P27; CAMPA JM, 2002, J FINANC, V57, P1731; CAMPA JM, 2004, EUROPEAN FINANCIAL M, V10, P47; CAVES RE, 1971, ECONOMICA, V38, P1; CHRISTOPHE SE, 1997, J BUS, V70, P435; CLICK R, 2000, MULTINATIONALITY MAT; DENIS DJ, 2002, J FINANC, V57, P1951; DENNING JH, 1973, OXFORD ECON PAP, V25, P89; DOUKAS J, 1988, J FINANC, V43, P1161; DOUKAS J, 1995, J BANK FINANC, V19, P1285; DOUKAS J, 1999, J INT FINANCIAL MANA, V10, P1; DOUKAS JA, 2003, J INT BUS STUD, V34, P153; ECKBO BE, 2000, J FINANC QUANT ANAL, V35, P1; ERRUNZA VR, 1981, J FINANC, V36, P401; ERRUNZA VR, 1984, J FINANC, V39, P727; FATEMI AM, 1984, J FINANC, V39, P1325; GOMPERS P, 2003, Q J ECON, V118, P107; GRAHAM JR, 2002, J FINANC, V57, P695; HECKMAN JJ, 1979, ECONOMETRICA, V47, P153; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1986, AM ECON REV, V76, P323; JORION P, 1990, J BUS, V63, P331; KAHLE KM, 1996, J FINANC QUANT ANAL, V31, P309; LAMONT O, 1997, J FINANC, V52, P83; LAMONT O, 2001, J FINANC ECON, V63, P51; LANG LHP, 1994, J POLIT ECON, V102, P1248; MANSI SA, 2002, J FINANC, V57, P2167; MOELLER SB, 2005, J BANK FINANC, V29, P533; MORCK R, 1991, J BUS, V64, P165; MORCK R, 2001, INTANGIBLES, P40; SCHARFSTEIN DS, 1998, NBER WORKING PAPER, V5969; SERVAES H, 1996, J FINANC, V51, P1201; SHAVER JM, 1998, MANAGE SCI, V44, P571; STULZ R, 1981, J FINANC, V36, P923	39	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				352	371			20	Business; Management	050XD	ISI:000238122100004
J	Carrieri, F; Majerbi, B			The pricing of exchange risk in emerging stock markets	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	exchange risk pricing; unconditional asset pricing models; emerging markets	GENERALIZED-METHOD; MILD SEGMENTATION; SAMPLE PROPERTIES; CURRENCY RISK; RETURNS; TESTS; MODEL; CORPORATION; EQUILIBRIUM; INTEGRATION	In this paper, we provide new evidence about the unconditional pricing of exchange risk in the stock market, based on emerging market data. We conduct empirical tests using cross-sectional data at the market, portfolio and firm level from nine emerging markets (EMs) to determine whether exchange risk is priced under alternative model specifications and exchange rate measures. Our results support the hypothesis of a significant unconditional exchange risk premium in emerging stock markets, differently from most unconditional tests for major developed markets. However, there is indication that at the aggregate market level the significance of the exchange risk factor is subsumed by local market risk. With firm-level data, although the importance of local market is confirmed for most countries, some measure of exchange rate risk remains significant for most countries. This suggests that a careful model specification is necessary for EMs when testing for the pricing of exchange risk in order to avoid a potential spurious significance of such factor because of a missing local risk or vice versa.	Univ Victoria, Fac Business, Victoria, BC V8W 2Y2, Canada; McGill Univ, Fac Management, Montreal, PQ, Canada	Majerbi, B, Univ Victoria, Fac Business, POB 1700 STN CSC, Victoria, BC V8W 2Y2, Canada	majerbi@business.uvic.ca	ABUAF N, 1990, J FINANC, V45, P157; ADLER M, 1983, J FINANC, V38, P925; BEKAERT G, 1995, J FINANC, V50, P403; CARRELL TG, 2001, J BIOL INORG CHEM, V7, P2; CHOI CK, 1997, THIN WALL STRUCT, V28, P1; CHOI JJ, 1986, J INT BUS STUD, V17, P153; CHOI JJ, 1998, J FINANC QUANT ANAL, V33, P361; CLAESSENS S, 1998, EMERGING MARKETS WIN, P4; DESANTIS G, 1998, J FINANC ECON, V49, P375; DOMINGUEZ KME, 2001, AM ECON REV, V91, P396; DOUKAS J, 1999, J BANK FINANC, V23, P1; DUMAS B, 1978, J FINANC, V33, P1019; DUMAS B, 1995, J FINANC, V50, P445; ERRUNZA V, 1985, J FINANC, V40, P105; ERRUNZA V, 1992, J BANK FINANC, V16, P949; EUN CS, 1988, J FINANC, V43, P197; FAMA EF, 1973, J POLITICAL EC, V81, P607; FERSON WE, 1994, J BANK FINANC, V18, P775; FERSON WE, 1994, J FINANC ECON, V36, P29; FERSON WE, 1999, SWEDISH EC POLICY RE, V6, P123; GLEN J, 2002, EMERGING MARKET REV, V3, P409; HAMAO Y, 1988, JPN WORLD ECON, V1, P45; HANSEN LP, 1982, ECONOMETRICA, V50, P1029; HARVEY CR, 1995, REV FINANC STUD, V8, P773; JORION P, 1991, J FINANCIAL QUANTITA, V26, P361; LI K, 1999, J BUS ECON STAT, V17, P409; NEWEY WK, 1987, ECONOMETRICA, V55, P703; ROLL R, 1979, INT FINANCE TRADE, P133; SALEHIZADEH M, 1999, J INT FINANCIAL MARK, V9, P183; SERCU P, 1980, J ASS FRANC AISE FIN, V1, P91; SHAPIRO AC, 1975, J FINANC, V30, P485; SOLNIK B, 1997, EUROPEAN FINANCIAL M, V3, P9; SOLNIK BH, 1974, J ECON THEORY, V8, P500; STULZ R, 1981, J FINANC, V36, P923; STULZ RM, 1981, J FINANC ECON, V9, P383; VASSALOU M, 2000, J INT MONEY FINANC, V19, P433	36	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				372	391			20	Business; Management	050XD	ISI:000238122100005
J	Barry, F; Kearney, C			MNEs and industrial structure in host countries: a portfolio analysis of Irish manufacturing	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI; MNEs; portfolio theory; industrial structure; Ireland	INTERNATIONAL DIVERSIFICATION; MULTINATIONAL COMPANIES; INVESTMENT PERFORMANCE; THEORETIC APPROACH; REAL ASSETS; CORPORATIONS; PERSPECTIVE; STRATEGIES; VARIANCE; RISK	Ireland has been very successful in attracting foreign MNEs in high-technology sectors. Although these sectors exhibit faster growth than the traditional low-technology sectors populated primarily by indigenous firms, the high-technology sectors are also more volatile. We use portfolio theory to show that Ireland's FDI strategy has led to a more diversified manufacturing sector that exhibits higher growth without a commensurate increase in volatility and risk.	Univ Dublin Trinity Coll, Sch Business, Dublin 2, Ireland; Univ Dublin Trinity Coll, Inst Int Integrat Studies, Dublin 2, Ireland; Univ Coll Dublin, Dublin 2, Ireland	Kearney, C, Univ Dublin Trinity Coll, Sch Business Studies, Dublin 2, Ireland	colm.kearney@tcd.ie	*OECD, 2001, SCI TECHN IND SCOR; AGGARWAL R, 1980, J INT BUS STUD, V11, P98; AGMON T, 2003, J INT BUS STUD, V34, P416; BARRY F, 2004, EXPORT PLATFORM FDI; BARTH J, 1975, J REGIONAL SCI, V15, P9; BOARD J, 1991, J REGIONAL SCI, V31, P191; BRAINARD WC, 1968, FOOD RES I STUD, V8, P257; BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113; BROWN DJ, 1985, J REGIONAL SCI, V25, P51; BUTLER KC, 1998, J INT BUS STUD, V29, P599; CARLINO G, 2003, 0318 RES DEP FED RES; CASSIDY M, 2004, J IND COMPETITION TR, P95; CHANDRA S, 2003, J REGIONAL SCI, V33, P95; CONROY ME, 1974, J REGIONAL SCI, V14, P31; ELTON EJ, 1995, MODERN PORTFOLIO THE; ERRUNZA V, 1999, J FINANC, V54, P2075; FRENCH MW, 1993, J BUS ECON STAT, V11, P113; GHERTMAN M, 1988, J INT BUS STUD, V19, P47; GOLDBERG MA, 2000, EUROPEAN J POLITICAL, V16, P411; GORG H, 2001, 200137 U NOTT LEV CT; GORG H, 2003, SCAND J ECON, V105, P581; HAALAND JI, 1999, SCAND J ECON, V101, P631; HANINK DM, 1985, J INT BUS STUD, V16, P165; HEAD KC, 2000, REGIONAL SCI URBAN E, V29, P197; HONOHAN P, 2002, BROOKINGS PAPERS EC, V1, P1; HUNT GL, 1994, J REGIONAL SCI, V34, P217; LANDE M, 1994, J REGIONAL SCI, V34, P343; LOEWENDAHL H, 2001, TRANSNATIONAL CORPOR, V10, P1; LONGIN F, 1995, J INT MONEY FINANC, V14, P3; MACSHARRY R, 2000, MAKING CELTIC TIGER; MARKOWITZ HM, 1952, J FINANC, V7, P77; MATHUR I, 1983, J INT BUS STUD, V14, P135; MCCONNELL M, 2000, AM ECON REV, V90, P1461; MIKHAIL AD, 1979, J INT BUS STUD, V10, P53; MIKHAIL AD, 1980, J INT BUS STUD, V11, P105; MUDAMBI R, 1998, J INT BUS STUD, V29, P239; SCHOENING N, 1991, REV REG STUD, V22, P14; SHERWOODCALL C, 1990, FEDERAL RESREVE BANK, V1, P17; WARNOCK MVC, 2000, 677 BOARD GOV FED RE; WIND Y, 1981, J INT BUS STUD, V12, P69	40	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				392	406			15	Business; Management	050XD	ISI:000238122100006
J	Covrig, V; Lau, ST; Ng, L			Do domestic and foreign fund managers have similar preferences for stock characteristics? A cross-country analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	mutual funds; institutional domestic and foreign investors; visibility; information	INSTITUTIONAL INVESTORS; OWNERSHIP RESTRICTIONS; CAPITAL-MARKET; PRICES; EQUILIBRIUM; INFORMATION; JAPAN; BIAS	Using a new unique data set on mutual fund stockholdings, we identify several interesting similarities and differences in the stock preferences of domestic and foreign fund managers from 11 developed countries. Results show that both groups of managers prefer stocks with high return on equity, large turnover, and low return variability, and that they also exhibit differential investment behavior. Domestic managers also favor firms that pay large dividends, have low financial distress and high growth potential, whereas foreign managers prefer to invest in corporations that are globally well known. The demand for globally visible stocks by foreign managers is especially strong when their fund mandate is to diversify globally or across regions, and is weakened when their stock holdings are concentrated mainly in a specific local market. The results also show no difference in the stock preferences of American-, European- and Asian-based funds. In general, our overall evidence suggests that the differential mandates of fund managers and hence the geographic allocations of their fund investments influence their stock preferences, but not the geographic location of the managers.	Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA; Calif State Univ Northridge, Coll Business & Econ, Northridge, CA 91330 USA; Nanyang Technol Univ, Nanyang Business Sch, Singapore, Singapore	Ng, L, Univ Wisconsin, Sch Business Adm, POB 0742, Milwaukee, WI 53201 USA	lng@UWM.EDU	*INV CO I, 2004, WORLD MUT FUND ASS F; AGGARWAL R, 2005, J BANK FINANC, V29, P2919; AMIHUD Y, 1999, J FINANC, V54, P1169; BAILEY W, 1994, J FINANC ECON, V36, P57; BAILEY W, 1999, J FINANC QUANT ANAL, V34, P489; BREALEY R, 1999, EUROPEAN FINANCE REV, V3, P103; BRENNAN MJ, 1997, J FINANC, V52, P1851; CHAN K, 2005, J FINANC, V60, P1495; CHOE H, 2001, NBER WORKING PAPER, V8073; CRAMER J, 2000, MARKETS COMMENTARY; DAHLQUIST M, 2001, J FINANC ECON, V59, P413; FALKENSTEIN EG, 1996, J FINANC, V51, P111; FAMA EF, 1973, J POLITICAL EC, V81, P607; FAMA EF, 1992, J FINANC, V47, P427; FAMA EF, 1996, J FINANC, V51, P55; FEI W, 2005, REVEALED STOCK PREFE; FOERSTER SR, 1999, J FINANC, V54, P981; GRINBLATT M, 2000, J FINANC ECON, V55, P43; JUDGE G, 1984, THEORY PRACTICE ECON; KANG JK, 1997, J FINANC ECON, V46, P3; MERTON RC, 1987, J FINANC, V42, P483; MORCK R, 2000, J FINANC ECON, V58, P215; SEASHOLES M, 2000, SMART FOREIGN TRADER	23	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				407	429			23	Business; Management	050XD	ISI:000238122100007
J	Behrman, JN			A career in the early limbo of international business: policy, research and education	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	multinational enterprises; transnationals; technology; foreign direct investment; integration; cross-cultural		Colleagues have characterized my place in the early days of international business (IB) studies and my later contributions as 'in limbo', 'at the interfaces', 'a synthesis', 'focusing on linkages' and 'iconoclastic'. The 'limbo' placed me outside the usual functional disciplines in business schools, which in the 1950s seldom included 'international business'. The 'interfaces' and 'linkages' of IB were focused on the interdependence of politics, government and business; the 'synthesis' was an effort to see IB as a 'whole' involving many cultural, social, economic and public elements; while 'iconoclastic' reflected an effort to break through restrictive models used in the academic mainstream and to embrace as many facets of IB and foreign economic policy as were relevant to such issues as the growing significance of foreign direct investment in international economic integration, the increasing importance of technology transfers, and the emergence of transnational corporations and of a global economy - all of which were concerns of host and home governments, leading to a focus on IB and governments.	Univ N Carolina, Chapel Hill, NC 27514 USA	Behrman, JN, Univ N Carolina, 750 Weaver Dairy Rd,Apt 223, Chapel Hill, NC 27514 USA	swingsync@earthlink.net	BEHRMAN J, 1970, INTRO GROWTH TRADE E, P1; BEHRMAN JN, 1958, PATENT TRADEMARK JUN, P181; BEHRMAN JN, 1960, AM ECON REV, V1, P271; BEHRMAN JN, 1960, PATENT TRADEMARK SUM, P150; BEHRMAN JN, 1962, DIRECT PRIVATE FOREI, P177; BEHRMAN JN, 1963, ED INT BUSINESS, P21; BEHRMAN JN, 1964, IDEA             FAL, P303; BEHRMAN JN, 1965, COLUMBIA J WORLD BUS, P51; BEHRMAN JN, 1966, COLUMBIA J WORLD SPR, P31; BEHRMAN JN, 1966, J FINANCE        MAY, P283; BEHRMAN JN, 1968, DIRECT MANUFACTURING; BEHRMAN JN, 1969, 18 UNC SCH BUS; BEHRMAN JN, 1969, COLUMBIA J WORLD MAR, P15; BEHRMAN JN, 1969, J CANADIAN STUDI MAY, P12; BEHRMAN JN, 1969, LAW CONT PROBLEM WIN, P84; BEHRMAN JN, 1970, ESSAY SOME CRITICAL; BEHRMAN JN, 1970, NATL INTERESTS MULTI; BEHRMAN JN, 1971, IMPACT US FOREIGN DI; BEHRMAN JN, 1971, MULTINATIONAL ENTERP, P289; BEHRMAN JN, 1971, MULTINATIONAL PRODUC; BEHRMAN JN, 1971, TRADE INVESTMENT 70, P45; BEHRMAN JN, 1971, US INT BUSINESS GOVT; BEHRMAN JN, 1972, ANN AM ACAD POLIT SS, P46; BEHRMAN JN, 1972, J INT LAW EC     JAN, P215; BEHRMAN JN, 1972, LAW POLICY INT BUSIN, V4, P1; BEHRMAN JN, 1972, MULTINATIONAL FIRM N, P72; BEHRMAN JN, 1972, ROLE INT COMPANIES L; BEHRMAN JN, 1973, US DEV WORLD, P39; BEHRMAN JN, 1974, DECISION CRITERIA FO; BEHRMAN JN, 1974, ENERGY INFLATION INT, P164; BEHRMAN JN, 1974, INT BUSIENSS GOVT AF, P27; BEHRMAN JN, 1974, WORLD DEV        AUG, P1; BEHRMAN JN, 1974, WORLDVIEW, V17, P39; BEHRMAN JN, 1975, INT BUSINESS GOVT CO; BEHRMAN JN, 1975, J BUS ADMIN, V7, P1; BEHRMAN JN, 1975, MULTINATIONAL CORPOR, P22; BEHRMAN JN, 1975, PROBLEMS INT BUSINSS; BEHRMAN JN, 1975, WORLD DEV        NOV, P845; BEHRMAN JN, 1976, ETHICAL BASIS EC FRE, P125; BEHRMAN JN, 1976, TRANSFERS MANUFACTUR; BEHRMAN JN, 1980, IND TIES SCI TECHNOL; BEHRMAN JN, 1980, OVERSEAS R D ACTIVIT; BEHRMAN JN, 1981, J INT BUSINESS S SPR, P29; BEHRMAN JN, 1984, IND POLICIES INT RES; BEHRMAN JN, 1984, NATL IND POLICIES; BEHRMAN JN, 1986, COLUMBIA J WORLD BUS, V20, P15; BEHRMAN JN, 1987, STRUCTURAL CHANGE EC, P63; BEHRMAN JN, 1989, BUSINESS CONT WORLD, V2, P14; BEHRMAN JN, 1990, INT BUSINESS GOVT IS; BEHRMAN JN, 1991, DIRECT INVESTMENT JO; BEHRMAN JN, 1992, TRANSNATIONAL CORPOR, V1, P93; BEHRMAN JN, 1994, BUSINESS CONT WORLD, V4, P84; BEHRMAN JN, 1995, BUSINESS CONT WORLD, V7, P93; BEHRMAN JN, 1996, BUSINESS CONT WORLD, V8, P7; BEHRMAN JN, 1997, KEIO BUSINESS FORUM, V14, P55; BEHRMAN JN, 1999, GLOBAL OUTLOOK, V11, P10; BEHRMAN JN, 2000, GLOBAL FOCUS; BEHRMAN JN, 2003, FUTURES RES Q    WIN, P57; BEHRMAN JN, 2003, MAKING GLOBALIZATION, P108	59	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2006	37	3				432	444			13	Business; Management	050XD	ISI:000238122100009
J	Wooster, RB			US companies in transition economies: wealth effects from expansion between 1987 and 1999	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investment; transition economies; event study	FOREIGN DIRECT-INVESTMENT; UNITED-STATES; ENTRY; INTERNALIZATION; EUROPE; MARKET; UNION	This study uses a unique sample to evaluate changes in shareholder wealth from announcements of expansion by US firms into 18 transition economies, through four entry modes, from 1987 to 1999. On average, expansion in transition economies is associated with significant positive wealth effects. Results show that value creation is most significantly associated with expansion through less risky entry modes into host countries that are in the more advanced stages of market liberalization and structural reform. Sample firms with lower profitability also experience significantly higher abnormal returns, while significant value creation documented for firms entering transition economies in 1989, 1990, and 1992 suggests first-mover advantages.	Calif State Univ Sacramento, Dept Econ, Sacramento, CA 95819 USA	Wooster, RB, Calif State Univ Sacramento, Dept Econ, 6000 J St, Sacramento, CA 95819 USA	wooster@csus.edu	*EBRD, 1997, TRANS REP 1997 ENT P; AUERBACH S, 1988, WASHINGTON POST 1006, F1; BELDERBOS RA, 1997, WELTWIRTSCH ARCH, V133, P419; BEVAN AA, 2004, J COMP ECON, V32, P775; BLONIGEN BA, 1999, CAN J ECON, V32, P1; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CARSTENSEN K, 2004, J COMP ECON, V32, P3; CAVES RE, 1996, MULTINATIONAL ENTERP; CHEN H, 1991, J INT FINANCIAL MANA, V1, P67; DEMELO M, 1996, WORLD BANK ECON REV, V10, P379; DJANKOV S, 2002, J ECON LIT, V40, P739; DUNNING J, 1977, INT ALLOCATION EC AC; EICHER T, 2005, J DEV ECON, V77, P207; ESTRIN S, 1997, FOREIGN DIRECT INVES; ESTRIN S, 1998, THUNDERBIRD INT BUSI, V40, P209; ETEBARI A, 1993, GLOBAL FINANCE J, V4, P103; FERRIER W, 2002, MANAGERIAL DECISION, V23, P301; FISHER S, 1991, J ECON PERSPECT, V5, P91; GARIBALDI P, 2002, 0264 IMF; GATLING R, 1993, FOREIGN INVESTMENT E; GLEASON KC, 1999, FINANC MANAGE, V28, P61; GOLDSTEIN M, 1998, ADV FINANCE INVESTME, V7, P283; HARRIS RS, 1991, J FINANC, V46, P825; HENRY PB, 2003, AM ECON REV, V93, P91; KOGUT B, 1996, REV ECON STAT, V78, P221; LANGER D, 1995, AUTON ROBOT, V2, P147; LIST JA, 2004, ECONOMETRICA, V72, P615; MACKIE RI, 1997, GASTROINTESTINAL MIC, V1, P13; MANN CL, 1991, AM ECON REV, V81, P181; MATHUR L, 1999, J EW BUSINESS, V5, P41; MEYER KE, 1998, DIRECT INVESTMENT EC; MEYER KE, 2001, J INT BUS STUD, V32, P357; MEYER KE, 2001, J INT BUS STUD, V32, P575; MORCK R, 1992, J INT ECON, V33, P41; PISTOR K, 2000, ECON TRANSIT, V8, P325; PUGEL TA, 1996, REV ECON STAT, V78, P208; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; SAXONHOUSE GR, 1976, AM ECON REV, V66, P178; SMARZYNSKA B, 2004, EUROPEAN EC REV, V48, P39; STEVENSON RW, 1993, NY TIMES        0622, P1; WAHEED A, 1992, J MULTINATIONAL FINA, V2, P75	41	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				179	195			17	Business; Management	026BI	ISI:000236311300003
J	Baggs, J; Brander, JA			Trade liberalization, profitability, and financial leverage	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international trade liberalization; profitability; leverage; NAFTA	TARIFF REDUCTIONS; CAPITAL STRUCTURE; CANADA; MARKET; AGREEMENT; PRODUCTIVITY; ADJUSTMENT; FIRMS; EXIT	We investigate the effects of trade liberalization on profitability and financial leverage using Canadian data arising from implementation of the Canada-US Free Trade Agreement. We find that falling domestic tariffs are associated with declining profits, especially for import-competing firms, while falling foreign tariffs are associated with increasing profits, especially for export-oriented firms. Also, import tariff reductions tend to increase leverage while export tariff reductions tend to decrease leverage.	Univ British Columbia, Sauder Sch Business, Vancouver, BC V6T 1Z2, Canada; Univ Victoria, Fac Business, Victoria, BC V8W 2Y2, Canada	Brander, JA, Univ British Columbia, Sauder Sch Business, Vancouver, BC V6T 1Z2, Canada	brander@sauder.ubc.ca	ALLEN F, 2000, INCENTIVES ORG PUBLI, P281; BAGGS J, 2005, CAN J ECON, V38, P1364; BAKER M, 2002, J FINANC, V57, P1; BEAULIEU E, 2000, CAN J ECON, V33, P540; BRANDER JA, 1984, MONOPOLISTIC COMPETI, P194; BRANDER JA, 1986, AM ECON REV, V76, P956; BRANDER JA, 1991, CAN J ECON, V24, P827; BRIS A, 2003, EURO IS GOOD ALL EVI; BUFFIE EF, 1986, J INT ECON, V20, P65; DONALDSON G, 1961, CORPORATE DEBT CAPAC; FEINBERG SE, 2001, REV ECON STAT, V83, P118; FEINBERG SE, 2005, ACCOUNTING GROWTH MN; FRANK MZ, 2005, CAPITAL STRUCTURE DE; GASTON N, 1997, CAN J ECON, V30, P18; GU WL, 2003, REV WORLD ECON, V139, P440; HAY DA, 2001, ECON J, V111, P620; HEAD K, 1999, J INT ECON, V47, P295; LESTER J, 1987, 882 CAN DEP FIN; LEWISBYNOE D, 2002, CONTEMP ECON POLICY, V20, P272; MAKSIMOVIC V, 1991, J FINANC, V46, P1619; MODIGLIANI F, 1958, AM ECON REV, V48, P261; MYERS SC, 1984, J FINANC, V39, P574; PAVCNIK N, 2002, REV ECON STUD, V69, P245; THOMPSON AJ, 1993, CAN J ECON, V26, P253; TITMAN S, 1984, J FINANC ECON, V13, P137; TREFLER D, 2004, AM ECON REV, V94, P870; WOOLDRIDGE JM, 2002, INTRO EC	27	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				196	211			16	Business; Management	026BI	ISI:000236311300004
J	Dow, D			Adaptation and performance in foreign markets: evidence of systematic under-adaptation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	exporting; performance; adaptation; inertia; status quo bias	EXPORT PERFORMANCE; GLOBAL INDUSTRIES; INTERNATIONAL STRATEGY; FIRM PERFORMANCE; STANDARDIZATION; VENTURES; CHOICE; CONCEPTUALIZATION; GLOBALIZATION; CONTINGENCY	Past empirical studies have yielded 'no consistent relationship between strategy adaptation and firm performance'. These inconclusive results may be partially due to a bias amongt managers to under-adapt their host market strategies. This paper presents the results of the second stage of a longitudinal study identifying a potential status quo bias among exporters, leading to systematic under-adaptation.	Univ Melbourne, Melbourne Business Sch, Carlton, Vic 3053, Australia	Dow, D, Univ Melbourne, Melbourne Business Sch, 200 Leicester St, Carlton, Vic 3053, Australia	d.dow@mbs.edu	ALASHBAN AA, 2002, J INT MARKETING, V10, P22; ALBAUM G, 2001, J INT MARKETING, V9, P59; ANDERSON CJ, 2003, PSYCHOL BULL, V129, P139; BAALBAKI IB, 1995, J ACAD MARKET SCI, V23, P182; BARTLETT CA, 1987, SLOAN MANAGE REV, V28, P7; BENTLER PM, 1993, EQS STRUCTURAL EQUAT; BODDEWYN JJ, 1986, BUS HORIZONS, V29, P69; BUATSI SN, 1986, INT MARKET REV, V3, P17; BUZZELL RD, 1968, HARVARD BUS REV, V46, P102; CAVUSGIL ST, 1984, J BUS RES, V12, P195; CAVUSGIL ST, 1993, J BUS RES, V27, P1; CAVUSGIL ST, 1993, J INT BUS STUD, V24, P479; CAVUSGIL ST, 1994, J MARKETING, V58, P1; COOPER RG, 1985, J INT BUS STUD, V16, P37; CYERT RM, 1963, BEHAV THEORY FIRM; DIAMANTOPOULOS A, 1988, INT MARKET REV, V5, P52; DONNELLY J, 1969, J MARKETING, V33, P57; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19; DOW D, 2001, J INT MARKETING, V9, P41; DUNN S, 1976, J MARKETING, V40, P50; DUPREEZ JP, 1994, J INT MARKETING, V2, P7; GOMEZMEJIA LR, 1988, STRATEGIC MANAGEMENT, V9, P493; GREEN RT, 1975, J ADVERTISING, V4, P25; HAIR JF, 1992, MULTIVARIATE DATA AN; HANNAN MT, 1977, AM J SOCIOL, V82, P929; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HOFER CW, 1975, ACAD MANAGE J, V18, P784; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KAHNEMAN D, 1990, J POLIT ECON, V98, P1325; KNETSCH JL, 1984, Q J ECON, V99, P507; KNETSCH JL, 1989, AM ECON REV, V79, P1277; KOH AC, 1988, J BUS RES, V17, P249; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; LEONIDOU LC, 2002, J BUS RES, V55, P51; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LOEWENSTEIN G, 1988, MANAGE SCI, V34, P200; MARCH JG, 1958, ORGANIZATIONS; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2003, J INT ENTREPRENEURSH, V1, P59; MUELLER B, 1991, INT MARKET REV, V8, P7; ODONNELL S, 2000, INT MARKET REV, V17, P19; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OZSOMER A, 1991, EUR J MARKETING, V25, P50; OZSOMER A, 2000, J INT MARKETING, V8, P27; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PUXTY AG, 1979, MANAGE INT REV, V19, P39; ROMANELLI E, 1986, MANAGE SCI, V32, P608; RONKAINEN IA, 1983, INT MARKET REV, V1, P24; ROTH K, 1990, J INT BUS STUD, V21, P541; ROTH K, 1992, J INT BUS STUD, V23, P533; ROTH K, 1992, J MANAGE, V18, P769; SAMIEE S, 1992, J MARKETING, V56, P1; SAMUELSON W, 1988, J RISK UNCERTAINTY, V1, P1; SEIFERT B, 1989, INT MARKET REV, V6, P53; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHOHAM A, 1994, INT BUSINESS REV, V3, P219; SHOHAM A, 1996, J GLOB MARK, V10, P53; SHOHAM A, 1998, J INT MARKETING, V6, P59; SHOHAM A, 1999, J INT MARKETING, V7, P24; SOLBERG CA, 2000, J INT MARKETING, V8, P78; SOLBERG CA, 2002, J INT MARKETING, V10, P1; THACH SV, 1991, INT MARKET REV, V8, P32; THALER RH, 1997, Q J ECON, V112, P647; THEODOSIOU M, 2001, J INT MARKETING, V9, P1; TOOKEY DA, 1964, J MANAGE STUD, V1, P48; VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423; VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1; ZOU SM, 1998, J INT MARKETING, V6, P37; ZOU SM, 2002, J MARKETING, V66, P40	70	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				212	226			15	Business; Management	026BI	ISI:000236311300005
J	Kwok, CCY; Tadesse, S			National culture and financial systems	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	national culture; financial systems	GROWTH; ARCHITECTURE; PERFORMANCE; QUALITY; SECTOR	Countries differ in the way their financial activities are organized. In Anglo-Saxon countries such as the US and the UK financial systems are dominated by stock markets, whereas in continental Europe and Japan banks play a predominant role. Why do countries differ in the configuration of their financial systems? We argue that national culture plays a significant role. We find that countries characterized by higher uncertainty avoidance are more likely to have a bank-based system.	Univ S Carolina, Moore Sch Business, Columbia, SC 29208 USA	Kwok, CCY, Univ S Carolina, Moore Sch Business, 1705 Coll St, Columbia, SC 29208 USA	ckwok@moore.sc.edu	ACEMOGLU D, 2001, AM ECON REV, V91, P1369; ADLER N, 1997, INT DIMENSIONS ORG B; ALLEN F, 1997, J POLIT ECON, V105, P523; ALLEN F, 2001, FINANCIAL SYSTEMS SU; BANKS AS, 1994, CROSS NATL TIME SERI; BARRO RJ, 1996, AM ECON REV, V86, P218; BARTH J, 1997, 976 OFF COMPTR CURR; BECK T, 2000, WORLD BANK ECON REV, V14, P597; BOOT AWA, 1997, REV FINANC STUD, V10, P693; BOYD JH, 2001, J MONETARY ECON, V47, P221; DEMIRGUCKUNT A, 1999, BANK BASED MARKET BA; DJANKOV S, 2003, Q J ECON, V118, P453; EASTERLY W, 1997, Q J ECON, V112, P1203; ERGUNGOR OE, 2004, J BANK FINANC, V28, P2869; GREENE WH, 1997, EC ANAL; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1988, ORGAN DYN, V15, P4; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOMER PM, 1988, J PERS SOC PSYCHOL, V54, P638; KAUFMANN D, 1999, 2196 WORLD BANK; KERR C, 1960, IND IND MAN PROBLEMS; LAPORTA R, 1997, J FINANC, V52, P1131; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAPORTA R, 1999, J LAW ECON ORGAN, V15, P222; LEVINE R, 1997, J ECON LIT, V35, P688; LEVINE R, 2000, J MONETARY ECON, V46, P31; LOAYZA N, 1998, UNPUB WORLD SAVING D; PETTIGREW A, 1972, MANAGEMENT TODAY APR, P99; POSNER RA, 1973, EC ANAL LAW; RAJAKANTHAN T, 1998, IEEE COMPUT APPL POW, V11, P48; RAJAN RG, 2003, J FINANC ECON, V69, P5; RESCHER N, 1969, VALUES FUTURE, P68; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; STULZ RM, 2003, J FINANC ECON, V70, P313; TADESSE S, 2002, J FINANC INTERMED, V11, P429; TRIANDIS HC, 1986, AUST J PSYCHOL, V38, P257	37	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				227	247			21	Business; Management	026BI	ISI:000236311300006
J	Zhou, KZ; Tse, DK; Li, JJ			Organizational changes in emerging economies: drivers and consequences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	organizational change; administrative change; technical change; emerging economy	MARKET ORIENTATION; STRATEGIC CHANGE; CHINA TRANSITION; RADICAL CHANGE; PERFORMANCE; INNOVATION; PERSPECTIVE; DYNAMICS; INDUSTRY; LEADER	Organizational change in emerging economies, although difficult, is inevitable. The authors study the drivers and consequences of organizational changes in an emerging economy, China. The results of a firm-level survey show that organizational changes in technical vs administrative areas are differentially driven by firms' motivation to change (past performance), opportunity to change (firm location and market orientation), and capability to change (firm ownership, managers' change attitude, and leader charisma). Furthermore, technical and administrative changes affect firm performance through distinct paths. Technical changes have a direct, positive impact on performance, whereas administrative changes enhance firm performance indirectly through technical changes, and the effect of administrative changes on performance is strengthened by the presence of a participative culture.	Univ Hong Kong, Sch Business, Pokfulam, Hong Kong, Peoples R China; City Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong, Peoples R China	Zhou, KZ, Univ Hong Kong, Sch Business, 7th Floor,Meng Wah Complex, Pokfulam, Hong Kong, Peoples R China	kevinzhou@business.hku.hk	ALLISON G, 1971, ESSENCE DECISION; AMBURGEY TL, 1993, ADMIN SCI QUART, V38, P51; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; AWAMLEH R, 1999, LEADERSHIP QUART, V10, P345; BASS BM, 1994, IMPROVING ORG EFFECT; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BROWN LA, 1991, CYTOPATHOLOGY, V2, P1; BROWN SL, 1997, ADMIN SCI QUART, V42, P1; CHILD J, 2001, J INT BUS STUD, V32, P5; DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392; DAMANPOUR F, 1991, ACAD MANAGE J, V34, P555; DAUNNO T, 2000, ADMIN SCI QUART, V45, P679; DAY GS, 1988, J MARKETING, V52, P1; DAY GS, 1994, J MARKETING, V58, P37; DENISON DR, 2001, MANAGING ORG CHANGE; DESHPANDE R, 1989, J MARKETING, V53, P3; FELDMAN MS, 2004, ORGAN SCI, V15, P295; FORNELL C, 1981, J MARKETING RES, V18, P39; GINSBERG A, 1990, ACAD MANAGE J, V33, P445; GOODSTEIN J, 1991, ACAD MANAGE J, V34, P306; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GREENWOOD R, 1996, ACAD MANAGE REV, V21, P1022; GREVE HR, 1998, ADMIN SCI QUART, V43, P58; HAN JK, 1998, J MARKETING, V62, P30; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HAVEMAN HA, 1992, ADMIN SCI QUART, V37, P48; HILL GW, 1982, PSYCHOL BULL, V91, P40; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HOUSE RJ, 1991, ADMIN SCI QUART, V36, P364; HUBER GP, 1991, ORGAN SCI, V2, P88; HURLEY RF, 1998, J MARKETING, V62, P42; JAMES LR, 1982, J APPL PSYCHOL, V67, P219; JAWORSKI BJ, 1993, J MARKETING, V57, P53; KEISTER LA, 2002, ORGAN SCI, V13, P459; KOTABE M, 1990, J INT BUS STUD, V21, P383; KOTTER JP, 1995, HARVARD BUS REV, V2, P59; LAU CM, 1995, ACAD MANAGE J, V38, P537; LAU CM, 2002, J INT BUS STUD, V33, P533; LEVINTHAL DA, 1991, ORGAN SCI, V2, P140; LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95; MARCH JG, 1991, ORGAN SCI, V2, P71; MATSUNO K, 2002, J MARKETING, V66, P18; MILLER D, 1994, ADMIN SCI QUART, V39, P1; MULLEN MR, 1995, J INT BUS STUD, V26, P573; MURRAY JY, 1995, J INT BUS STUD, V26, P181; NADLER DA, 1990, CALIF MANAGE REV, V32, P77; NEE V, 1992, ADMIN SCI QUART, V37, P1; PARK SH, 2001, STRATEGIC MANAGE J, V22, P455; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2003, ACAD MANAGE REV, V28, P275; PETTIGREW AM, 2001, ACAD MANAGE J, V44, P697; PIDERIT SK, 2000, ACAD MANAGE REV, V25, P783; PING RA, 1995, J MARKETING RES, V32, P336; PORTER ME, 1985, COMPETITIVE ADVANTAG; QUINN RE, 1988, RATIONAL MANAGEMENT; RAJAGOPALAN N, 1997, ACAD MANAGE REV, V22, P48; ROBERTS PW, 1999, STRATEGIC MANAGE J, V20, P655; SLATER SF, 1995, J MARKETING, V59, P63; STARBUCK WH, 1988, J MANAGE STUD, V25, P319; TSE DK, 1994, J INT BUS STUD, V25, P537; TSOUKAS H, 1996, STRATEGIC MANAGE J, V17, P11; TSOUKAS H, 2002, ORGAN SCI, V13, P567; TUSHMAN M, 1985, RES ORGAN BEHAV, V7, P171; TUSHMAN ML, 1986, ADMIN SCI QUART, V31, P439; VANBRUGGEN GH, 2002, J MARKETING RES, V34, P469; WEICK KE, 1999, ANNU REV PSYCHOL, V50, P361; ZAJAC EJ, 1993, STRATEGIC MANAGE J, V14, P83; ZHOU KZ, 2005, J MARKETING, V69, P42	68	1	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				248	263			16	Business; Management	026BI	ISI:000236311300007
J	Pellegrini, EK; Scandura, TA			Leader-member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	leader-member exchange; delegation; paternalism	MANAGEMENT; EMPOWERMENT; ISSUES; MODEL; JOB; ORGANIZATIONS; DIMENSIONS; MOBILITY; PROGRESS; BRITAIN	Although businesses increasingly operate across cultures, there is a paucity of research that examines the influence of national culture on leadership practices. This study uses a structural equation modeling approach to investigate relationships among leader-member exchange (LMX), delegation, paternalism, and job satisfaction in Turkish business organizations. Results from a survey study of N = 185 full-time employees from Turkish companies support the relationship of LMX to delegation and job satisfaction. However, the effect of LMX on job satisfaction is mediated by paternalism, an emic cultural dimension. Results suggest that delegation might not be an effective management tool in the Middle Eastern context.	Univ Miami, Sch Business Adm, Dept Management, Coral Gables, FL 33124 USA	Pellegrini, EK, Univ Miami, Sch Business Adm, Dept Management, POB 248505, Coral Gables, FL 33124 USA	ekinpel@miami.edu	AYCAN Z, 2000, APPL PSYCHOL-INT REV, V49, P192; AYCAN Z, 2005, SCI ADV INDIGENOUS P, P445; BASS BM, 1990, BASS STOGDILLS HDB L; BAUER TN, 1996, ACAD MANAGE J, V39, P1538; BOND MH, 1988, J PERS SOC PSYCHOL, V55, P1009; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2, P389; DICKSON MW, 2003, LEADERSHIP QUART, V14, P729; DORFMAN PW, 2004, CULTURE LEADERSHIP O, V62, P49; ERDOGAN B, 2002, LEADERSHIP, P65; ERDOGAN B, 2003, AC MAN M SEATTL WA; ERDOGAN B, 2004, PERS PSYCHOL, V57, P305; EREZ M, 1994, HDB IND ORG PSYCHOL, V4, P569; FITZSIMONS DJ, 1991, J COMPENSATION BENEF, V6, P48; GERSTNER CR, 1997, J APPL PSYCHOL, V82, P827; GOODELL GE, 1985, CURR ANTHROPOL, V26, P247; GRAEN GB, 1987, RES ORGAN BEHAV, V9, P175; GRAEN GB, 1994, HDB IND ORG PSYCHOL, V4, P415; GRAEN GB, 1995, LEADERSHIP QUART, V6, P219; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1994, CULTURES ORG SOFTWAR; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOUSE R, 1999, ADV GLOBAL LEADERSHI, P171; HU L, 1999, STRUCTURAL EQUATION, V6, P1; HUI C, 1999, ORGAN BEHAV HUM DEC, V77, P3; HUI MK, 2004, J INT BUS STUD, V35, P46; JAMES K, 1996, SELECTION RES WORK T, P33; JORESKOG KG, 1993, LSIREL 8 USERS REFER; JUDGE TA, 1994, J APPL PSYCHOL, V79, P767; KABASAKAL H, IN PRESS MANAGERIAL; KABASAKAL H, 2002, J WORLD BUS, V37, P40; KERFOOT D, 1993, J MANAGE STUD, V30, P659; KIM UM, 1994, INDIVIDUALISM COLLEC, P251; KYVELIDIS I, 2001, EUROPEAN INTEGRATION; LEANA CR, 1987, J APPL PSYCHOL, V72, P228; LIDEN RC, 1980, ACAD MANAGE J, V23, P451; LIDEN RC, 1997, RES PERS HUM RES MAN, V15, P47; LIDEN RC, 1998, J MANAGE, V24, P43; LIDEN RC, 2000, J APPL PSYCHOL, V85, P407; LITTLE TD, 1997, MULTIVAR BEHAV RES, V32, P53; MARTINEZ PG, 2005, MANAGING HUMAN RESOU, P75; MASTERSON SS, 2000, ACAD MANAGE J, V43, P738; MORRIS T, 1992, J INT BUS STUD, V23, P169; NORTHOUSE PG, 1997, LEADERSHIP THEORY PR; OFFERMANN LR, 2004, ENCY LEADERSHIP, V1, P434; PASA SF, 2001, APPL PSYCHOL-INT REV, V50, P559; PILLAI R, 1999, J INT BUS STUD, V30, P763; PLATT S, 1993, RESPECTFULLY QUOTED; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PODSAKOFF PM, 2003, J APPL PSYCHOL, V88, P879; ROBERT C, 2000, J APPL PSYCHOL, V85, P643; SARGUT S, 2001, KULTURLER ARASI FARK; SCANDURA TA, 1986, J APPL PSYCHOL, V71, P579; SCANDURA TA, 1999, ADV GLOBAL LEADERSHI, P235; SCHEIN EH, 1992, ORG CULTURE LEADERSH; SCHRIESHEIM CA, 1998, ACAD MANAGE J, V41, P298; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SIM DL, 2004, AC MAN M NEW ORL LA; SPARROWE RT, 1994, HOSPITALITY RES J, V17, P51; STEIGER JH, 1989, EZPATH SUPPLEMENTARY; STEIGER JH, 1990, MULTIVAR BEHAV RES, V25, P173; SULLIVAN DM, 2003, DEALING DIVERSITY VO, P183; TAYLOR SJ, 2003, INT BUSINESS CTR NEW; THOMAS AS, 1994, J INT BUS STUD, V25, P675; TILLEY JR, 2005, POLIT STUD-LONDON, V53, P442; TRIANDIS HC, 1972, ANAL SUBJECTIVE CULT; TUNG R, 2003, ACAD MANAGEMENT NEWS, V34, P1; UHLBIEN M, 1990, GROUP ORGAN STUD, V15, P414; UHLBIEN M, 2005, AC MAN M HON HAW; WAKABAYASHI M, 1988, J APPL PSYCHOL, V73, P217; WASTI SA, 2003, APPL PSYCHOL-INT REV, V52, P533; WEISS DJ, 1967, MANUAL MINNESOTA SAT; WINNING EA, 1994, PITFALLS PATERNALISM; YUKL G, 1999, J ORGAN BEHAV, V20, P219; YUKL G, 2002, LEADERSHIP ORG; YUKL GA, 1990, MEASURES LEADERSHIP, P223	76	0	PALGRAVE MACMILLAN LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2006	37	2				264	279			16	Business; Management	026BI	ISI:000236311300008
J	Madhok, A			How much does ownership really matter? Equity and trust relations in joint venture relationships	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	ownership; control; trust; international joint ventures; alliances; governance form; multinational firms	TRANSACTION COSTS; FIRM; CAPABILITIES; ENTRY	In this paper, I reaffirm the role of trust in interfirm relations and make an appeal for more cross-disciplinary work to further our insights into the functioning of important phenomena of interest such as international joint ventures. I also pose a couple of fundamental questions: ( 1) Is ownership overrated? That is, should we and our scholarship be so consumed with issues of ownership? ( 2) Is trust under-rated? In what way might we and our scholarship change if we assumed trust rather than opportunism? In what way might it change firms' attitudes and behavior towards their partnership relations?.	Univ Toronto, Schulich Sch Business, N York, ON M3J 1P3, Canada	Madhok, A, Univ Toronto, Schulich Sch Business, 4700 Keele St, N York, ON M3J 1P3, Canada	amadhok@schulich.yorku.ca	ANDERSON E, 1986, J INT BUS STUD, V17, P1; AXELROD R, 1984, EVOLUTION COOPERATIO; DYER JH, 1997, STRATEGIC MANAGE J, V18, P535; DYER JH, 1998, ACAD MANAGE REV, V23, P660; FRANKO LG, 1971, JOINT VENTURE SURVIV; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; KOGUT B, 1992, ORGAN SCI, V3, P383; MADHOK A, 1995, J INT BUS STUD, V26, P117; MADHOK A, 1995, SCANDINAVIAN J MANAG, V11, P57; MADHOK A, 1996, INT BUSINESS REV, V5, P339; MADHOK A, 1996, ORGAN SCI, V7, P577; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MADHOK A, 1998, ORGAN SCI, V9, P326; MADHOK A, 2000, COOPERATIVE STRATEGY, P74; MADHOK A, 2000, GOVERNANCE COMPETENC, P276; OUCHI WG, 1980, ADM SCI Q, V25, P129; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; STOPFORD JM, 1972, MANAGING MULTINATION; WILLIAMSON OE, 1985, EC I CAPITALISM	20	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				4	11			8	Business; Management	003XI	ISI:000234715500002
J	Svejenova, S			How much does trust really matter? Some reflections on the significance and implications of Madhok's trust-based approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	alliances; international joint ventures; ownership; relationship management; trust	INTERNATIONAL JOINT VENTURES; STRATEGIC ALLIANCES; CONCEPTUAL-FRAMEWORK; PERFORMANCE; GOVERNANCE; FIRMS; RISK; ORGANIZATIONS; PERSPECTIVES; ATTACHMENTS	Madhok's 1995 article defined and developed a trust-based perspective on the stability of international joint ventures (IJVs). Proposing a shift in focus from ownership to relationship, and from governance form to process, the article emphasised the role of trust in holding IJVs together and the importance of considering the dynamics of inter-organisational collaboration. By distinguishing between structural and social components of trust, it contributed to a more nuanced understanding of what makes inter-firm partnership durable and able to realise its value potential. This paper reviews Madhok's original ideas and highlights the influence they have had on the field of international business. It concludes with avenues for further research inspired by the article.	ESADE Business Sch, Business Policy Dept, Barcelona 08034, Spain	Svejenova, S, ESADE Business Sch, Business Policy Dept, Av Pedralbes 60-62, Barcelona 08034, Spain	silviya.svejenova@esade.edu	ALVAREZ SA, 2001, ACAD MANAGE EXEC, V15, P139; ARINO A, 1998, ORGAN SCI, V9, P306; BATT PJ, 2003, SUPPLY CHAIN MANAG, V8, P442; BEAMISH PW, 1985, THESIS U W ONTARIO; BOERSMA MF, 2003, J BUS RES, V56, P1031; BOISOT M, 1999, ORGAN SCI, V10, P237; BUCKLEY PJ, 2002, LONG RANGE PLANN, V35, P113; BURT RS, 2001, NETWORKS MARKETS, P30; CARSON SJ, IN PRESS ACAD MANAGE; CARSON SJ, 2003, ORGAN SCI, V14, P45; CASCIARO T, 2003, IND CORP CHANGE, V12, P1223; CONTRACTOR FJ, 1998, J INT BUS STUD, V29, P325; CONTRACTOR FJ, 2002, COOPERATIVE STRATEGI; CULLEN JB, 2000, J WORLD BUS, V35, P223; CURRALL SC, 2002, J INT BUS STUD, V33, P479; DAS TK, 1998, ACAD MANAGE REV, V23, P491; DAS TK, 2001, ORGAN STUD, V22, P251; DAS TK, 2002, COOPERATIVE STRATEGI, P89; DAS TK, 2004, J BUS PSYCHOL, V19, P85; DOZ YL, 2002, COOPERATIVE STRATEGI, P773; FARRELLY FJ, 2005, IND MARKET MANAG, V34, P311; FICHMAN M, 1991, ACAD MANAGE REV, V16, P442; FLIGSTEIN N, 1995, ANNU REV SOCIOL, V21, P21; FRANKO LG, 1971, JOINT VENTURE SURVIV; GAMBETTA D, 1988, TRUST MAKING BREAKIN; GARCIACANAL E, 2003, ORGAN STUD, V24, P743; GULATI R, 2000, STRATEGIC MANAGE J, V21, P203; KOZA MP, 1998, ORGAN SCI, V9, P255; KOZA MP, 2005, STRATEGIC ALLIANCES; KRAMER RM, 1999, ANNU REV PSYCHOL, V50, P569; KUMAR R, 1998, ORGAN SCI, V9, P356; LARSSON R, 1992, ELECTROCHIM ACTA, V37, P1; LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345; MADHOK A, 1995, J INT BUS STUD, V26, P117; MADHOK A, 1998, ORGAN SCI, V9, P326; MADHOK A, 2006, J INT BUSINESS STUDI, V37; MAKINO S, 1998, J INT BUS STUD, V29, P797; MALHOTRA D, 2002, ADMIN SCI QUART, V47, P534; MCEVILY B, 2003, ORGAN SCI, V14, P1; MILLER RR, 1996, 29 WORLD BANK INT FI; MOHR AT, 2005, LONG RANGE PLANN, V38, P163; MOHR JJ, 1994, MARK MANAG, V3, P38; MOLM LD, 2000, AM J SOCIOL, V105, P1396; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PARISE S, 2003, ACAD MANAGE EXEC, V17, P25; PARK SH, 2001, ORGAN SCI, V12, P37; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; POPPO L, 2002, STRATEGIC MANAGE J, V23, P707; REDDING G, 2005, J INT BUS STUD, V36, P123; REID D, 2001, INT J MANAG REV, V3, P79; RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1; ROBSON MJ, 1999, INT MARKET REV, V16, P216; RODRIGUEZ CM, 2002, J INT MARKETING, V10, P53; ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393; SALBU SR, 1997, AM BUS LAW J, V34, P329; SARKAR MB, 2001, J ACAD MARKET SCI, V29, P358; SEABRIGHT MA, 1992, ACAD MANAGE J, V35, P122; STOPFORD JM, 1972, MANAGING MULITNATION; SVEJENOVA S, 2005, 5 INT WORKSH STRAT L; TJOSVOLD D, 1998, APPL PSYCHOL-INT REV, V47, P285; UZZI B, 2002, STRATEGIC MANAGE J, V23, P595; VOLBERDA HW, 2003, J MANAGE STUD, V40, P2105; WHETTEN DA, 1979, ACAD MANAGE J, V22, P325; WITT M, 2004, DYNAMICS NATL I CONF; YIU D, 2002, ORGAN SCI, V13, P667; ZAHEER A, 2002, COOPERATIVE STRATEGI, P347	66	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				12	20			9	Business; Management	003XI	ISI:000234715500003
J	Zaheer, S; Zaheer, A			Trust across borders	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	trust; international; joint ventures; etic; culture; institutions; governance	INTERFIRM RELATIONS; NATIONAL CULTURE; JOINT VENTURES; UNITED-STATES; PERFORMANCE; METAANALYSIS; ENVIRONMENT; ALLIANCES; GERMANY; BRITAIN	We make the case for fresh approaches to examine the role of trust in international collaborations, based on the idea that not only do the levels of trust differ across international borders but also both the nature of trust and the institutional and cultural support for trust can vary across different national contexts. Collaboration partners from different countries are therefore likely to bring either symmetric or asymmetric conceptions of trust to the business relationship. We develop a model and propositions linking symmetry and asymmetry in the institutional and cultural support for trust in international collaborations with the degree of partner interdependence, and identify implications for governance and trust-building investments. We conclude with some suggestions for research that incorporates trust asymmetries between partners.	Univ Minnesota, Carlson Sch Management, Strateg Management & Org Dept, Minneapolis, MN 55455 USA	Zaheer, S, Univ Minnesota, Carlson Sch Management, Strateg Management & Org Dept, 3-426,321 19th Ave S, Minneapolis, MN 55455 USA	szaheer@csom.umn.edu	ARINO A, 2001, CALIF MANAGE REV, V44, P109; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BALABANIS G, 2004, J ACAD MARKET SCI, V32, P80; CHILD J, 2003, ORGAN SCI, V14, P69; CUMMINGS LL, 1996, TRUST ORG FRONTIERS, P302; DONEY PM, 1998, ACAD MANAGE REV, V23, P601; DORE R, 1987, TAKING JAPAN SERIOUS; DYER JH, 2003, ORGAN SCI, V14, P57; EARLEY PC, 1996, HDB INT MANAGEMENT R, P83; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GANNON MJ, 1994, UNDERSTANDING GLOBAL; GIBSON CB, 2001, ADMIN SCI QUART, V46, P274; HAGEN JM, 1998, ACAD MANAGE REV, V23, P589; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HUFF L, 2003, ORGAN SCI, V14, P81; KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; LANE C, 1996, ORGAN STUD, V17, P365; LANE C, 1997, CAMBRIDGE J ECON, V21, P197; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LINCOLN JR, 1981, ADM SCI Q, V26, P93; LINCOLN JR, 1990, RES ORGAN BEHAV, V12, P255; LUO YD, 2001, ADMIN SCI QUART, V46, P177; MADHOK A, 1995, J INT BUS STUD, V26, P117; MARKUS H, 1985, HDB SOCIAL PSYCHOL, V1, P137; MCEVILY B, 2003, ORGAN SCI, V14, P1; MORRIS MW, 1999, ACAD MANAGE REV, V24, P781; PETERSON RA, 1995, J INT BUS STUD, V26, P883; SHANE SA, 1992, MANAGE INT REV, V32, P295; SHEPPARD BH, 1998, ACAD MANAGE REV, V23, P422; STAHL GK, 2003, ACAD MANAGEMENT BEST; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; VERLEGH PWJ, 1999, J ECON PSYCHOL, V20, P521; WELTER F, 2003, FRONTIERS ENTREPRENE, P230; WICKS AC, 2004, BUS ETHICS Q, V14, P141; YAMAGISHI T, 1998, AM J SOCIOL, V104, P165; ZAHEER A, 1998, ORGAN SCI, V9, P141; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53	40	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				21	29			9	Business; Management	003XI	ISI:000234715500004
J	Newburry, W; Yakova, N			Standardization preferences: A function of national culture, work interdependence and local embeddedness	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	national culture; interdependence; embeddedness; standardization	PUBLIC-RELATIONS; MULTINATIONAL-CORPORATIONS; MANAGEMENT-PRACTICES; PERFORMANCE; STRATEGY; ORGANIZATIONS; INDIVIDUALISM; COLLECTIVISM; ATTENTION; PARADIGM	Both theoretical and empirical studies of professional service employee standardization preferences are relatively scarce. Using responses from 398 employees of an international public relations firm, this study finds that employees from high power distance, high uncertainty avoidance and high-context cultures prefer greater standardization, whereas employees from high individualism cultures prefer less standardization. Additionally, work interdependence is positively associated with standardization preferences, whereas local embeddedness is negatively associated with standardization preferences.	Rutgers State Univ, Business Sch Newark & New Brunswick, Dept Management & Global Business, Newark, NJ 07102 USA	Newburry, W, Rutgers State Univ, Business Sch Newark & New Brunswick, Dept Management & Global Business, Management Educ Ctr 319,111 Washington St, Newark, NJ 07102 USA	newburry@andromeda.rutgers.edu	ANDERSSON U, 2001, INT BUSINESS REV, V10, P3; BAALBAKI IB, 1993, INT MARKET REV, V10, P19; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKER RG, 1968, ECOLOGICAL PSYCHOL C; BARLEY SR, 2001, ORGAN SCI, V12, P76; BUZZELL RD, 1968, HARVARD BUS REV, V46, P102; CABLE D, 2000, ACAD MANAGE J, V43, P544; CASTELLS M, 1996, RISE NETWORK SOC; CHANDY PR, 1994, J INT BUS STUD, V25, P715; CORNELISSEN JP, 2000, PUBLIC RELAT REV, V26, P315; DACIN MT, 1999, J MANAGE, V25, P317; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNNING JH, 1989, SERV IND J, V9, P5; DUNNING JH, 1995, J INT BUS STUD, V26, P461; EISENHARDT KM, 1996, ADV STRATEG MANAGE, V13, P187; ERRAMILLI M, 1996, J INT BUS STUD, V26, P225; GARDNER DG, 1987, J APPL BEHAV SCI, V23, P351; GATEWOOD R, 2000, HUMAN RESOURCE SELEC; GOMEZMEJIA L, 1997, J INT BUS STUD, V28, P783; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GRANOVETTER M, 1992, ACTA SOCIOL, V35, P3; GRUNIG JE, 1984, PUBLIC RELATIONS RES, V1, P6; HARLOW RF, 1976, PUBLIC RELAT REV, V2, P34; HE W, 2004, ORGAN SCI, V15, P221; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HELLRIEGEL D, 2002, MANAGEMENT COMPETENC; HENNART JF, 1998, J INT BUS STUD, V29, P515; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOUSE RJ, 2004, CULTURE LEADERSHIP O; JAIN SC, 1989, J MARKETING, V53, P70; JEHN KA, 1999, ADMIN SCI QUART, V44, P741; KELLEY L, 1987, J INT BUS STUD, V18, P17; KIM K, 2003, J INT BUS STUD, V34, P327; KLUCKHOHN F, 1961, VARIATIONS VALUE ORI; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAROCHE M, 2001, J INT BUS STUD, V32, P249; LUBATKIN M, 1998, ORGAN SCI, V9, P670; MONGE PR, 1999, SHAPING ORG FORM COM, P71; NETTER J, 1996, APPL LINEAR STAT MOD; NEWBURRY W, 1999, J MANAGE STUD, V36, P263; NEWBURRY W, 2001, J INT BUS STUD, V32, P497; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; OCASIO W, 1997, STRATEGIC MANAGE J, V18, P187; OVAITT F, 1998, PUBLIC RELATIONS Q, V33, P5; OYSERMAN D, 2002, PSYCHOL BULL, V128, P3; PAVLIK JV, 1984, PUBLIC RELATIONS RES, V1, P39; PORTER M, 1986, COMPETITION GLOBAL I; POTHUKUCHI V, 2002, J INT BUS STUD, V33, P243; QUELCH JA, 1986, HARVARD BUS REV, V64, P59; ROBERTS J, 1999, SERV IND J, V19, P68; ROBERTSON CJ, 2000, MANAGE INT REV, V40, P253; ROBERTSON R, 1995, GLOBAL MODERNITIES, P25; ROBINSON P, 1995, ACAD MANAGEMENT BEST, P192; ROBINSON WS, 1950, AM SOCIOL REV, V15, P351; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; ROUSSEAU DM, 1985, RES ORGAN BEHAV, V7, P1; SANFORD D, 2002, AAA C PRES PAP JACK; SCHEIN E, 1985, ORG CULTURE LEADERSH; SCHWARTZ S, 1994, AM J PUBLIC HEALTH, V84, P819; SHARPE ML, 2000, PUBLIC RELAT REV, V26, P345; SRIRAMESH K, 1992, EXCELLENCE PUBLIC RE, P577; SRIRAMESH K, 1992, EXCELLENCE PUBLIC RE, P597; SRIRAMESH K, 1999, J PUBLIC RELATIONS R, V11, P271; TAYLOR M, 2000, PUBLIC RELAT REV, V26, P277; TETHER BS, 2001, RES POLICY, V30, P1115; THEODOSIOU M, 2003, INT BUSINESS REV, V12, P141; THOMPSON JD, 1967, ORG ACTION; TRIANDIS H, 1994, CULTURE SOCIAL BEHAV; TROMPENAARS F, 1994, RIDING WAVES CULTURE; TSE DK, 1988, J MARKETING, V52, P81; UZZI B, 1997, ADMIN SCI QUART, V42, P35; VANDEVEN A, 1976, AM SOCIOL REV, V41, P322; VASQUEZ GM, 1999, PUBLIC RELAT REV, V25, P433; VERCIC D, 1996, INT PUBLIC RELATIONS, P31; WU MY, 2001, PUBLIC RELAT REV, V27, P317; YEH RS, 1995, J INT BUS STUD, V26, P655; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439; ZUCKIN S, 1990, STRUCTURES CAPITAL S	80	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				44	60			17	Business; Management	003XI	ISI:000234715500006
J	Khatri, N; Tsang, EWK; Begley, TM			Cronyism: A cross-cultural analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cronyism; individualism; guanxi; corruption; cultural syndromes; relational models	UNITED-STATES; VERTICAL INDIVIDUALISM; EXCHANGE THEORY; WORK VALUES; COLLECTIVISM; CHINA; CORRUPTION; BUSINESS; IMPACT; GUANXI	The devastating economic effects of the Asian financial crisis and US corporate scandals have underscored the need to strengthen corporate governance provisions. Although cronyism has been suggested as a leading cause of the two crises, it has received little attention from scholars. In this paper, we analyze the concept of cronyism and argue that it comes in various guises arising from different motivational bases and power dependence relations. We distinguish cronyism from related constructs and posit that it is a form of corruption with different dynamics from other forms. We advance propositions on its likelihood of occurrence across cultures and develop a typology of cronyist exchanges.	Univ Missouri, Columbia, MO 65211 USA; Wayne State Univ, Business Dept, Detroit, MI USA; Univ Coll Dublin, Dept Management, Dublin 2, Ireland; Northeastern Univ, Int Management Grp, Boston, MA 02115 USA	Khatri, N, Univ Missouri, 324 Clark Hall, Columbia, MO 65211 USA	KhatriN@health.missouri.edu	1996, BOSTON GLOBE    0504, P1; 1998, ECONOMIST, V348, P25; 1999, ASIAWEEK, V25, P14; 2003, WALL STREET J   1130; ADLER PS, 2002, ACAD MANAGE EXEC, V16, P148; ALSTON JP, 1989, BUS HORIZONS, V32, P26; BIGGART NW, 1992, NETWORKS ORG STRUCTU, P471; BJORKMAN I, 1995, INT BUSINESS REV, V4, P519; BLAU PM, 1964, EXCHANGE POWER SOCIA; BRICK LE, 2002, FIN MAN ASS ANN M SA; CHANCHANI S, 2001, TYPOLOGIES CULTURE; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; CHIOU JS, 2001, J SOC PSYCHOL, V141, P667; CHIU MM, 2004, CTR EC I WORKING PAP; COOK KS, 1992, ANNU REV SOCIOL, V18, P109; DAVILA A, 2003, GROWTH CHANGE, V34, P40; DAVIS JH, 2003, J BUS ETHICS, V43, P275; DELUGA RJ, 1994, GROUP ORGAN MANAGE, V19, P67; DELUQUE MFS, 2000, ACAD MANAGE REV, V25, P829; DUNFEE TW, 2001, J BUS ETHICS, V32, P191; DURATE NT, 1993, J ORGAN BEHAV, V14, P239; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1997, FACE HARMONY SOCIAL; EARLEY PC, 1998, J MANAGE, V24, P265; EKEH PP, 1974, SOCIAL EXCHANGE THEO; EMERSON RM, 1972, SOCIOLOGICAL THEORIE, V2, P38; EMERSON RM, 1972, SOCIOLOGICAL THEORIE, V2, P58; EMERSON RM, 1981, SOCIAL PSYCHOL SOCIO, P30; FAN Y, 2002, J BUS ETHICS, V38, P371; FISKE AP, 1991, STRUCTURES SOCIAL LI; FISKE AP, 1992, PSYCHOL REV, V99, P689; FORD R, 1986, PERS ADMIN, V31, P78; FORSYTH DW, 1995, PSYCHOANALYSIS CONT, V18, P119; GOMEZ C, 2000, ACAD MANAGE J, V43, P1097; GOMEZ ET, 1997, MALAYSIAS POLITICAL; GOULDNER AW, 1960, AM SOCIOL REV, V25, P161; GOUVEIA VV, 2003, J SOC PSYCHOL, V143, P43; GUTHRIE D, 1998, CHINA Q, V154, P254; HALLOCK KF, 1997, J FINANC QUANT ANAL, V32, P331; HASLAM N, 2004, RELATIONAL MODELS TH; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOMANS GC, 1961, SOCIAL BEHAV ITS ELE; HURLEY AE, 1997, ORGAN DYN, V26, P65; HUSTED BW, 1999, J INT BUS STUD, V30, P339; HWANG KK, 1987, AM J SOCIOL, V92, P944; JAVIDAN M, 2002, J WORLD BUS, V37, P1; JOHNSON S, 2003, J FINANC ECON, V67, P351; KEMMELMEIER M, 2003, J CROSS CULT PSYCHOL, V34, P304; KOERNER AF, 2000, ANN NCA CONV SEATTL; KURMAN J, 2002, J CROSS CULT PSYCHOL, V33, P71; LAMBSDORFF JG, 2003, BACKGROUND PAPER 200; LAVI Z, 2004, GLOBES          0623; LAWLER EJ, 1998, AM SOCIOL REV, V63, P871; LEUNG K, 1984, J PERS SOC PSYCHOL, V47, P793; LEVISTRAUSS C, 1969, ELEMENTARY STRUCTURE; LIDEN RC, 1988, ACAD MANAGE REV, V13, P572; LOVETT S, 1999, J INT BUS STUD, V30, P231; LUO Y, 2000, GUANXI BUSINESS; MACRAE J, 1982, WORLD DEV, V10, P677; MCLEAN B, 2001, FORTUNE, V144, P58; MOLM LD, 1994, SOCIAL PSYCHOL Q, V57, P335; MOLM LD, 1995, SOCIOL PERSPECT, P209; NEF J, 2001, CORRUPTION LIVES, P159; NELSON MR, 2002, J CROSS CULT PSYCHOL, V33, P439; PAGANO MS, 2002, FINANCIAL REV, V37, P227; PAGANO MS, 2003, CREDIT CRONYISM CONT; PAISLEY E, 1995, I INVESTOR, V29, P46; PEARCE JL, 2000, ORGAN SCI, V11, P148; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RALSTON DA, 1999, J INT BUS STUD, V30, P415; SCOTT R, 1987, ADM SCI Q, V32, P493; SOH S, 2002, J CROSS CULT PSYCHOL, V33, P3; STANDIFIRD SS, 2000, J WORLD BUS, V35, P21; STEIDLMEIER P, 1999, J BUS ETHICS, V20, P121; SUN Y, 2001, CRIME LAW SOCIAL CH, V35, P245; TANZI V, 1998, INT MONET FUND S PAP, V45, P559; THOMAS DC, 2002, J INT BUS STUD, V33, P309; TJOSVOLD D, 2003, GROUP DECIS NEGOT, V12, P243; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 1996, AM PSYCHOL, V51, P407; TRIANDIS HC, 1998, J PERS SOC PSYCHOL, V74, P118; TRIANDIS HC, 2002, BLACKWELL HDB CROSS, P16; TROMPENAARS F, 1993, RIDING WAVES CULTURE; TSANG EWK, 1998, ACAD MANAGEMENT EXEC, V12, P64; UEHARA E, 1990, AM J SOCIOL, V96, P521; VEIGA JF, 2004, ACAD MANAGE EXEC, V18, P84; VODOSEK M, 2003, THESIS U MICHIGAN AN; WALDRON DG, 2002, MULTINATIONAL BUSINE, V10, P42; WHITE RW, 2001, CORRUPTION LIVES, P39; WONG SL, 1996, ASIAN BUSINESS NETWO, P13; YANG KS, 2000, ASIAN J SOC PSYCHOL, V3, P241; YAO ST, 2002, AM J ECON SOCIOL, V61, P279; YEUNG JA, 2000, SEM INT EXP GOOD GOV	93	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				61	75			15	Business; Management	003XI	ISI:000234715500007
J	Friedman, R; Chi, SC; Liu, LA			An expectancy model of Chinese-American differences in conflict-avoiding	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	culture; conflict; avoiding; Chinese; guanxi	CULTURAL-ADAPTATION; WORK TEAMS; VALUES; MANAGEMENT; BUSINESS; JAPANESE; IMPACT; NEGOTIATIONS; COLLECTIVISM; VALIDITY	This paper develops an expectancy model for Chinese-American differences in conflict-avoiding, and tests this model using a scenario study with respondents from Taiwan and the US. Our results show that a higher Chinese tendency to avoid conflict is explained by higher Chinese expectations that direct conflict will hurt the relationship with the other party, and by greater concern for the other party among Chinese. It is not, however, explained by differences in the expected career costs/benefits of good/bad relations with others. Also, Chinese are more sensitive to hierarchy than Americans, so that avoiding is heightened more for Chinese than for Americans when the other party is of higher status. Qualitative results suggest that Chinese-American differences in time frames may also explain differences in avoiding. Implications for businesses and management are suggested.	Vanderbilt Univ, Owen Grad Sch Management, Nashville, TN 37203 USA; Natl Taiwan Univ, Dept Business Adm, Taipei 10764, Taiwan; Georgia State Univ, Robinson Coll Business, Atlanta, GA 30303 USA	Friedman, R, Vanderbilt Univ, Owen Grad Sch Management, 401 21st Ave S, Nashville, TN 37203 USA	Ray.Friedman@Owen.Vanderbilt.Edu	1998, CONFUCIUS ANALECTS; AIKEN LS, 1991, MULTIPLE REGRESSION; BAKER WE, 1994, NETWORKING SMART BUI; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BARRY BM, 2001, CULTURE EQUALITY EGA; BOND MH, 1986, PSYCHOL CHINESE PEOP, P213; BRETT JM, 1997, NEW PERSPECTIVES INT, P75; BRISLIN RW, 1973, CROSSCULTURAL REES M; CHILD J, 2001, J INT BUS STUD, V32, P5; DAVIDSON M, 1998, ADMIN SCI QUART, V43, P154; DEVELLIS RF, 1991, SCALE DEV THEORY APP; DUTTON JE, 1993, ACAD MANAGE REV, V18, P397; DYER B, 1997, J INT BUS STUD, V28, P467; EDMONDSON A, 1999, ADMIN SCI QUART, V44, P350; EVERATT D, 1999, ALPHA GEARING SYSTEM; FARH JL, 1998, ORGAN SCI, V9, P471; FARWELL L, 1996, PERS SOC PSYCHOL B, V22, P868; FRANCIS JNP, 1991, J INT BUS STUD, V22, P403; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HSU FLK, 1971, KINSHIP CULTURE, P3; HWANG KK, 1987, AM J SOCIOL, V92, P944; KENNEDY P, 1998, GUIDE ECONOMETRICS; KIRKMAN BL, 2001, ACAD MANAGE J, V44, P557; KOTTER JP, 1985, POWER INFLUENCE FORM; KRAM KE, 1988, MENTORING WORK DEV R; LEUNG K, 1984, J PERS SOC PSYCHOL, V47, P793; LEUNG K, 1987, J PERS SOC PSYCHOL, V53, P898; LEUNG K, 1997, NEW PERSPECTIVES INT, P640; MORRIS MW, 1998, J INT BUS STUD, V29, P729; MORRIS MW, 2004, ASIAN J SOC PSYCHOL, V7, P127; MORRISON EW, 1999, ACAD MANAGE J, V42, P403; NEMETH CJ, 1989, ADV EXP SOC PSYCHOL, V22, P175; OHBUCI K, 1994, J APPL SOC PSYCHOL, V24, P1345; PENG KP, 1997, PSYCHOL METHODS, V2, P329; PORNPITAKPAN C, 1999, J INT BUS STUD, V30, P317; PORTER LW, 1968, MANAGERIAL ATTITUDES; QUANYU H, 1997, BUSINESS DECISION MA; RAHIM MA, 2000, MANAGING CONFLICT OR; SCHWARTZ SH, 1992, ADV EXP SOC PSYCHOL, V25, P1; SHENKAR O, 1987, J APPL BEHAV SCI, V23, P263; SIEGEL S, 1988, NONPARAMETRIC STAT B; TAJFEL H, 1978, DIFFERENTIATION SOCI; TINSLEY CH, 2001, ORGAN BEHAV HUM DEC, V85, P360; TJOSVOLD D, 2002, INT J CONFL MANAGE, V13, P142; TJOSVOLD D, 2003, GROUP DECIS NEGOT, V12, P243; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRUBISKY P, 1991, INT J INTERCULT REL, V15, P65; VANDYNE L, 1998, ACAD MANAGE J, V41, P108; VOLLBRECHT JL, 1997, INT J CONFL MANAGE, V8, P235; VROOM VH, 1964, WORK MOTIVATION; YANG KS, 1981, J SOC PSYCHOL, V113, P159; ZHOU J, 2001, PERS PSYCHOL, V54, P115	54	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				76	91			16	Business; Management	003XI	ISI:000234715500008
J	Luthans, F; Ibrayeva, ES			Entrepreneurial self-efficacy in Central Asian transition economies: quantitative and qualitative analyses	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	entrepreneurial efficacy; international entrepreneurship; self-efficacy; entrepreneurship in transition economies; Kazakhstan entrepreneurs; Kyrgyzstan entrepreneurs	POSITIVE ORGANIZATIONAL-BEHAVIOR; SOCIAL COGNITIVE THEORY; STRATEGIC MANAGEMENT; UNITED-STATES; PERFORMANCE; PERSPECTIVE; FIRM; TRANSFORMATION; ENVIRONMENTS; METAANALYSIS	In both quantitative and qualitative field studies, the self-efficacy of entrepreneurs in the transition economies of Kazakhstan and Kyrgyzstan is examined. Using a social cognitive framework, the complex interaction among these entrepreneurs' (N = 133) personal characteristics, environment, and self-efficacy is analyzed by structural equation modeling. Their self-efficacy was found to have a direct and mediating impact on performance. Another sample of entrepreneurs from these countries (N = 239) qualitatively assessed what they actually do in their day-to-day activities. The findings from these two studies contribute to better understanding and have implications for successful entrepreneurial practice in countries undergoing the difficult process of transition to a market economy.	Univ Nebraska, Dept Management, Lincoln, NE 68588 USA; SW State Univ, Dept Business & Publ Affairs, Marshall, MN USA	Luthans, F, Univ Nebraska, Dept Management, CBA 271,POB 880491, Lincoln, NE 68588 USA	fluthans1@unl.edu	ALDRICH HE, 1997, ENTREPRENEURSHIP 200, P377; ALDRICH HE, 1999, ORG EVOLVING; ASLUND A, 1995, RUSSIA BECAME MARKET; BANDURA A, 1977, PSYCHOL REV, V84, P191; BANDURA A, 1982, AM PSYCHOL, V37, P122; BANDURA A, 1986, SOCIAL FDN THOUGHT A; BANDURA A, 1997, SELFEFFICACY; BANDURA A, 1999, HDB PERSONALITY; BANDURA A, 2000, HDB PRINCIPLES ORG B, P120; BANDURA A, 2001, ANNU REV PSYCHOL, V52, P1; BEGLEY TM, 1987, J BUS VENTURING, V2, P79; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BOYD NG, 1994, ENTREP THEORY PRACT, V18, P63; BROCKHAUS RH, 1982, ENCY ENTREPRENEURSHI, P39; BUTTERFIELD KD, 1996, ACAD MANAGE J, V39, P1479; CAMPBELL DT, 1958, INFORM CONTR, V1, P334; CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81; CARROLL G, 2000, DEMOGRAPHY CORPORATI; CHELL E, 1991, ENTREPRENEURIAL PERS; CHURCHILL NC, 1992, STATE ART ENTREPRENE, P579; CONNOR WD, 1991, CULTURE ENTREPRENEUR, P81; COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75; DELBECQ AL, 1975, GROUP TECHNIQUES PRO; DESS GG, 1984, ADMIN SCI QUART, V29, P52; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DOWLING PJ, 1994, INT DIMENSIONS HUMAN; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; EARLEY PC, 1994, ADMIN SCI QUART, V39, P89; GARTNER WB, 1984, FRONTIERS ENTREPRENE, P496; GARTNER WB, 1988, AM J SMALL BUSINESS, V12, P11; GIST ME, 1989, PERS PSYCHOL, V42, P787; GIST ME, 1992, ACAD MANAGE REV, V17, P183; HELMER O, 1983, LOOKING GUIDE FUTURE; HERRON L, 1992, ENTREP THEORY PRACT, V2, P5; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE G, 2001, CULUTRES CONSEQUENCE; HOUSE RJ, 2004, CULTURE LEADERSHIP O; IRELAND RD, 2001, ACAD MANAGE EXEC, V15, P49; JOHNSON BR, 1990, ENTREPRENEURSHIP THE, V14, P39; JOHNSON S, 1995, STARTING E EUROPE EN; JUDD CM, 1991, RES METHODS SOCIAL R; KAPLAN D, 2000, STRUCTURAL EQUATION; KASER MX, 1995, CHALLENGES RUSSIAN E, P117; KERLING FN, 1979, BEHAV RES CONCEPTUAL; KHANDWALLA A, 1977, DESIGN ORG; KLINE RB, 1998, PRINCIPLES PRACTICE; KORNAI JX, 1995, HIGHWAY BYWAYS STUDI; KRUEGER N, 1994, ENTREP THEORY PRACT, V18, P91; LAWLER EE, 1967, J APPL PSYCHOL, V51, P369; LUTHANS F, 1982, ACAD MANAGE REV, V7, P380; LUTHANS F, 1984, LEADERS MANAGERS; LUTHANS F, 1988, REAL MANAGERS; LUTHANS F, 1993, J INT BUS STUD, V24, P741; LUTHANS F, 2000, J WORLD BUS, V35, P95; LUTHANS F, 2002, ACAD MANAGE EXEC, V16, P57; LUTHANS F, 2002, J ORGAN BEHAV, V23, P695; LUTHANS F, 2004, ORGAN DYN, V33, P143; MADDUX JE, 2002, HDB POSITIVE PSYCHOL, P277; MCCLELLAND DC, 1987, J CREATIVE BEHAV, V21, P219; MEHRABIAN A, 1978, EDUC PSYCHOL MEAS, V38, P475; MILES MB, 1984, QUALITATIVE DATA ANA; MILLER D, 1983, STRATEGIC MANAGE J, V4, P221; MINTZBERG H, 1973, NATURE MANAGERIAL WO; MOREY NC, 1984, ACAD MANAGE REV, V9, P27; MOREY NC, 1985, ACAD MANAGE REV, V10, P219; MOTT PE, 1972, CHARACTERISTICS EFFE; NAFFZIGER DW, 1995, ADV ENTREPRENEURSHIP, V2, P21; NELSON L, 1995, RADICAL REFORM YELTS; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; NORTH DC, 1990, I I CHANGE EC PERFOR; OLCOTT MB, 1996, CENTRAL ASIAS NEW ST; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2001, ACAD MANAGE EXEC, V15, P95; PUFFER SM, 1994, ACAD MANAGEMENT EXEC, V8, P41; PUFFER SM, 1999, ACAD MANAGEMENT EXEC, V13, P8; PUFFER SM, 2001, ACAD MANAGE EXEC, V15, P24; ROTTER JB, 1966, PSYCHOL MONOGRAPHS G, V80, P1; SELIGMAN MEP, 2000, AM PSYCHOL, V55, P5; SHAVER KG, 1991, ENTREP THEORY PRACT, V16, P23; SHERER M, 1982, PSYCHOL REP, V51, P663; SLEVIN DP, 1995, ADV ENTREPRENEURSHIP, V2, P40; SNYDER CR, 2002, HDB POSITIVE PSYCHOL; STAJKOVIC AD, 1997, ACAD MANAGE J, V40, P1122; STAJKOVIC AD, 1998, ORGAN DYN, V26, P62; STAJKOVIC AD, 1998, PSYCHOL BULL, V124, P240; TAYLOR M, 1997, BUSINESS CULTURES CE, P78; THORNTON GC, 1980, J APPL PSYCHOL, V65, P351; VANDEVEN AH, 1984, J MANAGE, V10, P87; VESPER KH, 1980, NEW VENTURE STRATEGI; WALCK C, 1994, ACAD MANAGEMENT EXEC, V8, P41; ZAHRA SA, 1993, ENTREP THEORY PRACT, V17, P5; ZAHRA SA, 2000, ACAD MANAGE REV, V25, P509	93	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				92	110			19	Business; Management	003XI	ISI:000234715500009
J	Tregaskis, O; Brewster, C			Converging or diverging? A comparative analysis of trends in contingent employment practice in Europe over a decade	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	convergence/divergence; institutional context; comparative HRM; contingent employment	HUMAN-RESOURCE MANAGEMENT; UNITED-STATES; MULTINATIONAL-CORPORATIONS; INSTITUTIONAL THEORY; VALUES; PATTERNS; COUNTRY; CULTURE; BRITAIN; RUSSIA	This paper makes a unique contribution to the HRM convergence/divergence debate by examining whether organisations operating in Europe, over the 10-year time period preceding 2000, are converging in their adoption of contingent employment practice. The susceptibility of contingent employment practice to both convergent and divergent pressures acts as a useful analytical lens. Data are drawn from organisations operating in Germany, Spain, Sweden, the Netherlands and the UK in 1991 (2918 organisations), 1995 (2048 organisations) and 2000 (1555 organisations). The results suggest that convergence is limited by the institutional embeddedness of organisations.	De Montfort Univ, Leicester Business Sch, Leicester LE1 9BH, Leics, England; Henley Management Coll, Henley On Thames, England	Tregaskis, O, De Montfort Univ, Leicester Business Sch, Room Bosworth House 2-20, Leicester LE1 9BH, Leics, England	otregas@dmu.ac.uk	*CEC, 1999, EMPL SOC AFF; *EIRO, 2000, IND REL EU JAP US; *EUR COMM, 1996, EMPL EUR 1995; *OECD, 2002, BAB BOSS REC WORK FA; *OECD, 2003, EMPL OUTL MOR BETT J; *OFF OFF PUBL EUR, 1996, LAB FORC SURV; ADLER N, 1997, INT DIMENSIONS ORG B; ADLER NJ, 1984, ADV INT COMP MANAGEM, V1, P31; ARGANDONA A, 1997, LABOUR MARKETS EUROP, P191; BEAN R, 1992, IND RELATIONS J, V23, P52; BREWSTER C, 1994, POLICY PRACTICE EURO; BREWSTER C, 1995, J INT BUS STUD, V26, P1; BREWSTER C, 1996, INT J HUM RESOUR MAN, V7, P585; BREWSTER C, 1997, WORKING TIME CONTRAC; BREWSTER C, 1999, RES PERS HUM RES MAN, P213; BREWSTER C, 2001, COMPORTAMENTO ORG GE, V7, P209; BRISLIN RW, 1976, TRANSLATION APPL RES; BURNHAM J, 1941, MANAGERIAL REVOLUTIO; CASEY B, 1991, FAREWELL FLEXIBILITY, P179; COUSINS C, 1999, GLOBAL TRENDS FLEXIB, P100; CRAIG CS, 1992, J INT BUS STUD, V23, P773; CROUCH C, 1997, POLITICAL EC MODERN, P1; CULPEPPER D, 1999, GERMAN SKILLS MACHIN; DACIN MT, 2002, ACAD MANAGE J, V45, P45; DANIELS K, 2001, J MANAGE STUD, V38, P1151; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DRUCKER P, 1950, NEW SOC ANATOMY IND; DUE J, 1991, IND RELATIONS J, V22, P85; ESTEVEZABE N, 2001, VARIETIES CAPITALISM, P145; FERNER A, 1998, INT J HUM RESOUR MAN, V9, P710; FERNER A, 2001, J WORLD BUS, V36, P107; FERNER A, 2004, PERSONALPOLITIK AMER, P109; FINEGOLD D, 1988, OXFORD REV ECON POL, V4, P3; GERHART B, 2000, PERS PSYCHOL, V53, P855; GIACOBBEMILLER JK, 2003, J INT BUS STUD, V34, P389; GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507; GOSPEL H, 1998, BRIT J IND RELAT, V36, P435; GRUBB D, 1993, OECD EC STUDIES, P7; GUEST DE, 1990, J MANAGE STUD, V27, P377; HALL P, 2001, VARIETIES CAPITALISM; HARBISON F, 1959, MANAGEMENT IND WORLD; HOLLINGSWORTH JR, 1997, CONT CAPITALISM EMBE, P1; HYMAN R, 1994, NEW FRONTIERS EUROPE; JACOBS A, 1992, LAW COLLECTIVE BARGA, P437; KEEP E, 1996, SCOPING PAPER WHAT M; KERR C, 1983, FUTURE IND SOC; KIDGER PJ, 1991, INT HUMAN RESOURCE M, V2, P149; KOENE B, 2004, HUMAN RESOURCE MANAG, V14, P53; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LANE C, 1989, MANAGEMENT LABOUR EU; LEE J, 2000, J INT BUS STUD, V31, P631; LUCIO MM, 2003, INT J TRAINING DEV, V7, P67; MAHON R, 1996, ECON IND DEMOCRACY, V17, P545; MARSHALL A, 1989, PRECARIOUS JOBS LABO, P17; MARULLO S, 1995, RES SERIES, V52; MAYRHOFER W, 2004, HUMAN RESOURCE MANAG, P415; MAYRHOFER W, 2005, MANAGE REV, V16, P36; MEYER JW, 1977, AM J SOCIOL, V83, P340; OLIVER C, 1992, ORGAN STUD, V13, P563; OLIVER F, 1991, CLIN EXP DERMATOL, V16, P1; OREILLY J, 1998, PARTTIME PROSPECTS P; OSTERMAN P, 1988, EMPLOYMENT FUTURES; OSULLIVAN MA, 2001, CONTESTS CORPORATE C; PIERSON P, 2000, AM POLIT SCI REV, V94, P251; POLIVKA AE, 1989, MON LABOR REV, V112, P9; POOLE M, 1986, IND RELATIONS ORIGIN; PORTER M, 1990, COMPETITIVE STRATEGY; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1997, J INT BUS STUD, V28, P177; REICO A, 1992, INT INTEGRATION LABO; RIGBY M, 2004, TRADE UNIONS DEMOCRA; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P304; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; RUBERY J, 2003, ORG EMPLOYMENT INT P, P77; SCHOMANN K, 1998, LABOUR MARKET EFFICI; SCOTT WR, 1987, ADM SCI Q, V32, P493; SCOTT WR, 2001, I ORG; SIEBERT WS, 1997, LABOUR MARKETS EUROP, P229; SLACK T, 1994, ORGAN STUD, V15, P803; SMITH C, 1995, WORK EMPLOY SOC, V9, P241; SORGE A, 1991, ORGAN STUD, V12, P161; SPARROW P, 1994, INT J HUM RESOUR MAN, V5, P267; STREECK W, 1991, KEYNESIANISM SOCIOEC, P21; TAYLOR S, 2004, KEYN SPEECH C MULT I; TOLBERT PS, 1996, HDB ORG STUDIES, P175; TOWNLEY B, 2002, ACAD MANAGE J, V45, P163; TREGASKIS O, 1997, ORGAN STUD, V18, P857; TREGASKIS O, 2001, HUMAN RESOURCE MANAG, V11, P34; TREGASKIS O, 2004, HUMAN RESOURCE MANAG, P437; VISSER J, 1992, IND RELATIONS NEW EU, P323; VONGLINOW MA, 2003, 7 C INT HUM RES MAN, P4; WEINSTEIN M, 1995, EMPLOYMENT RELATIONS, P1; WHITLEY R, 2000, DIVERGENT CAPITALISM; WHITLEY R, 2000, ORGAN STUD, V21, P855; WILLIAMSON O, 1975, MARKETS HIERARCHIES; WILLIAMSON O, 1985, EC I CAPITALISM; WOOD S, 2001, VARIETIES CAPITALISM, P247; ZILBER TB, 2002, ACAD MANAGE J, V45, P234	98	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				111	126			16	Business; Management	003XI	ISI:000234715500010
J	Park, SH; Li, SM; Tse, DK			Market liberalization and firm performance during China's economic transition	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	market liberalization; economic transition; firm performance	ORGANIZATIONAL DYNAMICS; FISCAL REFORM; PRIVATIZATION; INDUSTRY; CAPITALISM; STRATEGY; GUANXI; ORDER	This paper examines the impact of market liberalization on firm performance through institutional changes during the economic reform in China. The conceptualization focuses on the decentralization of control, ownership restructuring, and industrial policy as the primary institutional changes to implement market liberalization in China. These institutional changes affect firm performance by shaping managerial incentives, affecting transaction and agency costs, and making selective resource allocations across and within industries. Using a large-scale data set including 23,577 firms between 1992 and 1996, the study examines how market liberalization affects the profitability and productivity of Chinese firms and the relationship between ownership change and the performance of state-owned enterprises.	Samsung Econ Res Inst, CEIBS, Beijing 100022, Peoples R China; Old Dominion Univ, Dept Business Adm, Norfolk, VA USA; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China	Park, SH, Samsung Econ Res Inst, CEIBS, 22-F China Merchans Tower,118, Beijing 100022, Peoples R China	psam@ceibs.edu	2002, HUBEI DAILY     0802; *CHIN COMM PART, 1993, GUAN JIANL SHEH SHIC; *NBS, 1992, ZHONGG TONGJ NIANJ C; *WORLD BANK, 1996, WORLD DEV REP; BARNEY JB, 1996, GAINING SUSTAINING C; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BOYCKO M, 1995, PRIVATIZING RUSSIA; CHILD J, 1974, J MANAGE STUD, V11, P175; CHILD J, 2001, J INT BUS STUD, V32, P5; DAVIS L, 1971, I CHANGE AM EC GROWT; DOH JP, 2000, ACAD MANAGE REV, V25, P551; GLOBERMAN S, 1988, COLUMBIA J WORLD BUS, V23, P41; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399; JEFFERSON GH, 1994, REFORMING PROPERTY R; KORNAI J, 1980, EC SHORTAGE; KRAUS W, 1991, PRIVATE BUSINESS CHI; KWOKA JE, 1979, REV ECON STAT, V61, P101; LAWRENCE P, 1990, FACTORY WALLS; LI S, 2004, ORGAN DYN, V33, P63; LI SM, 2000, J COMP ECON, V28, P269; LI SM, 2005, J BUS RES, V58, P37; LIU Z, 1996, ZHONGGUO SHUIZHI GAI; LUO YD, 2001, STRATEGIC MANAGE J, V22, P141; NAUGHTON B, 1994, AM ECON REV, V84, P266; NEE V, 1991, ECON DEV CULT CHANGE, V39, P293; NEE V, 1992, ADMIN SCI QUART, V37, P1; NORTH DC, 1973, RISE W WORLD; NORTH DC, 1990, I I CHANGE EC PERFOR; NORTH DC, 2005, WALL STREET J   0407, A14; OI JC, 1992, WORLD POLIT, V45, P99; OLIVER F, 1991, CLIN EXP DERMATOL, V16, P1; PAN Z, 1996, CLUSTERING ANAL CHIN; PARK SH, 2001, STRATEGIC MANAGE J, V22, P455; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENROSE E, 1959, THEORY GROWTH FIRM; PU M, 1996, MARKETING CHINA; PYE LW, 1995, CHINA J, V34, P35; QIAN Y, 1995, CHINAS TRANSITION MA; RAMAMURTI R, 2000, ACAD MANAGE REV, V25, P525; RUMELT RP, 1991, STRATEGIC MANAGE J, V12, P167; SCHERER F, 1990, IND MARKET STRUCTURE; SCHMALENSEE R, 1985, AM ECON REV, V75, P341; SCOTT WR, 1995, I ORG; SMITH CS, 1997, WALL STREET J   1008, A1; SPICER A, 1999, ENTREPRENEURSHIP PRI; SUN Y, 2004, CORRUPTION MARKET CO; TAN JJ, 1994, STRATEGIC MANAGE J, V15, P1; VARIAN HR, 1996, INTERMEDIATE MICROEC; WALDER AG, 1995, AM J SOCIOL, V101, P263; WONG CPW, 1992, MOD CHINA, V18, P197; ZAHRA SA, 2000, ACAD MANAGE REV, V25, P509; ZHOU D, 2002, INT BUSINESS REV, V11, P465	53	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				127	147			21	Business; Management	003XI	ISI:000234715500011
J	Graen, G; Dharwadkar, R; Grewal, R; Wakabayashi, M			Japanese career progress: An empirical examination	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	career progress; Japan; duration models	MOBILITY; PATTERNS	This article investigates managerial career progress in a major Japanese multinational corporation over a 23-year period. We contrast our one-stage model of career progress, in which early career experiences can predict long-term career progress, with the well-accepted two-stage model of career progress, in which performance at the end of the first stage determines long-term career progress. In addition, we compare the predictions of our early screening model with those of the tournament model. Our early screening model is as good as or better than the other models in isolation or combination. Overall, we provide preliminary evidence that career progress in Japanese organizations during the high growth period of the 1970s and 1980s was perhaps more complex than shown by the two-stage career progress model that has enjoyed widespread acceptance.	Syracuse Univ, Martin J Whitman Sch Managment, Syracuse, NY 13244 USA; Univ Louisana, Lafayette, LA 70504 USA; Penn State Univ, Smeal Coll Business Adm, University Pk, PA 16802 USA; Aichi Gakuin Univ, Fac Management, Nagoya, Aichi 464, Japan	Dharwadkar, R, Syracuse Univ, Martin J Whitman Sch Managment, Syracuse, NY 13244 USA	rdharwad@syr.edu	AIKEN LS, 1991, MULTIPLE REGRESSION; ALLISON PD, 1997, SURVIVAL ANAL USING; ARIGA K, 2000, INTERNAL LABOR MARKE; BABA M, 1995, J ASIAN BUSINESS, V11, P71; BOWMAN M, 1981, ED CHOICE LABOR MARK; CHEN M, 1995, ASIAN MANAGEMENT SYS; CLARK R, 1979, JAPANESE CO; COLE RE, 1979, WORK MOBILITY PARTIC; DREHER GF, 1991, J APPL PSYCHOL, V76, P392; EVANS P, 1989, TRANSNATIONAL MANAGE, P649; EVANS P, 2002, GLOBAL CHALLENGE FRA; FORBES JB, 1987, ACAD MANAGE J, V30, P110; GRAEN GB, 2003, DEALING DIVERSITY LM, V1, P145; GREENE WH, 1993, ECONOMETRIC ANAL; ISHIDA H, 1993, SOCIAL MOBILITY CONT; KALBFLEISCH JD, 1980, STAT ANAL FAILURE TI; KIEFER NM, 1988, J ECON LIT, V26, P646; KOIKE K, 1995, EC WORK JAPAN; LINCOLN JR, 1990, CULTURE CONTROL COMM; MORITA JG, 1993, ACAD MANAGE J, V36, P1430; NAKANE C, 1970, JAPANESE SOC; ONO H, 2001, AM J EDUC, V109, P161; PUCIK V, 1989, RES PERSONNEL HUMAN, P257; ROHLEN TP, 1974, HARMONY STRENGTH JAP; ROSENBAUM JE, 1979, ADM SCI Q, V24, P220; ROSENBAUM JE, 1984, CAREER MOBILITY CORP; SHERIDAN JE, 1990, ACAD MANAGE J, V33, P578; TURNER RH, 1960, AM SOCIOL REV, V25, P855; WAKABAYASHI M, 1984, J APPL PSYCHOL, V69, P603; WAKABAYASHI M, 1988, J APPL PSYCHOL, V73, P217; YOSHINO M, 1968, JAPANS MANAGERIAL SY	31	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2006	37	1				148	161			14	Business; Management	003XI	ISI:000234715500012
J	Meyer, KE; Peng, MW			Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international business theory; Central and Eastern Europe; transaction cost theory; resource-based theory; institutional theory	INTERNATIONAL-JOINT-VENTURES; ORGANIZATIONAL LEARNING PERSPECTIVES; TRANSITION ECONOMIES; CORPORATE GOVERNANCE; UNITED-STATES; EMERGING ECONOMIES; MANAGEMENT-PRACTICES; MANAGERIAL BEHAVIOR; RUSSIAN COMPANIES; PARTNER SELECTION	Since the 1990s, Central and Eastern Europe (CEE) has provided unique societal quasi-experiments, which represent opportunities to test the applicability of existing theories in international business and management studies and to develop new ones. Specifically, three lines of theorising have been advanced: ( 1) organisational economics theories; ( 2) resource-based theories; and ( 3) institutional theories. For each of these theories, we discuss how they contribute to the understanding of key issues, such as entry strategies of foreign investors, restructuring strategies of local incumbents, and entry and growth strategies of entrepreneurs. On this basis, we assess how CEE research has influenced the overall trajectories of theory development. CEE research has in particular highlighted the importance of contextual influences such as institutions. Thus, scholars have aimed at incorporating institutions into theories ( such as organisational economics theories and resource based theories) and advancing an institution-based view of business strategy as a complementary perspective. We outline how future research in CEE and other emerging economies may advance this research agenda further.	Univ Reading, Reading RG6 6AH, Berks, England; Univ Texas, Richardson, TX USA	Meyer, KE, Univ Reading, POB 217, Reading RG6 6AH, Berks, England	k.meyer@rdg.ac.uk	AIDIS R, 2004, 723 W DAV I; ALLMENDINGER J, 1996, ADMIN SCI QUART, V41, P337; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANTALMOKOS Z, 1998, PRIVATISATION POLITI; ARDICHVILI A, 2003, ORGAN STUD, V24, P29; BARNEY J, 1991, J MANAGE, V17, P99; BATJARGAL B, 2003, ORGAN STUD, V24, P535; BELEV B, 2003, J WORLD BUS, V38, P361; BENITO GRG, 1999, SCANDINAVIAN J MANAG, V15, P213; BEVAN A, 2004, INT BUSINESS REV, V13, P43; BLASZEJEWSKI S, 2003, J WORLD BUS, V38, P65; BOERNER C, 2004, T COST EC ASSESSMENT; BOYCKO M, 1995, PRIVATIZING RUSSIA; BRIDGEWATER S, 1999, INT BUSINESS REV, V8, P99; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; BROUTHERS KD, 2003, J MANAGE STUD, V40, P1179; BROUTHERS LE, 1999, J INT BUS STUD, V30, P831; BUCK T, 1998, J MANAGE STUD, V35, P81; BUCK T, 2000, J WORLD BUS, V35, P379; 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MEYER KE, 2004, ASIA PACIFIC J MANAG, V21, P235; MICHAILOVA S, 2000, ACAD MANAGE EXEC, V14, P99; MICHAILOVA S, 2002, J WORLD BUS, V37, P180; MICHAILOVA S, 2003, EUROPEAN MANAGEMENT, V23, P509; MINBAEVA D, 2003, J INT BUS STUD, V24, P586; MUELLER SL, 1998, ACAD MANAGE J, V41, P319; MYGIND N, 2001, ACTA OECON, V51, P315; NAKOS G, 2002, ENTREP THEORY PRACT, V27, P47; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; NICKERSON JA, 2003, ADMIN SCI QUART, V48, P433; NORTH D, 1990, I I CHANGE EC PERFOR; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; PEARCE JL, 2000, ORGAN SCI, V11, P148; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2000, BUSINESS STRATEGIES; PENG MW, 2001, ACAD MANAGE EXEC, V15, P95; PENG MW, 2001, J MANAGE, V27, P803; PENG MW, 2003, ACAD MANAGE REV, V28, P275; PENG MW, 2003, J WORLD BUS, V38, P348; PENG MW, 2006, GLOBAL STRATEGY; PISSARIDES F, 2003, J COMP ECON, V31, P503; PUFFER SM, 1994, ACAD MANAGEMENT EXEC, V8, P41; PUFFER SM, 1995, CALIF MANAGE REV, V37, P29; PUFFER SM, 2001, ACAD MANAGE EXEC, V15, P24; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RAMAMURTI R, 1992, J INT BUS STUD, V23, P225; RAMAMURTI R, 2001, J INT BUS STUD, V32, P23; REYNOLDS PD, 2002, GLOBAL ENTREPRENEURS; SCOTT WR, 1995, I ORG; SORGE A, 2003, ORGAN STUD, V24, P1261; SPICER A, 2000, ACAD MANAGE REV, V25, P630; STARK D, 1996, AM J SOCIOL, V101, P993; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; SUHOMLINOVA OO, 1999, ORGAN STUD, V20, P451; SVEJNAR J, 2002, J ECON PERSPECT, V16, P3; SWAAN W, 1997, TRANSITION MARKET EC, P53; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; UHLENBRUCK K, 2004, J INT BUS STUD, V35, P109; UHLENBRUCK N, 1998, J MANAGE STUD, V35, P619; VANDERLAAR M, 2005, IN PRESS MANAGEMENT; VLACHOUTSICOS C, 2000, MANAGING ORG CHANGE; WEBER EU, 1998, MANAGE SCI, V44, P1205; WELSH DHB, 1993, ACAD MANAGE J, V36, P58; WERNER S, 2002, J INT BUS STUD, V33, P583; WERNER S, 2002, J MANAGE, V28, P277; WHITE S, 2002, ORGAN STUD, V23, P917; WHITLEY R, 1996, ORGAN STUD, V17, P397; WHITLEY R, 1998, ORGAN STUD, V19, P129; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; WILLIAMSON OE, 2000, J ECON LIT, V38, P595; WRIGHT M, 2005, J MANAGE STUD, V42, P1; ZAHRA S, 2000, ACAD MANAGE REV, V25, P525	147	9	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				600	621			22	Business; Management	982GC	ISI:000233145000002
J	Chen, XP; Li, S			Cross-national differences in cooperative decision-making in mixed-motive business contexts: the mediating effect of vertical and horizontal individualism	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cooperation; culture; decision-making; individualism	GENERAL KNOWLEDGE OVERCONFIDENCE; UNITED-STATES; CULTURAL-PERSPECTIVE; SANCTIONING SYSTEM; SOCIAL DILEMMAS; COLLECTIVISM; CHINESE; NORMS; JAPAN; RISK	Based on the institutional vs the individual view of culture and the theory of individualism-collectivism in explaining the in-group-outgoup distinction that people make in different cultures, we predicted that Chinese people would make less cooperative decisions than Australians in mixed-motive business situations in which no formal or informal sanction systems were in place. We also predicted that Chinese would be less cooperative with foreigners than with fellow Chinese when they were in a foreign territory, whereas Australians would be equally cooperative with members of both groups. Data from two cross-national experiments provided general support for these predictions. Moreover, the results of Study 2 showed that the nation effects on cooperative decision-making were mediated by individual cultural orientation on vertical and horizontal individualism. The theoretical and practical implications of these findings are discussed in the context of cross-cultural business settings.	Univ Washington, Sch Business, Dept Management & Org, Seattle, WA 98195 USA; Chinese Acad Sci, Inst Psychol, Ctr Social & Econ Behav, Beijing, Peoples R China	Chen, XP, Univ Washington, Sch Business, Dept Management & Org, Seattle, WA 98195 USA	xpchen@u.washington.edu	BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BOLLE F, 1990, J ECON PSYCHOL, V11, P69; BONTEMPO R, 1992, AUG M AC MAN LAS VEG; BUCHAN NR, 2002, AM J SOCIOL, V108, P168; CHAN KSD, 1991, THESIS U ILLINOIS; CHEN CC, 1995, ACAD MANAGE J, V38, P408; CHEN XP, 2003, ANN C AC MAN SEATTL; CHEN XP, 2004, ASIA PACIFIC J MANAG, V21, P305; CHEN YR, 1998, J PERS SOC PSYCHOL, V75, P1490; CIALDINI RB, 1990, J PERS SOC PSYCHOL, V58, P1015; COOK TD, 1979, QUASIEXPERIMENTATION; DAVIDSON AR, 1976, INT J PSYCHOL, V11, P1; DETOCQUEVILLE A, 1945, DEMOCRACY AMN; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GABRENYA WK, 1983, J CROSS CULT PSYCHOL, V14, P368; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG; HSEE CK, 1999, J BEHAV DECIS MAKING, V12, P165; HUI CH, 1988, J RES PERS, V22, P17; IYENGAR SS, 1999, J PERS SOC PSYCHOL, V76, P349; LAM SSK, 2002, ACAD MANAGE J, V45, P905; LATANE B, 1979, J PERS SOC PSYCHOL, V5, P189; LEUNG K, 1984, J PERS SOC PSYCHOL, V47, P793; LEUNG K, 1997, NEW PERSPECTIVES INT, P640; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MATSUI T, 1987, J APPL PSYCHOL, V72, P407; MILLER JG, 1984, J PERS SOC PSYCHOL, V46, P961; MORRIS MW, 1994, J PERS SOC PSYCHOL, V67, P949; OSLAND JS, 2000, ACAD MANAGE EXEC, V14, P65; PILLUTLA M, 1999, ANN C JUDGM DEC MAK; PILLUTLA MM, 1999, ORGAN BEHAV HUM DEC, V78, P81; PROBST TM, 1999, ORGAN BEHAV HUM DEC, V77, P171; ROHRMANN B, 1999, J RISK RES, V2, P219; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SINGELIS T, 1995, CROSS-CULT RES, V29, P240; SUH E, 1998, J PERS SOC PSYCHOL, V74, P482; SUH EM, 2002, J PERS SOC PSYCHOL, V83, P1378; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 2001, INT J CROSS CULTURAL, V1, P73; TROMPENAARS F, 1998, RIDING WAVES CULTURE; VANDELLO JA, 1999, J PERS SOC PSYCHOL, V77, P279; VANDEVIJVER F, 1997, METHODS DATA ANAL CR; WEBER EU, 1998, MANAGE SCI, V44, P1205; WEBER EU, 1998, ORGAN BEHAV HUM DEC, V75, P170; YAMAGISHI T, 1986, J PERS SOC PSYCHOL, V51, P110; YAMAGISHI T, 1988, J EXPT SOCIAL PSYCHO, V24, P530; YAMAGISHI T, 1988, SOC PSYCHOL QUART, V51, P265; YAMAGISHI T, 1994, MOTIV EMOTION, V18, P129; YAMAGISHI T, 2003, TRUST RECIPROCITY, P352; YATES JF, 1996, ORGAN BEHAV HUM DEC, V65, P138; YATES JF, 1997, ORGAN BEHAV HUM DEC, V70, P87; YATES JF, 1998, ORGAN BEHAV HUM DEC, V74, P89	55	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				622	636			15	Business; Management	982GC	ISI:000233145000003
J	Ling, Y; Floyd, SW; Baldridge, DC			Toward a model of issue-selling by subsidiary managers in multinational organizations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	issue-selling; cultural syndrome; multinational organization	CROSS-CULTURAL RESEARCH; INDIVIDUALISM-COLLECTIVISM; PSYCHOLOGICAL DIFFERENTIATION; STRATEGY FORMULATION; SOCIAL-PROBLEMS; UNITED-STATES; WORK GROUPS; BEHAVIOR; CONTEXT; PERFORMANCE	In multinational organizations, local market responsiveness is critical to the development of effective strategies. This responsiveness is expected to occur in part as the result of upward influence from local subsidiary managers, who represent the local culture and shift relevant priorities accordingly. Issue-selling - defined as directing top management's attention to particular issues and helping them understand such issues - is one important way in which subsidiary managers pursue upward influence. The purpose of this paper is to help multinational organizations better facilitate and exploit potentially valuable input from local subsidiary managers. To do so, we propose an acculturated view of issue-selling. More specifically, we argue that subsidiary managers socialized by different national cultures vary: ( 1) in the extent to which their intention to sell issues is influenced by various contextual cues; and ( 2) in their choice of selling strategies. These theoretical differences suggest that local subsidiary managers from different cultures will differ in the way they approach issue-selling and, in turn, in the way they influence the strategy-making process. The discussion traces the implications of this line of reasoning for future research on the influence of local subsidiary managers and, more generally, for research on the cultural embeddedness of the strategy process.	George Mason Univ, Sch Management, Fairfax, VA 22030 USA; Univ Connecticut, Sch Business, Storrs, CT USA; Oregon State Univ, Corvallis, OR 97331 USA	Ling, Y, George Mason Univ, Sch Management, Enterprise Hall,MSN 5F5, Fairfax, VA 22030 USA	yling@gmu.edu	*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1986, INT DIMENSIONS ORG B; ADLER NJ, 1986, J MANAGE, V12, P295; ASHFORD SJ, 1998, ADMIN SCI QUART, V43, P23; BANFIELD EC, 1958, MORAL BASIS BACKWARD; BARNES JH, 1984, STRATEGIC MANAGE J, V5, P129; BARRETT GV, 1967, HDB IND ORG PSYCHOL, P1639; BARTLETT C, 1998, MANAGING BORDERS; BERGER CR, 1979, LANGUAGE SOCIAL PSYC, P122; BLOOM AH, 1981, LINGUISTIC SHAPE THO; BOND MH, 1986, PSYCHOL CHINESE MIND; BOND MH, 1996, ANNU REV PSYCHOL, V47, P205; BONTEMPO R, 1992, ANN M AC MAN LAS VEG; BRETT JM, 1998, ACAD MANAGE J, V41, P495; BURGELMAN RA, 1994, ADMIN SCI QUART, V39, P24; CALLISTER RR, 1999, ACAD MANAGE J, V42, P429; CALORI R, 2000, DYNAMICS INT COMPETI; CHAN DKS, 1996, INT J PSYCHOL, V31, P1; CHEN CC, 1997, J CROSS CULT PSYCHOL, V28, P44; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; CHILD J, 1981, RES ORGAN BEHAV, V3, P303; COX TH, 1991, ACAD MANAGE J, V34, P827; CYERT RM, 1963, BEHAV THEORY FIRM; DAVIDSON AR, 1976, INT J PSYCHOL, V11, P1; DAWSON JLM, 1971, J CROSS CULTURAL PSY, V2, P1; DELUQUE MFS, 2000, ACAD MANAGE REV, V25, P829; DESS GG, 1987, ACAD MANAGE REV, V12, P313; DESS GG, 1987, STRATEGIC MANAGE J, V8, P259; DEVOS GA, 1990, STATUS INEQUALITY SE; DUTTON JE, 1993, ACAD MANAGE REV, V18, P397; DUTTON JE, 1997, STRATEGIC MANAGE J, V18, P407; DUTTON JE, 2001, ACAD MANAGE J, V44, P716; DUTTON JE, 2002, ORGAN SCI, V13, P355; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EARLEY PC, 1989, GROUP ORGAN STUD, V14, P161; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; EARLEY PC, 1997, FACT HARMONY SOCIAL; EARLEY PC, 1997, NEW PERSPECTIVES INT; EARLEY PC, 1998, J MANAGE, V24, P265; FLOYD SW, 1992, STRATEGIC MANAGE J, V13, P153; FLOYD SW, 2000, ACAD MANAGE REV, V25, P154; FREDRICKSON JW, 1984, ACAD MANAGE J, V27, P445; GIBSON CB, 1999, ACAD MANAGE J, V42, P138; GRAHAM JW, 1986, RES ORGAN BEHAV, V8, P1; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GRIFFIN MA, 1997, J ORGAN BEHAV, V18, P731; GRUENFELD LW, 1975, INT J PSYCHOL, V10, P27; GUDYKUNST WB, 1983, COMMUNICATION Q, V33, P236; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAIRE M, 1966, MANAGERIAL THINKING; HALL ET, 1976, CULTURE; HART SL, 1992, ACAD MANAGE REV, V17, P327; HILGARTNER S, 1988, AM J SOCIOL, V94, P53; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOFSTEDE G, 1999, ORGAN DYN, V28, P34; HUI CH, 1988, J RES PERS, V22, P17; JOHNSON JD, 1996, INFORM SEEKING ORG D; KANTER RM, 1983, CHANGE MASTERS; KEDIA BL, 1988, ACAD MANAGE REV, V13, P559; KELLERMANNS F, 2003, THESIS U CONNECTICUT; KIM U, 1994, INDIVIDUALISM COLLEC, P1; KLUCKHOHN F, 1961, VARIATIONS VALUE ORI; KROEBER AL, 1952, CULTURE CRITICAL REV; LANT TK, 1992, STRATEGIC MANAGE J, V13, P585; LEUNG K, 1988, CROSS CULTURAL CHALL, P218; LEUNG K, 1997, NEW PERSPECTIVES INT, P640; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; LYTLE AL, 1995, RES ORGAN BEHAV, V17, P167; MARCH JG, 1958, ORGANIZATIONS; MARCH JG, 1991, ORGAN SCI, V2, P71; MARX K, 2004, INNOVATING STRATEGY, P135; MEZIAS SJ, 1999, J MANAGE INQUIRY, V8, P323; MINTZBERG H, 1978, MANAGE SCI, V24, P934; MORRIS C, 1956, VARIETIES HUMAN VALU; OHBUCI K, 1994, J APPL SOC PSYCHOL, V24, P1345; OREILLY C, 1989, CALIF MANAGE REV, V31, P9; OSLAND JS, 2000, ACAD MANAGE EXEC, V14, P65; PARSONS T, 1951, GEN THEORY ACTION; PELTO PJ, 1968, TRANSACTION      APR, P37; PETTIGREW AM, 1973, POLITICS ORG DECISON; REDDING SG, 1980, J MANAGE STUD, V17, P127; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SARNOFF I, 1966, SOC TEARS; SCHWARTZ SH, 1990, J CROSS CULT PSYCHOL, V21, P139; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, P1; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SINGELIS T, 1995, CROSS-CULT RES, V29, P240; STARBUCK WH, 1988, EXECUTIVE EFFECT CON, P35; STARBUCK WH, 1988, J MANAGE STUD, V25, P319; TINGTOOMEY S, 1988, THEORIES INTERCULTUR, P213; TINGTOOMEY S, 1991, INT J CONFL MANAGE, V2, P275; TRIANDIS HC, 1982, INT STUDIES MANAGEME, V12, P139; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TRIANDIS HC, 1990, NEBRASKA S MOTIVATIO, V37, P41; TRIANDIS HC, 1993, CROSS-CULT RES, V27, P155; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 1996, AM PSYCHOL, V51, P407; TROMPENAARS F, 1993, RIDING WAVES CULTURE; WAGNER JA, 1986, GROUP ORGAN STUD, V11, P280; WEICK KE, 1984, AM PSYCHOL, V39, P40; WITKIN HA, 1975, J CROSS CULTURAL PSY, V6, P4; WITKIN HA, 1979, J PERS SOC PSYCHOL, V37, P1127; WOOLDRIDGE B, 1990, STRATEGIC MANAGE J, V11, P231	105	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				637	654			18	Business; Management	982GC	ISI:000233145000004
J	Venaik, S; Midgley, DF; Devinney, TM			Dual paths to performance: the impact of global pressures on MNC subsidiary conduct and performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	learning; innovation; performance	INTEGRATION-RESPONSIVENESS FRAMEWORK; MULTINATIONAL-CORPORATIONS; COMPETITIVE ADVANTAGE; EMPIRICAL-EXAMINATION; STRATEGIC MANAGEMENT; ECONOMIC-GEOGRAPHY; MARKET ORIENTATION; INNOVATION; FIRM; KNOWLEDGE	Over the last decade, the international business literature has placed ever-greater emphasis on the role that learning and innovation play in determining multinational and multinational subsidiary performance. The present research seeks to understand the organizational paths leading to such desirable outcomes as greater learning, increased innovation and improved performance. Using a model tested with data collected through a survey of managers in subsidiaries of multinational firms, we find dual, independent paths to improved performance - one through networking and inter-unit learning and the other through subsidiary autonomy and innovation. A particular feature of these findings is that they can be shown to be robust after controlling for a wide range of environmental pressures and firm and industry factors. However, in the absence of environmental controls the dual path finding is rejected. These conflicting findings support the imperative to test models that include a diverse range of environmental pressures so that the true effects of organizational factors on learning, innovation and performance can be identified.	INSEAD, F-77305 Fontainebleau, France; Univ Queensland, UQ Business Sch, Brisbane, Qld, Australia; Australian Grad Sch Management, Sydney, NSW, Australia	Midgley, DF, INSEAD, Blvd Constance, F-77305 Fontainebleau, France	david.midgley@insead.edu	ALDRICH HE, 1976, ANNU REV SOCIOL, V2, P79; ANDERSON NR, 1993, INT REV IND ORG PSYC, V8, P1; BANBURY CM, 1995, STRATEGIC MANAGE J, V16, P161; BARCLAY D, 1995, TECHNOLOGY STUDIES, V2, P285; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BARTLETT CA, 1989, MANAGING BORDERS TRA; BARTLETT CA, 1991, STRATEGIC MANAGE J, V12, P5; BARTLETT CA, 1998, PLANNING REV, V26, P34; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BOLLEN K, 1991, PSYCHOL BULL, V110, P305; BOLLEN KA, 2000, PSYCHOL METHODS, V5, P3; BOWMAN EH, 2001, STRATEGIC MANAGE J, V22, P1; CAMERON KS, 1983, ORG EFFECTIVENESS CO, P261; CHANEY P, 1991, J BUS, V61, P573; CHARAN R, 1993, LEARNING IMPERATIVE, P111; CHIN WC, 2001, USER MANUAL PLS GRAP; CHIN WW, 1996, P 17 INT C INF SYST, P21; COLLINS BE, 1964, SOCIAL PSYCHOL GROUP; DAMANPOUR F, 1984, ADMIN SCI QUART, V29, P392; DEVINNEY TM, 2000, ORGAN SCI, V11, P674; DRUCKER PF, 1993, LEARNING IMPERATIVE, P3; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EDY C, 1999, AM DEMOGR, V21, P47; EGELHOFF WG, 1988, ORG MULTINATIONAL EN; FAYERWEATHER J, 1969, INT BUSINESS MANAGEM; GEROSKI P, 1993, RAND J ECON, V24, P198; GHOSHAL S, 1994, MANAGE SCI, V40, P96; GOODMAN PS, 1998, MIS QUART, V22, P417; GUISINGER S, 2001, INT J EC BUSINESS, V8, P257; GUPTA A, 1994, INT BUSINESS REV, V3, P443; HARZING AW, 2002, STRATEGIC MANAGE J, V23, P211; HARZING AWK, 1997, INT BUSINESS REV, V6, P641; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HOWARD R, 1993, LEARNING IMPERATIVE; HOWELLS JRL, 2002, URBAN STUD, V39, P871; HURLEY RF, 1998, J MARKETING, V62, P42; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JARVIS CB, 2003, J CONSUM RES, V30, P199; JOHANSSON JK, 1994, STRATEGIC MANAGE J, V15, P579; JOHNSON JH, 1995, J INT BUS STUD, V26, P621; KASHANI K, 1989, HARVARD BUS REV, V67, P91; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAWRENCE PR, 1967, MANAGING DIFFERENTIA; LEAMER EE, 2001, J INT BUS STUD, V32, P641; MARCH JG, 1991, ORGAN SCI, V2, P71; MAURI AJ, 1998, STRATEGIC MANAGE J, V19, P211; MCGRATH RG, 2001, ACAD MANAGE J, V44, P118; NEFF J, 1999, ADVERTISING AGE, V70, P28; NOHRIA N, 1989, STRATEGIC MANAGEMENT, V10, P323; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; NONAKA I, 1994, ORGAN SCI, V5, P1; NONAKA I, 1995, KNOWLEDGE CREATING C; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PODSAKOFF PM, 2003, J APPL PSYCHOL, V88, P879; POLLACK J, 1999, ADVERTISING AGE, V70, P141; PORTER ME, 1981, ACAD MANAGE REV, V6, P609; PORTER ME, 1990, HARVARD BUS REV, V68, P73; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1990, J INT BUS STUD, V21, P541; RUGMAN AM, 2004, J INT BUS STUD, V35, P3; SALANCIK GR, 1995, ADMIN SCI QUART, V40, P345; SCHERER FM, 1996, IND STRUCTURE STRATE; SCHULZ M, 2001, ACAD MANAGE J, V44, P661; SLATER SF, 1995, J MARKETING, V59, P63; SONI PK, 1993, INT J RES MARK, V10, P365; STASSER G, 1999, SHARED COGNITION ORG, P49; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TAGGART JH, 1997, J INT BUS STUD, V28, P51; TAGGART JH, 1998, STRATEGIC MANAGE J, V19, P663; TSAI WP, 2001, ACAD MANAGE J, V44, P996; VANDEVEN AH, 1976, ACAD MANAGE REV, V1, P64; VENAIK S, 2004, CREATING VALUE INT S, P130; VENAIK S, 2004, MANAGE INT REV, V44, P15; VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801; WHITE RE, 1984, BUSINESS Q, V49, P59; ZANFEI A, 2000, CAMBRIDGE J ECON, V24, P515	83	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				655	675			21	Business; Management	982GC	ISI:000233145000005
J	Frost, TS; Zhou, CH			R&D co-practice and 'reverse' knowledge integration in multinational firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	multinational; knowledge flows; innovation	FOREIGN SUBSIDIARIES; ABSORPTIVE-CAPACITY; TECHNOLOGY-TRANSFER; CORPORATIONS; ORGANIZATION; INNOVATION; NETWORKS; ACQUISITIONS; PERSPECTIVE; ENTRY	This paper contributes to the developing literature on the management of distributed innovation in multinational firms. We focus on a specific organizational mechanism, R& D co-practice, which we believe is an important facilitator of knowledge integration in multinationals with global innovation strategies. In our formulation, R& D co-practice ( joint technical activities between units) increases levels of absorptive capacity and social capital among participating units, thus increasing the likelihood that they will share knowledge at future time periods. We find strong support for this hypothesis through an empirical analysis of 'reverse' ( subsidiary to headquarters) knowledge integration in two sectors - automotive and pharmaceuticals - over a 21-year period.	Univ Western Ontario, Richard Ivey Sch Business, London, ON N6A 2K1, Canada; Peking Univ, Guanghua Sch Management, Beijing, Peoples R China	Frost, TS, Univ Western Ontario, Richard Ivey Sch Business, London, ON N6A 2K1, Canada	tfrost@ivey.uwo.ca	ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARTLETT CA, 1989, MANAGING ACROSS BORD; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BRESMAN H, 1999, J INT BUS STUD, V30, P439; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CANTWELL JA, 1999, MANAGE INT REV, V39, P123; COCKBURN IM, 1998, J IND ECON, V46, P157; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DEMEYER A, 1993, RES TECHNOL MANAGE, V36, P42; FEINBERG SE, 2004, STRATEGIC MANAGE J, V25, P823; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; FROST TS, 2002, STRATEGIC MANAGE J, V23, P997; GRILICHES Z, 1990, J ECON LIT, V28, P1661; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAKANSON L, 2001, MANAGE INT REV, V41, P395; HANSEN MT, 1999, ADMIN SCI QUART, V44, P82; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HOFSTEDE G, 1980, ORGAN DYN, V9, P42; JAFFE AB, 1993, Q J ECON, V63, P577; JAFFE AB, 1998, J IND ECON, V46, P183; JEMISON DB, 1986, HARVARD BUS REV, V64, P107; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1992, ORGAN SCI, V3, P383; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; MCEVILY SK, 2004, STRATEGIC MANAGE J, V25, P713; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; PATEL P, 1991, J INT BUS STUD, V22, P121; RONSTADT RC, 1977, R D ABROAD US MULTIN; SABEL C, 1993, HDB EC SOCIOLOGY, P136; SCHRADER S, 1991, RES POLICY, V20, P153; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TEECE DJ, 1977, ECON J, V87, P242; TRATJENBERG M, 1990, RAND J ECON, V21, P172; TSAI WP, 1998, ACAD MANAGE J, V41, P464; TSAI WP, 2000, STRATEGIC MANAGE J, V21, P925; UZZI B, 1997, ADMIN SCI QUART, V42, P35; WESTNEY DE, 1993, R&D MANAGE, V23, P171; ZANDER I, 1999, RES POLICY, V28, P195; ZANDER U, 1995, ORGAN SCI, V6, P1; ZHOU C, 2003, INTEGRATION GLOBALLY	43	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				676	687			12	Business; Management	982GC	ISI:000233145000006
J	Meschi, PX			Stock market valuation of joint venture sell-offs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	joint venture sell-off; stock market valuation; resource-based view	STRATEGIC ALLIANCES; SHAREHOLDER WEALTH; ASSET SALES; COMPETITIVE ADVANTAGE; TRANSACTION COST; PERFORMANCE; ANNOUNCEMENTS; COOPERATION; MANAGEMENT; DIVESTITURE	This article examines the stock market performance implications of joint venture (JV) partner sell-offs using a resource-based view and an event study methodology. More specifically, it proposes hypotheses putting into evidence the stock market valuation of different reasons for JV sell-offs (refocusing of a business, debt reduction, and JV failure). Abnormal returns (ARs) from JV sell-offs are estimated for a sample of 151 European selling partners. First, the results show that stock market reactions observed around the date of announcement are significant and positive. This finding is consistent with that of finance research literature on stock market reactions to ordinary asset sales. This leads us to discount the idea that stock markets place a specific valuation on JV sell-offs. Second, the results indicate that the reasons for JV sell-offs are a determinant of ARs of selling partners.	Univ Aix Marseille 2, Ecole Management, Euromed Marseille, F-13288 Marseille, France	Meschi, PX, Univ Aix Marseille 2, Ecole Management, Euromed Marseille, Domaine Luminy, F-13288 Marseille, France	pxmeschi@univ-aix.fr	AFSHAR KA, 1992, J BANK FINANC, V16, P115; ALEXANDER GJ, 1984, J FINANC, V39, P503; ARINO A, 1998, ORGAN SCI, V9, P306; BARNEY J, 1991, J MANAGE, V17, P99; BARNEY JB, 2001, ACAD MANAGE REV, V26, P41; BEAMISH P, 1990, MANAGE INT REV, V30, P87; BOUDREAUX K, 1975, J FINANCIAL QUANTITA, V10, P619; BROWN SJ, 1985, J FINANC ECON, V14, P1; CADIOU C, 1988, ANAL FINANCIERE, P79; CHAN SH, 1997, J FINANC ECON, V46, P199; CHENG LT, 1993, J BUSINESS ACCOUNTIN, V20, P599; DAS S, 1998, ACAD MANAGE J, V41, P27; DATTA S, 1996, J FINANC RES, V19, P41; DENNING KC, 1988, ACCOUNTING BUSINESS, V19, P32; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; ECKBO BE, 1986, J FINANC ECON, V15, P119; FAMA EF, 1969, INT ECON REV, V10, P1; FINNERTY JE, 1986, MANAGE INT REV, V26, P14; FRANKO L, 1971, JOINT VENTURE SURVIV; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GLEASON K, 2000, INT REV FINANCIAL AN, V9, P5; GOMESCASSERES B, 1987, COLUMBIA J WORLD BUS, V22, P97; GRANT RM, 1991, CALIF MANAGE REV, V33, P114; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HEARTH D, 1984, FINANC MANAGE, V13, P10; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HITE GL, 1987, J FINANC ECON, V18, P229; JAIN PC, 1985, J FINANC, V40, P209; JOHN K, 1995, J FINANC ECON, V37, P105; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1991, MANAGE SCI, V37, P1; KOH J, 1991, ACAD MANAGE J, V34, P869; LASFER MA, 1996, FINANC MANAGE, V25, P57; LEE I, 1990, FINANCIAL REV, V25, P641; MACCONNELL J, 1985, J FINANC, V40, P519; MACWILLIAMS A, 1997, ACAD MANAGE J, V40, P626; MARKIDES CC, 1992, ACAD MANAGE J, V35, P398; MERCHANT H, 2000, STRATEGIC MANAGE J, V21, P723; MESCHI PX, 1997, HUM RELAT, V50, P211; PANGARKAR N, 2003, LONG RANGE PLANN, V36, P69; PARK SH, 1996, MANAGE SCI, V42, P875; PASHLEY MM, 1993, APPL FINANCIAL EC, V3, P39; PEARCE RJ, 1997, ACAD MANAGE REV, V22, P203; PENROSE E, 1959, THEORY GROWTH FIRM; PFEFFER J, 1976, ANTITRUST B, V21, P315; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79; REUER J, 1997, SHAREHOLDER WEALTH E; REUER JJ, 2000, J INT BUS STUD, V31, P1; REUER JJ, 2001, STRATEGIC MANAGE J, V22, P27; ROSENFELD JD, 1984, J FINANC, V39, P1437; ROY L, 1997, MIDATLANTIC J BUSINE, V33, P219; SENTIS P, 1996, BANQUE MARCHES, V21, P26; SICHERMAN NW, 1992, FINANC MANAGE, V21, P119; TEHRANIAN H, 1987, J FINANC, V42, P933; TSANG EWK, 2000, ORGAN STUD, V21, P215; WERNERFELT B, 1984, STRATEGIC MANAGEMENT, V5, P71; ZEIRA Y, 1990, MANAGE INT REV, V30, P7	58	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				688	700			13	Business; Management	982GC	ISI:000233145000007
J	Beaulieu, MC; Cosset, JC; Essaddam, N			The impact of political risk on the volatility of stock returns: the case of Canada	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	political risk; stock market volatility; firm exposure	FOREIGN DIRECT-INVESTMENT; DEVELOPING-COUNTRIES; EMERGING MARKET; EXCHANGE-RATES; BOND SPREADS; INSTABILITY; US; UNCERTAINTY; PRICE; TIME	This paper examines the impact of political risk in Canada on the volatility of stock returns. Our results suggest that political news associated with the possible separation of Quebec from Canada plays an important role in the volatility of stock returns. However, our evidence indicates that investors do not require a risk premium, supporting the idea that political risk is diversifiable. We also show that stock return volatility varies with the degree of a firm's exposure to political risk, namely, the structure of assets and the extent of foreign involvement, which indicates that firms most exposed to political risk bear the burden of diversification.	HEC Montreal, Serv Enseignement Affaires Int, Montreal, PQ H3T 2A7, Canada; Univ Laval, Fac Sci Adm, Laval, PQ, Canada; Royal Mil Coll Canada, Dept Business Adm, Kingston, ON, Canada	Cosset, JC, HEC Montreal, Serv Enseignement Affaires Int, Montreal, PQ H3T 2A7, Canada	jean-claude.cosset@hec.ca	AGGARWAL R, 1999, J FINANC QUANT ANAL, V34, P33; ALESINA A, 1996, EUR ECON REV, V40, P1203; ALTUG S, 2000, 2405 CTR EC POL RES; BAILEY W, 1995, J FINANC QUANT ANAL, V30, P541; BAILLIE RT, 1989, J BUS ECON STAT, V7, P297; BEAULIEU MC, 1998, J EMPIRICAL FINANCE, V5, P177; BENNETT PD, 1972, J MARKETING RES, V9, P182; BITTLINGMAYER G, 1998, J FINANC, V53, P2243; BLOCK SA, 2003, 575 WDI U MICH; BLOCK SA, 2004, J INT MONEY FINANC, V23, P917; BOLLERSLEV T, 1986, J ECONOMETRICS, V31, P307; BOLLERSLEV T, 1992, ECONOMETRIC REV, V11, P143; BOUCHARD L, 1994, CANADIAN SPEECHES IS, V8, P29; BRADA J, 2003, EFFECTS TRANSITION P; BURNETT MM, 1994, J VISUAL LANG COMPUT, V5, P1; BUSSIERE M, 1999, WP9946 INT MON FUND; BUTLER KC, 1998, J INT BUS STUD, V29, P599; CAMPBELL JY, 1999, NBER WORKING PAPER, V7144; CAMPOS NF, 2002, J DEV ECON, V67, P157; CAMPOS NF, 2003, ECONOMICA, V70, P533; CARMIGNANI F, 2003, J ECON SURV, V17, P1; CHANG J, 1996, OSTEOARTHR CARTILAGE, V4, P275; CHERIAN JA, 2001, J INT ECON, V55, P359; CHO HJ, 2003, POLITICAL RISK LABOR; CITRON JT, 1987, J DEV ECON, V25, P385; DEICHMANN JI, 2003, EASTERN EUR ECON, V41, P5; DELIOS A, 2003, J INT BUS STUD, V34, P227; DIELMAN TE, 1984, J FINANC QUANT ANAL, V19, P197; ENGLE R, 2004, AM ECON REV, V94, P405; ENGLE RF, 1982, ECONOMETRICA, V50, P987; ENGLE RF, 1995, ECONOMET THEOR, V11, P122; FIELDING D, 2003, ECONOMICA, V70, P159; FRENCH KR, 1980, J FINANC ECON, V8, P55; GLOBERMAN S, 2003, J INT BUS STUD, V34, P19; GLOSTEN LR, 1993, J FINANC, V48, P1779; GOLDSTEIN G, 1995, INT J REHABILITATION, V1, P25; HABIB M, 2002, J INT BUS STUD, V33, P291; HENISZ WJ, 2002, POLITICS INT INVESTM; JANAKIRAMANAN S, 2002, INT VENTURES POLITIC; JORION P, 1999, J FINANC, V54, P953; KAROLYI GA, 1995, J BUS ECON STAT, V13, P11; KAROLYI GA, 1996, J FINANC, V51, P951; KETKAR SL, 1989, CONTEMP POLICY ISSUE, V7, P11; KIM HY, 2001, J INT MONEY FINANC, V20, P1003; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOGUT B, 1996, REV ECON STAT, V78, P221; KRONER KF, 1998, REV FINANC STUD, V11, P817; KUTAN AM, 1993, APPL ECON, V25, P757; KUTAN AM, 1995, OPEN ECON REV, V6, P225; KUTAN AM, 2002, 402 CASS BUS SCH EM; LJUNG GM, 1978, BIOMETRIKA, V65, P297; LO AW, 1990, J ECONOMETRICS, V45, P181; LOTHIAN JR, 1991, J INT MONEY FINANC S, V10, P1; MACKINLAY AC, 1997, J ECON LIT, V35, P13; MCCURDY TH, 1992, REV FINANC STUD, V5, P65; MCNAMARA G, 2000, J INT BUS STUD, V31, P337; MELVIN M, 1996, OXFORD ECON PAP, V48, P329; MICHAELY R, 1995, J FINANC, V50, P573; MINOR MS, 1994, J INT BUS STUD, V25, P177; MORCK R, 1991, J BUS, V64, P165; MORGAN IG, 1992, TIME SERIES FUTURES; MYERS SC, 1977, J FINANC ECON, V5, P147; NEWEY WK, 1985, ECONOMETRICA, V53, P1047; NIEDERHOFFER V, 1971, J BUS, V44, P193; NORMANDIN M, 2004, CAN J ECON, V37, P1021; PANTZALIS C, 2001, J INT BUS STUD, V32, P133; PHILLIPSPATRICK FJ, 1989, J BANK FINANC, V13, P651; SCHWERT GW, 1989, J FINANC, V44, P1115; SINGH H, 1995, 1531 WORLD BANK; STOLL HR, 1990, J FINANCIAL QUANTITA, V25, P444; VAALER PM, 2005, J INT BUS STUD, V36, P62; WELLS LT, 1998, MANAGING INT POLITIC; WILLARD KL, 1996, AM ECON REV, V86, P1001	73	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2005	36	6				701	718			18	Business; Management	982GC	ISI:000233145000008
J	Baker, T; Gedajlovic, E; Lubatkin, M			A framework for comparing entrepreneurship processes across nations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	entrepreneurship; comparative; stratification	BUSINESS GROUPS; COMPETITIVE ADVANTAGE; EMERGING MARKETS; INCOME INEQUALITY; FIRMS; ORGANIZATIONS; PERSPECTIVE; GOVERNANCE; KNOWLEDGE; POLICY	Shane and Venkataraman's Discovery, Evaluation and Exploitation entrepreneurship framework ignores issues central to comparative international entrepreneurship (IE) because of unnecessarily under-socialized assumptions regarding entrepreneurial opportunities and the individuals who discover them. To better promote comparative IE research, we develop a Comparative Discovery, Evaluation and Exploitation framework (CDEE), which takes as a starting point that individuals motivated by diverse goals enact market opportunities in a variety of social settings. Building on this characterization, the paper explores how and why processes of opportunity discovery, evaluation and exploitation vary across and within nations, as well as the implications of these differences.	Univ Connecticut, Sch Business, Storrs, CT 06269 USA; Univ Connecticut, Sch Business, Storrs, CT USA; Univ Connecticut, EM Lyon, Storrs, CT USA	Baker, T, Univ Connecticut, Sch Business, 2100 Hillside Rd, Storrs, CT 06269 USA	baker.ted@comcast.net	*GEM, 2000, EX REP GLOB ENTR MON; AGEEV AI, 1995, SMALL BUS ECON, V7, P365; ALDRICH HE, 1976, ANNU REV SOCIOL, V2, P79; ALDRICH HE, 1990, ANNU REV SOCIOL, V16, P111; ALDRICH HE, 1999, ORG EVOLVING; AMIT R, 1995, J BUS VENTURING, V10, P95; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BAKER T, 1996, BOUNDARYLESS CAREER, P132; BAKER T, 2003, RES POLICY, V32, P255; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 1991, J MANAGE, V17, P99; BEGLEY TM, 2001, J INT BUS STUD, V32, P537; BIANCHI P, 1992, PATHWAYS IND REGIONA, P303; BRONSON P, 1999, NUDIST LATE SHIFT; BRUSH CG, 1992, ENTREP THEORY PRACT, V16, P5; BUSENITZ LW, 2000, ACAD MANAGE J, V43, P994; CARNEY M, 1998, ASIA PAC J MANAGE, V15, P137; CARNEY M, 2002, J MANAGE STUD, V39, P123; CARNEY M, 2002, ORGAN STUD, V23, P1; CHASE WG, 1973, VISUAL INFORMATION P, P215; CLAESSENS S, 1999, EXPROPRIATION MINORI; CYERT RM, 1963, BEHAV THEORY FIRM; DAVIS K, 2001, LAW POLY INT BUS, V32, P331; DEARBORN DC, 1958, SOCIOMETRY, V21, P144; DEJONG HW, 1995, REV IND ORGAN, V10, P399; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DURKHEIM E, 1949, DIVISION LAB SOC; ECKHARDT JT, 2003, J MANAGE, V29, P333; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GEDAJLOVIC E, 2004, J MANAGE STUD, V41, P899; GEORGE G, 2000, ACAD MANAGE REV, V25, P620; GHEMAWAT P, 1998, J IND ECON, V46, P35; GOMPERS PA, 1995, J FINANC, V50, P1461; GRUSKY DB, 1994, CLASS RACE GENDER SO, P3; HAMILTON GG, 1988, AM J SOCIOL, V94, P52; HANNAN MT, 1977, AM J SOCIOL, V82, P929; HARRISON B, 1994, LEAN MEAN CHANGING L; HAYEK FA, 1945, AM ECON REV, V35, P519; HELLMANN T, 1998, RAND J ECON, V29, P57; HITE JM, 2001, STRATEGIC MANAGE J, V22, P275; HUMPHREY J, 1996, WORLD DEV, V24, P1859; HYMER SH, 1976, INT OPERATION NATL F; JENSEN MC, 1989, HARVARD BUS REV, V67, P61; KAHNEMAN D, 1979, ECONOMETRICA, V47, P263; KALLEBERG AL, 1987, WORK IND STRUCTURE M; KHANNA T, 1997, HARVARD BUS REV, V75, P41; KHANNA T, 1999, J ECON MANAGE STRAT, V8, P271; KHANNA T, 2000, ACAD MANAGE J, V43, P268; KHANNA T, 2001, STRATEGIC MANAGE J, V22, P45; KIRZNER I, 1997, J ECON LIT, V35, P65; KIRZNER IM, 1973, COMPETITION ENTREPRE; KIRZNER IM, 2000, DRIVING FORCE MARKET; KUNOVICH RM, 2002, SOCIOL QUART, V43, P185; KUZNETS S, 1955, AM ECON REV, V45, P1; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LENSKI GE, 1966, POWER PRIVILEGE THEO; LERNER J, 1995, J FINANC, V50, P301; LEWIS M, 1998, SLATE MAGAZINE; LUBATKIN M, IN PRESS J ORG BEHAV; MARSHALL A, 1920, PRINCIPLES EC; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCDOUGALL PP, 2003, SOME FUNDAMENTAL ISS; MCVEY R, 1992, SE ASIAN CAPITALISTS, P7; MELKAS H, 1997, INT LABOUR REV, V136, P341; MILES RE, 1986, CALIF MANAGE REV, V28, P62; MILGROM P, 1992, EC ORG MANAGEMENT; NAHAPIET J, 1998, ACAD MANAGE REV, V23, P242; NEWELL A, 1972, HUMAN PROBLEM SOLVIN; NIELSEN F, 1995, AM SOCIOL REV, V60, P674; OKANO KI, 1994, B MENNINGER CLIN, V58, P325; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179; PFEFFER J, 1978, EXTERNAL CONTROL ORG; POLLOCK TG, 2004, ACAD MANAGE REV, V29, P50; PORTER ME, 1990, COMPETITIVE ADV NATI; POUDER R, 1996, ACAD MANAGE REV, V21, P1192; REDDING SG, 1990, SPIRIT CHINESE CAPIT; REYNOLDS PD, 2003, GEM 2003 EXECUTIVE R; ROWLEY T, 2000, STRATEGIC MANAGE J, V21, P369; RUMELT RP, 1982, STRATEGIC MANAGE J, V3, P359; SAHLMAN W, 1988, J APPLIED CORPORATE, V1, P23; SAXENIAN A, 1994, REGIONAL ADV CULTURE, V128; SCHEINBERG S, 1988, 8 ANN BABS COLL ENTR; SCHULZE WS, 2003, J BUS VENTURING, V18, P473; SCHUMPETER JA, 1934, THEORY EC DEV INQUIR; SCOTT AJ, 1996, FUTURES, V28, P391; SHANE S, 2000, ACAD MANAGE REV, V25, P217; SHANE S, 2000, ORGAN SCI, V11, P448; SMALLBONE D, 1999, IDENTIFYING SUPPORT; SMALLBONE D, 2001, SMALL BUS ECON, V16, P249; SMITH A, 1994, WEALTH NATIONS; SMITH RA, 2002, ANNU REV SOCIOL, V28, P509; STINCHCOMBE AL, 1965, HDB ORG, P142; SUCHMAN MC, 1995, ACAD MANAGE REV, V20, P571; TEECE DJ, 1986, RES POLICY, V15, P285; VENKATARAMAN S, 1997, ADV ENTREPRENEURSHIP, V3, P119; VERNON R, 1966, Q J ECON, V80, P190; WALDER AG, 2002, AM SOCIOL REV, V67, P231; WALLERSTEIN IM, 1974, MODERN WORLD SYSTEM; WEBER M, 1978, EC SOC; WEICK KE, 1995, SENSEMAKING ORG; WEIDENBAUM M, 1996, BAMBOO NETWORK EXPAR; WHITLEY RD, 1999, DIVERGENT CAPITALISM; ZAHRA S, 2001, ACAD MANAGE REV, V26, P8; ZAHRA SA, 2002, STRATEGIC ENTREPRENE, P255; ZAHRA SA, 2004, J MANAGE STUD, V41, P885	106	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				492	504			13	Business; Management	956IS	ISI:000231294000002
J	Gong, YP; Shenkar, O; Luo, YD; Nyaw, MK			Human resources and international joint venture performance: a system perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	human resources; international joint venture; general systems theory	COMPETITIVE ADVANTAGE; COOPERATIVE VENTURES; BARGAINING POWER; ROLE-CONFLICT; MANAGEMENT; CHINA; EXPLANATIONS; AMBIGUITY; ISSUES	Building on general systems theory, we argue that the multi-system nature of the international joint venture (IJV) drives two distinct but inter-related sets of human resource (HR) issues: a set whose core is mainly within the venture subsystem (within-IJV HR set), producing a detrimental impact on venture performance; and a set associated mainly with the relational tension along the interface between the parent and the venture subsystem (relational/interface HR set). The relational set is detrimental at the system level, but actually has a positive performance impact at the venture subsystem level. Hierarchical regression results from a sample of 265 China-based IJVs offer support for the above hypotheses developed around the two sets of HR issues. We discuss implications for IJV theory, research, and practice.	Hong Kong Univ Sci & Technol, Dept Management Org, Kowloon, Hong Kong, Peoples R China; Ohio State Univ, Fisher Coll Business, Columbus, OH 43210 USA; Univ Miami, Dept Management, Coral Gables, FL 33124 USA; Lingnan Univ, Off Vice President, Hong Kong, Hong Kong, Peoples R China	Gong, YP, Hong Kong Univ Sci & Technol, Dept Management Org, Kowloon, Hong Kong, Peoples R China	mnygong@ust.hk	ALLPORT FH, 1933, I BEHAV; ARINO A, 1996, 962 U NAV; ASSABER SN, 1998, INT J HUM RESOUR MAN, V9, P751; BARNEY JB, 1998, HUM RESOURCE MANAGE, V37, P31; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BECKER E, 1998, RES PERSONNEL HUMAN, V16, P53; BJORKMAN I, 1999, J WORLD BUS, V34, P306; BJORKMAN I, 2001, ORGAN STUD, V22, P491; BLACK JS, 1992, SLOAN MANAGE REV, V33, P61; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BOULDING KE, 1956, MANAGE SCI, V2, P197; CASCIO WF, 1991, ORGAN DYN, V19, P63; CHANDLER GN, 1993, J BUS VENTURING, V8, P391; CHEN CC, 2002, ACAD MANAGE J, V45, P807; CRY DJ, 1995, HUMAN RESOURCE CHALL; CYR DJ, 1996, ORGAN STUD, V17, P207; ERDENER CB, 2001, EFFECTIVE COLLABORAT, P132; FRAYNE CA, 1990, RES PERSONNEL HUMA S, V2, P53; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GLASSMAN RB, 1973, BEHAV SCI, V18, P83; GONG YP, 2001, J APPL PSYCHOL, V86, P764; GREGERSEN HB, 1992, PERS PSYCHOL, V45, P29; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOLTON RH, 1990, MANAGE INT REV, V30, P121; JOHNSON JP, 1999, INT J ORG ANAL, V7, P54; KAPLAN RE, 1982, J APPL BEHAV SCI, V18, P415; KAST FE, 1973, ACAD MANAGE J, V1, P447; KATZ D, 1978, SOCIAL PSYCHOL ORG; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1989, J IND ECON, V38, P183; LADO AA, 1994, ACAD MANAGE REV, V19, P699; LEUNG K, 1996, J INT BUS STUD, V27, P947; LORANGE P, 1986, HUM RESOURCE MANAGE, V25, P133; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PUCIK V, 1988, COOPERATIVE STRATEGI; RAMAMOORTHY N, 1998, HUM RELAT, V51, P571; SALK JE, 2001, ORGAN SCI, V12, P161; SALK JE, 2003, BLACKWELL HDB ORG LE, P235; SCHULER RS, 1991, HUMAN RESOURCE PLANN, V10, P304; SCHULER RS, 1992, EUROPEAN MANAGEMENT, V10, P428; SCHULER RS, 2001, INT J HUM RESOUR MAN, V12, P1; SCHULER RS, 2004, MANAGING HUMAN RESOU; SHENKAR O, 1987, ACAD MANAGE REV, V12, P346; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SHENKAR O, 1992, J INT BUS STUD, V23, P55; TURNER JC, 1987, REDISCOVERING SOCIAL; VANSLUIJS EV, 1994, EUROPEAN MANAGEMENT, V12, P315; VONBERTALANFFY L, 1968, GENERAL SYSTEM THEOR; VONGLINOW MA, 1988, HUMAN RESOURCE MANAG, V27, P201; WRIGHT PM, 1992, J MANAGE, V18, P295; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1999, J INT BUS STUD, V30, P397; ZEIRA Y, 1990, MANAGE INT REV, V30, P7	56	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				505	518			14	Business; Management	956IS	ISI:000231294000003
J	Mezias, JM; Scandura, TA			A needs-driven approach to expatriate adjustment and career development: a multiple mentoring perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	expatriate adjustment; multiple mentoring; protean and boundaryless careers; international mentoring	WORK ROLE TRANSITIONS; THEORETICAL FRAMEWORK; INFORMATION-SEEKING; PEER RELATIONSHIPS; FUTURE-RESEARCH; MODEL; SOCIALIZATION; SATISFACTION; OUTCOMES; ORGANIZATIONS	Although effective in improving socialization, development, and retention in the US domestic context, mentoring would likely benefit expatriates and their firms, but it remains theoretically underdeveloped in the international context. We develop a theory of international mentoring by integrating current perspectives on protean and boundaryless careers with the literature on mentoring and expatriates. Expatriates need multiple mentors to assist their adjustment and development during the pre-departure, expatriation, and repatriation stages of international assignments. We discuss both hierarchical and peer, and formal and informal, mentoring relationships to delineate which relationships best address specific expatriate needs. International mentoring may improve expatriate adjustment, development, and retention, and thus may affect outcomes of international strategy. We conclude by discussing implications and avenues for future research.	Univ Miami, Sch Business Adm, Coral Gables, FL 33146 USA	Mezias, JM, Univ Miami, Sch Business Adm, 414 Jenkins Bldg,5250 Univ Dr, Coral Gables, FL 33146 USA	jmezias@miami.edu	*AND CONS, 1997, GLOB HUM RES MAN KEY; *WINDH INT, 1994, GLOB REL TRENDS 1994; *WINDH INT, 1997, GLOB REL TRENDS 1997; ADLER NJ, 1981, GROUP ORGAN STUD, V6, P341; ALLEN D, 1998, HUMAN RESOURCE PLANN, V21, P29; ALLEN TD, 1997, GROUP ORGAN MANAGE, V22, P488; ALLEN TD, 1997, J VOCAT BEHAV, V51, P70; ALLEN TD, 1999, J VOCAT BEHAV, V54, P453; ALLEN TD, 2004, J APPL PSYCHOL, V89, P127; BAKER T, 1996, BOUNDARYLESS CAREER, P132; BAKER WK, 1995, HUM RELAT, V48, P169; BARTLETT CA, 2002, MIT SLOAN MANAGE REV, V43, P34; BAUER TN, 2001, ACAD MANAGE EXEC, V15, P135; BAUGH SG, 1996, J VOCAT BEHAV, V49, P309; BAUGH SG, 2000, J SOCIAL BEHAV PERSO, V4, P503; BIRDSEYE MG, 1995, J INT BUS STUD, V26, P787; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BLACK JS, 1988, J INT BUS STUD, V19, P277; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; 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RATIU I, 1983, INT STUDIES MANAGEME, V13, P134; SANCHEZ JI, 2000, ACAD MANAGE EXEC, V14, P96; SCANDURA TA, 1992, J ORGAN BEHAV, V13, P169; SCANDURA TA, 1995, NAT AC MAN M VANC CA; SCANDURA TA, 1997, BUSINESS CONT WORLD, V9, P95; SCANDURA TA, 1998, J MANAGE, V24, P449; SCANDURA TA, 1998, P SO MAN ASS NEW ORL; SCANDURA TA, 2002, NEW WORLD WORK, P241; SCHEIN EH, 1971, J APPLIED BEHAVIORAL, V7, P401; SHAFFER MA, 1999, J INT BUS STUD, V30, P557; SHANNONHOUSE R, 1996, US TODAY INT ED 1108, A8; SHAW JB, 1990, ACAD MANAGE REV, V15, P626; SHUMSKY NJ, 1993, HUMAN RESOURCE PROFE, V5, P6; SIEGEL P, 2000, LEADERSHIP ORG J, V21, P243; SOLOMON CM, 1997, WORKFORCE, V2, P12; STROH LK, 1997, J WORLD BUS, V33, P1; STROH LK, 1998, J WORLD BUS, V33, P111; TAYLOR S, 1996, SLOAN MANAGE REV, V37, P76; THARENOU P, 2002, AUSTR J MANAGEMENT, V27, P129; TORBIORN I, 1994, INT STUDIES MANAGEME, V24, P5; TUNG R, 1981, COLUMBIA J WORLD BUS, V16, P35; TUNG RL, 1998, HUM RESOUR MANAGE R, V8, P23; VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209; WANOUS JP, 1980, ORG ENTRY; YAN AM, 2002, ACAD MANAGE REV, V27, P373; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZAHRLY J, 1989, J ORGAN BEHAV, V10, P59; ZEIRA Y, 1987, MANAGE DECIS, V25, P38	140	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				519	538			20	Business; Management	956IS	ISI:000231294000004
J	Faff, RW; Marshall, A			International evidence on the determinants of foreign exchange rate exposure of multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign exchange; risk exposure; cross-sectional determinants	NON-FINANCIAL FIRMS; RISK-MANAGEMENT; WHARTON SURVEY; DERIVATIVES	In this paper we explore some of the potential determinants of foreign exchange (FX) exposure and firm value. We contribute to previous research on stock returns and firm value as we have access to a unique survey database and can include as determinants in our empirical analysis the objectives and emphasis on risk management, as well as considering previous factors including the nature of the business environment. We can also examine any regional influences as our sample includes UK, US and Asia Pacific multinational companies (MNCs). As predicted by theory, we find some evidence that MNCs with greater foreign operations have a larger magnitude of FX exposure. However, our proxy for the emphasis of FX management does not have the predicted negative association with the magnitude of FX, indicating that managers may focus on short-term cash flows in their FX management rather than firm value. With regard to the potentially differential regional role of our variables, a range of interesting results is found. Arguably, in our most notable such finding, we see that the contribution of overseas business to total revenues has no association with the magnitude of FX exposure for US MNCs: it has a positive role for UK MNCs (consistent with theory) and a negative role for Asia Pacific MNCs, which could be explained by macroeconomic and/or financial characteristics of the MNCs in the sample.	Univ Strathclyde, Dept Accounting & Finance, Glasgow G4 0LN, Lanark, Scotland; Monash Univ, Dept Accounting & Finance, Clayton, Vic 3168, Australia	Marshall, A, Univ Strathclyde, Dept Accounting & Finance, Curran Bldg,100 Cathedral St, Glasgow G4 0LN, Lanark, Scotland	a.marshall@strath.ac.uk	AABO T, 2001, THUNDERBIRD INT BUSI, V43, P379; ADAM TR, 2003, ARE THERE SPECULATIV; ALLAYANNIS G, 2001, AM ECON REV, V91, P391; ALLAYANNIS G, 2001, J INT MONEY FINANC, V20, P273; ALLAYANNIS G, 2001, REV FINANC STUD, V14, P805; BARTOV E, 1994, J FINANC, V49, P1755; BARTOV E, 1996, J FINANC ECON, V42, P105; BERKMAN H, 1997, FINANC MANAGE, V26, P69; BODNAR GM, 1993, J INT MONEY FINANC, V12, P29; BODNAR GM, 1995, FINANC MANAGE, V24, P104; BODNAR GM, 1998, FINANC MANAGE, V27, P70; BODNAR GM, 1999, J INT FINANCIAL MANA, V10, P153; BODNAR GM, 2003, EUROPEAN FINANCIAL M, V9, P271; BOOTH L, 1996, J MULTINATIONAL FINA, V6, P1; CAMPA J, 1995, FEDERAL RESERVE  JUL, P53; CARTER DA, 2003, ASYMMETRIC EXPOSURE; CHOI J, 1995, FINANC MANAGE, V24, P45; CHOI J, 2003, PACIFIC BASIN FINANC, V11, P121; CHOW E, 1998, PACIFIC BASIN FINANC, V6, P153; CHOW EH, 1997, J FINANC RES, V20, P191; CUMMINS JD, 1998, ECON REV, V83, P15; DAHLQUIST M, 2001, J FINANC ECON, V59, P413; DEJONG A, 2002, ERIM REPORT SERIES R; DOIDGE C, 2000, INT COMPARISON EXCHA; DOLDE W, 1993, J APPL CORPORATE FIN, V6, P33; DOMINGUEZ KME, 2001, NBER WORKING PAPER S, V8453; DOUKAS J, 2001, FINANCIAL MARKETS I, V12, P291; FROOT KA, 1994, HARVARD BUS REV, V72, P91; GAO T, 2000, J INT MONEY FINANC, V19, P117; GLAUM M, 2002, J APPL CORPORATE FIN, V14, P108; GRANT K, 1997, EUROPEAN FINANCIAL M, V3, P191; GUAY WR, 1999, J ACCOUNT ECON, V26, P319; HAKKARAINEN A, 1998, J INT FINANCIAL MANA, V9, P34; HE J, 1998, J FINANC, V53, P733; JORION P, 1990, J BUS, V63, P331; JOSEPH N, 1997, INT J FINANC ECON, V2, P151; KENNEDY P, 2003, GUIDE ECONOMETRICS; KIYMAZ H, 2003, J MULTINATIONAL FINA, V13, P71; LODERER C, 2000, J EMPIRICAL FINANCE, V7, P317; MAKAR SD, 2001, J ECON BUS, V53, P421; MARSHALL AP, 2000, J MULTINATIONAL FINA, V10, P185; MARTIN AD, 1999, FINANCIAL REV, V34, P21; NGUYEN H, 2003, J MULTINATIONAL FINA, V13, P193; PANTZALIS C, 2001, J INT BUS STUD, V32, P793; PREVOST A, 2000, J BUSINESS FINANCE A, V27, P733; RODRIGUEZ RM, 1981, J FINANC, V36, P427; SCHRAND C, 1998, J FINANC, V53, P979; SHIN HH, 1999, J MULTINATIONAL FINA, V9, P195; STULZ R, 1996, J APPL CORPORATE FIN, V9, P8; TRAN VQ, 1980, FOREIGN EXCHANGE MAN; WHITE H, 1980, ECONOMETRICA, V48, P817	51	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				539	558			20	Business; Management	956IS	ISI:000231294000005
J	Click, RW			Financial and political risks in US direct foreign investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	direct foreign investment; financial risk assessment; political risk assessment; return on assets ( ROA); global vs multinational capital allocation; random effects estimation of panel data; residual analysis	COUNTRY RISK; RATINGS; INSTABILITY; CORRUPTION	This paper examines the risk of US direct foreign investments over the period 1982-98 in 59 host countries. The first part of the analysis builds an empirical model to explain the time-series and cross-country patterns of return on capital. The estimation then uses the return on assets (ROA) as a measure of the return on capital, and investigates its determinants. There are four main findings. First, the ROA in a majority of countries does not simply track the worldwide ROA. Second, some cross-country differences are explained by financial risks. Third, unexplained country risk is qualitatively and quantitatively related to unobserved political risk. Fourth, unexplained country risk is also compensated with a higher ROA, enhancing its credibility as a measure of political risk. The unexplained country risk is thus used to calculate a new index of political risk ratings for 56 host countries that may be useful to managers, investors, policymakers, and academics.	George Washington Univ, Dept Int Business, Washington, DC 20052 USA	Click, RW, George Washington Univ, Dept Int Business, 2023 G St NW,Suite 230, Washington, DC 20052 USA	rclick@gwu.edu	*US DEP COMM, US DIR INV ABR OP PA; BARBER BM, 1999, JPN WORLD ECON, V11, P57; BARTON S, 1994, AM PSYCHOL, V49, P5; BILSON CM, 2002, INT REV FINANCIAL AN, V11, P1; BUTLER KC, 1998, J INT BUS STUD, V29, P599; CAMPOS NF, 2002, J DEV ECON, V67, P157; CANTOR R, 1996, EUROPEAN FINANCIAL M, V2, P247; CANTOR R, 1996, FEDERAL RESERVE BANK, V2, P37; CHOI CK, 1997, THIN WALL STRUCT, V28, P1; CHOI JJ, 1989, J INT BUS STUD, V20, P145; CLICK RW, 2002, THEORY PRACTICE INT; COSSET JC, 1991, J INT BUS STUD, V22, P135; COSSET JC, 1993, J MULTINATIONAL FINA, V3, P1; DIAMONTE R, 1996, FINANCIAL ANAL J, V52, P71; ERB CB, 1996, FINANCIAL ANAL J, V52, P29; FERRI G, 1999, EC NOTES, V28, P335; GOMESCASSERES B, 2003, UNPUB AC INT BUS ANN; HABIB M, 2002, J INT BUS STUD, V33, P291; HOWELL LD, 2001, HDB COUNTRY POLITICA; JORION P, 2001, VALUE RISK; KAMINSKY G, 2002, WORLD BANK ECON REV, V16, P171; LEHMANN A, 2002, IMF STAFF PAPERS, V49, P136; MORAN TH, 1998, MANAGING INT POLITIC; ODRISCOLL GP, 2000, INDEX EC FREEDOM; OETZEL JM, 2001, J WORLD BUS, V36, P128; OXELHEIM L, 1997, MANAGING TURBULENT W; REINHART CM, 2002, WORLD BANK ECON REV, V16, P151; WEI SJ, 2000, REV ECON STAT, V82, P1; WHITE H, 1980, ECONOMETRICA, V48, P817	29	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				559	575			17	Business; Management	956IS	ISI:000231294000006
J	Weiner, RJ			Speculation in international crises: report from the Gulf	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	oil shocks; speculators; volatility; market turmoil; financial crises	MULTINATIONAL-ENTERPRISES; OIL; BUSINESS; MARKETS; PRICES; CORPORATIONS; EXPOSURE; STRATEGY; FINANCE; NOISE	Recent years have seen recurring international financial crises, as well as a tremendous rise in trading and speculation. How are the two related? Are speculators and trading responsible for market volatility? This paper presents a study of the Gulf Crisis of 1990-1991, examining the behavior of the international oil market during a period of unprecedented volatility. The analysis suggests that a combination of political events and market fundamentals, rather than trading, was behind this volatility.	George Washington Univ, Int Business Dept, Washington, DC 20052 USA; Univ Laval, Dept Econ, GREEN, Quebec City, PQ, Canada	Weiner, RJ, George Washington Univ, Int Business Dept, 2023 G St NW, Washington, DC 20052 USA	rweiner@gwu.edu	1990, PETROLEUM INTEL 1105, V29, P9; 1995, OIL GAS J; 2004, PETROLEUM INTEL 0809, V43, P1; 2004, PETROLEUM INTEL 0809, V43, P4; *INT MON FUND, DIR TRAD STAT YB; *US EN INF ADM, 1990, SROA9001 US EN INF A; *US STAT SEN COMM, 1991, OIL PRIC SUPPL PERS; ADELMAN MA, 1995, GENIE OUT BOTTLE WOR; BADGER DB, 1984, OIL SHOCK, P33; BAKKEN HH, 1953, THEORY MARKETS MARKE; BLACK F, 1986, J FINANC, V41, P529; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; BUCKLEY PJ, 2004, J INT BUS STUD, V35, P81; CONSIDINE JI, 2002, RUSSIAN OIL EC; DEVENOW A, 1996, EUR ECON REV, V40, P603; DODD R, 2002, INT CAPITAL MARKETS, P447; DOMINGUEZ KM, 1991, OIL MARKETS TURBULEN, P48; EDEN L, 2001, J INT BUS STUD, V32, P383; EICHENGREEN B, 1995, ECON J, V105, P162; FLOOD RP, 1990, J ECON PERSPECT, V4, P85; FOERSTER SR, 1993, J INT BUS STUD, V24, P763; FOSTER AJ, 1996, ENERG ECON, V18, P231; FRANKEL PH, 1958, J IND ECON, V6, P85; FRENCH KR, 1986, J FINANC ECON, V17, P5; FRENKEL JA, 1981, J POLITICAL EC, V89, P665; GARY I, 2003, BOTTON BARREL AFRICA; GATELY D, 1986, BROOKINGS PAPERS EC, V2, P237; GHEMAWAT P, 2003, J INT BUS STUD, V34, P138; GHYSELS E, 2005, J INT MONEY FINANC, V24, P607; GLAUM M, 2000, J INT BUS STUD, V31, P715; HAMILTON JD, 1983, J POLIT ECON, V91, P228; HAMILTON JD, 2003, J ECONOMETRICS, V113, P363; HILL A, 2003, FINANCIAL TIMES 0304, P21; HOPPER GP, 1997, FEDERAL RESERVE  SEP, P17; JIMENEZRODRIGUE.R, 2004, 362 EUR CENTR BANK; JONES CM, 1996, J FINANC, V51, P463; LOCKWOOD LJ, 1990, J FINANC, V45, P591; MAHATHIR M, 1997, WALL STREET J    SEP, V23, A22; MAKHIJA MV, 1993, J INT BUS STUD, V24, P531; MALLIARIS AG, 1995, ADV INT BANKING FINA, V1, P43; MELICK WR, 1997, J FINANC QUANT ANAL, V32, P91; MILLEMANN Y, 1998, VET RES, V29, P3; OBSTFELD M, 2003, GLOBALIZATION HIST P; PANTZALIS C, 2001, J INT BUS STUD, V32, P793; RIDGEWAY J, 1991, MARCH WAR; RUGMAN AM, 2004, J INT BUS STUD, V35, P3; SCHMUKLER SL, 2004, FEDERAL RESERVE BANK, V89, P39; SCHWARTZ ES, 1997, J FINANC, V52, P923; SHENKAR O, 2004, J INT BUS STUD, V35, P161; SHILLER RJ, 2000, IRRATION EXUBERANCE; SHILLER RJ, 2003, NEW FINANCIAL ORDER; SHLEIFER A, 1990, J ECON PERSPECT, V4, P19; ULHAQ M, 1996, TOBIN TAX COPING FIN; VERLEGER PK, 1909, JOINT EC COMM 8 AUG; VERLEGER PK, 1979, BROOKINGS PAPERS EC, V2, P463; VERLEGER PK, 1982, OIL MARKETS TURMOIL; VERNON RL, 1976, OIL CRISIS; WEINER RJ, 1994, J BANK FINANC, V18, P955; WEINER RJ, 2002, Q REV EC FINANCE, V42, P391	59	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2005	36	5				576	587			12	Business; Management	956IS	ISI:000231294000007
J	Leung, K; Bhagat, RS; Buchan, NR; Erez, M; Gibson, CB			Culture and international business: recent advances and their implications for future research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	culture and international business; convergence and divergence of cultures; cultural change; cultural dimensions; cross-cultural experiments	PROBABILITY JUDGMENT ACCURACY; JOINT VENTURE HOTELS; UNITED-STATES; SOCIAL AXIOMS; MULTINATIONAL-CORPORATIONS; ORGANIZATIONAL JUSTICE; NATIONAL CULTURE; WORK TEAMS/; VALUES; BEHAVIOR	The paper provides a state-of-the-art review of several innovative advances in culture and international business (IB) to stimulate new avenues for future research. We first review the issues surrounding cultural convergence and divergence, and the processes underlying cultural changes. We then examine novel constructs for characterizing cultures, and how to enhance the precision of cultural models by pinpointing when cultural effects are important. Finally, we examine the usefulness of experimental methods, which are rarely used by IB researchers. Implications of these path-breaking approaches for future research on culture and IB are discussed.	City Univ Hong Kong, Dept Management, Kowloon, Hong Kong, Peoples R China; Univ Memphis, Memphis, TN 38152 USA; Univ Wisconsin, Madison, WI USA; Technion Israel Inst Technol, Haifa, Israel; Univ Calif Irvine, Irvine, CA USA	Leung, K, City Univ Hong Kong, Dept Management, Tat Chee Ave, Kowloon, Hong Kong, Peoples R China	mkkleung@cityu.edu.hk	*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; AAKER JL, 2000, J CONSUM RES, V26, P340; ADAIR WL, 2001, J APPL PSYCHOL, V86, P371; ADLER NJ, 1997, INT DIMENSIONS ORG B; ARNETT JJ, 2002, AM PSYCHOL, V57, P774; BERRY JW, 2002, CROSS CULTURAL PSYCH; BHAGAT RS, 2002, ACAD MANAGE REV, V27, P204; BHAGAT RS, 2003, CROSS CULTURAL MANAG, P155; BOCHNER S, 1994, J CROSS CULT PSYCHOL, V25, P233; BOND MH, 2004, J CROSS CULT PSYCHOL, V35, P548; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BRETT JM, 1998, ACAD MANAGE J, V41, P495; BUCHAN NR, 2002, AM J SOCIOL, V108, P168; BUCHAN NR, 2003, HDB RES INT ED, P190; BUCHAN NR, 2004, J CONSUM RES, V31, P181; CAINCROSS F, 2001, DEATH DISTANCE; CASIMIR G, 1996, J CROSS CULT PSYCHOL, V27, P436; CHANG WNC, 2003, ASIAN J SOC PSYCHOL, V6, P5; CHATMAN JA, 1995, ADMIN SCI QUART, V40, P423; CHATMAN JA, 2001, ACAD MANAGE J, V44, P956; CHUI ACW, 2002, J INT BUS STUD, V33, P99; CLUGSTON M, 2000, J MANAGE, V26, P5; DRUCKER PF, 1995, MANAGING TIME GREAT; EARLEY PC, 1997, TRANSPLANTED EXECUTI; EARLEY PC, 1999, J CROSS CULT PSYCHOL, V30, P594; EARLEY PC, 2002, MULTINATIONAL TEAMS; EBY LT, 1997, J ORGAN BEHAV, V18, P275; EREZ M, 1993, CULTURE SELF IDENTIT; EREZ M, 2004, APPL PSYCHOL-INT REV, V53, P583; EREZREIN N, 2004, MERGERS ACQUISITIONS, P20; FU PP, 2004, J INT BUS STUD, V35, P284; GELFAND MJ, 2002, J APPL PSYCHOL, V87, P833; GIBSON CB, IN PRESS EMERGING RE; GIBSON CB, 1999, ACAD MANAGE J, V42, P138; GIBSON CB, 2001, ADMIN SCI QUART, V46, P274; GIBSON CB, 2003, VIRTUAL TEAMS THAT W; GOVINDARAJAN V, 2001, QUEST GLOBAL DOMINAN; GRAHAM JL, 1985, MARKET SCI, V4, P130; GREIDER W, 1997, 1 WORLD READY NOT; GUILLEN MF, 2001, ANNU REV SOCIOL, V27, P235; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; GUPTA V, 2004, LEADING HIGH GROWTH, P13; HAIRE M, 1966, MANAGERIAL THINKING; HANGES PJ, 2000, APPL PSYCHOL-INT REV, V49, P133; HARRISON LE, 2000, CULTURE MATTERS VALU; HARZING AW, 1996, RES SOCIOLOGY ORG, V14, P297; HENRICH J, 2001, AM ECON REV, V91, P73; HEUER M, 1999, J INT BUS STUD, V30, P599; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HONG Y, 1997, PROGR ASIAN SOCIAL P, V1, P135; HONG YY, 2000, AM PSYCHOL, V55, P709; HOUSE RJ, 2004, GLOBE CULTURES LEADE; HUNTINGTON SP, 1996, CLASH CIVILIZATIONS; INGLEHART R, 2000, AM SOCIOL REV, V65, P19; JUNG K, 2002, J CROSS CULT PSYCHOL, V33, P525; KACHELMEIER SJ, 1997, ACCOUNT REV, V72, P407; KERR C, 1960, IND IND MAN; KIRKMAN BL, IN PRESS J INT BUSIN; KIRKMAN BL, 2000, SMALL GR RES, V31, P175; KIRKMAN BL, 2001, J CROSS CULT PSYCHOL, V32, P597; KITAYAMA S, 2002, PSYCHOL TURN MILLENN, V2, P305; KLEIN K, 2000, MULTILEVEL THEORY RE; KLUCKHOHN FR, 1961, VARIATIONS VALUE ORI; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 2003, ACAD MANAGE REV, V28, P297; KUHNEN U, 2002, J EXP SOC PSYCHOL, V38, P492; LEANA CR, 2000, ACAD MANAGE REV, V25, P753; LEONHARDT D, 2003, NY TIMES        0601; LEUNG K, 1996, J INT BUS STUD, V27, P947; LEUNG K, 2001, INT J HUM RESOUR MAN, V12, P926; LEUNG K, 2001, THEORETICAL CULTURAL, P161; LEUNG K, 2002, J CROSS CULT PSYCHOL, V33, P286; LEUNG K, 2004, ADV EXP SOC PSYCHOL, V36, P119; LEUNG K, 2004, HDB INT MANAGEMENT R, P68; LEVINE RV, 1999, J CROSS CULT PSYCHOL, V30, P178; LEWIN AY, 2004, HDB ORG CHANGE INNOV, P324; LIU IM, 1986, PSYCHOL CHINESE PEOP, P73; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MARSELLA AJ, 1993, PSYCHOLOGIA, V36, P201; MAZNEVSKI ML, 2000, ORGAN SCI, V11, P473; MCCLELLAND DC, 1961, ACHIEVING SOC; MEGLINO BM, 1989, J APPL PSYCHOL, V74, P424; MITCHELL RK, 2000, ACAD MANAGE J, V43, P974; MORRIS MW, 1994, J PERS SOC PSYCHOL, V67, P949; OYSERMAN D, 2002, PSYCHOL BULL, V128, P110; OYSERMAN D, 2002, PSYCHOL BULL, V128, P3; PENG KP, 2003, PERS SOC PSYCHOL B, V29, P1272; PETERSON MF, 1995, ACAD MANAGE J, V38, P429; RAVLIN EC, 2000, INNOVATIONS INT CROS, P17; ROTH AE, 1991, AM ECON REV, V81, P1068; ROTTER JB, 1966, PSYCHOL MONOGRAPHS G, V80, P1; SARROS J, 1993, LEADERSHIP ORG DEV J, V14, P3; SASSAN S, 1998, GLOBALIZATION ITS DI; SCHAEFFER RK, 2003, UNDERSTANDING GLOBAL; SCHEIN EH, 1992, ORG CULTURE LEADERSH; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SMITH KD, 1996, IMMUNOGENETICS, V43, P27; SMITH PB, 1995, INT J PSYCHOL, V30, P377; SMITH PB, 1998, SOCIAL PSYCHOL CULTU; SMITH PB, 2002, J CROSS CULT PSYCHOL, V33, P188; STAW BM, 1981, ADM SCI Q, V26, P501; STEENSMA HK, 2000, ACAD MANAGE J, V43, P951; TAJFEL H, 1979, SOCIAL PSYCHOL INTER, P33; THOMPSON L, 1992, ORGAN BEHAV HUM, V51, P176; TINSLEY CH, 2004, HDB ASIAN MANAGMENT, P439; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TURNER JC, 1987, REDISCOVERING SOCIAL; VANDEVLIERT E, 1999, J CROSS CULT PSYCHOL, V30, P291; VANDYNE L, 2000, J ORGAN BEHAV, V21, P3; WATSON WE, 1993, ACAD MANAGE J, V36, P590; WEBER EU, 1998, MANAGE SCI, V44, P1205; WEBER EU, 1998, ORGAN BEHAV HUM DEC, V75, P170; WEICK KE, 1999, ANNU REV PSYCHOL, V50, P361; WETLAUFER S, 1999, HARVARD BUS REV, V77, P110; WINER BJ, 1991, STAT PRINCIPLES EXPT; YAMAGISHI T, 1998, AM J SOCIOL, V104, P165; YAMAGISHI T, 2003, TRUST RECIPROCITY, P352; YATES JF, 1989, ORGAN BEHAV HUM, V43, P145; YATES JF, 1998, ORGAN BEHAV HUM DEC, V74, P89; ZELLMERBRUHN M, 2002, NAT AC MAN M DENV CO; ZHANG XG, 2003, ASIAN J SOC PSYCHOL, V6, P61	123	7	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				357	378			22	Business; Management	939ZM	ISI:000230113100002
J	Samiee, S; Shimp, TA; Sharma, S			Brand origin recognition accuracy: its antecedents and consumers' cognitive limitations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	brand origin knowledge; country; language	COUNTRY-OF-ORIGIN; PRODUCT EVALUATIONS; VALIDITY; CATEGORIZATION; STANDARDIZATION; PERSPECTIVE; EXPERTISE; KNOWLEDGE; ATTITUDES; CETSCALE	An ever-growing literature has reported consumer bias toward national origins of products, and has explored factors that moderate such bias. Researchers have assumed, if only tacitly, that consumers are knowledgeable of brand origins, and that this knowledge is a significant influence that drives judgments of product quality, brand attitudes, and choice behavior in the marketplace. Using categorization theory and attribute diagnosticity as the theoretical foundation, our research reveals that consumers actually have only modest knowledge of the national origins of brands, and that American consumers' proficiency at recognizing foreign brand origins is predicted by variables such as socioeconomic status, past international travel, foreign language skills, and gender. In the second of two studies, we determined that brand origin recognition is based largely on consumers' associations of brand names with languages that suggest country origins. These studies ultimately lead us to conclude that past research has inflated the influence that country of origin information has on consumers' product judgments and behavior and its importance in managerial and public policy decisions.	Univ Tulsa, Coll Business Adm, Tulsa, OK 74104 USA; Univ S Carolina, Columbia, SC 29208 USA	Samiee, S, Univ Tulsa, Coll Business Adm, 600 S Coll Ave, Tulsa, OK 74104 USA	samiee@utulsa.edu	1991, TEXTILE WORLD, V141, P23; ACHROL RS, 1988, J MARKETING RES, V25, P35; AHMED SA, 1995, EUR J MARKETING, V29, P35; ALBA JW, 1987, J CONSUM RES, V13, P411; ALDEN DL, 1993, ADV CONSUM RES, V20, P678; ALSULAITI KI, 1998, MARKETING INTELLIGEN, V16, P150; ANDERSON E, 1987, J MARKETING, V51, P71; ANDERSON JC, 1972, THIN SOLID FILMS, V12, P1; BAGOZZI RP, 1993, J RES PERS, V27, P49; BARRY K, 1972, ECON SOC REV, V3, P143; BATRA R, 2000, J CONSUM PSYCHOL, V9, P83; BETTMAN JR, 1979, INFORMATION PROCESSI; BILKEY WJ, 1982, J INT BUS STUD, V13, P89; BUTTERFIELD DW, 1998, J TRAVEL RES, V37, P12; CLARK LA, 1995, PSYCHOL ASSESSMENT, V7, P309; DAWAR N, 1996, J INT BUS STUD, V27, P497; DICKSON PR, 1990, J MARKETING, V54, P42; DORNOFF RJ, 1974, AKRON BUSINESS EC RE, V5, P26; DWYER FR, 1985, J MARKETING RES, V22, P397; FELDMAN JM, 1988, J APPLIED PSYCHL, V73, P421; FISKE ST, 1982, AFFECT COGNITION, P55; FORNELL C, 1981, J MARKETING RES, V18, P39; FOXMAN ER, 1990, J CONSUM AFF, V24, P170; GURHANCANLI Z, 2000, J CONSUM RES, V27, P96; HEWETT K, 2001, J MARKETING, V65, P51; HILL JS, 1990, CURRENT ISSUES RES A, V12, P135; HOLBROOK MB, 1994, J MARKETING RES, V31, P412; HUGSTAD PS, 1986, DEV MARKETING SCI, V9, P115; HUNT SD, 1993, J MARKETING RES, V30, P78; JAIN SC, 1989, J MARKETING, V53, P70; JOHANSSON JK, 1985, J MARKETING RES, V22, P388; JOHN DR, 1990, J CONSUM RES, V16, P452; KELLER KL, 1993, J MARKETING, V57, P1; KELLER KL, 1998, STRATEGIC BRAND MANA; KELLER KL, 2003, J CONSUM RES, V29, P595; KIM CK, 1997, J INT BUS STUD, V28, P361; KLEIN JG, 1998, J MARKETING, V62, P80; KLEIN JG, 2002, J INT BUS STUD, V33, P345; LECLERC F, 1994, J MARKETING RES, V31, P263; LEE D, 1999, INT MARKET REV, V16, P18; MADDEN N, 2003, ADVERTISING AGE, V74, P33; MAHESWARAN D, 1994, J CONSUM RES, V21, P354; MEFFERT H, 1986, INT ADVERTISER, V13, P34; MERVIS CB, 1981, ANNU REV PSYCHOL, V32, P89; MEYERSLEVY J, 1988, J CONSUM RES, V14, P522; MEYERSLEVY J, 1989, J CONSUM RES, V16, P39; MEYERSLEVY J, 1991, J CONSUM RES, V18, P63; NETEMEYER RG, 1991, J MARKETING RES, V28, P320; NETEMEYER RG, 2002, ADV BUSINESS MARKETI, V11, P115; PAPADOPOULOS N, 1993, PRODUCT COUNTRY IMAG, P3; PAPADOPOULOS NG, 1985, P 2 WORLD MARK C STE, P682; PAPADOPOULOS NG, 1993, PRODUCT COUNTRY IMAG; PETERSON RA, 1995, J INT BUS STUD, V26, P883; RATLIFF R, 1989, OTTAWA CITIZEN, D13; RENTZ JO, 1987, J MARKETING RES, V24, P19; ROSCH E, 1976, COGNITIVE PSYCHOL, V8, P382; ROSCH E, 1978, COGNITION CATEGORIZA, P27; ROUNDS TQ, 1988, AM DEMOGR, V10, P30; RUTIGLIANO AJ, 1986, MANAGE REV, V75, P27; SAMIEE S, 1992, J MARKETING, V56, P1; SAMIEE S, 1994, J INT BUS STUD, V25, P579; SCHELLINCK DA, 1989, MARKETING, V10, P268; SCHOOLER RD, 1971, J INT BUS STUD, V2, P71; SHARMA S, 1995, J ACAD MARKET SCI, V23, P26; SHAVELSON RJ, 1991, GENERALIZABILITY THE; SHIMP T, 1993, J ACAD MARKET SCI, V21, P323; SHIMP TA, 1987, J MARKETING RES, V24, P280; SUJAN M, 1985, J CONSUM RES, V12, P1; SUJAN M, 1988, ADV CONSUM RES, V15, P50; THAKOR MV, 2003, J PRODUCT BRAND MANA, V12, P394; THAKORE JH, 1996, IRISH J PSYCHOL MED, V13, P3; TOH SM, 2003, ACAD MANAGE REV, V28, P606; TSUI AS, 1992, ADMIN SCI QUART, V37, P549; UYSAL M, 1984, TOURISM MANAGE, V5, P288; VANOSSELAER SJ, 2000, J CONSUM RES, V27, P1; WALL M, 1986, J ACADEMY MARKETING, V14, P27; WALL M, 1991, J ACADEMY MARKETING, V19, P105; WALSH P, 1993, DAILY NEWS RECORD, V23, P6	78	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				379	397			19	Business; Management	939ZM	ISI:000230113100003
J	Eden, L; Juarez, LF; Li, D			Talk softly but carry a big stick: transfer pricing penalties and the market valuation of Japanese multinationals in the United States	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	transfer pricing; tax penalty; event study; market value; ADR; Japanese multinationals; IRS	IMPACT; CORPORATIONS; EVENT; ACT	Corporate income tax law in OECD countries requires multinational enterprises (MNEs) to set their transfer prices according to the arm's length standard. In 1990 the United States (US) government introduced a transfer pricing penalty for cases where MNEs deviated substantially from this standard. More than two dozen other governments have followed suit. Our paper uses event study methodology to assess the impact of the US transfer pricing penalty on the stock market valuation of Japanese MNEs with US subsidiaries in the 1990s. We find that the penalty caused a drop in their cumulative market value of $56.1 billion, representing 12.6% of their 1997 market value.	Texas A&M Univ, Dept Management, College Stn, TX 77843 USA; Univ Amer Puebla, Dept Accounting & Finance, Cholula, Mexico	Eden, L, Texas A&M Univ, Dept Management, 4221 TAMU, College Stn, TX 77843 USA	leden@tamu.edu	1994, TAX NOTES INT, V23, P820; 2000, TAX MANAGEMENT TRANS, V8; 2000, TAX MANAGEMENT TRANS, V9; 2004, ECONOMIST       0131, P71; *STATA, 2003, STATA BAS REF MAN, V1; *US DEP TREAS, 1993, FED REG, V58; *US DEP TREAS, 1999, 482 US DEP TREAS; *US DEP TREAS, 2003, FED REG; BARTH JR, 1995, MID ATLANTIC J BUSIN, V31, P271; BORKOWSKI S, 1997, J INT ACCOUNTING AUD, V6, P25; BUCKLEY PJ, 1998, APPL ECON, V30, P621; CLAUSING KA, 1998, NBER WORKING PAPER, V6688; COLE R, 2003, TAX MANAGEMENT INT J, V32, P259; COLLINS J, 1998, J ACCOUNTING RES, V36, P209; CORNETT MM, 1990, J FINANC, V45, P95; CULBERTSON R, 1995, TAX NOTES INT, V24, P1509; DOLAN K, 1994, TAX MANAGEMENT INT J, V23, P167; EDEN L, 1998, TAXING MULTINATIONAL; EDEN L, 2001, OXFORD HDB INT BUSIN, P591; ERNST, 2003, TRANSFER PRICING 200; ERNST, 2004, TRANSFER PRICING GLO; GRUBERT H, 1993, STUDIES INT TAXATION; HALPERIN R, 1987, ACCOUNT REV, V62, P687; HANNES S, 1996, TAX NOTES INT, V25, P671; HARPER RK, 1997, MANAGERIAL DECISION, V18, P11; HARRIS D, 1993, STUDIES INT TAXATION; HARRIS DG, 1993, J ACCOUNTING RES, V31, P111; HECK P, 1990, STATEMENT PG HECK AS; HINES JR, 1999, NATL TAX J, V52, P305; HORST T, 1971, J POLITICAL EC, V79, P1059; HUFBAUER G, 1992, US TAXATION INT INCO; INOUE Y, 1990, JAPAN EC J, P1; JACOB J, 1996, J ACCOUNTING RES, V34, P301; KLASSEN K, 1993, J ACCOUNTING RES, V31, P141; LASTER DS, 1994, FEDERAL RESERVE BANK, V19, P44; LOPEZ L, 2004, WALL STREET J, B3; LOWELL C, 1994, TAX NOTES INT, V23, P349; MACKINLAY AC, 1997, J ECON LIT, V35, P13; MAGEE J, 1994, TAX NOTES INT, V23, P445; MALATESTA PH, 1993, J FINANC QUANT ANAL, V28, P363; MCWILLIAMS A, 1997, ACAD MANAGE J, V40, P626; MCWILLIAMS A, 1999, ORGAN RES METHODS, V2, P340; MOONEY CZ, 1993, BOOTSTRAPPING NONPAR; MORRISON P, 1993, TAX NOTES INT, V22, P857; MUNDAY M, 1997, ACCOUNTING BUSINESS, V28, P19; SCHIPPER K, 1987, J LAW ECON, V30, P67; SCHMEDEL SR, 1990, WALL STREET J, A1; STOUT H, 1990, WALL STREET J, A6; WARTZMAN R, 1993, WALL STREET J, A3; WICKHAM D, 1991, INT TAX J, V18, P1	50	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				398	414			17	Business; Management	939ZM	ISI:000230113100004
J	Nachum, L; Wymbs, C			Product differentiation, external economies and MNE location choices: M&As in global cities	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	product differentiation; location decisions; global cities; foreign acquisitions; financial and professional service industries	FOREIGN DIRECT-INVESTMENT; MANHATTAN HOTEL INDUSTRY; UNITED-STATES; AGGLOMERATION ECONOMIES; GREENFIELD INVESTMENT; FIRM HETEROGENEITY; SEQUENTIAL ENTRY; JAPANESE FIRMS; HOST COUNTRY; COMPETITION	Recent research has addressed the heterogeneity among MNEs in terms of their tendency to agglomerate. In this paper, we extend the scope of the firm-specific attributes considered to affect this agglomeration tendency by examining product differentiation. We find significant association between product differentiation and the preferences of firms for proximity to other firms in their industry. These findings imply that the value of agglomeration varies for firms pursuing different product differentiation strategies. We propose a conceptualization of product and location differentiations as two related dimensions of MNEs' strategy.	CUNY Bernard M Baruch Coll, New York, NY 10010 USA	Nachum, L, CUNY Bernard M Baruch Coll, 55 Lexington Ave, New York, NY 10010 USA	Lilach_Nachum@baruch.cuny.edu	*NY CIT EC DEV COR, 2002, SUMM LOW MANH INC; *STAT NY BANK DEP, 2003, FOR BANKS NEW YORK; *UK NAT STAT, 2003, MERG ACQ INV UK CO; *UNCTAD, 2001, WORLD INV REP 2001 P; ACZ Z, 2002, INNOVATION EC CITIES; AHARONI Y, 2000, GLOBALIZATION SERVIC, P125; ANDERSON T, 2003, SURVEY CURRETN BUSIN, V83, P55; AUDRETSCH DB, 1996, AM ECON REV, V86, P630; AW BY, 1998, INT J IND ORGAN, V16, P313; BARBOSA N, 2002, INT J IND ORGAN, V20, P493; BAUM JAC, 1992, ADMIN SCI QUART, V37, P580; BAUM JAC, 1997, ADMIN SCI QUART, V42, P304; BAUM JAC, 2000, ADMIN SCI QUART, V45, P766; BELDERBOS R, 2002, J JPN INT ECON, V16, P194; BELDERBOS R, 2003, STRATEGIC MANAGE J, V24, P235; BERETVAS SN, 2003, EDUC PSYCHOL MEAS, V63, P75; BLAU PM, 1977, INEQUALITY HETEROGEN; BLONIGEN BA, 1997, AM ECON REV, V87, P447; BORGA M, 2002, SURVEY CURR BUS, V82, P67; BRAUNERHJELM P, 1996, APPL ECON, V28, P833; CAROW K, 2004, STRATEGIC MANAGE J, V25, P563; CAVES RE, 1985, J IND ECON, V34, P113; CAVES RE, 1996, MULTINATIONAL ENTERP; CHAPMAN K, 2003, J ECON GEOGR, V3, P309; CHUNG W, 2001, J ECON BEHAV ORGAN, V45, P185; CHUNG W, 2001, STRATEGIC MANAGE J, V22, P969; CHUNG W, 2002, MANAGE SCI, V48, P1534; CLARK GL, 2000, OXFORD HDB EC GEOGRA; CONTRACTOR FJ, 1998, J INT BUS STUD, V29, P325; DAVIS JC, 2004, AGGLOMERATION HEADQU; DEBONDT R, 1992, INT J IND ORGAN, V10, P35; DEEPHOUSE DL, 1999, STRATEGIC MANAGE J, V20, P147; DELIOS A, 2003, STRATEGIC MANAGE J, V24, P1153; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUDEY M, 1990, AM ECON REV, V80, P1092; DUNNING JH, 1993, MULTINATIONAL ENTERP; EATON BC, 1979, J REGIONAL SCI, V19, P421; FAINSTEIN SS, 1992, DIVIDED CITIES NEW Y; FEINBERG SE, 2001, REV ECON STAT, V83, P118; FISCHER JH, 1996, RAND J ECON, V27, P281; FLORIDA R, 1998, LOCAL REGIONAL SYSTE; FLORIDA R, 2002, RISE CREATIVE CLASS; FRIEDMAN J, 1992, J REGIONAL SCI, V32, P403; FRIEDMAN J, 1996, REV ECON STAT, V78, P367; GASPAR J, 1998, J URBAN ECON, V43, P136; GREEN MB, 1990, MERGERS ACQUISITIONS; GREEN MB, 1997, GEOGRAFISKA ANN B, V79, P97; GREENHUT ML, 1987, EC IMPERFECT COMPETI; GREIN A, 1996, INT BUSINESS NEW YOR, P65; HALEBLIAN J, 1999, ADMIN SCI QUART, V44, P29; HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P593; HAY DA, 1976, OXFORD ECON PAP, V28, P240; HEAD CK, 1999, REG SCI URBAN ECON, V29, P197; HEAD K, 1995, J INT ECON, V38, P223; HEAD K, 1996, J URBAN ECON, V40, P38; HOTELLING H, 1929, ECON J, V39, P41; HUALLACHAIN BO, 1997, REG STUD, V31, P403; JACOBS J, 1969, EC CITIES; KALNINS A, 2003, J ECON MANAGE STRAT, V12, P591; KALNINS A, 2004, STRATEGIC MANAGE J, V25, P689; KENNEY M, 2004, LOCATING GLOBAL ADVA; KING C, 2003, J ECON MANAGE STRAT, V12, P327; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOLKO J, 1999, CAN I GET SOME SERVI; KRAVIS IB, 1982, J INT ECON, V12, P201; KRISHNAN RA, 2004, STRATEGIC MANAGE J, V25, P587; KRUGMAN P, 1991, GEOGRAPHY TRADE; LANCASTER K, 1990, MARKET SCI, V9, P189; LOMI A, 1995, ADMIN SCI QUART, V40, P111; MAISTER D, 1993, MANAGING PROFESSIONA; MARIOTTI S, 1995, J INT BUS STUD, V26, P815; MATA J, 2000, STRATEGIC MANAGE J, V21, P549; MITCHELL W, 2003, STRATEGIC ORG, V1, P171; MOOMAW RL, 1998, REG SCI URBAN ECON, V28, P199; NACHUM L, 2000, J INT BUS STUD, V31, P367; NACHUM L, 2001, BEST PAPER P ACAD MA; OWEN RF, 1982, NEW THEORIES MULTINA, P135; PORTER M, 1985, COMPETITIVE ADVANTAG; RAUCH JE, 1993, J URBAN ECON, V34, P380; RAUCH JE, 1993, Q J ECON, V108, P843; RAY EJ, 1998, FOREIGN OWNERSHIP CO, P69; ROBERTO B, 2004, REG SCI URBAN ECON, V34, P3; SASSEN S, 2001, GLOBAL CITY NEW YORK; SCHERER FM, 1990, IND MARKET STRUCTURE; SCHMALENSEE R, 1978, BELL J ECON, V9, P305; SCHWARTZ A, 1992, URBAN AFF QUART, V28, P276; SCOTT AJ, 1998, REGIONS WORLD EC COM; SHAVER JM, 2000, STRATEGIC MANAGE J, V21, P1175; SHAW RW, 1982, J IND ECON, V31, P69; SHI PD, 2002, J ROY STAT SOC B 2, V64, P237; SIBSON RE, 1971, MANAGING PROFESSIONA; SKAGGS BC, 2003, ACAD MANAGE J, V46, P775; SONG J, 2002, STRATEGIC MANAGE J, V23, P191; SPIEGELHALTER DJ, 2002, J ROY STAT SOC B 4, V64, P583; STORPER M, 2004, J ECON GEOGR, V4, P351; SWAMINATHAN A, 2001, ACAD MANAGE J, V44, P1187; TRAUTWEIN F, 1990, STRATEGIC MANAGE J, V11, P283; VERMEULEN F, 2001, ACAD MANAGE J, V44, P457; WEI YQ, 1999, REG STUD, V33, P857; WEISBERG S, 1985, APPL LINEAR REGRESSI; WHEELER D, 1992, J INT ECON, V33, P57; WYMBS C, 2001, INN SYST RES C TOR C; WYMBS C, 2001, J HIGH TECHNOLOGY MA, V13, P87	103	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				415	434			20	Business; Management	939ZM	ISI:000230113100005
J	Maitland, E; Rose, EL; Nicholas, S			How firms grow: clustering as a dynamic model of internationalization	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI; growth dynamics; organizational learning; statistical process control	FOREIGN DIRECT-INVESTMENT; TRANSACTION COSTS THEORY; UNITED-STATES; JOINT VENTURES; MULTINATIONAL-CORPORATIONS; MANUFACTURING INVESTMENT; EXPANSION STRATEGY; JAPANESE FIRMS; DETERMINANTS; CAPABILITY	This paper provides a methodology for identifying the dynamics of international firm expansion, demonstrating systematic evidence of both 'toe in the water' and concentrated bursts of internationalization by US multinational enterprises. We use the methodology of statistical process control to analyze initial investments in host countries and develop a numerical measure of temporal clustering or bunching. Using this measure, we identify two distinct patterns of growth; whereas some firms cluster their investments over time, others do not cluster their investments. For firms that cluster, three types of clustering strategy are identified: concentrating, hibernating, and hybrid. Arguments based on internal firm architecture, experience, and learning are advanced to explain these findings.	Univ New S Wales, Sch Org & Management, Sydney, NSW 2052, Australia; Victoria Univ Wellington, Wellington, New Zealand; Univ Hawaii Manoa, Honolulu, HI 96822 USA; Univ Sydney, Sydney, NSW 2006, Australia	Maitland, E, Univ New S Wales, Sch Org & Management, Sydney, NSW 2052, Australia	e.maitland@unsw.edu.au	2000, 2000 SURVEY REPORT; ADYA M, 2001, INT J FORECASTING, V17, P143; AHARONI Y, 1966, FOREIGN INVESTMENT D; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELDERBOS R, 1996, REV ECON STAT, V78, P214; BENDER S, 2000, J KNOWLEDGE MANAGEME, V4, P125; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BOGNER WC, 1996, STRATEGIC MANAGE J, V17, P85; BUCKLEY PJ, 1983, GROWTH INT BUSINESS, P34; BUCKLEY PJ, 1988, INTERNAL ORG EFFICIE, P127; BUCKLEY PJ, 1990, J INT BUS STUD, V21, P657; CAIRNS M, 2004, THESIS U MELBOURNE; CALOF JL, 1995, INT BUSINESS REV, V4, P115; CALVET AL, 1981, J INT BUS STUD, V12, P43; CASSON M, 1994, EC INT INVESTMENT, P14; CASSON M, 1995, ORG INT BUSINESS STU, V2; CHANDLER AD, 1977, VISIBLE HAND MANAGER; CHANDLER AD, 1998, SOCIETY, V35, P6; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHANG SJ, 2001, STRATEGIC MANAGE J, V22, P747; CURHAN JP, 1977, TRACING MULTINATIONA; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1984, J IND ECON, V32, P255; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DAVIS RB, 1990, COMMUN STAT THEORY, V19, P1581; DOZ Y, 1986, STRATEGIC MANAGEMENT; EVANS JR, 1996, MANAGEMENT CONTROL Q; FLOWERS E, 1976, J INT BUS STUD, V7, P43; FOURAKER LE, 1968, ADM SCI Q, V13, P47; FRANKO LG, 1989, J INT BUS STUD, V20, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 2000, STRATEGIC MANAGE J, V21, P51; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GRAHAM E, 1974, OLIGOPOLISTIC IMITAT; HENISZ WJ, 2001, ADMIN SCI QUART, V46, P443; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HORST T, 1972, REV ECON STAT, V54, P258; HYMER SH, 1976, INT OPERATIONS NATL; ISHIKAWA K, 1976, GUIDE QUALITY CONTRO; JAEHN AH, 1991, QUAL PROG, V22, P65; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOBRIN SJ, 1976, J INT BUS STUD, V7, P29; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1993, ORG THEORY MULTINATI, P136; LORD MD, 2000, J INT BUS STUD, V31, P573; LUOSTARINEN R, 1977, INTERNATIONALIZATION; MARTIN X, 1998, ADMIN SCI QUART, V43, P566; NICHOLAS S, 1983, J ECON HIST, V43, P675; NICHOLAS S, 1991, REINTERPRETING 19 CE; NICHOLAS S, 1996, 5 U MELB; NONAKA I, 1994, ORGAN SCI, V5, P1; ROBERTS HV, 1993, QUAL PROG, V26, P51; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; SANNARANDACCIO F, 1990, EUROPEAN DIRECT INVE; SHEWHART WA, 1931, EC CONTROL QUALITY M; SONG J, 2002, STRATEGIC MANAGE J, V23, P191; STOPFORD JM, 1972, MANAGING MULTINATION; SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TEECE DJ, 1985, AM ECON REV, V75, P233; VERMEULEN F, 2002, STRATEGIC MANAGE J, V23, P637; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1971, SOVEREIGNTY BAY MULT; WELCH LS, 1988, J GEN MANAGE, V14, P34; WILKINS M, 1974, MATURING MULTINATION; WILSON BD, 1980, J INT BUS STUD, V11, P59; WINTER SG, 1993, NATURE FIRM ORIGINS, P79; WINTER SG, 2000, STRATEGIC MANAGE J, V21, P981; YU CM, 1988, J INT BUS STUD, V19, P449; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZEJAN MC, 1990, J IND ECON, V38, P349	77	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				435	451			17	Business; Management	939ZM	ISI:000230113100006
J	Chan, KC; Fung, HG; Lai, P			Membership of editorial boards and rankings of schools with international business orientation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	editorial memberships; ranking; international business program	RESEARCH PRODUCTIVITY; EDUCATION-PROGRAMS; AMERICAN-SCHOOLS; MASTERS PROGRAMS; FINANCE RESEARCH; JOURNALS; REPRESENTATION; ACADEMY	Using 4-year data (1990, 1994, 1998, and 2002), we have provided a ranking of schools with international business (IB) orientation based on the membership of editorial boards of 30 leading international business journals. Participation on the editorial boards of quality journals is highly selective, and should provide a quality indication of the schools. Both quality-unadjusted and adjusted board membership-based ranking are calculated in this study. Several interesting findings are worth noting. First, US schools play a significant leadership role among the leading IB programs. Second, the findings of this study also show the major contribution of non-US schools, which confirms the importance of the global nature of the IB discipline. Third, the top-ranked schools share a number of characteristics. Finally, the correlation among different ranking criteria can be low, particularly for the top-ranked schools, suggesting that care should be exercised in interpreting school ranking.	Western Kentucky Univ, Dept Finance, Gordon Ford Coll Business, Bowling Green, KY 42101 USA; Univ Missouri, Coll Business Adm, St Louis, MO 63121 USA; Alcott Routon Consulting, Franklin, TN USA	Chan, KC, Western Kentucky Univ, Dept Finance, Gordon Ford Coll Business, Bowling Green, KY 42101 USA	Johnny.Chan@wku.edu	BALL DA, 1984, J INT BUS STUD, V15, P175; BALL DA, 1988, J INT BUS STUD, V19, P295; BOROKHOVICH KA, 1995, J FINANC, V50, P1691; CHAN KC, 2002, FINANC MANAGE, V31, P131; CHAN KC, 2003, J FINANC RES, V26, P405; CHANDY PR, 1994, J INT BUS STUD, V25, P715; COE RK, 1983, J FINANC RES, V6, P345; CONBOY ME, 1995, J ECON LIT, V33, P1966; COTTINGHAM J, 2000, BRIT ACCOUNTING REV, V32, P101; DOUGLAS SP, 1989, J INT BUS STUD, V20, P157; DUBOIS FL, 2000, J INT BUS STUD, V31, P689; DUBOIS FL, 2001, J INT BUS STUD, V32, P197; GIBBONS J, 1990, AM STAT, V44, P210; GIBBONS JD, 1991, J ECON EDUC, V22, P361; HULT G, 1997, J MARKETING ED, V19, P37; INKPEN AC, 1994, J INT BUS STUD, V25, P703; INKPEN AC, 2001, J INT BUS STUD, V32, P193; KAUFMAN G, 1984, J FINANC, V39, P1189; KURTZ DL, 1988, J MARKETING ED, V10, P64; MABRY RH, 1985, J FINANC RES, V8, P287; MITTERMAIER LJ, 1991, ISSUES ACCOUNTING ED, V6, P221; MORRISON AJ, 1991, J INT BUS STUD, V22, P143; NEHRT LC, 1970, INT BUSINESS RES PAS; NEHRT LC, 1987, J INT BUS STUD, V18, P91; PHENE A, 1998, J INT BUS STUD, V29, P621; PIERCE B, 1995, J INT BUS STUD, V26, P69; POWERS TL, 1998, J BUS RES, V42, P75; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	28	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				452	469			18	Business; Management	939ZM	ISI:000230113100007
J	Oxelheim, L; Randoy, T			The Anglo-American financial influence on CEO compensation in non-Anglo-American firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	CEO compensation; internationalisation; corporate governance; CEO tenure; cross-listing; foreign board membership; dismissal risk	EXECUTIVE-COMPENSATION; PERFORMANCE; RISK; MULTINATIONALITY; DIRECTORS; LISTINGS; PAY; INTERNATIONALIZATION; DETERMINANTS; METAANALYSIS	This study examines the impact of Anglo-American financial markets on CEO compensation. Starting from a sample of Norwegian and Swedish listed firms, we analyse this effect as manifested in the capital market (Anglo-American cross-listing) and in the market for corporate control (Anglo-American board membership). These effects are analysed together with the geographically broader effect of the product and service market internationalisation of the firm. We conclude that all three effects contribute positively to the level of CEO compensation. We argue that the higher CEO compensation found in firms exposed to Anglo-American financial influence - as compared with firms not subject to such influence - reflects institutional contagion, the demand for and supply of viable CEO candidates, and a pay premium for increased risk of dismissal.	Lund Univ, Lund Inst Econ Res, S-22007 Lund, Sweden; Res Inst Ind Econ, IUI, Stockholm, Sweden; Agder Univ Coll & Agder Res, Kristiansand, Norway	Oxelheim, L, Lund Univ, Lund Inst Econ Res, POB 7080, S-22007 Lund, Sweden	lars.oxelheim@fek.lu.se	1999, ECONOMIST       0121; 2000, ECONOMIST       0928; 2001, ECONOMIST       0505; *OECD, 1999, OECD PRINC CORP GOV; *UNCTAD, 2000, WORLD INV REP; AGARWAL NC, 1981, IND RELAT, V20, P36; ANGBLAD J, 2001, CONTROL CORPORATE EU, P228; BAUMOL WL, 1967, BUSINESS BEHAV VALUE; BECKER G, 1975, HUMAN CAPITAL THEORE; BERGLOF E, 2000, CORP GOV, P245; BOYD BK, 1994, STRATEGIC MANAGE J, V15, P335; BUCKLEY P, 2003, 29 EUR INT BUS ASS M; CARPENTER MA, 2002, ACAD MANAGE J, V45, P1085; CONTRACTOR FJ, 2003, J INT BUS STUD, V34, P5; CONYON MJ, 1998, EUROPEAN J FINANCE, V4, P291; CORE JE, 1999, J FINANC ECON, V51, P371; DALTON DR, 1998, STRATEGIC MANAGE J, V19, P269; DALTON DR, 1999, ACAD MANAGE J, V42, P674; DOIDGE C, 2004, J FINANC ECON, V71, P205; DONALDSON G, 1961, CORPORATE DEBT CAPAC; FAMA E, 1980, J POLITICAL EC, V98, P288; FAMA EF, 1983, J LAW ECON, V26, P301; FINKELSTEIN S, 1998, ACAD MANAGE J, V41, P179; FOERSTER SR, 1999, J FINANC, V54, P981; GIRMA S, 2002, WELTWIRTSCH ARCH, V138, P680; GOMEZMEJIA L, 1997, J MANAGE, V23, P291; GRANT RM, 1987, J INT BUS STUD, V18, P79; HALL BJ, 1998, Q J ECON, V113, P653; HARRIS D, 1997, STRATEGIC MANAGE J, V18, P895; HOWE JS, 1990, J BANK FINANC, V14, P1133; JENSEN MC, 1990, J POLIT ECON, V98, P225; JENSEN MC, 1993, J FINANC, V48, P831; KERR J, 1987, ACAD MANAGE J, V30, P645; LAPORTA R, 1999, J FINANC, V54, P471; LUCIER L, 2004, PERILS GOOD GOVERNAN; MELIN L, 1992, STRATEGIC MANAGE J, V13, P99; MILLER DP, 1999, J FINANC ECON, V51, P103; MILLER JS, 2002, ACAD MANAGE J, V45, P745; MODEN K, 1997, MANAGE INT REV, V37, P223; MORCK R, 1991, J BUS, V64, P165; MURPHY KJ, 2000, J ACCOUNT ECON, V30, P245; OXELHEIM L, 1990, INT FINANCIAL INTEGR; OXELHEIM L, 1997, MANAGING TURBULENT W; OXELHEIM L, 1998, CORPORATE STRATEGIES; OXELHEIM L, 2003, J APPL CORPORATE FIN, V15, P104; OXELHEIM L, 2003, J BANK FINANC, V27, P2369; RANDOY T, 2001, EUROPEAN MANAGEMENT, V19, P659; RANDOY T, 2002, J MANAGEMENT GOVERME, V6, P57; REEB DN, 1998, J INT BUS STUD, V29, P263; SANDERS WG, 1998, ACAD MANAGE J, V41, P158; SLOAN RG, 1993, J ACCOUNT ECON, V16, P55; STULZ RM, 1999, J APPL CORPORATE FIN, V12, P8; SUNDARAM AK, 1996, J INT BUS STUD, V27, P67; SUNDQVIST S, 1999, AGARNA MAKTEN SVERIG; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; TOSI HL, 2000, J MANAGE, V26, P301; USEEM M, 1998, ACAD MANAGEMENT EXEC, V12, P43; WEISS CO, 1988, OPT QUANT ELECTRON, V20, P1; WILLIAMSON OE, 1963, AM ECON REV, V53, P1047; WISEMAN RM, 1998, ACAD MANAGE REV, V23, P133; YERMACK D, 1996, J FINANC ECON, V40, P185; ZAJAC EJ, 1996, ADMIN SCI QUART, V41, P507	62	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2005	36	4				470	483			14	Business; Management	939ZM	ISI:000230113100008
J	Griffith, DA; Myers, MB			The performance implications of strategic fit of relational norm governance strategies in global supply chain relationships	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	global supply chain; governance; relational norms	DIFFERENCE SCORES; ORGANIZATIONAL RESEARCH; MARKETING CHANNELS; BEHAVIOR; FLEXIBILITY; COMMITMENT; MANAGEMENT; VARIABLES; OUTCOMES; MODELS	The search for strategic fit has become a core concept in normative models of strategy formation. The issue of strategic fit is becoming increasingly important in global supply chain relationships as managers and academics examine the effectiveness of culturally founded relational governance strategies across multiple supply chain relationships. This study empirically examines the performance implications of strategic fit of relational norm governance strategies in global supply chain relationships between US firms and their primary Japanese and US partners. The performance implications of fitting relational norm governance strategies (i.e., information exchange, flexibility and solidarity) across culturally diverse partners are tested. Results indicate that firm performance is enhanced when the relational norms of information exchange and solidarity are fit to culturally founded norm expectations across culturally diverse relationships simultaneously. Implications for theory and practice are discussed.	Michigan State Univ, Dept Mkt & Supply Chain Management, Eli Broad Grad Sch Management, E Lansing, MI 48824 USA; Univ Tennessee, Dept Mkt & Logist, Coll Business Adm, Knoxville, TN USA	Griffith, DA, Michigan State Univ, Dept Mkt & Supply Chain Management, Eli Broad Grad Sch Management, North Business Complex, E Lansing, MI 48824 USA	griffith@bus.msu.edu	ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ARTZ KW, 1999, BRIT J MANAGE, V10, P13; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BERGEN M, 1992, J MARKETING, V56, P1; BHAWUK DPS, 2001, INT J INTERCULT REL, V25, P141; BRETT JM, 1998, ACAD MANAGE J, V41, P495; CASMIR FL, 1999, INT J INTERCULTURAL, V23, P91; COHEN J, 1983, APPL MULTIPLE REGRES; DAY GS, 1999, MARKET DRIVEN ORG; DAY GS, 2000, J ACAD MARKET SCI, V28, P24; DWYER RF, 1987, J MARKETING, V51, P11; EDWARDS JR, 1993, ACAD MANAGE J, V36, P1577; EDWARDS JR, 1994, J MANAGE, V20, P683; EDWARDS JR, 1995, ORGAN BEHAV HUM DEC, V64, P307; EDWARDS JR, 1996, ACAD MANAGE J, V39, P292; EISEN SV, 1989, MCLEAN HOSP J, V14, P1; FISKE ST, 1991, SOCIAL COGNITION; FONTENOT RJ, 1997, J BUS RES, V39, P5; FORNELL C, 1981, J MARKETING RES, V18, P39; GASKI JF, 1984, J MARKETING, V48, P9; GERBING DW, 1988, J MARKETING RES, V25, P186; GHEMAWAT P, 1998, CALIF MANAGE REV, V40, P26; GINSBERG A, 1985, ACAD MANAGE REV, V10, P421; HEIDE JB, 1992, J MARKETING, V56, P32; HEIDE JB, 1994, J MARKETING, V58, P71; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; KIM YY, 1988, COMMUNICATION CROSS; KUMAR N, 1992, J MARKETING RES, V29, P238; LINDELL MK, 2001, J APPL PSYCHOL, V86, P114; LU JW, 2002, J INT BUS STUD, V33, P19; LUSCH RF, 1996, J MARKETING, V60, P19; MARTIN MM, 1995, PSYCHOL REP, V76, P623; MILES R, 1994, FIT FAILURE HALL FAM; MORGAN RM, 1994, J MARKETING, V58, P20; MYERS RH, 1995, RESPONSE SURFACE MET; NADLER DA, 1980, ORGAN DYN, V9, P35; NICKERSON JA, 2001, STRATEGIC MANAGE J, V22, P251; NOORDEWIER TG, 1990, J MARKETING, V54, P80; PODSAKOFF PM, 2003, J APPL PSYCHOL, V88, P879; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; SHARMA S, 1989, J MARKETING RES, V26, P214; SRIVASTAVA RK, 1999, J MARKETING, V63, P168; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; THOMPSON JD, 1967, ORG ACTION; TRIANDIS HC, 1987, PERSONALITY COGNITIN; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TROMPENAARS F, 1998, RIDING WAVES CULTURE; VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423; WATHNE KH, 2000, J MARKETING, V64, P36; WATHNE KH, 2004, J MARKETING, V68, P73; WILLIAMSON O, 1985, EC I CAPITALISM; WRIGHT PM, 1998, ACAD MANAGE REV, V23, P756; ZAJAC EJ, 2000, STRATEGIC MANAGE J, V21, P429; ZHANG C, 2003, J INT BUS STUD, V34, P550	55	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				254	269			16	Business; Management	925FV	ISI:000229039400001
J	Tihanyi, L; Griffith, DA; Russell, CJ			The effect of cultural distance on entry mode choice, international diversification, and MNE performance: a meta-analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	meta-analysis; cultural distance; measurement	FOREIGN DIRECT-INVESTMENT; WHOLLY OWNED SUBSIDIARY; JOINT VENTURES; NATIONAL CULTURE; UNITED-STATES; MULTINATIONAL-ENTERPRISES; EMPIRICAL-EXAMINATION; EMERGING ECONOMY; GLOBAL STRATEGY; FIRMS	Although a growing literature indicates that cultural distance - that is, differences between national cultures - is an important determinant of organizational actions and performance, both empirical and theoretical concerns abound. In this study, the relationships of cultural distance with entry mode choice, international diversification, and MNE performance are examined by meta-analyzing data from 66 independent samples, with cumulative sample sizes ranging from 2,255 to 24,152. Regression results failed to provide statistical evidence of significant relationships between cultural distance and entry mode choice, international diversification, and MNE performance. The examination of moderator effects, however, yielded important results. We found a strong negative association between cultural distance and entry mode choice for US-based MNEs. The cultural distance international diversification relationship was negative for high-technology industries, while it was positive for other industries. Cultural distance also had a strong positive effect on MNE performance for developed country investments. A similar, strong positive relationship was found between cultural distance and international diversification in studies with more recent samples. Results of this study indicate that substantial additional research is needed before the role of cultural distance is fully understood.	Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA; Michigan State Univ, Eli Broad Grad Sch Management, E Lansing, MI 48824 USA	Tihanyi, L, Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA	ltihanyi@ou.edu	AHUJA G, 2001, STRATEGIC MANAGE J, V22, P197; ANAND J, 1997, J INT BUS STUD, V28, P579; ARORA A, 2000, J INT BUS STUD, V31, P555; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARTLETT C, 1989, MANAGING BORDERS TRA; BENITO GRG, 1997, APPL ECON, V29, P1365; BIRKELAND KI, 1997, INT J SPORTS MED, V18, P7; BIRKINSHAW J, 2002, ORGAN SCI, V13, P274; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; BROUTHERS KD, 2003, J MANAGE STUD, V40, P1179; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHANG SJ, 2001, STRATEGIC MANAGE J, V22, P747; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 1997, J INT BUS STUD, V28, P735; EVANS J, 2002, J INT BUS STUD, V33, P515; FORSGREN M, 1995, J MANAGE STUD, V32, P475; FRYXELL GE, 2002, J MANAGE STUD, V39, P865; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GELETKANYCZ MA, 1997, STRATEGIC MANAGE J, V18, P615; GLAISTER KW, 1999, MANAGE INT REV, V39, P123; GOMES L, 1999, J INT BUS STUD, V30, P173; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; GROSSE R, 1996, J INT BUS STUD, V27, P139; HABIB M, 2002, J INT BUS STUD, V33, P291; HAKANSON L, 2001, MANAGE INT REV, V41, P395; HARZING AW, 2002, STRATEGIC MANAGE J, V23, P211; HENNART JF, 1997, STRATEGIC MANAGE J, V18, P1; HENNART JF, 1998, J INT BUS STUD, V29, P515; HERRMANN P, 2002, J INT BUS STUD, V33, P551; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUNTER JE, 1990, METHODS METAANALYSIS; INGLEHART R, 2000, AM SOCIOL REV, V65, P19; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KALLUNKI JP, 2001, MANAGE INT REV, V41, P357; KIM K, 2002, MANAGE INT REV, V42, P361; KIM WC, 1992, J INT BUS STUD, V23, P29; KIM WC, 1993, STRATEGIC MANAGE J, V14, P275; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOTABE M, 1990, J INT BUS STUD, V21, P623; KROEBER AL, 1952, CULTURE CRITICAL REV; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LI JT, 1992, J INT BUS STUD, V23, P675; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LOREE DW, 1995, J INT BUS STUD, V26, P281; LUO Y, 2001, J INT BUS STUD, V32, P104; LUO Y, 2002, J INT MANAGEMENT, V8, P141; LUO Y, 2002, J INT MANAGEMENT, V8, P189; LUO YD, 1999, J INT BUS STUD, V30, P269; LUO YD, 1999, J MANAGE STUD, V36, P505; LUO YD, 2001, ADMIN SCI QUART, V46, P177; LUO YD, 2001, J MANAGE STUD, V38, P443; LUO YD, 2001, STRATEGIC MANAGE J, V22, P141; LUO YD, 2002, ORGAN SCI, V13, P48; LUO YD, 2002, STRATEGIC MANAGE J, V23, P1; LUO YD, 2002, STRATEGIC MANAGE J, V23, P903; MERCHANT H, 2002, MANAGE INT REV, V42, P49; MOROSINI P, 1998, J INT BUS STUD, V29, P137; NEWBURRY W, 1999, J MANAGE STUD, V36, P263; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; PALICH LE, 1999, J MANAGE, V25, P587; PAN YG, 1996, J INT BUS STUD, V27, P1; PARK SH, 1997, ACAD MANAGE J, V40, P279; POTHUKUCHI V, 2002, J INT BUS STUD, V33, P243; RANDOY T, 2002, MANAGE INT REV, V42, P119; REUER J, 2002, MANAGE INT REV, V42, P237; REUER JJ, 2001, STRATEGIC MANAGE J, V22, P27; RICKS DA, 1990, J MANAGE, V16, P219; ROKEACH M, 1973, NATURE HUMAN VALUES; ROTH K, 1996, ACAD MANAGE J, V39, P678; SACKETT PR, 1985, PERS PSYCHOL, V38, P697; SCHMITT N, 1984, PERS PSYCHOL, V37, P407; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SCHWARTZ SH, 1999, APPL PSYCHOL-INT REV, V48, P23; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; SHANE S, 1995, J MANAGE, V21, P931; SHANE SA, 1992, MANAGE INT REV, V32, P295; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SOHN JHD, 1994, J INT BUS STUD, V25, P295; THOMAS DE, 2001, J INT MANAGEMENT, V7, P59; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TROMPENAARS F, 1998, RIDING WAVES CULTURE; VERMEULEN F, 2001, ACAD MANAGE J, V44, P457; VERNON R, 1966, Q J ECON, V80, P190; YIU D, 2002, ORGAN SCI, V13, P667; ZEIRA Y, 1997, MANAGE INT REV, V37, P259	94	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				270	283			14	Business; Management	925FV	ISI:000229039400002
J	Jones, MV; Coviello, NE			Internationalisation: conceptualising an entrepreneurial process of behaviour in time	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international entrepreneurship; entrepreneurship; internationalisation; time; international new venture; born global; innovation	TECHNOLOGY-BASED FIRMS; FOREIGN-MARKET ENTRY; BUSINESS RESEARCH; VENTURE PERFORMANCE; MANAGEMENT TEAMS; KNOWLEDGE; MODE; SMES; CAPABILITIES; EXPERIENCE	This paper presents a three-stage process of conceptual development in response to the call for a unifying direction for research in the emergent field of international entrepreneurship. Drawing on classic approaches to internationalisation, and importing insight from entrepreneurship as a separate and distinct field of study, the paper develops three potential models of internationalisation as a time-based process of entrepreneurial behaviour. The models evolve from the simple through general to precise levels of conceptualisation. Research implications are discussed.	Univ Auckland, Dept Mkt, Auckland 1, New Zealand; Univ Glasgow, Sch Business & Management, Glasgow, Lanark, Scotland	Coviello, NE, Univ Auckland, Dept Mkt, Private Bag 92019, Auckland 1, New Zealand	n.coviello@auckland.ac.nz	AABY NE, 1989, INT MARKET REV, V6, P7; ANCONA DG, 2001, ACAD MANAGE REV, V26, P645; ANDERSEN O, 1997, MANAG INT REV, V37, P7; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON JM, 1993, CARDIOVASC PATHOL S, V2, P33; ARENIUS PM, 2002, CREATION FIRM LEVEL; ATHANASSIOU N, 2000, J INT BUS STUD, V31, P471; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BECHERER RC, 1997, ENTREP THEORY PRACT, V22, P47; BELL J, 2003, J INT ENTREPRENEURSH, V1, P339; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BIRLEY S, 1985, J BUSINESS VENTURING, V1, P107; BLOODGOOD JM, 1996, ENTREP THEORY PRACT, V20, P61; BOTER H, 1996, J BUS VENTURING, V11, P471; BRAZEAL DV, 1999, ENTREP THEORY PRACT, V23, P29; BRUSH CG, 1992, J BUS VENTURING, V7, P157; BUCKLEY PJ, 1985, EC THEORY MULTINATIO; BUCKLEY PJ, 1996, INT BUS REV, V5, P233; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; CALOF JL, 1995, INT BUSINESS REV, V4, P115; CARLSON S, 1974, ANN AM ACAD POLIT SS, V412, P55; CASSON M, 2000, EC INT BUSINESS; CAVUSGIL ST, 1984, J BUS RES, V12, P195; CHANDLER GN, 1994, ENTREP THEORY PRACT, V18, P77; CHELL E, 2001, ENTREPRENEURSHIP GLO; CHRISMAN JJ, 1999, ENTREP THEORY PRACT, V22, P5; COOPER AC, 1993, J BUS VENTURING, V8, P241; COOPER AC, 1994, J BUS VENTURING, V9, P371; COVIELLO N, 1995, EUR J MARKETING, V29, P49; COVIELLO N, 1997, INT BUSINESS REV, V6, P361; COVIELLO NE, 1999, MANAGE INT REV, V39, P223; COVIELLO NE, 2004, J BUS VENTURING, V19, P485; COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75; COVIN JG, 1990, J BUS VENTURING, V5, P123; COVIN JG, 1991, ENTREP THEORY PRACT, V16, P7; DANA LP, 1999, RES GLOB ST, V7, P3; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; EKELEDO I, 1998, J ACAD MARKET SCI, V26, P274; ELLIS P, 2000, J INT BUS STUD, V31, P443; ERRAMILLI MK, 1990, INT MARKET REV, V7, P50; GREENE PG, 1997, J BUS VENTURING, V12, P161; HARVEY M, 2000, EUROPEAN MANAGEMENT, V18, P646; HILL CH, 1990, BIOL TRACE ELEM RES, V23, P1; HOCK D, 1999, BIRTH CHAORDIC AGE; HURMERINTAPELTO.L, 2003, J INT ENTREPRENEURSH, V1, P217; IBEH KIN, 2003, SMALL BUS ECON, V20, P49; JARILLO JC, 1989, J BUS VENTURING, V4, P133; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1988, INT FIRM READER, P303; JOHANSON J, 1990, INT MARKET REV, V7, P11; JOHANSON J, 2003, J INT ENTREPRENEURSH, V1, P83; JOLLY VK, 1992, J STRATEGIC CHANGE, V1, P71; JONES MV, 1999, J INT MARKETING, V7, P15; JONES MV, 2001, J INT MANAGEMENT, V7, P191; KAST FE, 1974, ORG MANAGEMENT SYSTE; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; KOGUT B, 1988, J INT BUS STUD, V19, P411; KUEMMERLE W, 2002, J BUS VENTURING, V17, P99; KUNDU SK, 2003, SMALL BUS ECON, V20, P25; KUTSCHKER M, 1997, MANAGE INT REV, V37, P101; LEONIDOU LC, 1998, J INT MARKETING, V6, P74; LU JW, 2001, STRATEGIC MANAGE J, V22, P565; LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135; LUOSTARINEN R, 1994, GLOBALISATION SME; MADSEN TK, 1997, INT BUSINESS REV, V6, P561; MCDOUGALL PP, 1989, J BUS VENTURING, V4, P387; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCNAUGHTON RB, 2000, J EUROMARKETING, V9, P99; MILLER D, 1983, MANAGE SCI, V29, P770; MORRIS MH, 2001, ENTREPRENEURSHIP INN, V2, P35; OFORIDANKWA J, 2001, ACAD MANAGE REV, V26, P415; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 1997, MANAGE INT REV, V37, P85; PAN YG, 2000, J INT BUS STUD, V31, P535; PATTON MQ, 2002, QUALITATIVE RES EVAL; PREECE SB, 1999, J BUS VENTURING, V14, P259; RENNIE MW, 1993, MCKINSEY Q, V4, P45; REUBER AR, 1997, J INT BUS STUD, V28, P807; REUBER AR, 1999, J SMALL BUS MANAGE, V37, P30; SCHMUPETER J, 1934, THEORY EC DEV; SHANE S, 2000, ACAD MANAGE REV, V25, P217; SHRADER RC, 2000, ACAD MANAGE J, V43, P1227; STEVENSON H, 1990, J BUS VENTURING, V5, P1; UCBASARAN D, 2001, ENTREP THEORY PRACT, V25, P57; VANDEVEN AH, 2004, J BUS VENTURING, V19, P343; WEICK KE, 1999, ACAD MANAGE REV, V24, P787; WELCH LS, 1988, J GEN MANAGE, V14, P34; WESTHEAD P, 2001, J BUS VENTURING, V16, P333; WIKLUND J, 1999, ENTREP THEORY PRACT, V24, P37; WRIGHT RW, 1994, J INT BUS STUD, V25, P687; YEOH PL, 1995, EUR J MARKETING, V29, P95; YLIRENKO H, 2001, STRATEGIC MANAGE J, V22, P587; YLIRENKO H, 2002, INT BUSINESS REV, V11, P279; YOUNG S, 1989, INT MARKET ENTRY DEV; ZAHRA SA, 1997, ENTREP THEORY PRACT, V22, P25; ZAHRA SA, 1999, ENTREP THEORY PRACT, V23, P169; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZANDER I, 1994, TORTOISE EVOLUTION M	100	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				284	303			20	Business; Management	925FV	ISI:000229039400003
J	Ferner, A; Almond, P; Colling, T			Institutional theory and the cross-national transfer of employment policy: the case of 'workforce diversity' in US multinationals	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	US multinationals; international HRM; employee diversity; policy transfer; institutionalism	HUMAN-RESOURCE MANAGEMENT; PERFORMANCE; CORPORATIONS; FIRM; INITIATIVES; ENTERPRISE; DIFFERENCE; EVOLUTION; KNOWLEDGE; JAPANESE	This paper uses a comparative institutionalist approach combined with a power/interests perspective to examine the processes whereby diversity policy is 'internationalised' by US multinational companies. It argues that the process of policy transfer to UK subsidiaries is complicated by incomplete and contested 'institutionalisation' of diversity within the US itself, and by differing conceptions of diversity between the US and the UK. The ability of actors within the UK subsidiaries to mobilise and deploy specific power resources allows them to resist the full implementation of corporate diversity policy, leading to a range of compromise accommodations. It is argued that the findings have more general implications for analysing the transfer of HR practices between national business systems.	De Montfort Univ, Leicester Business Sch, Dept Human Resource Management, Leicester LE1 9BH, Leics, England	Ferner, A, De Montfort Univ, Leicester Business Sch, Dept Human Resource Management, Leicester LE1 9BH, Leics, England	afhum@dmu.ac.uk	*EEOC, 2000, OCC EMPL PRIV IND RA; *EEOC, 2003, CAT GOES COURT RATH; *SHRM, 2000, SHOULD MY ORG DEF DI; *SHRM, 2000, WHAT IS BUS CAS DIV; AGOCS C, 1996, INT J MANPOWER, V17, P30; BAKER A, 2002, INDIANA LAW J, V31, P113; BARON JN, 1986, AM J SOCIOL, V92, P350; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW J, 1998, SLOAN MANAGE REV, V39, P51; BIRKINSHAW J, 2000, ENTREPRENEURSHIP GLO; BOND MA, 1998, J MANAGE INQUIRY, V7, P252; BOYER R, 1998, IMITATION INNOVATION; CHANDLER A, 1990, SCALE SCOPE DYNAMICS; COLLING T, 2001, EQUALITY DIVERSITY D, P136; COLLING T, 2002, EUR J IND RELAT, V8, P301; COX T, 1994, CULTURAL DIVERSITY O; CUTCHERGERSHENF.J, 1998, KNOWLEDGE DRIVEN WOR; DASS P, 1999, ACAD MANAGEMENT EXEC, V13, P68; DESSLER G, 2001, FRAMEWORK HUMAN RESO; DICKENS L, 1999, HUMAN RESOURCE MANAG, V9, P9; DIMAGGIO P, 1988, I PATTERNS ORG, P3; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOERINGER PB, 2003, CAMBRIDGE J ECON, V27, P265; EDWARDS T, 2004, MANAGE INT REV, P49; EGAN M, 2003, THUNDERBIRD INT BUSI, V45, P701; FERNANDEZPUERTAS A, 1997, J ROY ASIATIC SOC 1, V7, P1; FLORKOWSKI G, 1996, MANAGING DIVERSITY, P337; GHOSHAL S, 1993, SLOAN MANAGE REV, V34, P23; GORDON DM, 1982, SEGMENTED WORK DIVID; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HALL P, 2001, VARIETIES CAPITALISM; HALL P, 2003, COMP HIST ANAL SOCIA, P373; HEERY E, 1998, WORK EMPLOY SOC, V12, P351; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JEHN KA, 1999, ADMIN SCI QUART, V44, P741; JOHNSON L, 2000, DYNAMICS MANAGING DI, P125; KIRBY EL, 2003, J BUS COMMUN, V40, P28; KIRTON G, 2000, DYNAMICS MANAGING DI; KOCHAN T, 2003, HUM RESOURCE MANAGE, V42, P3; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2002, ACAD MANAGE J, V35, P215; KUROWSKI L, 2002, MANAGE DECIS, V40, P183; LAM A, 1997, ORGAN STUD, V18, P973; LAM A, 2003, J MANAGE STUD, V40, P673; LANE C, 1989, MANAGEMENT LABOUR EU; LIFF S, 1996, J MANAGE STUD, V33, P79; LIFF S, 1997, EMPLOYEE RELATIONS, V19, P11; MAHONEY J, 2003, COMP HIST ANAL SOCIA; MARTINEZ Z, 1991, J INT BUS STUD, V20, P465; MCCOLGAN A, 2002, DISCRIMINATION LAW T; MILLS CW, 1963, NEW MEN POWER AM LAB; OLIVER F, 1991, CLIN EXP DERMATOL, V16, P1; ORTIZ L, 1998, IND RELATIONS J, V29, P42; PFEFFER J, 1978, EXTERNAL CONTROL ORG; RICHARD OC, 2000, ACAD MANAGE J, V43, P164; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; SCHULER R, 1993, INT J HUM RESOUR MAN, V1, P717; SCOTT WR, 1995, I ORG; SMITH C, 1995, WORK EMPLOY SOC, V9, P241; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TEMPEL A, 2003, GLOBAL STANDARDIZATI; TOLLIDAY S, 1998, IMITATION INNOVATION, P1; WENTLING RM, 2000, HUMAN RESOURCE DEV Q, V11, P35; WHITEHOUSE PJ, 1992, ALZ DIS ASSOC DIS, V6, P1; WHITLEY R, 1999, DIVERGENT CAPITALISM; WHITLEY R, 2001, MULTINATIONAL FIRM O, P27; ZANFEI A, 2000, CAMBRIDGE J ECON, V24, P515; ZUCKER LG, 1977, AM SOCIOL REV, V42, P726; ZUCKER LG, 1988, I PATTERNS ORG CULTU	72	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				304	321			18	Business; Management	925FV	ISI:000229039400004
J	Hillman, AJ; Wan, WP			The determinants of MNE subsidiaries' political strategies: evidence of institutional duality	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	political strategies; institutional theory; MNE coordination	MULTINATIONAL-CORPORATIONS; ORGANIZATIONAL LEGITIMACY; GOVERNMENT RELATIONS; EMPIRICAL-ANALYSIS; FIRM PERFORMANCE; DIVERSIFICATION; INTEGRATION; ENTERPRISE; PARTICIPATION; ENVIRONMENTS	In this study, we develop and test a model of the determinants of political strategies used by foreign subsidiaries of multinational enterprises (MNEs). Using recent theoretical advances in institutional theory that recognize that MNE subsidiaries are confronted with pressures for isomorphism within the corporation (internal legitimacy) and within the host country (external legitimacy), we integrate international business and political strategy literatures to create a multilevel model of subsidiary, host country and parent determinants of political strategy. Our hypotheses are tested using survey and archival data from Western European subsidiaries of US MNEs.	Arizona State Univ, Dept Management, Tempe, AZ 85287 USA; Garvin Sch Int Management, Global Business Dept, Glendale, AZ USA	Hillman, AJ, Arizona State Univ, Dept Management, Box 874006, Tempe, AZ 85287 USA	amy.hillman@asu.edu	*BUR EC AN, 1999, US DIR INV POS ABR; ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645; AMBROSE ML, 2003, J APPL PSYCHOL, V88, P295; BARLETT CA, 1989, TRANSNATIOANAL CORPO; BARON DP, 1995, CALIF MANAGE REV, V37, P47; BAUM JAC, 1991, ADMIN SCI QUART, V36, P187; BAYSINGER BD, 1984, ACAD MANAGE REV, V9, P248; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BLUMENTRITT TP, 2002, J INT BUS STUD, V33, P57; BODDEWYN J, 1993, RES GLOBAL STRATEGIC, V4, P162; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BREWER TL, 1992, J INT BUS STUD, V23, P295; CAVES RE, 1996, MULTINATIONAL ENTERP; CHATTERJEE S, 1991, REGRESSION ANAL EXAM; COLEMAN W, 1988, BUSINESS POLITICS ST; DEEPHOUSE DL, 1996, ACAD MANAGE J, V39, P1024; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1992, MULTINATIONAL ENTERP; FOMBRUN C, 1996, REPUTATION REALIZING; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GETZ K, 1993, CORPORATE POLITICAL, P152; GRANT RM, 1988, ACAD MANAGE J, V31, P771; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAYES M, 1992, INCREMENTALISM PUBLI; HEINZ J, 1993, HOLLOW CORE; HILLMAN A, 1995, ACAD MANAGE REV, V20, P193; HILLMAN A, 2003, BUS SOC, V42, P455; HILLMAN AJ, 1999, ACAD MANAGE REV, V24, P825; HITT MA, 1997, ACAD MANAGE J, V40, P767; HULL R, 1993, LOBBYING EC, P4; JACOBSON CK, 1993, J MANAGE STUD, V30, P453; KEIM G, 1988, J MANAGE, V14, P163; KLEIN KJ, 1994, ACAD MANAGE REV, V19, P195; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; KREFT I, 1988, INTRO MULTILEVEL MOD; LAU CM, 2002, J INT BUS STUD, V33, P533; LEHMBRUCH G, 1982, PATTERNS CORPORATIST, P1; LIJPHART A, 1991, BRIT J POLIT SCI, V21, P235; LUO YD, 2001, J INT BUS STUD, V32, P401; MAURI AJ, 2001, MANAGE INT REV, V41, P233; MEYER JW, 1977, AM J SOCIOL, V83, P340; MEYER JW, 1983, ORG ENV RITUAL RATIO, P199; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NOOTEBOOM B, 1997, ACAD MANAGE J, V40, P308; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; RASBASH J, 2001, MULTILEVEL MODELLING, P93; RAUDENBUSH S, 2002, HIERARCHICAL LINEAR; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1990, J INT BUS STUD, V21, P541; RUGMAN AM, 1985, MULTINATIONALS TRANS; SALISBURY RH, 1969, MIDWEST J POLITICAL, V12, P1; SCHMIDT M, 1982, PATTERNS CORPORATIST, P221; SCHMITTER P, 1982, ORG INTERESTS W EURO, P122; SCHULER DA, 2002, ACAD MANAGE J, V45, P659; SCOTT W, 1995, I ORG; SETHI SP, 1982, CALIF MANAGE REV, V24, P32; SINGH JV, 1986, ADMIN SCI QUART, V31, P171; SNIJDERS T, 1999, MULTLEVEL ANAL INTRO; STINCHCOMBE AL, 1965, HDB ORG, P142; SUCHMAN MC, 1995, ACAD MANAGE REV, V20, P571; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; VERNON R, 1971, SOVEREIGNTY BAY; WAN WP, 2003, ACAD MANAGE J, V46, P27; WEAVER R, 1993, DO I MATTER, P2; WESTNEY E, 1993, ORG THEORY MULTINATI, P53; WILSON G, 1990, BUSINESS POLITICS; XU D, 2002, ACAD MANAGE REV, V27, P608; YAZIJI M, 2004, HARVARD BUS REV, V82, P110; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZARDKOOHI A, 1985, SOUTH ECON J, V51, P804	78	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				322	340			19	Business; Management	925FV	ISI:000229039400005
J	Belderbos, RA; Heijltjes, MLG			The determinants of expatriate staffing by Japanese multinationals in Asia: control, learning and vertical business groups	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	expatriate managers; Japanese firms; keiretsu	INTERNATIONAL JOINT VENTURES; HUMAN-RESOURCE MANAGEMENT; UNITED-STATES; FOREIGN SUBSIDIARIES; ORGANIZATIONAL CAPABILITY; ABSORPTIVE-CAPACITY; CORPORATIONS; KNOWLEDGE; PERFORMANCE; STRATEGY	We empirically examine the determinants of the decision whether or not to appoint an expatriate as the managing director of overseas affiliates for a sample of 844 Japanese manufacturing affiliates operating in Asia in 1995. Confirmation is found for hypotheses derived both from a control and coordination perspective on expatriation and from a knowledge creation and learning perspective. Strategic dependence of the parent on the affiliate increases the propensity to appoint expatriates, whereas localisation of the affiliate reduces it. Organisational experience in the country, both by the affiliate and by the firm, increases the probability that host country nationals will be appointed. Inter-firm relationships within vertical keiretsu groups impact on expatriation policies through inter-organisational knowledge exchange in host countries and the mitigation of localisation requirements owing to intragroup transactions.	Katholieke Univ Leuven, Fac Econ & Appl Econ, B-3000 Louvain, Belgium; Tech Univ Eindhoven, Eindhoven, Netherlands; Univ Maastricht, Maastricht, Netherlands	Belderbos, RA, Katholieke Univ Leuven, Fac Econ & Appl Econ, Naamsestr 69, B-3000 Louvain, Belgium	rene.belderbos@econ.kuleuven.be	*MIN INT TRAD IND, 1996, KAIG TOUSH TOK SOUR; *MIN INT TRAD IND, 2000, WHIT PAP FOR DIR INV; BALIGA BR, 1985, STRATEGIC MANAGEMENT, V6, P115; BANAI M, 1992, INT J HUM RESOUR MAN, V3, P451; BARTLETT C, 1988, HUMAN RESOURCE MANAG, V27, P19; BEAMISH PW, 1998, J WORLD BUS, V33, P33; BEECHLER S, 1994, J INT BUS STUD, V25, P467; BELDERBOS R, 1996, REV ECON STAT, V78, P214; BELDERBOS R, 2001, WORLD DEV, V29, P189; BELDERBOS R, 2002, J JPN INT ECON, V16, P194; BELDERBOS RA, 1997, JAPANESE ELECT MULTI; BETTIS RA, 1995, STRATEGIC MANAGEMENT, V16, P5; BIRD A, 1996, BOUNDARYLESS CAREER, P150; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BONACHE J, 1997, HUMAN RESOURCE MANAG, V7, P89; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BRISCOE DR, 1995, INT HUMAN RESOURCE M; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CONNER KR, 1996, ORGAN SCI, V7, P477; DELIOS A, 2000, INT J HUM RESOUR MAN, V11, P278; DOWNES M, 2000, J MANAGERIAL ISSUES, V12, P131; DYER JH, 2000, STRATEGIC MANAGE J, V21, P345; EDSTROM A, 1977, ADM SCI Q, V22, P248; EDSTROM A, 1994, MANAGE INT REV, V34, P71; EGELOFF WG, 1988, ORG MULTINATIONAL EN; EISENHARDT KM, 1985, MANAGE SCI, V31, P134; FINKELSTEIN S, 1996, STRATEGIC LEADERSHIP; GERINGER JM, 1990, MANAGE INT REV, V30, P103; GERLACH M, 1992, ALLIANCE CAPITALISM; GOTO A, 1982, EUROPEAN EC REV, V19, P53; GRANT RM, 1996, ORGAN SCI, V7, P375; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HARZING AW, 2001, HUM RESOURCE MANAGE, V40, P139; HARZING AWK, 1999, MANAGING MULTINATION; HEAD K, 1995, J INT ECON, V38, P223; KIM H, 2004, STRATEGIC MANAGE J, V25, P613; KOBRIN SJ, 1988, HUMAN RESOURCE MANAG, V27, P63; KREN L, 1988, J ACCOUNTING LIT, V7, P280; KUMAR S, 1998, STRATEGIC MANAGE J, V19, P579; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; MARTIN X, 1995, STRATEGIC MANAGE J, V16, P589; MARTIN X, 1998, ADMIN SCI QUART, V43, P566; MCMILLAN CJ, 1996, JAPANESE IND SYSTEM; MORRIS J, 1994, WORKING JAPANESE EC; NAKATANI I, 1984, EC ANAL JAPANESE FIR, P227; NONAKA I, 1995, KNOWLEDGE CREATING O; ODAGIRI H, 1992, GROWTH COMPETITION C; ODONNELL SW, 2000, STRATEGIC MANAGE J, V21, P525; OUCHI WG, 1980, ADM SCI Q, V25, P129; PETERSON RB, 1996, MANAGE INT REV, V36, P215; PFEFFER J, 1978, EXTERNAL CONTROL ORG; RODGERS RA, 1996, INT J HUM RESOUR MAN, V7, P455; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; SAKO M, 1996, CAMBRIDGE J ECON, V20, P651; SAKO M, 1999, OXFORD REV ECON POL, V15, P114; SCULLION H, 1991, PERS MANAGE, V23, P32; SOHN JHD, 1994, J INT BUS STUD, V25, P295; TORBIORN I, 1994, INT STUDIES MANAGEME, V24, P5; TUNG RL, 1982, CALIFORNIA MANAGEMEN, V25, P57; TUNG RL, 1984, J INT BUS STUD, V15, P139; WANG P, 1998, INT BUSINESS REV, V7, P351; ZAJAC EJ, 1990, STRATEGIC MANAGE J, V11, P217	62	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2005	36	3				341	354			14	Business; Management	925FV	ISI:000229039400006
J	Redding, G			The thick description and comparison of societal systems of capitalism	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	business systems; comparative capitalisms; socio-economics	CAPABILITIES; COEVOLUTION; MANAGEMENT; INSTITUTIONS; ENTERPRISES; EVOLUTION; BUSINESS; STRATEGY; FIRMS	Critiques of international business theory have recently pointed to weaknesses in the handling of context, of culture, and of policy implications. It is contended that the origins of such failings lie in the discipline's commonly accepted methodologies, and in turn that they have epistemological roots. As a route out of the dilemmas faced, a proposal is made to adopt more complete ways of handling determinacy, including the influences of history, culture, and the societal emergence of institutions. Business systems theory is drawn upon and a model proposed, developed from the work of Whitley. In this, culture is seen as underpinning formal institutions, which in turn underpin societal business systems. The use of the model relies on the ideas of Geertz on 'thick description' and of Ragin on holistic analysis. It is illustrated with a comparison of the American and French socio-economic systems, seen historically. Findings in strategy research about the geographically defined nature of firm supremacy in many industries are brought into the account, using the business systems literature. Consistent patterns of determinacy, as well as distinct and contrasting trajectories of business system evolution, are noted. A more complete and multidisciplinary form of explanation, grounded in socioeconomics, is advocated as a means of meeting the challenges both of understanding and of policymaking at several levels.	INSEAD, Euro Asia & Comparat Res Ctr, F-77305 Fontainebleau, France	Redding, G, INSEAD, Euro Asia & Comparat Res Ctr, Blvd Constance, F-77305 Fontainebleau, France	gordon.redding@insead.edu	ABRAMOVITZ M, 1993, J ECON HIST, V53, P217; ALBERT M, 1993, CAPITALISM VERSUS CA; AOKI M, 1994, JAPANESE FIRM SOURCE, P11; ARCHER MS, 1996, CULTURE AGENCY PLACE; BERGER PL, 1966, SOCIAL CONSTRUCTION; BERGER S, 1996, NATL DIVERSITY GLOBA; BIGGART NW, 2004, ACAD MANAGE REV, V29, P28; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; CARNEY M, 2001, ASIA PACIFIC J MANAG, V18, P335; CASPER S, 1997, RECONFIGURING I POLI; CHILD J, 2000, ADV INT COM, V13, P27; COASE RH, 1937, ECONOMICA, V4, P386; COHEN IJ, 1981, M WEBER GEN EC HIST; CROUCH C, 1997, POLITICAL EC MODERN; DIMAGGIO P, 1991, NEW I ORG ANAL; DIMAGGIO P, 2001, 21 CENTURY FIRM; DORE R, 1996, NATL DIVERSITY GLOBA, P366; DORE R, 2000, STOCK MARKET CAPITAL; DOZ Y, 2001, GLOBAL METANATIONAL; DUNNING J, 2003, FUTURE MULTINATIONAL, P14; EISENSTADT SN, 1996, JAPANESE CIVILIZATIO; ETZIONI A, 1988, MORAL DIMENSION NEW; FITZGERALD JD, 2001, EXPERT OPIN BIOL TH, V1, P1; FLIGSTEIN N, 2001, ARCHITECTURE MARKETS; FOSS NJ, 1996, J MANAGE STUD, V33, P1; FRIEDMAN M, 1953, ESSAYS POSITIVE EC; FUKAO M, 1995, FINANCIAL INTEGRATIO; GEERTZ C, 1973, INTERPRETATION CULTU; GELLNER E, 1970, SOCIOLOGICAL THEORY, P115; GIDDENS A, 1984, CONSTITUTION SOC; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GRANOVETTER M, 1988, IND FIRMS JOBS SOCIO, P187; HAAKE S, 2002, ORGAN STUD, V23, P711; HALL PA, 2001, VARIETIES CAPITALISM; HAMILTON G, 1994, HDB EC SOCIOLOGY, P183; HANCKE B, 2001, VARIETIES CAPITALISM, P307; HEYLEN F, 1995, J COMMON MARK STUD, V33, P573; HOLLINGSWORTH JR, 1997, CONT CAPITALISM EMBE, P1; JACOBS N, 1985, KOREAN ROAD MODERNIZ; JONES EL, 1981, EUROPEAN MIRACLE; KALBERG S, 1980, AM J SOCIOL, V85, P1145; KOGUT B, 1992, ORGAN SCI, V3, P383; KOZA MP, 1998, ORGAN SCI, V9, P255; KRISTENSEN PH, 1999, INT STUDIES MANAGEME, V29, P94; LANDES DS, 1998, WEALTH POVERTY NATIO; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAZONICK W, 1991, BUSINESS ORG MYTH MA; LEWIN AY, 1999, ORGAN SCI, V10, P519; LEWIN AY, 2001, ORGAN STUD, V22, R5; MANNHEIM K, 1936, IDEOLOGY UTOPIA; MCCRAW TK, 1997, CREATING MODERN CAPI; MEYER M, 2005, MANAGEMENT ORG REV, V1, P57; MINTZBERG H, 1979, STRUCTURING ORG; MOERLAND PW, 1995, REV IND ORGAN, V10, P443; MOHR LB, 1982, EXPLAINING ORG BEHAV; MORAN P, 1999, ACAD MANAGE REV, V24, P390; NASH K, 2001, SOCIOLOGY, V35, P77; NELSON R, 1994, IND CORP CHANGE, V3, P47; NORTH D, 1990, I I CHANGE EC PERFOR; NUMAGAMI T, 1998, ORGAN SCI, V9, P2; ORRU M, 1997, EC ORG E ASIAN CAPIT; PENROSE E, 1959, THEORY GROWTH FIRM; PERROW C, 2002, ORG AM WEALTH POWER; PIORE M, 2002, REV ECON, V53, P291; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1995, ADV STRATEG MANAGE, V11, P63; PORTER ME, 2000, CULTURE MATTERS VALU, P14; PRIGOGINE I, 1996, FIN CERTITUDES; QUACK SG, 2000, NATL CAPITALISM GLOB; RAGIN C, 1987, COMP METHOD; RANGAN S, 2002, EXPLAINING OUTCOMES; REDDING G, 2002, ASIA PACIFIC J MANAG, V19, P221; REDDING G, 2002, REFLECTIONS MULTIPLE, P241; REDDING G, 2004, ROLE EXECUTIVE RATIO; REDDING SG, 1994, J FAR E BUSINESS, V1, P71; REDDING SG, 1994, ORGAN STUD, V15, P323; RUGMAN AM, 2004, J INT BUS STUD, V35, P3; SACHSENMAIER D, 2002, REFLECTIONS MULTIPLE; SCHLUCHTER W, 1981, RISE W RATIONALISM M; SCHLUCHTER W, 1989, RATIONALISM RELIG DO; SCHROEDER R, 1992, M WEBER SOCIOLOGY CU; SENNETT R, 1998, CORROSION CHARACTER; SORGE A, 1996, CHANGING EUROPEAN FI, P67; SORGE A, 2003, ORGAN STUD, V24, P1261; STOPFORD J, 2003, FUTURE MULTINATIONAL, P171; SWEDBERG R, 1998, M WEBER IDEA EC SOCI; SWEDBERG R, 1999, M WEBER ESSAYS EC SO; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; VOLBERDA HW, 2003, J MANAGE STUD, V40, P2111; WEBER M, 1930, PROTESTANT ETHIC SPI; WEEKS J, 2003, ORGAN STUD, V24, P1309; WHITE S, 2002, ASIA PACIFIC J MANAG, V19, P287; WHITLEY R, 1992, BUSINESS SYSTEMS E A; WHITLEY R, 1999, DIVERGENT CAPITALISM; WHITLEY R, 1999, INT STUDIES MANAGEME, V29, P113; WHITLEY R, 2002, COMPETING CAPITALISM; WHITLEY R, 2003, ORGAN STUD, V24, P667; WHITTINGTON R, 1999, ORGAN SCI, V10, P583; WILKINSON B, 1996, ORGAN STUD, V17, P421; WILLIAMS B, 1973, UTILITARIANISM FOR A, P77; WILLIAMSON OE, 1985, EC I CAPITALISM; YETTON P, 1992, AUSTR J MANAGEMENT, V17, P89; ZUKIN S, 1990, STRUCTURES CAPITAL S	103	3	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2005	36	2				123	155			33	Business; Management	911XE	ISI:000228039300001
J	Barden, JQ; Steensma, HK; Lyles, MA			The influence of parent control structure on parent conflict in Vietnamese international joint ventures: an organizational justice-based contingency approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	joint ventures; control; justice	STRATEGIC DECISION-MAKING; ABSORPTIVE-CAPACITY; SOCIAL-EXCHANGE; UNITED-STATES; BARGAINING POWER; PERFORMANCE; COOPERATION; ALLIANCES; KNOWLEDGE; PARADOX	There has been significant interest in understanding how the distribution of parental control over international joint ventures (IJV) influences IJV outcomes ( e. g., parent conflict, survival, performance). Yet, the accumulation of research on the relationship between control structure and IJV outcomes has been somewhat inconclusive and even contradictory. We contribute to this research stream by developing an organizational justice-based contingency model relating parental control structure to parent conflict. We suggest that the level of conflict between IJV parents will depend on the consistencies between the control structure and parents' contribution of proprietary resources, and between control structure and the parents' abilities to effectively monitor operations. Our analysis of Vietnamese joint ventures provides some support for our model, and suggests that the relationship between parent control structure and IJV outcomes is perhaps more complex than previously thought.	Duke Univ, Fuqua Sch Business, Durham, NC 27708 USA; Univ Washington, Sch Business, Seattle, WA 98195 USA; Indiana Univ, Kelley Sch Business, Indianapolis, IN 46204 USA	Barden, JQ, Duke Univ, Fuqua Sch Business, Box 90120, Durham, NC 27708 USA	jeffrey.barden@duke.edu	ADAMS JS, 1965, ADV EXPT SOCIAL PSYC, V2, P267; AIKEN L, 1991, MULTIPLE REGRESSION; AMASON AC, 1994, INT J CONFL MANAGE, V5, P239; AMASON AC, 1996, ACAD MANAGE J, V39, P123; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ARINO A, 1998, ORGAN SCI, V9, P306; AWADZI W, 1986, AC MAN C LOND; BARDEN J, 2001, BUSINESS ASIA PACIFI, P343; BEAMISH PW, 1984, THESIS U W ONTARIO L; BEAMISH PW, 1987, J INT BUS STUD, V22, P1; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BELSELY D, 1980, REGRESSION DIAGNOSTI; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BOULDING K, 1963, CONFLICT DEFENSE; CARMINES EG, 1981, SOCIAL MEASUREMENT C, P65; CHANDLER AD, 1977, VISIBLE HAND MANAGER; CHILD J, 1997, COOPERATIVE STRATEGI, P181; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAS TK, 1998, ACAD MANAGE REV, V23, P491; DING DZ, 1997, J INT MARKETING, V5, P31; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DRUCKER P, 1974, MANAGEMENT TASKS RES; EDWARDS JR, 1994, ORG BEHAV HUMAN DECI, V58, P51; EISEN SV, 1989, MCLEAN HOSP J, V14, P1; EMERY FE, 1965, HUM RELAT, V18, P21; FRANKO LG, 1971, JOINT VENTURE SURVIV; GALBRAITH JR, 1977, ORG DESIGN; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GRANT RM, 1995, ACAD MANAGEMENT BEST, P17; GREENBERG J, 1996, RES ORGAN BEHAV, V18, P111; GREENBERG J, 2000, I O PSYCHOL WHAT WE, P72; GULATI R, 1998, ADMIN SCI QUART, V43, P781; HAMBRICK DC, 2001, STRATEGIC MANAGE J, V22, P1033; HARRIGAN JR, 1986, MANAGING JOINT VENTU; HARRISON DA, 1996, ORGAN BEHAV HUM DEC, V68, P246; HENNART JF, 1999, STRATEGIC MANAGE J, V20, P15; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1997, COOPERATIVE STRATEGI, P337; JANGER AR, 1980, ORG INT JOINT VENTUR; JEHN K, 1999, J PERS SOC PSYCHOL, V72, P775; JEHN KA, 1997, ADMIN SCI QUART, V42, P530; JEHN KA, 2001, ACAD MANAGE J, V44, P238; JENSEN MC, 1976, J FINANC ECON, V3, P305; KILLING P, 1983, STRATEGIES JOINT VEN; KIM WC, 1993, ACAD MANAGE J, V36, P502; KOZA MP, 1998, ORGAN SCI, V9, P1; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LAWLER EJ, 1993, SOCIOLOGICAL THEORY, V11, P268; LIN JL, 1997, COOPERATIVE STRATEGI, P115; LIND EA, 1988, SOCIAL PSYCHOL PROCE; LIND EA, 1995, SOCIAL CONFLICT SOCI; LIND EA, 2001, ADV ORG JUSTICE, P56; LUO YD, 2001, J INT BUS STUD, V32, P41; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAKHIJA MV, 1997, ORGAN SCI, V8, P508; MJOEN H, 1997, ORGAN SCI, V8, P257; OUCHI WG, 1980, ADM SCI Q, V25, P129; PARK SH, 2001, ORGAN SCI, V12, P37; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PENG MW, 2000, ACAD MANAGE J, V43, P486; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PINKLEY RL, 1990, J APPL PSYCHOL, V75, P117; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PODSAKOFF PM, 1993, EMPLOYEE RESPONSIBIL, V6, P235; PONDY LR, 1970, POWER ORG, P270; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1; ROEHL TW, 1987, COLUMBIA J WORLD BUS, V22, P87; SIMON HA, 1955, Q J ECON, V69, P99; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; THIBAUT JW, 1959, SOCIAL PSYCHOL GROUP; THOMPSON JD, 1967, ORG ACTION SOCIAL SC; TOMLINSON JWC, 1970, JOINT VENTURE PROCES; TUCKMAN BW, 1965, PSYCHOL BULL, V63, P384; TYLER TR, 1998, HDB SOCIAL PSYCHOL, V2, P595; UZZI B, 1997, ADMIN SCI QUART, V42, P35; VENKATRAMAN N, 1987, J MANAGE, V13, P109; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1998, J INT BUS STUD, V29, P773	83	3	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2005	36	2				156	174			19	Business; Management	911XE	ISI:000228039300002
J	Hagedoorn, J; Cloodt, D; van Kranenburg, H			Intellectual property rights and the governance of international R&D partnerships	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international partnerships; intellectual property rights protection; R&D	STRATEGIC ALLIANCES; NATIONAL CULTURE; JOINT VENTURES; PROTECTION; TECHNOLOGY; INVESTMENT; PATTERNS; IMPACT; FIRMS; COUNTRIES	This paper studies the degree to which country differences in intellectual property rights protection affect the choice of companies for a particular mode of international inter-firm RTD partnering. It focuses on the preference of companies for either an equity joint venture or a contractual partnership. We find that international differences in intellectual property rights protection are a significant factor: with less secure protection, firms choose RTD joint ventures rather than contractual partnerships. The level of technological change in industries has an inverse effect on the preference for international RTD joint ventures.	Maastricht Univ, MERIT, NL-6200 MD Maastricht, Netherlands; Maastricht Univ, Fac Econ & Business Adm, Dept Org & Strategy, NL-6200 MD Maastricht, Netherlands	Hagedoorn, J, Maastricht Univ, MERIT, POB 616, NL-6200 MD Maastricht, Netherlands	j.hagedoorn@os.unimaas.nl	*OECD, 1992, TECHN EC; AUSTER ER, 1987, COLUMBIA J WORLD BUS, V22, P3; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BERG SV, 1982, JOINT VENTURE STRATE; BRAGA CAP, 2000, 412 WORLD BANK; CHI T, 1997, MANAGERIAL DECISION, V18, P279; CIBORRA C, 1991, STRATEGIC PARTNERSHI, P51; DUNNING J, 1993, MULTINATIONAL ENTERP; DUSSAUGE P, 1999, COOPERATIVE STRATEGY; DYER JH, 1998, ACAD MANAGE REV, V23, P660; EISENHARDT KM, 1996, ORGAN SCI, V7, P136; FERRANTINO MJ, 1993, WELTWIRTSCH ARCH, V129, P300; FINK C, 1999, 2051 WORLD BANK; FREEMAN C, 1997, EC IND INNOVATION; GINARTE JC, 1997, RES POLICY, V26, P283; GOMESCASSERES B, 1996, ALLIANCE REVOLUTION; GULATI R, 1995, ADMIN SCI QUART, V40, P619; HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291; HAGEDOORN J, 1996, J INT BUS STUD, V27, P265; HAGEDOORN J, 2002, J MANAGE STUD, V39, P167; HAGEDOORN J, 2002, RES POLICY, V31, P477; HAGEDOORN J, 2003, INT J IND ORGAN, V21, P517; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEE J, 1996, REV ECON STAT, V77, P181; LINK AN, 1989, COOPERATIVE RES US M; MARRON DB, 2000, ECON INQ, V38, P159; MILLE A, 1997, EUROPEAN INTELLECTUA, V19, P570; MURALIDHARAN R, 1999, MULTINATIONAL BUSINE, V7, P97; MYTELKA LK, 1991, STRATEGIC PARTNERSHI; OSBORN RN, 1990, ACAD MANAGE J, V33, P503; OSTER SM, 1999, MODERN COMPETITIVE A; OSTERGARD RL, 2000, J INT BUS STUD, V31, P349; OXLEY JE, 1997, J LAW ECON ORGAN, V13, P387; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; PATEL P, 1991, J INT BUS STUD, V22, P1; PISANO GP, 1989, J LAW ECON ORGAN, V5, P109; RAPP RT, 1990, J WORLD TRADE, V24, P75; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; SAGGI K, 2000, 2349 WORLD BANK; SAMPSON RC, 2004, J LAW ECON ORGAN, V20, P484; SEYOUM B, 1996, COLUMBIA J WORLD BUS, V31, P50; SMARZYNSKA BK, 2002, 2786 WORLD BANK; SUMMERS R, 1991, Q J ECON, V106, P327; TEECE DJ, 1986, RES POLICY, V15, P285; VARSAKELIS NC, 2001, RES POLICY, V30, P1059; WILLIAMSON OE, 1996, MECH GOVERNANCE; YU CMJ, 1992, MANAGERIAL DECISION, V13, P331	51	0	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2005	36	2				175	186			12	Business; Management	911XE	ISI:000228039300003
J	Murray, JY; Kotabe, M; Zhou, JN			Strategic alliance-based sourcing and market performance: evidence from foreign firms operating in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	strategic alliance; sourcing; foreign firms; China	TRANSACTION-COST-ANALYSIS; RESOURCE-BASED VIEW; REPUBLIC-OF-CHINA; COMPETITIVE ADVANTAGE; ENVIRONMENTAL DETERMINANTS; INTERFIRM COOPERATION; CHANNEL INTEGRATION; PRODUCT DEVELOPMENT; TRANSITION ECONOMY; KNOWLEDGE TRANSFER	Although foreign multinational firms from the Triad regions increasingly use mainland China as both a sourcing and a marketing location, no study has directly examined the sourcing strategy - performance linkage. Using resource complementarity and resource dependence theory, we extend the sourcing literature and apply these perspectives to an important transitional economy China. These two theoretical perspectives suggest that product and uncertainty factors moderate the relationship between strategic alliance-based sourcing ( SA sourcing) of major components and market performance. We find that, at low levels of product innovativeness and technological uncertainty, the use of SA sourcing is positively related to market performance. However, the effects of product differentiation and demand uncertainty on the sourcing - performance relationship are insignificant.	St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, St Louis, MO 63108 USA; Temple Univ, Fox Sch Business & Management, Inst Global Management Studies, Philadelphia, PA 19122 USA; City Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong, Peoples R China	Murray, JY, St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, 353 Davis Shaughnessy Hall,3674 Lindell Blvd, St Louis, MO 63108 USA	murrayjy@SLU.EDU	ACHROL RS, 1988, J MARKETING RES, V25, P36; AHUJA G, 2000, STRATEGIC MANAGE J, V21, P317; AIKEN LS, 1991, MULTIPLE REGRESSION; AMBLER T, 1999, INT J RES MARK, V16, P75; ANAND J, 1996, COLUMBIA J WORLD BUS, V31, P51; ANDERSON E, 1985, MARKET SCI, V4, P234; ANDERSON E, 1987, J MARKETING, V51, P71; AULAKH PS, 1997, J INT BUS STUD, V28, P145; BARNEY J, 1995, ACAD MANAGEMENT EXEC, V9, P49; BARNEY J, 1997, GAINING SUSTAINING C; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P5; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; BURNS T, 1961, MANAGEMENT INNOVATIO; BURT D, 2003, WORLD CLASS SUPPLY M; BURT DN, 1989, SLOAN MANAGE REV, V30, P39; CARTER T, 1996, COLUMBIA J WORLD BUS, V31, P56; CHUNG S, 2000, STRATEGIC MANAGE J, V21, P1; COHEN J, 1983, APPL MULTIPLE REGRES; CONNER KR, 1996, ORGAN SCI, V7, P477; DAS TK, 2000, J MANAGE, V26, P31; DAVID PA, 1985, AM ECON REV, V75, P332; DESS GG, 1984, ADMIN SCI QUART, V29, P52; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DESS GG, 1990, J MANAGE, V16, P7; DICKSON PH, 1997, ACAD MANAGE J, V40, P404; DODGSON M, 1992, TECHNOL ANAL STRATEG, V4, P227; DOOLEY RS, 1999, ACAD MANAGE J, V42, P389; DOSI G, 1988, J ECON LIT, V26, P1120; DOTY DH, 1993, ACAD MANAGE J, V36, P1196; DYER JH, 1996, ORGAN SCI, V7, P649; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 1998, CALIF MANAGE REV, V40, P57; EISENHARDT KM, 1995, ADMIN SCI QUART, V40, P84; EISENHARDT KM, 1996, ORGAN SCI, V7, P136; ELLRAM LM, 1993, INT J LOGISTICS MANA, V4, P1; ERRAMILLI MK, 1993, J MARKETING, V57, P19; EVANS DR, 1985, AM J COMMUN PSYCHOL, V13, P305; FERELLI M, 2000, COMPUTER TECHNOLOGY, V20, P12; FORNELL C, 1981, J MARKETING RES, V18, P39; GALBRAITH J, 1973, DESIGNING COMPLEX OR; GOMESCASSERES B, 1994, HARVARD BUS REV, V72, P62; GREENING DW, 1994, ACAD MANAGE J, V37, P467; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HALL R, 1992, STRATEGIC MANAGE J, V13, P135; HAMEL G, 1985, HARVARD BUS REV, V63, P139; HARRISON JS, 2001, J MANAGE, V27, P679; HARRISON ML, 1991, LOCAL GOV STUD, V17, P1; HE ZZ, 1998, INFORM MANAGE, V34, P285; HENDERSON RM, 1990, ADMIN SCI QUART, V35, P9; HITT MA, 1998, ACAD MANAGEMENT EXEC, V12, P22; HREBINIAK LG, 1985, ADMIN SCI QUART, V30, P336; HUNT SD, 2002, J BUS RES, V55, P97; IMAI M, 1986, KAIZEN; IRELAND RD, 1999, ACAD MANAGEMENT EXEC, V13, P43; JOHN G, 1989, J MARKETING RES, V26, P1; KAYNAK E, 1992, EUR J MARKETING, V26, P36; KING DR, 2003, J MANAGE, V29, P589; KLEIN JG, 1998, J MARKETING, V62, P89; KLEIN S, 1990, J MARKETING RES, V27, P196; KOTABE M, 1992, GLOBAL SOURCING STRA; KOTABE M, 1998, J INT MARKETING, V6, P10; KOTABE M, 2003, STRATEGIC MANAGE J, V24, P293; KRALJIC P, 1983, HARVARD BUS REV, V61, P109; KUMAR N, 1993, ACAD MANAGE J, V36, P1633; LAMBERT DM, 1997, INT J PURCHASING MAT, P16; LANGLOIS RN, 1988, J INST THEOR ECON, V144, P635; LANGLOIS RN, 1992, IND CORP CHANGE, V1, P99; LAWRENCE PR, 1967, ORG ENV; LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345; LI MF, 1998, STRATEGIC MANAGE J, V19, P169; LUKAS BA, 2001, J MANAGE, V27, P409; LUO Y, 2003, J INT BUS STUD, V34, P290; LUO YD, 1999, J BUS RES, V46, P15; LUO YD, 1999, J INT BUS STUD, V30, P269; LUO YD, 2000, J WORLD BUS, V35, P355; LUO YD, 2002, ORGAN SCI, V13, P48; MCBRIDE S, 2003, WALL STREET J   0408, A12; MCCUTCHEON D, 2000, J OPER MANAG, V18, P279; MCGUINNESS N, 1991, J INT BUS STUD, V22, P187; MOHR J, 1994, STRATEGIC MANAGE J, V15, P135; MONCZKA RM, 1997, PURCHASING SOURCING; MOORMAN C, 1997, J MARKETING RES, V34, P91; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; MOWERY DC, 1998, RES POLICY, V27, P507; MURRAY JY, 1995, J INT BUS STUD, V26, P181; MURRAY JY, 1999, STRATEGIC MANAGE J, V20, P791; NETEMEYER RG, 1990, J APPL PSYCHOL, V75, P148; NOORDEWIER TG, 1990, J MARKETING, V54, P80; OKABE M, 2002, ASEAN EC B, V19, P141; OLIVER C, 1990, ACAD MANAGE REV, V15, P241; PARKHE A, 1991, J INT BUS STUD, V22, P579; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2000, ACAD MANAGE J, V43, P486; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1985, COMPETITIVE ADVANTAG; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; RAGATZ GL, 2002, J BUS RES, V55, P389; RAMSAY J, 1996, INT J PURCHASING MAT, V32, P13; ROTH K, 1992, J INT BUS STUD, V23, P533; SARKAR MB, 2001, STRATEGIC MANAGE J, V22, P701; SCHLENDER BR, 1991, FORTUNE         1104, P151; SCHOONHOVEN CB, 1981, ADM SCI Q, V26, P349; SHARMA S, 1981, J MARKETING RES, V18, P291; SINGH K, 1997, ACAD MANAGE J, V40, P339; SONG M, 2001, ACAD MANAGE J, V44, P61; STARBUCK WH, 1996, J ORGAN BEHAV, V17, P99; SUTCLIFFE KM, 1998, STRATEGIC MANAGE J, V19, P1; TERPSTRA V, 1993, J INT MARKETING, V1, P4; THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37; VENKATRAMAN N, 1987, J MANAGE, V13, P109; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLIAMSON OE, 1975, MARKET HIERARCHIES; YOUNGYBARRA C, 1999, ORGAN SCI, V10, P439	116	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. 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J	Luo, YD			Transactional characteristics, institutional environment and joint venture contracts	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	IJV contract; institutional environment; transactional characteristics	INTELLECTUAL PROPERTY PROTECTION; LONG-TERM-CONTRACTS; INCOMPLETE CONTRACTS; STRATEGIC ALLIANCES; MULTINATIONAL-ENTERPRISE; ECONOMIC-THEORY; COST APPROACH; GOVERNANCE; PERFORMANCE; ORGANIZATION	This study examines how transactional characteristics and the institutional environment influence contractual governance for international joint ventures (IJVs). Unlike previous studies that view joint venture contractual governance as a unidimensional construct ( clause specificity), thus causing a debate upon whether IJV contracts should be more specific, contractual governance herein is defined as a three-dimensional construct that includes the extent to which contractual terms are clearly specified ( term specificity), possible contingencies are accounted for ( contingency adaptability), and joint venture parties are legally bound to the contract ( contractual obligatoriness). Our analysis of IJVs in China suggests that term specificity and contractual obligatoriness increase when the proprietariness of resources to be invested in the IJV or the incompleteness of the host country's legal system increase. Contractual obligatoriness appears to be an increasing function of economic exposure and environmental volatility, whereas contingency adaptability in a contract rises when interparty dependency, investment uncertainty, and knowledge proprietariness intensify or when environmental hazards escalate. These results suggest that an IJV contract, if structured multidimensionally as above, can curtail opportunism and guide venture evolution at the same time. These contractual dimensions should not be prefixed but properly aligned with transactional and institutional characteristics. This alignment has strong implications in reducing transaction costs and spurring IJV evolution in the complex and volatile institutional environment.	Univ Miami, Sch Business Adm, Dept Management, Coral Gables, FL 33124 USA	Luo, YD, Univ Miami, Sch Business Adm, Dept Management, 414 Jenkins Bldg, Coral Gables, FL 33124 USA	yadong@miami.edu	*CHIN STAT BUR, 1996, CHIN STAT YB; *SAS I INC, 1993, SAS SAT US GUID; ALNAJJAR NI, 1995, AM ECON REV, V85, P432; ANDERLINI L, 1994, Q J ECON, V109, P1085; ANDERSON DH, 1986, MISS AFES RES REP, V11, P1; AYRES I, 1989, YALE LAW J, V99, P87; BARNEY JB, 1996, GAINING SUSTAINING C; BAZERMAN MH, 1999, HARVARD BUS REV, V77, P155; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BERNHEIM BD, 1998, AM ECON REV, V88, P902; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUSCH LA, 1992, UNPUB ENDOGENOUS INC; CHEUNG SNS, 1983, J LAW ECON, V26, P1; CHILD J, 1994, MANAGEMENT CHINA AGE; CHOW EH, 1997, J FINANC RES, V20, P191; CROCKER KJ, 1988, RAND J ECON, V19, P327; CROCKER KJ, 1991, J LAW ECON, V34, P69; DESS GG, 1984, ADMIN SCI QUART, V29, P52; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GOLDBERG VP, 1976, J ECON ISSUES, V10, P45; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GREIF A, 1997, ANN WORLD BANK C DEV, P121; HACKETT SC, 1993, ECON INQ, V31, P274; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HENISZ WJ, 1999, BUSINESS POLITICS, V1, P261; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HENNART J, 1988, STRATEGIC MANAGEMENT, V9, P141; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JOSKOW PL, 1990, RAND J ECON, V21, P251; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LEVY B, 1994, J LAW ECON ORGAN, V10, P201; LUO Y, 2002, MULTINATIONAL ENTERP; LUO YD, 1999, J INT BUS STUD, V30, P269; MACNEIL IR, 1974, SOUTH CALIF LAW REV, V47, P691; MACNEIL IR, 1978, NORTHWEST U LAW REV, V72, P854; MACNEIL IR, 1980, NEW SOCIAL CONTRACT; MANSFIELD E, 1994, 19 WORLD BANK INT FI; MASTEN SE, 1993, MANAGERIAL DECISION, V14, P119; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; OXLEY JE, 1997, J LAW ECON ORGAN, V13, P387; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P71; RAPP RT, 1990, J WORLD TRADE, V24, P75; REUER JJ, 2002, J MANAGE, V28, P47; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SPIER KE, 1992, RAND J ECON, V23, P432; TAN JJ, 1994, STRATEGIC MANAGE J, V15, P1; TEECE DJ, 1985, AM ECON REV, V75, P233; TEECE DJ, 1998, CALIF MANAGE REV, V40, P55; WHITCOMB KJ, 1984, COLUMBIA J WORLD BUS, V19, P76; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; YAN A, 2001, INT JOINT VENTURES T	66	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2005	36	2				209	230			22	Business; Management	911XE	ISI:000228039300005
J	Chen, SFS			Extending internalization theory: a new perspective on international technology transfer and its generalization	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	theory of MNEs; transaction cost analysis; international technology transfer	EQUITY JOINT VENTURES; MULTINATIONAL-ENTERPRISE; MARKET; COST; ENTRY; CHOICE; FIRMS; MODES; MNCS	Internalization theory suggests that multinational enterprises set up subsidiaries to exploit technology advantages abroad when licensing is too difficult to arrange with indigenous firms. This direct investment vs licensing trade-off, which is built on a business-to-business transaction, does not recognize the linkages with the final products market as a component of transaction cost analysis. By adopting a unilateral perspective on international technology transfer, neither does it consider the possible role of complementary assets ( e. g., manufacturing capabilities) held by potential business partners in foreign countries. After taking into account the presence of such assets in indigenous firms, this article extends internalization theory by positioning the technology transfer transaction in the broader context of the entire value chain, including especially the manufacturing/marketing linkages with the final products market. More specifically, it demonstrates that conventional internalization theory neglects various alternative market governance mechanisms not captured by a licensing agreement. The analysis shows that the choice of an optimal governance structure is determined by the complementarity of strategic assets controlled by the economic actors involved, and by the linkages among the technology - manufacture interaction in two intermediate input markets, and the subsequent sales function in the final products market.	Brandeis Univ, Int Business Sch, Waltham, MA 02454 USA	Chen, SFS, Brandeis Univ, Int Business Sch, Mailstop 021,POB 549110, Waltham, MA 02454 USA	shihfen@brandeis.edu	1993, FORBES, V150, P90; 1994, FAR E EC REV, V157, P52; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BARTLETT CA, 1989, MANAGING BORDERS TRA; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BIRKINSHAW J, 2000, ENTREPRENEURSHIP GLO; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CAVES R, 1986, COMPETITION GLOBAL I; CAVES RE, 1983, OXFORD B ECON STAT, V45, P249; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CYHN JW, 2000, EUROPEAN J DEV RES, V12, P159; DAVIDSON WH, 1985, J INT BUS STUD, V14, P5; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1981, MANAGERIAL DECISION, V2, P197; DUNNING JH, 1998, J INT BUS STUD, V29, P45; DUNNING JH, 2003, J INT BUS STUD, V34, P108; ERRAMILLI MK, 2002, J INT BUS STUD, V33, P223; GEREFFI G, 1999, J INT ECON, V48, P37; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1989, J LAW ECON ORGAN, V5, P127; HENNART JF, 1993, ORGAN SCI, V4, P529; HOBDAY M, 1995, WORLD DEV, V23, P1171; HYMER S, 1976, INT OPERATIONS NATL; KOJIMA K, 1992, HITOTSUB J ECON, V33, P1; NEUPERT K, 1999, DUPONT TEFLON CHINA; PRAHALAD CK, 1981, SLOAN MANAGE REV, V22, P5; ROTH K, 1996, ACAD MANAGE J, V39, P403; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 2001, STRATEGIC MANAGEMENT, V22, P819; RUGMAN AM, 2003, J INT BUS STUD, V34, P125; SULLIVAN MW, 1992, MANAGE SCI, V38, P793; TEECE DJ, 1977, ECON J, V87, P242; TEECE DJ, 1981, SLOAN MANAGE REV, V22, P3; TERPSTRA V, 1990, INT MARKET REV, V7, P52; WERNERFELT B, 1988, RAND J ECON, V19, P458; WILDSTROM SH, 2002, BUSINESS WEEK   0617, P18; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	41	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2005	36	2				231	245			15	Business; Management	911XE	ISI:000228039300006
J	Oviatt, BM; McDougall, PP			The internationalization of entrepreneurship	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	enterpreneurship; new ventures; internationalization	BUSINESS RESEARCH; VENTURES; FIRM	Our article that has been awarded the 2004 Journal of International Business Studies Decade Award, 'Toward a Theory of International New Ventures', represents an integration of international business, entrepreneurship, and strategic management scholarship. This retrospective article explains the intellectual and personal origins of the work. In addition, it highlights the definitions of 'international new ventures' and 'international entrepreneurship'. Finally, in response to recent concerns about the importance of international business scholarship, the research discussed here stands as an example of the successful exportation of international business scholarship into adjacent disciplines.	Georgia State Univ, Robinson Coll Business, Dept Managerial Sci, Atlanta, GA 30302 USA; Indiana Univ, Kelley Sch Business, Bloomington, IN USA	Oviatt, BM, Georgia State Univ, Robinson Coll Business, Dept Managerial Sci, POB 4014, Atlanta, GA 30302 USA	BenOviatt@gsu.edu	BARNEY J, 1991, J MANAGE, V17, P99; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; DOZ Y, 2001, GLOBAL METANATIONAL; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; GRIMES A, 2004, WALL STREET J, V243, B1; JOHANSON J, 1990, INT MARKET REV, V7, P11; KNIGHT GA, 2004, J INT BUS STUD, V35, P124; MCDOUGALL PP, 1989, J BUS VENTURING, V4, P387; MCDOUGALL PP, 1991, ENTREPRENEURSHIP WIN, P1; MCDOUGALL PP, 1994, ENTREP THEORY PRACT, V18, P129; MCDOUGALL PP, 1994, ENTREP THEORY PRACT, V18, P137; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2003, SOME FUNDAMENTAL ISS; OVIATT BM, 1994, ENTREP THEORY PRACT, V18, P111; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 1995, ACAD MANAGEMENT EXEC, V9, P30; PENG MW, 2004, J INT BUS STUD, V25, P99; RUGMAN AM, 1982, NEW THEORIES MULTINA; SCHOEMAKER PJH, 1990, MANAGE SCI, V36, P1178; SHRADER RC, 2000, ACAD MANAGE J, V43, P1227; SHRADER RC, 2001, ACAD MANAGE J, V44, P45; VESPER K, 1990, NEW VENTURE STRATEGI; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	26	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				2	8			7	Business; Management	899AC	ISI:000227116300002
J	Autio, E			Creative tension: the significance of Ben Oviatt's and Patricia McDougall's article 'toward a theory of international new ventures'	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	new venture internationalization; born globals; internationalization process	KNOWLEDGE; FIRMS; ENTRY; MANAGEMENT; EXPANSION; EXPERIENCE	The article by Oviatt and McDougall threw the spotlight on international entrepreneurs, on international new ventures, and on their importance in the globalising world economy. Recognising the rich theoretical implications of this phenomenon, they mounted a challenge to received internationalisation process theories and established a new and exciting research theme, that of international entrepreneurship. This article reviews the impact of their contribution and discusses new research themes raised by their challenge to the process theories of internationalisation.	Univ Lausanne, Ecole Hautes Etud Commerciales, BFSH1, CH-1015 Lausanne, Switzerland	Autio, E, Univ Lausanne, Ecole Hautes Etud Commerciales, BFSH1, CH-1015 Lausanne, Switzerland	erkko.autio@hec.unil.ch	ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ARENIUS P, 2002, THESIS HELSINKI U TE; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; CYERT RA, 1964, BEHAV THEORY FIRM BE, P289; DELIOS A, 2001, ACAD MANAGE J, V44, P1028; DELIOS A, 2003, STRATEGIC MANAGE J, V24, P1153; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; HELFAT CE, 2003, STRATEGIC MANAGE J, V24, P997; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; KOGUT B, 1993, J INT BUS STUD, V24, P625; KUEMMERLE W, 1999, RES POLICY, V28, P179; KUEMMERLE W, 2002, J BUS VENTURING, V17, P99; KUHN TS, 1962, STRUCTURE SCI REVOLU; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 1995, ACAD MANAGEMENT EXEC, V9, P30; OVIATT BM, 1997, MANAGE INT REV, V37, P85; PENROSE E, 1959, THEORY GROWTH FIRM; POPPER K, LOGIC SCI DISCOVERY; STINCHCOMBE AL, 1965, HDB ORG, P142; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; WERNER S, 2002, J MANAGE, V28, P277; YLIRENKO H, 2002, INT BUSINESS REV, V11, P279; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925	30	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				9	19			11	Business; Management	899AC	ISI:000227116300003
J	Zahra, SA			A theory of international new ventures: a decade of research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international new ventures; global strategy; learning	ABSORPTIVE-CAPACITY; KNOWLEDGE; FIRM; ENTREPRENEURSHIP; PERFORMANCE; DECISION; ENTRY	Oviatt and McDougall's JIBS article identified and defined international new ventures (INVs) and their prominent role in the global marketplace. The article spurred worldwide interest in INVs by raising questions about the validity and efficacy of existing theory, especially about the Uppsala process model of internationalization. The article also laid an important theoretical foundation for research into international entrepreneurship (IE), where younger and well-established companies use their entrepreneurial activities to create value as they internationalize their operations. This paper reviews Oviatt and McDougall's original propositions, highlighting their important contributions to the field. The paper also highlights the progress made in research using Oviatt and McDougall's framework, the major debates that persist about the nature and role of INVs, the source of their competitive advantages, and the key issues to be explored in future research.	Babson Coll, Arthur M Blank Ctr Entrepreneurship, Babson Pk, MA 02457 USA	Zahra, SA, Babson Coll, Arthur M Blank Ctr Entrepreneurship, Babson Pk, MA 02457 USA	szahra@babson.edu	AUTIO E, 2000, ACAD MANAGE J, V43, P909; BUSENITZ LW, 1997, J BUS VENTURING, V12, P9; CANNON T, 1983, EUROPEAN SMALL BUSIN, V1, P45; CASSON M, 1982, ENTREPRENEUR; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DIMITRATOS P, 2003, J INT ENTREPRENEURSH, V1, P187; DOUGLAS S, 1982, COLUMBIA J WORLD BUS, V17, P26; GEORGE G, 2005, IN PRESS J MANAGEMEN; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; HAMEL G, 1994, COMPETING FUTURE; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KATZ JA, 2003, J INT ENTREPRENEURSH, V1, P43; KIRZNER IM, 1973, COMPETITION ENTREPRE; KOGUT B, 1993, J INT BUS STUD, V24, P625; MAJUMDAR SK, 2000, J BUS VENTURING, V15, P59; MARCH JG, 1991, ORGAN SCI, V2, P71; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 1996, J BUS VENTURING, V11, P23; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCDOUGALL PP, 2003, J INT ENTREPRENEURSH, V1, P59; MCDOUGALL PP, 2003, SOME FUNDAMENTAL ISS; MITCHELL RK, 2000, ACAD MANAGE J, V43, P974; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OVIATT BM, 1995, ACAD MANAGEMENT EXEC, V9, P30; PALICH LE, 1995, J BUS VENTURING, V10, P425; REUBER AR, 1997, J INT BUS STUD, V28, P807; REYNOLDS P, 1992, J BUS VENTURING, V7, P405; SHRADER RC, 2000, ACAD MANAGE J, V43, P1127; STEVENSON HH, 1985, HARVARD BUS REV, V63, P85; ZAHRA S, 2004, IN PRESS INT BUSINES; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185; ZAHRA SA, 2002, STRATEGIC ENTREPRENE, P255	33	9	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				20	28			9	Business; Management	899AC	ISI:000227116300004
J	Oviatt, BM; McDougall, PP			Toward a theory of international new ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international new ventures	STRATEGY; PERFORMANCE; FIRMS	Organizations that are international from inception-international new ventures-form an increasingly important phenomenon that is incongruent with traditionally expected characteristics of multinational enterprises. A framework is presented that explains the phenomenon by integrating international business, entrepreneurship, and strategic management theory. That framework describes four necessary and sufficient elements for the existence of international new ventures: (1) organizational formation through internalization of some transactions, (2) strong reliance on alternative governance structures to access resources, (3) establishment of foreign location advantages, and (4) control over unique resources.	Georgia State Univ, Robinson Coll Business, Dept Managerial Sci, Atlanta, GA 30302 USA; Georgia Inst Technol, Ivan Allen Coll Management Policy & Int Affairs, Sch Management, Atlanta, GA 30332 USA	Oviatt, BM, Georgia State Univ, Robinson Coll Business, Dept Managerial Sci, POB 4014, Atlanta, GA 30302 USA	benoviatt@gsu.edu	1992, ECONOMIST       0509, P88; 1993, ECONOMIST       0417, P13; 1993, ECONOMIST       0703, P59; AHARONI Y, 1966, FOREIGN INVESTMENT D; ALDRICH H, 1986, ART SCI ENTREPRENEUR; ALDRICH HE, 1991, BABS ENTR RES C PITT; ANDERSON R, 1992, COMMUNICATION   0602; BARNEY J, 1991, J MANAGE, V17, P99; BARREYRE PY, 1988, STRATEGIC MANAGEMENT, V9, P507; BARTLETT CA, 1991, MANAGING BORDERS; BHIDE A, 1991, MOMENTA CORPORATION; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BROKAW L, 1990, INC, V12, P92; BRUSH CG, 1992, THESIS BOSTON U; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BURRILL GS, 1993, ELECT 93 NEW GLOBAL; CASSON M, 1982, NEW THEORIES MULTINA; CASSON M, 1985, EC THEORY MULTINATIO; CASSON M, 1987, FIRM MARKET; CAVES RE, 1982, MULTINATIONAL ENTERP; CHANDLER AD, 1977, VISIBLE HAND; CHANDLER AD, 1986, COMPETITION GLOBAL I, P405; COASE RH, 1937, ECONOMICA, V4, P386; COOPER RG, 1985, J INT BUS STUD, V16, P37; COVIELLO N, 1992, BABS ENTR RES C INSE; CZINKOTA MR, 1981, J BUS RES, V9, P353; DRUCKER PF, 1991, GLOBAL STRATEGIC MAN; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1988, J INT BUS STUD, V19, P1; GANITSKY J, 1989, INT MARKET REV, V6, P50; GLICKMAN NJ, 1989, NEW COMPETITORS; GUPTA U, 1989, WALL STREET J, V214, B2; HEDLUND G, 1985, INT STUDIES MANAGEME, V15, P41; HENNART JF, 1982, THEORY MULTINATIONAL; HOY F, 1992, BABS ENTR RES C INSE; HYMER SH, 1976, INT OPERATIONS NATL; JOHANSON J, 1977, J INT BUS STUD, V4, P20; JOHANSON J, 1990, INT MARKET REV, V7, P11; JOHNSTON WB, 1991, HARVARD BUS REV, V69, P115; JOLLY VK, 1992, J STRATEGIC CHANGE, V1, P71; KANTER RM, 1989, ACADEMY MANAGEMENT E, V3, P183; KATZ J, 1988, ACAD MANAGE REV, V13, P429; KEDIA BL, 1985, AM J SMALL BUSINESS, V10, P7; LARSON A, 1992, ADMIN SCI QUART, V37, P76; MALEKSADEH AR, 1985, AM J SMALL BUSINESS, V9, P7; MAMIS R, 1989, INC, V11, P38; MCDOUGALL PP, 1991, ANN AC MAN M AUG MIA; MCDOUGALL PP, 1991, ENTREPRENEURSHIP WIN, P1; MCDOUGALL PP, 1992, UNPUB US EUROPEAN GL; OHE T, 1991, J BUS VENTURING, V6, P135; OHMAE K, 1990, BORDERLESS WORLD; OVIATT BM, 1991, FRONTIERS ENTREPRENE, P64; PATRICOF A, 1989, J BUSINESS VENTURING, V4, P227; PORTER ME, 1985, COMPETITIVE ADVANTAG; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79; QUINN JB, 1990, SLOAN MANAGE REV, V31, P67; RAY DM, 1989, BABS ENTR RES C ENTR; REICH RB, 1991, WORK NATIONS; ROSSMAN M, 1984, J SMALL BUS MANAGE, V22, P62; RUGMAN AM, 1982, NEW THEORIES MULTINA; SCHOEMAKER PJH, 1990, MANAGE SCI, V36, P1178; STALK G, 1992, HARVARD BUS REV, V70, P57; STINCHCOMBE AL, 1965, HDB ORG, P142; STOPFORD JM, 1972, MANAGING MULTINATION; SULLIVAN D, 1990, MANAGE INT REV, V30, P19; TEECE DJ, 1987, COMPETITIVE CHALLENG; TURNBULL PW, 1987, MANAGING EXPORT ENTR; VALERIANO LL, 1991, WALL STREET J, V217, B2; VESPER KH, 1990, NEW VENTURE STRATEGI; VOZIKIS GS, 1985, AM J SMALL BUSINESS, V9, P49; WELCH LS, 1988, J GEN MANAGE, V14, P34; WESTHEAD P, 1990, J BUS VENTURING, V5, P103; WILKINS M, 1964, AM BUSINESS ABROAD F; WILKINS M, 1970, EMERGENCE MULTINATIO; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269	78	1	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				29	41			13	Business; Management	899AC	ISI:000227116300005
J	Buck, T; Shahrim, A			The translation of corporate governance changes across national cultures: the case of Germany	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	governance innovations; translation; Germany	COMPETITIVE ADVANTAGE; MANAGEMENT-PRACTICES; ACTOR-NETWORK; EXECUTIVE PAY; FIRMS; PERFORMANCE; AMERICAN; COMPENSATION; INSTITUTIONS; DIMENSIONS	Contrasting systems of corporate governance persist internationally but are subject to regulatory and firm-level institutional change. Such changes may be viewed as organisational innovations, often imported from the USA in the face of different national cultures. This paper analyses the implications of national culture for the translation of innovations, and provides case study illustrations of regulatory and firm-level governance changes experienced in Germany. These illustrations demonstrate that the diffusion of both kinds of change has been subject to substantial translation that is consistent with German national culture.	Univ Loughborough, Sch Business, Loughborough LE11 3TU, Leics, England; De Montfort Univ, Leicester Grad Sch Business, Leicester LE1 9BH, Leics, England	Buck, T, Univ Loughborough, Sch Business, Loughborough LE11 3TU, Leics, England	stbuck@ntlworld.com	*BUR BUS RES, 1969, LAB REL LAW W GERM U; *NEW BRIDG ST, 1996, PAYING PERF LONG TER; *TOW PERR, 2004, WORLDW TOT REM 2003; ADAMS M, 1999, J INST THEOR ECON, V155, P80; ALDRICH HE, 1999, ORG EVOLVING; ANDERSON E, 1945, HAMMER ANVIL STORY G; BARKEMA HG, 1997, J INT BUS STUD, V27, P753; BEBCHUK LA, 2002, U CHICAGO LAW REV, V69, P751; BEGLEY TM, 2001, J INT BUS STUD, V32, P537; BERGER S, 1994, BRIT LABOUR PARTY GE; BIGGART NW, 1999, AM SOCIOL REV, V64, P722; BLASI JR, 1994, NEW OWNERS MASS EMER; BROUTHERS KD, 2002, J INT BUS STUD, V33, P203; BUCK T, 2000, BUS HIST, V42, P119; BUCK T, 2003, J MANAGE STUD, V40, P1709; BUCK T, 2003, J WORLD BUS, V38, P299; CALLON M, 1987, SOCIAL CONSTRUCTION, P83; CALORI R, 1997, ORGAN SCI, V8, P681; CHARKHAM JP, 1995, KEEPING GOOD CO STUD; CHEFFINS BR, 2003, CORP GOV, V11, P8; CHUI ACW, 2002, J INT BUS STUD, V33, P99; COFFEE JC, 1999, 144 COL LAW SCH CTR; CONYON MJ, 1999, EXECUTIVE COMPENSATI, P57; CONYON MJ, 2000, ECON J, V110, P640; COOMBS JG, 2003, ACAD MANAGE J, V46, P63; CZARNIAWSKA B, 1996, TRANSLATING ORG CHAN, P13; DJELIC ML, 1998, EXPORTING AM MODEL; DORE R, 2000, STOCK MARKET CAPITAL; DOUGLAS TJ, 2001, ACAD MANAGE J, V44, P158; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; ELITZUR RR, 1995, J ECON BEHAV ORGAN, V26, P201; ENGLANDER E, 2003, 0301 G WASH U SCH BU; FERNANDEZ R, 1991, AM ECON REV, V81, P1146; FERNANDEZPUERTAS A, 1997, J ROY ASIATIC SOC 1, V7, P1; FILATOTCHEV I, 2000, ACAD MANAGE J, V43, P286; FORT, 2001, FORTUNE         0723, F1; FRANKS J, 1997, J APPL CORPORATE FIN, V9, P30; GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507; GRAY SJ, 1988, ABACUS, V24, P1; GREENWOOD R, 1996, ACAD MANAGE REV, V21, P1022; HALL BJ, 2002, J ACCOUNT ECON, V33, P3; HALL PA, 2001, I FDN COMP ADVANTAGE; HILL CWL, 1995, ORGAN SCI, V6, P119; HOFSTEDE G, 1997, CULTURES ORG; HOFSTEDE G, 2002, HUM RELAT, V55, P1355; HUBSCH PH, 1988, THESIS U NOTTINGHAM; JACOBI O, 1992, IND RELATIONS NEW EU, P218; KINDLEBERGER CP, 1984, FINANCIAL HIST W EUR; KRAMER A, 1991, W GERMAN EC 1945 195; LAPORTA R, 2000, J FINANC ECON, V58, P3; LATOUR B, 1996, ARAMIS LOVE TECHNOLO; LAW J, 1992, SYST PRACTICE, V5, P379; LEWELLEN W, 1968, EXECUTIVE COMPENSATI; LEWIN AY, 1999, ORGAN SCI, V10, P535; LEWIN AY, 2004, HDB ORG CHANGE DEV; LICHT AN, 2001, DEL J CORP L, V26, P147; LICHT AN, 2003, CULTURE LAW CORPORAT; LOWE S, 1998, ORGAN STUD, V19, P321; MACEY J, 1997, J APPL CORPORATE FIN, V9, P57; MAYER MCJ, 1999, ORGAN STUD, V20, P933; MCLEAN C, 2004, J MANAGE STUD, V41, P493; MCMASTER T, 1997, FACILITATING TECHNOL; MCSWEENEY B, 2002, HUM RELAT, V55, P1363; MISHAUPT CJ, 1998, CORP GOV, P601; MITCHELL RK, 1997, ACAD MANAGE REV, V22, P853; MORCK R, 1988, J FINANC ECON, V20, P93; MURPHY K, 1999, HERALD TRIBUNE  0308, P1; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; NORTH DC, 1990, I I CHANGE EC PERFOR; NOTEBOOM B, 1999, J ECON ISSUES, V33, P845; PENG MW, 2002, BLACKWELL HDB CROSS, P52; PINCH TJ, 1984, SOC STUD SCI, V14, P339; POTHUKUCHI V, 2002, J INT BUS STUD, V33, P243; ROGERS E, 1995, DIFFUSION KNOWLEDGE; ROTTENBURG R, 1996, TRANSLATING ORG CHAN, P191; SALTER SB, 1995, J INT BUS STUD, V26, P379; SCHON DA, 1971, STABLE STATE PUBLIC; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P88; SHLEIFER A, 1997, J FINANC, V52, P737; STOLPER G, 1967, GERMAN EC 1870 PRESE; THOMAS LG, 1999, STRATEGIC MANAGE J, V20, P729; THOMPSON KR, 2003, J WORLD AQUACULT SOC, V34, P1; TRIANDIS HC, 2004, ACAD MANAGE EXEC, V18, P88; TROMPENAARS F, 1993, RIDING WAVES CULTURE; TURNER ID, 1989, RECONSTRUCTION POST; VANDEVLIERT E, 2001, J INT BUS STUD, V32, P369; VITOLS S, 1997, CORPORATE GOVERNANCE; VONOPPEN BR, 1955, DOCUMENTS GERMANY OC; WESTPHAL JD, 1997, ADM SCI Q, V42, P385; WILLIAMSON D, 2002, HUM RELAT, V55, P1373; WILLIAMSON OE, 2000, J ECON LIT, V38, P595; WINDOLF P, 2002, CORPORATE NETWORKS E; WINNER L, 1977, AUTONOMOUS TECHNOLOG; ZEITZ G, 1999, ORGAN STUD, V20, P741	95	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				42	61			20	Business; Management	899AC	ISI:000227116300006
J	Vaaler, PM; Schrage, BN; Block, SA			Counting the investor vote: political business cycle effects on sovereign bond spreads in developing countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	elections; developing countries; risk; sovereign bonds; spreads	HOST GOVERNMENTS; TIME-SERIES; UNIT-ROOT; INSTITUTIONS; REGRESSION; POLICY; MARKETS; ECONOMY; AFRICA; STATE	International business research has paid scant attention to whether and how electoral politics and economic policies affect foreign investment risk assessment, particularly in developing countries, where the last decade has seen both considerable foreign investment and domestic progress toward democratization and electoral competitiveness. We respond with development and testing of a framework using partisan and opportunistic political business cycle (PBC) theory to predict the investment risk perceived by investors holding sovereign bonds during 19 presidential elections in 12 developing countries from 1994 to 2000. Consistent with our framework, we find that bondholders perceive higher ( lower) investment risk in the form of higher (lower) credit spreads on their sovereign bonds as right-wing (left-wing) political incumbents appear more likely to be replaced by left-wing (right-wing) challengers. For international business research, our findings illustrate the promise of PBC theory in explaining the election-period behavior of sovereign bondholders and, perhaps, other investors who also 'vote' in developing country elections and can substantially influence the price and availability of capital there. For developing country investors and states, our findings highlight the financial effects of democracy in action, and underscore the importance of state communication with investors during election periods.	Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA; Singapore Management Univ, Singapore, Singapore	Vaaler, PM, Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA	paul.vaaler@tufts.edu	2003, POLITICAL REFERENCE; 2004, ECONOMIST       0207, P70; *BLOOMB INT, 2003, INT BOND SER; *CSPB, 2002, CREDIT SUISSE P 0626; *DPI, 2001, DAT POL I VERS 3; *EMTA, 2001, EMTA 2001 ANN REP 20; *IFES, 2003, EL GUID; *OECD, 2004, JOINT BIS IMF OECD W; *STAT CORP, 2003, STAT STAT SOFTW REL; ALESINA A, 1987, Q J ECON, V102, P651; ALESINA A, 1988, NBER MACROECONOMIC A; ALESINA A, 1997, POLITICAL CYCLES MAC; AMADOU S, 2002, 01165 IMF; BEATON AE, 1974, TECHNOMETRICS, V16, P146; BECK T, 2001, WORLD BANK ECON REV, V15, P165; BERLEMANN M, 2003, 0103 DRESD U TECHN; BLOCK SA, 2002, J DEV ECON, V67, P205; BLOCK SA, 2003, J AFR ECON, V12, P444; BLOCK SA, 2004, J INT MONEY FINANC, V23, P917; BUCHINSKY M, 1998, J HUM RESOUR, V33, P88; CANTOR R, 1996, EUROPEAN FINANCIAL M, V2, P247; CANTOR R, 1996, FEDERAL RESERVE  OCT, P37; COOK RD, 1977, TECHNOMETRICS, V19, P15; COPPEDGE M, 1998, PARTY POLIT, V4, P547; DICKEY DA, 1979, J AM STAT ASSOC, V74, P427; DIXIT AK, 2003, EC POLITICS, V15, P107; DRAZEN A, 2000, NBER MACROECONOMIC A; DYCK A, 1996, 9797001 HARV BUS SCH; EDEN L, 2002, J INT MANAGEMENT, V8, P359; ERB CB, 1995, J PORTFOLIO MANAGE, V9, P76; FAGRE N, 1982, J INT BUS STUD, V13, P9; FRANKEL JA, 1996, J INT ECON, V41, P351; FRANZESE RJ, 2002, ANNU REV POLIT SCI, V5, P369; GARRETT G, 1995, INT ORGAN, V49, P657; GENDREAU BC, 2001, SOVEREIGN SPREADS CR; GOLDSMITH AA, 1994, SOC SCI QUART, V75, P115; HAMILTON LC, 1991, STATA TECHNICAL B, V2, P21; HARDIN JW, 2001, PHILIPPINES POLITICS; HARDIN JW, 2002, GEN ESTIMATING EQUAT; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HIBBS D, 1977, AM POLIT SCI REV, V71, P467; HIBBS D, 1987, AM POLITICAL EC; HUBER PJ, 1964, ANN MATH STAT, V35, P73; JACQUE LL, 1984, J INT BUS STUD, V15, P185; KOBRIN SJ, 1987, INT ORGAN, V41, P609; LAMY RE, 1988, J BANK FINANC, V12, P585; LARRAIN G, 1997, OECD DEV CTR TECHNIC, V124; LEBLANG DA, 2002, INT STUD QUART, V46, P69; LEE SH, 1993, J INT BUS STUD, V24, P801; LENWAY SA, 1994, J INT BUS STUD, V25, P513; MACRAE CD, 1977, J POLITICAL EC, V85, P239; MARTINEZ J, 2003, INT POLIT SCI REV, V24, P363; MCNAMARA G, 2000, J INT BUS STUD, V31, P337; MCNAMARA G, 2002, CREATING VALUE WINNE, P188; MIN H, 1998, DETERMINANTS EMERGIN; MINOR MS, 1994, J INT BUS STUD, V25, P177; MORGAN JP, 2000, PORTFOLIO RES   1013; MURTHA TP, 1993, J ECON BEHAV ORGAN, V20, P171; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NORDHAUS WD, 1975, REV ECON STUD, V42, P169; NORDHAUS WD, 1989, BROOKINGS PAPERS EC, V2, P1; PHILLIPS PCB, 1988, BIOMETRIKA, V75, P335; ROGOFF K, 1990, AM ECON REV, V80, P21; ROUSSEEUW PJ, 1987, ROBUST REGRESSION OU; SACHS G, 2002, GS EMERGING MAR 0606; SCHUKNECHT L, 1999, EUROPEAN J POLITICAL, V15, P569; SCHULTZ KA, 1995, BRIT J POLIT SCI, V25, P79; STASAVAGE D, 2003, AM J POLIT SCI, V47, P389; UHLMANN P, 2002, THESIS TUFTS U MEDFO; VERNON R, 1971, SOVEREIGNTY BAY MULT; VERNON R, 1986, MANAGER INT EC; WELLS L, 1995, HARVARD BUS REV, V75, P44; WELLS L, 1997, 9797085 HARV BUS SCH; WEYLAND K, 2004, POLITICS MARKET REFO; WHITE L, 2001, WORLD BANK GROUP C R	75	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				62	88			27	Business; Management	899AC	ISI:000227116300007
J	Ruckman, K			Technology sourcing through acquisitions: evidence from the US drug industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	acquisitions; technology transfer; research and development	FOREIGN DIRECT-INVESTMENT; RESEARCH-AND-DEVELOPMENT; BIOTECHNOLOGY INDUSTRY; UNITED-STATES; CAPABILITIES; KNOWLEDGE	There were a large number of US drug company takeovers in the 1990s by both foreign and domestic acquirers. Observation of the absolute difference between target and acquirer R&D intensity suggests there is no difference between foreign and domestic technology-sourcing patterns. However, a firm-level estimation of the acquirers' choice of targets reveals that foreign and domestic acquirers differ with respect to the relationship between target and acquirer R&D intensity. Foreign acquirers with low R&D intensity choose targets with high R&D intensities, which suggests technology sourcing as a motivation. Domestic acquirers prefer targets with high R&D intensities the higher their own R&D intensity, which suggests a synergy story.	Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada	Ruckman, K, Simon Fraser Univ, 8888 Univ Dr, Burnaby, BC V5A 1S6, Canada	ruckman@sfu.ca	*ERNST YOUNG, 1999, BIOT 99 BRIDG GAP 13; AI CR, 2003, ECON LETT, V80, P123; ANAND J, 1997, J INT BUS STUD, V28, P445; AUDRETSCH DB, 1996, AM ECON REV, V86, P630; BLONIGEN BA, 2000, J IND ECON, V48, P47; BOWKER R, 1994, DIRECTORY AM RES TEC; CHUNG W, 2002, MANAGE SCI, V48, P1534; DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953; FLORIDA R, 1997, RES POLICY, V26, P85; GREENE W, 2000, ECONOMETRIC ANAL; HALL B, 1987, CORPORATE TAKEOVERS; JAFFE A, 1993, Q J ECON, V434, P577; KOGUT B, 1991, REV ECON STAT, V73, P401; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; NEVEN D, 1996, INT J IND ORGAN, V14, P543; SHAN WJ, 1997, J INT BUS STUD, V28, P267	16	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				89	103			15	Business; Management	899AC	ISI:000227116300008
J	Rao, AN; Pearce, JL; Xin, K			Governments, reciprocal exchange and trust among business associates	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	trust; social exchange; governments; guanxi	UNITED-STATES; COMMITMENT; ORGANIZATIONS; POWER	Both Pearce and Molm have conducted research in interpersonal trust. Here we apply their work to international business by deriving hypotheses from their work, some compatible, some conflicting. We test them with data from managers in China, the United States, Hong Kong and Thailand using measures from the World Bank, World Competitiveness Report, and Transparency International and managerial interviews. We find support for Pearce's arguments on the effects of governmental facilitation on managers' trust in their business partners, and for extensions of Molm's work on reciprocal exchange to international field settings. For the conflicting hypotheses, results support Pearce's arguments that the structural assurances of facilitative governments lead to higher levels of trust in business associates.	Univ Calif Irvine, Grad Sch Management, Irvine, CA 92697 USA; China Europe Int Business Sch, Shanghai, Peoples R China	Rao, AN, Univ Calif Irvine, Grad Sch Management, Irvine, CA 92697 USA	anrao@uci.edu	*I MAN DEV WORLD E, 1995, WORLD COMP REP; *TRANSP INT, 2001, 2001 CORR PERC IND; *WORLD VAL SURV GR, 1994, WORLD VAL SURV; ARROW K, 1974, LIMIT ORG; BACHARACH S, 1981, BARGAINING POWER TAC; BANFIELD EC, 1958, MORAL BASIS BACKWARD; BARBER B, 1983, LOGIC LIMITS TRUST; BIGLEY GA, 1998, ACAD MANAGE REV, V23, P405; BLAU P, 1964, EXCHANGE POWER SOCIA; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BRISLIN RW, 1986, FIELD METHODS CROSS, P137; COHEN J, 2003, APPL MULTIPLE REGRES; COOK KS, 1992, SOC NETWORKS, V14, P245; EKEH PP, 1974, SOCIAL EXCHANGE THEO; EMERIT I, 1981, CYTOGENET CELL GENET, V30, P65; FLIGSTEIN N, 1996, AM SOCIOL REV, V61, P656; GAMBETTA D, 1988, TRUST MAKING BREAKIN, P158; GEERTZ C, 1973, INTERPRETATION CULTU; HARASZTI M, 1977, WORKER WORKERS STATE; HOSMER LT, 1995, ACAD MANAGE REV, V20, P379; INGLEHART R, 1999, DEMOCRACY TRUST, P88; INGLEHART R, 2000, AM SOCIOL REV, V65, P19; KACHRA A, 2003, AC MAN M SEATTL WA; KAUFMANN D, 1999, 2196 WORLD BANK; KAUFMANN D, 2000, 2195 WORLD BANK; KHANNA T, 1998, POLICY SHOCKS MARKET; KOLLOCK P, 1994, AM J SOCIOL, V100, P313; LAMBSDORFF JG, 2001, TRANSPARENCY INT COR; LAPORTA R, 1997, AM ECON REV, V87, P333; LAWLER EJ, 1996, AM SOCIOL REV, V61, P89; LEWICKI RJ, 1996, TRUST ORG FRONTIERS, P114; MOLM LD, 1999, AM SOCIOL REV, V64, P876; MOLM LD, 2000, AM J SOCIOL, V105, P1396; NORRIS P, 2001, EURESCO C; NORTH DC, 1990, I I CHANGE EC PERFOR; PARSONS T, 1956, EC SOC; PAXTON P, 1999, AM J SOCIOL, V105, P88; PEARCE JL, 1997, COOPERATIVE STRATEGI, P300; PEARCE JL, 1998, APPL PSYCHOL-INT REV, V47, P371; PEARCE JL, 2000, ORGAN SCI, V11, P148; PEARCE JL, 2001, J MANAGE INQUIRY, V10, P103; PEARCE JL, 2001, ORG MANAGEMENT EMBRA; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PLATT JR, 1964, SCIENCE, V146, P347; PUTNAM RD, 1993, MAKING DEMOCRACY WOR; PUTNAM RD, 2000, BOWLING ALONE; REDDING SG, 1990, SPIRIT CHINESE CAPIT; ROTHSTEIN B, 2002, DEMOCRACIES FLUX, P291; SAHLINS MD, 1972, STONE AGE EC; USLANER E, 2002, MORAL FDN TRUST; VOSLENSKY M, 1984, NOMENKLATURA; WEBER M, 1947, THEORY SOCIAL EC ORG; WHITLEY R, 1996, ORGAN STUD, V17, P397; XIN KR, 1996, ACAD MANAGE J, V39, P1641; YAMAGISHI T, 1994, MOTIV EMOTION, V18, P129; YANG MM, 1994, GIFTS FAVORS BANQUET; ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53	58	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2005	36	1				104	118			15	Business; Management	899AC	ISI:000227116300009
J	Teegen, H; Doh, JP; Vachani, S			The importance of nongovernmental organizations (NGOs) in global governance and value creation: an international business research agenda	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	NGO; nongovernmental organization; civil society	CIVIL-SOCIETY; INTERORGANIZATIONAL COLLABORATION; MULTINATIONAL-ENTERPRISES; ECLECTIC PARADIGM; CORPORATE-ETHICS; SOCIAL-MOVEMENTS; WORLD-POLITICS; PERSPECTIVE; STRATEGY; POWER	The emergence of organized civil society and of nongovernmental organizations (NGOs) as organizational manifestations of broader social movements has dramatically altered the global political-economic landscape. The increasing global reach of NGOs challenges established international business (IB) research, and highlights opportunities for broadening and adapting extant paradigms in the field. In this article, we introduce the concept of NGOs and contrast them with their private-sector ( firm) and public-sector ( government) counterparts within the context of IB. We discuss factors giving rise to NGOs as important organizational entities that participate in global value creation and governance, and identify limits to their efficacy and viability. We identify important questions raised by incorporating NGOs into our conceptualization of global context, and we challenge three basic tenets of IB theory: the definition and dynamics of an institutional field, the relevance/centrality of a firm-government (i.e., two-sector) bargaining model, and the pre-eminence of the firm as the global organization of interest within the field. We conclude by offering suggested research directions that should serve as catalysts for this new and potentially rich area of future IB research.	George Washington Univ, Sch Business, Dept Int Business, Washington, DC 20052 USA; Villanova Univ, Coll Commerce & Finance, Dept Management, Villanova, PA 19085 USA; Boston Univ, Dept Strategy & Policy, Boston, MA 02215 USA	Teegen, H, George Washington Univ, Sch Business, Dept Int Business, 2023 G St NW,Lisner Hall 240, Washington, DC 20052 USA	teegen@gwu.edu	*UN, 2003, NGO COMM CONCL 2002; ARNOVE RF, 1998, CURRENT ISSUES COMP, V1, P1; ASHMAN D, 2001, NONPROF VOLUNT SEC Q, V30, P74; ATHUKORALA PC, 2003, WORLD ECON, V26, P1395; AVANT D, 2003, G WASH U INGOT SEM S; AXELROD R, 1984, EVOLUTION COOPERATIO; BACH J, 2002, STUD COMP INT DEV, V37, P2; BACKMAN E, 2000, NONPROFIT VOLUNTAR S, V29; BARNETT MN, 1999, INT ORGAN, V53, P699; BARNEY J, 1991, J MANAGE, V17, P99; BARONE MJ, 2000, J ACAD MARKET SCI, V28, P248; BARROW O, 2001, CHARITABLE IMPULSE N; BEBBINGTON A, 1995, J INT DEV, V7, P879; BECKFIELD J, 2003, AM SOCIOL REV, V68, P401; BERGER PL, 1977, EMPOWER PEOPLE; BERMEO N, 2000, CIVIL SOC DEMOCRACY, P237; BIEKART K, 1999, POLITICS CIVIL SOC B; BIRD G, 2003, WORLD ECON, V26, P1255; BOLI J, 1999, CONSTRUCTING WORLD C; BRINKERHOFF DW, 2002, PUBLIC ADMIN DEVELOP, V22, P1; BRINKERHOFF JM, 2002, PARTNERING INT DEV R; BRINKERHOFF JM, 2003, 1 G WASH U INGOT; BROWN LD, 2000, GOVERNANCE GLOBALIZI, P271; BROWN LD, 2001, NONPROF VOLUNT SEC Q, V30, P569; BROWN LD, 2002, NONPROF VOLUNT SEC Q, V31, P231; BROWN TJ, 1997, J MARKETING, V61, P68; BUCHANAN JM, 1965, ECONOMICA, V33, P1; BUCKLEY PJ, 2004, J INT BUS STUD, V35, P81; BURBIDGE J, 1997, PRINCE MERCHANT CITI; BURKHALTER H, 2004, FOREIGN AFF, V83, P8; CAROTHERS T, 1999, FOREIGN POLICY   WIN, P18; CHARNOVITZ S, 1997, MICHIGAN J INT LAW, V18, P183; CHRISTMANN P, 2002, ACAD MANAGE EXEC, V16, P121; CIALDINI RB, 1993, INFLUENCE SCI PRACTI; CLARK AM, 1995, J INT AFF, V48, P507; COLLIER MW, 2002, CRIME LAW SOCIAL CH, V38, P1; DAVIS GF, 1994, ADMIN SCI QUART, V39, P141; DAVIS GF, 2000, RES ORGAN BEHAV, V22, P195; DCRUZ D, 2003, REV I PUBLIC AFFAIRS, V55, P27; 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TEHRANIAN KK, 1998, FUTURES, V30, P211; TIEBOUT CM, 1956, J POLITICAL EC, V64, P416; VACHANI S, 1991, J INT BUS STUD, V22, P307; VACHANI S, 1995, J INT BUS STUD, V26, P159; VACHANI S, 2004, MNCS GLOBAL POVERTY; VACHANI S, 2004, VIKALPA, V29, P101; VAKIL AC, 1997, WORLD DEV, V25, P2057; VANTUIJL P, 1999, J INT AFF, V52, P493; VANTULDER R, 2001, J INT BUS STUD, V32, P267; VARADARAJAN PR, 1988, J MARKETING, V52, P58; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1971, SOVEREIGNTY BAY MULT; WAPNER P, 1996, ENV ACTIVISM WORLD C; WEIMAR DL, 1992, POLICY ANAL CONCEPTS; WHITLEY R, 1992, BUSINESS SYSTEMS E A; WHITLEY R, 1992, EUROPEAN BUSINESS SY; WHITLEY R, 1994, ORGAN STUD, V15, P153; WHITLEY R, 1999, DIVERGENT CAPITALISM; WHITTAKER RC, 1999, TROP DOCT, V29, P126; WIKTOROWICZ Q, 2002, WORLD DEV, V30, P77; WILLETTS P, 1996, CONSCIENCE WORLD INF; WITT M, 2004, UNPUB DYNAMICS NATL; WOLLER G, 2002, NONPROF VOLUNT SEC Q, V31, P419; WOODS N, 2003, BROOKINGS REV, V21, P9; WORMS JP, 2002, DEMOCRACIES FLUX EVO, P137; WRIGHT R, 2000, NONZERO LOGIC HUMAN; WUTHNOW R, 2002, DEMOCRACIES FLUX EVO, P59; YAZIJI M, 2004, HARVARD BUS REV, V82, P110	211	8	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2004	35	6				463	483			21	Business; Management	874EM	ISI:000225333700002
J	Khanna, T; Palepu, KG			Globalization and convergence in corporate governance: evidence from Infosys and the Indian software industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	corporate governance; India; software; convergence	UNITED-STATES; DISCLOSURE	In contrast to the much-studied role of capital markets in fostering convergence in corporate governance practices worldwide, we argue that the globalization of product and talent markets has affected corporate governance of firms in the Indian software industry. We model several possible reasons why a particular firm, Infosys, has emerged as the exemplar of good corporate governance in India, traditionally a backwater of corporate governance practices. We further analyze the manner in which Infosys has attempted to shape corporate governance practices in India more generally, and why these attempts have had limited effects thus far.	Harvard Univ, Sch Business, Boston, MA 02163 USA	Khanna, T, Harvard Univ, Sch Business, Soldiers Field Rd, Boston, MA 02163 USA	tkhanna@hbs.edu	*SEBI, 1994, SEC EXCH BOARD IND R; AKERLOF GA, 2000, Q J ECON, V115, P715; ARORA A, 2001, 200120 UN U WIDER; BANERJEE AV, 1992, Q J ECON, V107, P797; BANERJEE AV, 2000, Q J ECON, V115, P989; BEBCHUK LA, 1999, STANFORD LAW REV, V52, P127; BERGLOF E, 1999, UNPUB CHANGING CORPO; BHIDE A, 1993, J FINANC ECON, V34, P31; BIKHCHANDANI S, 1992, J POLIT ECON, V100, P992; BLASS A, 2001, J BANK FINANC, V25, P555; BOTOSAN CA, 1997, ACCOUNT REV, V72, P323; BULOW J, 1985, J POLITICAL EC, V93, P448; COFFEE JC, 1999, NORTHWEST U LAW REV, V93, P641; CRANE DB, 1995, GLOBAL FINANCIAL SYS; DARROUGH MN, 1993, ACCOUNT REV, V68, P534; DYE RA, 1985, J ACCOUNTING RES, V23, P123; FISMAN R, 2001, AM ECON REV, V91, P1095; GHEMAWAT P, 1999, INDIA ERA EC REFORMS, P847; GHEMAWAT P, 1999, N9700036 HARV BUS SC; GILSON R, 2000, GLOBALIZING CORPORAT; GORTON G, 2000, 7945 NBER; HANSMANN H, 2000, 013 NYU; HANSMANN H, 2000, 235 YAL LAW SCH; HANSMANN H, 2000, 280 HARV LAW SCH; HANSMANN H, 2000, ICF0009 YAL SOM; HEEKS R, 1996, INDIAS SOFTWARE IND; KAPLAN SN, 1994, J POLIT ECON, V102, P510; KAPUR D, 2001, ACAD MANAGE EXEC, V15, P20; KARMEL RS, 1991, BROOK L REV, V57, P55; KAROLYI A, 1998, FINANCIAL MARKETS I, V7, P1; KHANNA T, 1998, 9798053 HARV BUS SCH; KHANNA T, 2000, CONCENTRATED CORPORA, P265; KHANNA T, 2000, EUR ECON REV, V44, P748; KHANNA T, 2001, H37402041 HARV BUS S; KHANNA T, 2003, W10613 NBER; KHANNA T, 2004, J ACCOUNTING RES; KRISHNA G, 2000, FINANCIAL TIMES 0615, P15; KUEMMERLE W, 2000, N9800103 HARV BUS SC; MERTON R, 1968, SOCIAL THEORY SOCIAL; MOEL A, 1999, MEXICAN ADRS; OLSON M, 1965, LOGIC COLLECTIVE ACT; RAMAMURTI R, 2000, ACAD MANAGEMENT EXEC, V15; SHLEIFER A, 1997, J FINANC, V52, P737; SPENCE M, 1974, MARKET SIGNALING INF; TIROLE J, 2001, ECONOMETRICA, V69, P1; VERRECCHIA RE, 1983, J ACCOUNT ECON, V5, P179; ZAHEER S, 2001, CREATIVITY CONSTRAIN	47	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2004	35	6				484	507			24	Business; Management	874EM	ISI:000225333700003
J	Jensen, R; Szulanski, G			Stickiness and the adaptation of organizational practices in cross-border knowledge transfers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	stickiness; knowledge transfer; adaptation; institutional theory; multinational corporation	MULTINATIONAL-CORPORATIONS; MARKETING STANDARDIZATION; DYNAMIC CAPABILITIES; NATIONAL CULTURE; FIRM; COMMUNICATION; PERFORMANCE; TECHNOLOGY; ENTRY; IMPLEMENTATION	The reuse of organizational practices in multiple locations is a fundamental way in which MNCs leverage knowledge to seek competitive advantage. Scholars approaching the issue of adaptation from both a market and an institutional perspective argue that, in order to achieve fit with the local environment, some degree of adaptation is advisable, and the need for adaptation increases as the institutional distance between source and recipient locations increases. However, arguments to date have examined the effect of adaptation primarily on a subsidiary's long-term performance. A necessary precursor is to understand the effect of adaptation on the transfer process itself, as transfer difficulty, or stickiness, may preclude the reuse of an organizational practice in the first place. In this paper, we explore how the adaptation of organizational practices affects the stickiness of cross-border transfers. We use structural equation modeling to analyze data from 122 internal transfers of best practice. Contrary to expectation, we find that adaptation significantly increases, rather than decreases, the stickiness of cross-border knowledge transfer.	Brigham Young Univ, Marriott Sch Management, Dept Org Leadership & Strategy, TNRB 772, Provo, UT 84602 USA; INSEAD, Dept Strategy & Management, Singapore, Singapore	Jensen, R, Brigham Young Univ, Marriott Sch Management, Dept Org Leadership & Strategy, TNRB 772, Provo, UT 84602 USA	rj33@byu.edu	1990, ECONOMIST, V314, P93; 1997, FINANCIAL TIMES; ANAND J, 1997, J INT BUS STUD, V28, P445; ANDERSON JC, 1982, J MARKETING RES, V19, P453; ANDERSON NG, 2001, PROTEOMICS, V1, P3; ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P1; ARMOR DJ, 1974, SOCIOLOGICAL METHODO; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARTLETT CA, 1989, MANAGING BORDERS TRA; BRADACH JL, 1998, FRANCHISE ORG; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223; BUZZELL RD, 1968, HARVARD BUS REV, V46, P102; CARMINES EG, 1979, RELIABILITY VALIDITY; CUI G, 2001, J INT MARKETING, V9, P84; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19; DUNNING JH, 1977, INT ALLOCATION EC AC; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56; GERBING DW, 1988, J MARKETING RES, V25, P186; GIELENS K, 2001, INT J RES MARK, V18, P235; GILOVICH T, 1991, WE KNOW WHAT ISNT SO; GRIFFITH DA, 2000, J INT BUS STUD, V31, P303; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HANNON JM, 1995, J INT BUS STUD, V26, P531; HAYES RH, 1985, EXPLORING SOURCES PR; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HYMER SH, 1976, INT OPERATIONS NATL; IANSITI M, 1998, TECHNOLOGY INTEGRATI; JENSEN RJ, 2004, B YOUNG U UTAH; KASHANI K, 1989, HARVARD BUS REV, V67, P91; KATZ R, 1982, R&D MANAGE, V12, P7; KERWIN K, 1992, BUSINESS WEEK; KIRKMAN BL, 2001, ORGAN DYN, V30, P12; KLINE BS, 1998, PRINCIPLES PRACTICE; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1993, ORG THEORY MULTINATI; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; KRAMER RM, 1999, ANNU REV PSYCHOL, V50, P569; LEMAK DJ, 1997, MULTINATIONAL BUSINE, V5, P26; LEONARDBARTON D, 1988, RES POLICY, V17, P251; LEONARDBARTON D, 1990, ORGAN SCI, V1, P248; LIPPMAN SA, 1982, BELL J ECON, V13, P418; LUO Y, 2000, J MANAGE, V27, P451; MARCH J, 1958, ORGANIZATIONS; MCDONALD CJ, 1998, INTEL TECHNOLOGY J; MEYER JW, 1977, AM J SOCIOL, V83, P340; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MUCHINSKY PM, 1977, J APPL PSYCHOL, V62, P184; NELSON R, 1982, EVOLUTIONARY THEORY; NOHRIA N, 1997, DIFFERENTIATED NETWO; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; ODELL CS, 1998, ONLY WE KNEW WHAT WE; ONKVISIT S, 1987, COLUMBIA J WORLD BUS, V22, P43; ORRU M, 1991, NEW I ORG ANAL; PARK SH, 1997, ACAD MANAGE J, V40, P279; PENROSE ET, 1959, THEORY GROWTH FIRM; PING RA, 1995, J MARKETING RES, V32, P336; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RAMARAPU S, 1999, J MARKETING THEORY P, V7, P97; ROBERTS KH, 1974, J APPL PSYCHOL, V59, P321; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; RUMELT R, 1984, COMPETITIVE STRATEGI; SAMIEE S, 1992, J MARKETING, V56, P1; SCOTT WR, 2001, I ORG; SEID M, 2000, FRANCHISING DUMMIES; SELZNICK P, 1957, LEADERSHIP ADM SOCIO; SHANNON CE, 1949, MATH THEORY COMMUNIC; SORENSON RZ, 1975, HARVARD BUS REV, V53, P38; SORGE A, 1991, ORGAN STUD, V12, P161; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; SZULANSKI G, 2000, ORGAN BEHAV HUM DEC, V82, P9; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; WESTNEY DE, 1987, IMITATION INNOVATION; WHITLEY R, 1992, NEW DIRECTIONS ORG T; WINTER SG, 1995, RESOURCE BASED EVOLU; WINTER SG, 2001, ORGAN SCI, V12, P730; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZALTMAN G, 1973, INNOVATIONS ORG; ZANDER U, 1995, ORGAN SCI, V6, P76; ZEIGARNIK B, 1967, SOURCE BOOK GESTALT; ZELLER RA, 1980, MEASUREMENT SOCIAL S	86	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2004	35	6				508	523			16	Business; Management	874EM	ISI:000225333700004
J	Zhao, HX; Luo, YD; Suh, T			Transaction cost determinants and ownership-based entry mode choice: a meta-analytical review	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	entry mode; meta-analysis; FDI	FIRM-SPECIFIC ADVANTAGES; WHOLLY OWNED SUBSIDIARY; MULTINATIONAL-ENTERPRISE; JAPANESE FIRMS; JOINT VENTURES; SERVICE FIRMS; FOREIGN SUBSIDIARIES; NATIONAL CULTURE; HOTEL SECTOR; PERFORMANCE	Entry mode choice is a critical ingredient of international entry strategies, and has been voluminously examined in the field. The findings, however, are very mixed, especially with respect to transaction-cost-related factors in determining the ownership-based entry mode choice. This study conducted a meta-analysis to quantitatively summarize the literature and empirically generalize more conclusive findings. Based on the 106 effect sizes of 38 empirical studies, the meta-analysis shows that the findings of the existing studies are moderated to varying degrees by both study-setting factors and statistical artifacts, although the combined overall effects of transaction cost-based determinants are consistent with the predictions of transaction cost economics. We extensively discuss the implications of meta-analytical results, especially moderating effects of location, country of origin, industry type, and statistical artifacts, highlight the measurement adequacy, equivalence, and multidimensionality of transaction cost determinants, and present our suggestions to improve theoretical inquiries and empirical verifications on entry mode choice.	St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, St Louis, MO 63108 USA; Univ Miami, Dept Management, Coral Gables, FL 33124 USA; Texas State Univ San Marcos, McCoy Coll Business Adm, Dept Mkt, San Marcos, TX USA	Zhao, HX, St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, 3674 Lindell Blvd, St Louis, MO 63108 USA	zhaox@slu.edu	AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; AMSDEN A, 1994, MARKET MEETS ITS MAT; ANAND J, 1997, J INT BUS STUD, V28, P579; ANDERSON E, 1985, MARKET SCI, V4, P234; ANDERSON E, 1987, J MARKETING, V51, P71; ANDERSSON K, 1986, NORD PULP PAP RES J, V1, P26; ARORA A, 2000, J INT BUS STUD, V31, P555; AULAKH PS, 1997, J INT BUS STUD, V28, P145; BAMBERGER PA, 1999, ACAD MANAGE J, V42, P304; BARTLETT CA, 1989, MANAGING BORDERS; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BOERNER C, 2001, TRANSACTION COST EC; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; BROUTHERS KD, 2002, J INT BUS STUD, V33, P203; 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WILLIAMSON OE, 1996, MECH GOVERNANCE; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; ZANDER U, 1995, ORGAN SCI, V6, P76; ZHAO HX, 1998, INT BUSINESS REV, V7, P569	114	5	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2004	35	6				524	544			21	Business; Management	874EM	ISI:000225333700005
J	Lim, KH; Leung, K; Sia, CL; Lee, MKO			Is eCommerce boundary-less? Effects of individualism-collectivism and uncertainty avoidance on Internet shopping	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	Internet shopping rate; individualism-collectivism; uncertainty avoidance	CROSS-NATIONAL DIFFERENCES; CULTURAL-DIFFERENCES; SOCIAL AXIOMS; TRUST; MODEL; DIMENSIONS; COMMUNICATION; NEUROTICISM; COUNTRIES; COMMERCE	From publicly available data, we identified two national culture dimensions, individualism-collectivism and uncertainty avoidance, and their interaction that influences Internet shopping rates across a wide spectrum of countries. Together, these factors accounted for 14% of the explained variance ( on top of the combined variance of 63% explained by national income level, educational level, economic growth rate, unemployment rate, and crime rate) in predicting Internet shopping rates. For countries lower in uncertainty avoidance, individualist cultures show higher Internet shopping rates than do collectivist cultures. Implications for national- and Internet firm-level web design strategies are discussed.	City Univ Hong Kong, Dept Informat Syst, Hong Kong, Hong Kong, Peoples R China; City Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China	Lim, KH, City Univ Hong Kong, Dept Informat Syst, Tat Chee Ave, Hong Kong, Hong Kong, Peoples R China	iskl@cityu.edu.hk	*INT MON FUND, 2001, WORLD EC OUTL DAT; *INT POL ORG INT, 2003, ONL DAT; *NIELS NETR, 2001, GLOB INT TRENDS; *T NELS SOFR, 2001, TNS INT GLOB EC REP; *UNESCO, 2002, I STAT ONL DAT; ANDERSON JC, 1990, J MARKETING, V54, P42; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEGLEY TM, 2001, J INT BUS STUD, V32, P537; BOND MH, 2004, J CROSS CULT PSYCHOL, V35, P548; BUCKLEY PJ, 1988, THEORY COOPERATION I; CHOW CW, 1991, ACCOUNT ORG SOC, V16, P209; CHUI ACW, 2002, J INT BUS STUD, V33, P99; CLARK T, 1990, J MARKETING, V54, P66; DEMOOIJ M, 1998, GLOBAL MARKETING ADV; DONEY PM, 1998, ACAD MANAGE REV, V23, P601; GANESAN S, 1994, J MARKETING, V58, P1; GRIFFITH DA, 2000, J INT BUS STUD, V31, P303; GUDYKUNST WB, 1997, COMMUN RES, V24, P327; HELMREICH RL, 1998, CULTURE WORK AVIATIO; HIRSCHEY M, 1993, MANAGERIAL EC; HOFFMAN DL, 1999, COMMUN ACM, V42, P80; HOFSTEDE G, 2002, J INT BUS STUD, V33, P785; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; HOFSTEDE GH, 1991, CULTURES ORG SOFTWAR; HOFSTEDE GH, 2001, CULTURES CONSEQUENCE; HOUSE R, 2001, APPL PSYCHOL-INT REV, V50, P489; HUMANA C, 1992, WORLD HUMAN RIGHTS G; HUSTED BW, 1999, J INT BUS STUD, V30, P339; INGLEHART R, 1997, MODERNIZATION POSTMO; INGLEHART R, 1998, HUMAN VALUES BELIEFS; JARVENPAA SL, 1999, J COMPUTER MEDIATED, V5, P1; JARVENPAA SL, 2000, INFORMATION TECHNOLO, V1, P45; KALE SH, 1991, INT MARKET REV, V8, P18; KALE SH, 1992, J INT BUS STUD, V23, P101; KEIL M, 2000, MIS QUART, V24, P299; LEUNG K, 1989, INT J PSYCHOL, V24, P703; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LEUNG K, 2004, ADV EXP SOC PSYCHOL, V36, P119; LEWICKI RJ, 1995, TRUST RELATIONSHIPS; LYNCH PD, 2001, J INT BUS STUD, V32, P725; LYNN R, 1975, BRIT J SOC CLIN PSYC, V14, P223; LYNN R, 1995, PERS INDIV DIFFER, V19, P403; MARKOCZY L, 2000, J INT BUS STUD, V31, P427; MARSHALL RS, 2001, J INT BUS STUD, V32, P873; MAYER RC, 1995, ACAD MANAGE REV, V20, P709; MCKNIGHT DH, 2002, INFORM SYST RES, V13, P334; MERRITT A, 2000, J CROSS CULT PSYCHOL, V31, P283; MILLIMAN RE, 1988, J PERSONAL SELLING S, V8, P1; MORRIS MW, 1998, J INT BUS STUD, V29, P729; NAKATA C, 1996, J MARKETING, V60, P61; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; ORNAUER H, 1976, IMAGES WORLD YEAR 20; OYSERMAN D, 2002, PSYCHOL BULL, V128, P110; OYSERMAN D, 2002, PSYCHOL BULL, V128, P3; PARK H, 1993, INT J MANAGEMENT, V10, P342; RATNASINGHAM P, 1998, INTERNET RES, V8, P313; REMPEL JK, 1986, PSYCHOL TODAY, V20, P28; ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393; SALTER SB, 1995, J INT BUS STUD, V26, P379; SCHULER RS, 1998, J INT BUS STUD, V29, P159; SCHURR PH, 1985, J CONSUM RES, V11, P939; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SHACKLETON VJ, 1990, J CROSS CULT PSYCHOL, V21, P109; SHEK SPW, 2003, P HAW INT C SYST SCI; SVEJENOVA S, 2004, PERSPECTIVE INTERFIR; TAN BCY, 1998, MANAGE SCI, V44, P1263; THOMAS DC, 2002, J INT BUS STUD, V33, P309; TRIANDIS HC, 1982, ORGAN STUD, V15, P447; TRIANDIS HC, 1985, J RES PERS, V19, P395; TSE DK, 1997, J INT BUS STUD, V28, P779; UENO S, 1992, J INT BUS STUD, V23, P659; WHITMAN ME, 1999, J INT BUS STUD, V30, P673; WILLIAMSON OE, 1985, EC I CAPITALISM	73	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2004	35	6				545	559			15	Business; Management	874EM	ISI:000225333700006
J	Foss, NJ; Pedersen, T			Organizing knowledge processes in the multinational corporation: an introduction	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge processes in the MNC; organizational control and design	EVOLUTIONARY-THEORY; FIRM; ORGANIZATION; CAPACITY; FLOWS	This Introduction discusses the contrast between, on the one hand, the current popularity of addressing MNC organization in knowledge terms and, on the other, the lack of adequate understanding of many of the causal mechanisms and contextual factors in relations between knowledge processes and organizational factors. A number of the relevant research challenges are identified, and it is clarified how the five articles in this Focused Issue addresses some of these.	Copenhagen Sch Econ & Business Adm, Ctr Knowledge Governance, Dept Management Polit & Philosophy, Copenhagen N, Denmark; Norwegian Sch Econ & Business Adm, Dept Strategy & Management, N-5035 Bergen, Norway; Copenhagen Sch Econ & Business Adm, Dept Int Econ & Management, Frederiksberg, Denmark	Foss, NJ, Copenhagen Sch Econ & Business Adm, Ctr Knowledge Governance, Dept Management Polit & Philosophy, Blaagaardsgade 23B, Copenhagen N, Denmark	njf.lpf@cbs.dk	BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BARTLETT CA, 1989, MANAGING ACROSS BORD; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BIRKINSHAW J, 2002, ORGAN SCI, V13, P274; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1999, INT STUDIES MANAGEME, V29, P80; BUCKLEY PJ, 2001, OXFORD HDB INT BUSIN; CAVES RE, 1982, MULTINATIONAL ENTERP; DUNNING J, 1977, INT ALLOCATION EC AC; FOSS N, 2002, J INT MANAGEMENT, V8, P49; FOSS N, 2003, 20034 COP BUS SCH CT; GRANDORI A, 2002, ORGAN SCI, V13, P224; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; GUPTA A, 1994, INT BUSINESS REV, V3, P443; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HEDLUND G, 1986, HUMAN RESOURCE MANAG, V21, P9; HENNART JF, 1982, THEORY MULTINATIONAL; HOLM U, 2000, EMERGENCE IMPACT MNC; HOLMSTROM B, 1998, J ECON PERSPECT, V12, P73; HYMER SH, 1960, INT OPERATIONS NATL; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KUHN T, 1970, STRUCTURE SCI REVOLU; LAUDAN L, 1977, PROGR ITS PROBLEMS; LYLES MA, 1992, J MANAGE STUD, V29, P155; MARTIN X, 2003, J INT BUS STUD, V34, P356; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; PONTRYAGIN LS, 1962, MATH THEORY OPTIMAL; RUGMAN AM, 1981, MULTINATIONALS EC IN; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TALLMAN S, 2003, J INT BUS STUD, V34, P495; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21; VERNON R, 1966, Q J ECON, V80, P190; WINTER SG, 1987, COMPETITIVE CHALLENG	35	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				340	349			10	Business; Management	859NE	ISI:000224274400002
J	London, T; Hart, SL			Reinventing strategies for emerging markets: beyond the transnational model	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	global capabilities; transnational; emerging economies strategy; low-income markets; base of the pyramid	RESOURCE-BASED VIEW; MULTINATIONAL-CORPORATIONS; PARTNER SELECTION; JOINT VENTURES; PERFORMANCE; INNOVATION; ECONOMIES; COMPANIES; ENTREPRENEURSHIP; CAPABILITIES	With established markets becoming saturated, multinational corporations (MNCs) have turned increasingly to emerging markets (EMs) in the developing world. Such EM strategies have been targeted almost exclusively at the wealthy elite at the top of the economic pyramid. Recently, however, a number of MNCs have launched new initiatives that explore the untapped market potential at the base of the economic pyramid, the largest and fastest-growing segment of the world's population. Reaching the four billion people in these markets poses both tremendous opportunities and unique challenges to MNCs, as conventional wisdom about MNC global capabilities and subsidiary strategy in EMs may not be appropriate. How MNCs can successfully enter these low-income markets has not been effectively addressed in the literatures on global and EM strategies. An exploratory analysis, involving interviews with MNC managers, original case studies, and archival material, indicates that the transnational model of national responsiveness, global efficiency and worldwide learning may not be sufficient. Results suggest that the success of initiatives targeting low-income markets is enhanced by recognizing that Western-style patterns of economic development may not occur in these business environments. Business strategies that rely on leveraging the strengths of the existing market environment outperform those that focus on overcoming weaknesses. These strategies include developing relationships with non-traditional partners, co-inventing custom solutions, and building local capacity. Together, these successful strategies suggest the importance of MNCs developing a global capability in social embeddedness.	Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA; Cornell Univ, Johnson Grad Sch Management, Ithaca, NY 14853 USA	London, T, Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA	londont@unc.edu	1999, ECONOMIST       0828; *WORLD BANK, 2001, WORLD DEV REP 2000 2; ANDERSSON U, 2002, STRATEGIC MANAGE J, V23, P979; ARNOLD DJ, 1998, SLOAN MANAGE REV, V40, P7; ATURUPANE H, 1994, AM ECON REV, V84, P244; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BALU R, 2001, FAST CO, V47, P120; BARTLETT C, 1989, MANAGING BORDERS; BEAMISH PW, 1987, MANAGE INT REV, V27, P23; BETTIS RA, 1991, ORGAN SCI, V2, P315; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BUCKLEY PJ, 1991, FUTURE MULTINATIONAL; BUNTIN J, 1996, LATIN AM MEETS BROOK; BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223; BURT RS, 1992, NETWORKS ORG STRUCTU, P57; BUSENITZ LW, 2000, ACAD MANAGE J, V43, P994; CHAMBERS R, 1997, WHOSE REALITY COUNTS; CHRISTENSEN C, 2001, FOREIGN AFF, V80, P80; CHRISTENSEN CM, 1997, INNOVATORS DILEMMA N; DAWAR N, 2002, LONG RANGE PLANN, V35, P457; DELIOS A, 2000, ACAD MANAGE J, V43, P305; DESOTO H, 2000, MYSTERY CAPITAL WHY; DOZ Y, 1980, SLOAN MANAGE REV, V21, P27; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUTTON JE, 1991, ACAD MANAGE J, V34, P517; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; EISENHARDT KM, 1996, ORGAN SCI, V7, P136; ELLISON B, 2002, UNPUB HINDUSTAN LEVE; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; GALUNIC DC, 2001, ACAD MANAGE J, V44, P1229; GEORGE G, 2000, ACAD MANAGE REV, V25, P620; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GROSH ME, 1995, AM ECON REV, V86, P15; HAMMOND A, 1998, WHICH WORLD SCENARIO; HART SL, 1997, HARVARD BUS REV, V75, P66; HART SL, 1999, SLOAN MANAGE REV, V41, P23; HART SL, 2002, MIT SLOAN MANAGE REV, V44, P51; HART SL, 2004, ACAD MANAGE EXEC, V18, P7; HASSAN SS, 1994, GLOBALIZATION CONSUM, P3; HASSAN SS, 1994, GLOBALIZATION CONSUM, P47; HENDERSON H, 1999, GLOBALIZATION SHAPIN; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HOUT T, 1982, HARVARD BUS REV, V60, P98; HUBERMAN AM, 1994, HDB QUALITATIVE RES, P428; HYMER SH, 1976, THESIS CAMBRIDGE MA; KENNEDY RE, 2001, PHARM IND AIDS CRISI; KHANNA T, 2001, STRATEGIC MANAGE J, V22, P45; LARSSON H, 1991, MUTAGENESIS, V6, P3; LARSSON R, 1992, ELECTROCHIM ACTA, V37, P1; LONDON T, 2003, STANFORD SOCIAL INNO, V1, P28; MACCORMACK A, 1999, RED HAT LINUX REVOLU; MCDONALD H, 2002, EXPANDING PLAYING FI; MILES MB, 1984, QUALITATIVE DATA ANA; MINER AS, 2001, ADMIN SCI QUART, V46, P304; MOSKOWITZ H, 1994, J GLOB MARK, V8, P73; NORBERGHODGE H, 1991, ANCIENT FUTURES LEAR; OYEWOLE P, 1998, J GLOB MARK, V11, P75; PENG MW, 2000, ACAD MANAGE J, V43, P486; PENG MW, 2001, J MANAGE, V27, P803; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1998, HARVARD BUS REV, V76, P68; PRAHALAD CK, 2002, HARVARD BUS REV, V80, P48; PRAHALAD CK, 2002, STRATEGY BUSINESS, V26, P2; RAYMOND ES, 1999, CATHEDRAL BAZAAR MUS; RICHARDSON D, 2000, GRAMEEN TELECOMS VIL; RONDINELLI DA, 2003, ACAD MANAGE EXEC, V17, P61; RUMELT RP, 1994, FUNDAMENTAL ISSUES S, P9; SACHS J, 1998, ECONOMIST, V14, P17; SCHUMPETER JA, 1934, THEORY EC DEV; SCHUMPETER JA, 1962, CAPITALISM SOCIALISM; SEN A, 1999, DEV FREEDOM; SHARMA S, 1994, J APPL BEHAV SCI, V30, P458; SHARMA S, 1998, STRATEGIC MANAGE J, V19, P729; SIMANIS E, 2001, MONSANTO CO QUEST SU; SMITH AD, 1996, ORGAN SCI, V7, P388; SONENSHEIN SB, 1997, SELF A B; SOROS G, 2002, G SOROS GLOBALIZATIO; STIGLITZ JE, 2002, GLOBALIZATION ITS DI; TALLMAN S, 2001, BLACKWELL HDB STRATE, P464; TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69; VONHIPPEL E, 1998, MANAGE SCI, V44, P629; VONHIPPEL E, 2001, MIT SLOAN MANAGE REV, V42, P82; WEICK KE, 1996, ADMIN SCI QUART, V41, P301; WESTLEY F, 1991, J APPLIED BEHAVIORAL, V27, P65; YIN RK, 1981, ADM SCI Q, V26, P58; YIN RK, 1984, CASE STUDY RES	89	7	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				350	370			21	Business; Management	859NE	ISI:000224274400003
J	Buckley, P; Carter, MI			A formal analysis of knowledge combination in multinational enterprises	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge management; multinational enterprises; process model	ORGANIZATION; FIRMS; PERSPECTIVE	This paper outlines a model of process organisation for the combination of different types of knowledge from spatially separated sources in the multinational enterprise. The model envisages an initiator-entrepreneur as the motor of the process, and identifies regularities in the types of knowledge combination within the firm that provide additional value. Knowledge losses, decision losses and coordination losses are imperfections in the process, and result in barriers to the effective combination of knowledge. Strategies of combination are of three types - additive, sequential and complex - implying different types of control outcomes.	Univ Leeds, Ctr Int Business, CIBUL, Leeds Univ Business Sch, Leeds LS2 9JT, W Yorkshire, England	Buckley, P, Univ Leeds, Ctr Int Business, CIBUL, Leeds Univ Business Sch, Leeds LS2 9JT, W Yorkshire, England	pib@lubs.leeds.ac.uk	BROWN JS, 2001, ORGAN SCI, V12, P198; BUCKLEY PJ, 1996, INT J EC BUSINESS, V3, P5; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUCKLEY PJ, 1999, INT STUDIES MANAGEME, V29, P80; BUCKLEY PJ, 2000, LONG RANGE PLANN, V33, P55; BURNS T, 1961, MANAGEMENT INNOVATIO; CARTER MJ, 1995, ECON J, V105, P385; CARTER MJ, 2000, MPI LINK WORKSH COGN; CASSON M, 1991, EC BUSINESS CULTURE; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; FOSS K, 2000, PROCESS COMPETITION, P27; FOSS N, 2000, TRANSFERRING KNOWLED; FOSS NJ, 1999, J INST THEOR ECON, V155, P458; FRANSMAN M, 1998, TECHNOLOGY ORG COMPE, P147; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAYEK FA, 1945, AM ECON REV, V35, P519; KREPS DM, 1990, PERSPECTIVES POSITIV, P90; MACHLUP F, 1980, KNOWLEDGE ITS CREATI, V1; MARSCHAK J, 1972, EC THEORY TEAMS; MILGROM P, 1988, AM J SOCIOL, V94, S154; MINKLER AP, 1993, J ECON BEHAV ORGAN, V21, P17; MINKLER AP, 1993, KYKLOS, V46, P569; NELSON RR, 1982, EVOLUTIONARY THEORY; NONAKA I, 1995, KNOWLEDGE CREATING C; ODRISCOLL GP, 1985, EC TIME IGNORANCE; POSTREL S, 2002, ORGAN SCI, V13, P303; PRESCOTT EC, 1980, J POLITICAL EC, V88, P446; SCOTTMORGAN P, 1994, UNWITTEN RULES GAME; VONHIPPEL E, 1998, DYNAMIC FIRM ROLE TE, P60; WEICK KE, 1993, ADMIN SCI QUART, V38, P357; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1985, EC I CAPITALISM; WU SY, 1989, PRODUCTION ENTREPREN	33	5	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				371	384			14	Business; Management	859NE	ISI:000224274400004
J	Mudambi, R; Navarra, P			Is knowledge power? Knowledge flows, subsidiary power and rent-seeking within MNCs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge flows; subsidiary rent-seeking; intra-firm politics	RESEARCH-AND-DEVELOPMENT; INTERNAL CAPITAL-MARKETS; MULTINATIONAL-CORPORATIONS; FOREIGN SUBSIDIARIES; GEOGRAPHIC LOCALIZATION; INEFFICIENT INVESTMENT; PERFORMANCE; TECHNOLOGY; INNOVATION; FIRMS	In recent years, as multinational corporation (MNC) subsidiaries have become more closely linked to international networks, their knowledge intensity has risen, and some of their R&D has gained a more creative role. Simultaneously, and often connectedly, many subsidiaries have acquired considerable strategic independence in all aspects of their operations, and therefore are able to exercise considerable intra-firm bargaining power to influence the distribution of the firm's resources. In this context, we suggest that intra-MNC knowledge flows are a key determinant of subsidiary bargaining power. We argue that subsidiary managers can exploit such power to pursue their own ends. Such rent-seeking behavior is implicit in much of the literature on managerialism, but our analysis suggests that such behavior can now occur in headquarters-subsidiary and subsidiary-subsidiary relations. Thus subsidiary strategic independence, designed to enhance the competitiveness of outputs (market knowledge) and inputs (asset-seeking and learning), can be corroded when the pursuit of subsidiary objectives encourages rent-seeking. Empirical analysis of a sample of high-technology subsidiaries in the UK provides strong support for the theory. We examine several avenues whereby the incentives of units within the MNC can be aligned.	Temple Univ, Inst Global Management Studies, Temple CIBER, Fox Sch Business & Management, Philadelphia, PA 19122 USA; Univ Reading, ISMA Ctr, Reading RG6 2AH, Berks, England; Univ Messina, Inst Econ & Finance, I-98100 Messina, Italy; London Sch Econ & Political Sci, London, England	Mudambi, R, Temple Univ, Inst Global Management Studies, Temple CIBER, Fox Sch Business & Management, Philadelphia, PA 19122 USA	ram.mudambi@temple.edu	*DUN BRADSTR, 1994, BUS REG; *DUN BRADSTR, 1995, BUS REG; *OECD, 1996, TECHN PROD JOB CREAT, V2; *OFF NAT STAT, 1996, UK SIC 1992 METH GUI; *PRIC WAT, 1995, DOING BUS SER; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; ALMEIDA P, 1997, SMALL BUS ECON, V9, P21; ANDERSSON U, 2002, STRATEGIC MANAGE J, V23, P979; ARGYRES NS, 1995, J ECON BEHAV ORGAN, V28, P337; ARMSTRONG JS, 1977, J MARKETING RES, V51, P71; ASAKAWA K, 2001, R&D MANAGE, V31, P1; ASAKAWA K, 2001, RES POLICY, V30, P735; AVILA M, 1999, INT J IND ORGAN, V17, P689; BARTLETT CA, 2002, PHILIPS MATSUSHITA N; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1996, INT J EC BUSINESS, V3, P5; CAMPA J, 2002, AC MAN C DENV; CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155; CANTWELL J, 1999, RES POLICY, V28, P119; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; CANTWELL JA, 1998, INT J EC BUSINESS, V5, P383; CANTWELL JA, 1999, INFORMATION EC POLIC, V11, P101; CANTWELL JA, 1999, MANAGE INT REV, V39, P123; CANTWELL JA, 2001, DISCUSSION PAPERS IN, V12; CARLOS AM, 1993, OXFORD ECON PAP, V45, P243; CAVES RE, 1996, MULTINATIONAL ENTERP; CHURCHILL GA, 1995, MARKETING RES METHOD; COFF RW, 1999, ORGAN SCI, V10, P119; COWAN R, 2000, IND CORP CHANGE, V9, P211; DAFT RL, 1986, MANAGE SCI, V32, P554; DUNNING J, 1992, TECHNOLOGY MANAGEMEN; EDWARDS R, 2001, J ASIAN BUSINESS, V17, P1; FORSGREN M, 2000, EMERGENCE IMPACT MNC, P45; FOSS N, 2001, 2001 LINK C COP DENM; FOSS N, 2002, 2001 LINK C COP DENM; FOSS N, 2003, 200310 DRUID COP BUS; FOSS NJ, 2001, IND CORP CHANGE, V10, P357; FRANSMANN M, 1997, TECHNOLOGY GLOBALIZA; FREY BS, 1998, NOT JUST MONEY EC TH; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; FROST TS, 2002, STRATEGIC MANAGE J, V23, P997; GHOSHAL S, 1994, MANAGE SCI, V40, P96; GRILICHES Z, 1990, J ECON LIT, V28, P1661; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAKANSON L, 1995, INT STUDIES MANAGEME, V25, P121; HEBERLEIN TA, 1978, AM SOCIOL REV, V43, P447; HEDLUND G, 1980, STRATEGIC MANAGEMENT, V1, P23; HEDLUND G, 1984, J INT BUS STUD, V15, P109; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HENNART JF, 1982, THEORY MULTINATIONAL; HILL CWL, 1988, J IND ECON, V37, P67; HOLM U, 1992, THESIS UPPSALA U; HOLM U, 2000, EMERGENCE IMPACT MNC; HOOD N, 1994, INT BUSINESS REV, V3, P3; JAFFE AB, 1993, Q J ECON, V108, P577; KATRAK H, 1983, OXFORD B ECON STAT, V45, P205; KRUEGER AO, 1974, AM ECON REV, V64, P291; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; LAMONT O, 1997, J FINANC, V52, P83; LAWRENCE PR, 1986, ORG ENV MANAGING DIF; LEVINSON R, 1983, MANAGE REV, V72, P12; MARTIN X, 2002, ORG INTERORGANIZATIO; MORCK R, 1992, J INT ECON, V33, P41; MORCK R, 2002, J FINANC ECON, V58, P893; MUDAMBI R, 1998, J INT BUS STUD, V29, P239; MUDAMBI R, 1998, J MANAGE STUD, V35, P690; MUDAMBI R, 1999, INT BUSINESS REV, V8, P197; MUDAMBI R, 2002, J INT MANAGEMENT, V8, P1; NARULA R, 2002, RES POLICY, V31, P795; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; NONAKA I, 1995, KNOWLEDGE CREATING C; OSBORNE M, 1990, BARGAINING MARKETS; OSTERLOH M, 2000, ORGAN SCI, V11, P538; PATEL P, 1991, J INT BUS STUD, V22, P1; PEARCE RD, 1999, RES POLICY, V28, P157; RAJAN R, 2000, J FINANC, V55, P35; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; SCHARFSTEIN DS, 2000, J FINANC, V55, P2537; SCHROEDER DM, 1990, STRATEGIC MANAGE J, V11, P25; SCHROEDER DM, 1993, J BUSINESS FINANCE A, V20, P441; STEIN JC, 1997, J FINANC, V52, P111; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TAVARES AT, 1999, 5 I DEV POL; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WHITE P, 2002, REGIONAL COMPETITIVE; WHITE RE, 1985, INT STUDIES MANAGEME, V14, P91; WILLIAMSON O, 1977, MARKETS HIERARCHIES; WILLIAMSON O, 1996, MECH GOVERNANCE; ZANDER I, 1999, RES POLICY, V28, P195	95	10	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. 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J	Simonin, BL			An empirical investigation of the process of knowledge transfer in international strategic alliances	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	strategic alliances; knowledge transfer; learning capacity	JOINT-VENTURES; ABSORPTIVE-CAPACITY; COMPETITIVE ADVANTAGE; CAUSAL AMBIGUITY; COOPERATION; PERFORMANCE; INNOVATION; FIRM; CAPABILITIES; TECHNOLOGY	This research proposes and tests a basic model of organizational learning that captures the process of knowledge transfer in international strategic alliances. Based on a cross-sectional sample of 147 multinationals and a structural equation methodology, this study empirically investigates the simultaneous effects of learning intent, learning capacity (LC), knowledge ambiguity, and its two key antecedents - tacitness and partner protectiveness - on technological knowledge transfer. In the interest of expanding our understanding of the organizational mechanisms that both hinder and facilitate learning, the concept of LC is refined into three distinct components: resource-, incentive-, and cognitive-based LC. Further, the strength of the relationships between these theoretical constructs and knowledge transfer is examined in light of the possible moderating effects of organizational culture, firm size, and the form and competitive regime of the alliance. Consistently, learning intent (as a driver) and knowledge ambiguity (as an impediment) emerge as the most significant determinants of knowledge transfer. Moreover, the effects of partner protectiveness and LC on the learning outcome are moderated by the firm's own culture towards learning, the size of the firm, the structural form of the alliance, and the fact that partners may or may not be competitors.	Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA	Simonin, BL, Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA	bernard.simonin@tufts.edu	*STATSOFT INC, 2003, STATISTICA 6 1; ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; APPLEYARD MM, 1996, STRATEGIC MANAGE J, V17, P137; APPLEYARD MM, 2002, COOPERATIVE STRATEGI, P381; BAGOZZI R, 1988, J ACAD MARKET SCI, V16, P77; BAGOZZI RP, 1982, ADM SCI Q, V27, P459; BAUGHN C, 1997, J WORLD BUS, V2, P103; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BUCHEL B, 2002, COOPERATIVE STRATEGI, P751; CARMINES EG, 1981, SOCIAL MEASUREMENT C, P65; CHOI CJ, 1997, COOPERATIVE STRATEGI, P33; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CROSSAN MM, 1995, BUSINESS Q, V60, P69; DAFT RJ, 1987, RES SOCIOLOGY ORG, V5, P1; DAVENPORT TH, 1998, WORKING KNOWLEDGE; DILLMAN D, 1978, MAIL TELEPHONE SURVE; DODGSON M, 1996, TECHNOLOGICAL COLLAB, P54; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DUSSAUGE P, 2002, COOPERATIVE STRATEGI, P707; DYER JH, 1998, ACAD MANAGE REV, V23, P660; FILLEY A, 1976, MANAGERIAL PROCESS O; FORNELL C, 1981, J MARKETING RES, V18, P39; FORNELL C, 1982, 2 GENERATION MULTIVA, P407; GLAISTER KW, 1996, J MANAGE STUD, V33, P301; HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMEL G, 1990, THESIS U MICHIGAN; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HEDBERG B, 1981, HDB ORG DESIGN, P1; HEDLUND G, 1993, ARCHITECTONIC LIST L; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 2002, COOPERATIVE STRATEGI, P267; JORESKOG KG, 1996, LISREL, V8; KALE P, 2002, STRATEGIC MANAGE J, V23, P747; KELLY J, 1974, ORG BEHAV EXISTENTIA; KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KONRAD AM, 1995, ACAD MANAGE J, V38, P787; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LIPPMAN SA, 1982, BELL J ECON, V13, P418; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAI RP, 1996, LEARNING PARTNERSHIP; MARQUARDT MJ, 1996, BUILDING LEARNING OR; MARTIN X, 2002, COOPERATIVE STRATEGI, P729; MEISEL SI, 1996, MANAGING ORG LEARN, P180; MJOEN H, 1997, ORGAN SCI, V8, P257; MOSAKOWSKI E, 1997, ORGAN SCI, V8, P414; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; MOWERY DC, 2002, COOPERATIVE STRATEGI, P291; NONAKA I, 1995, KNOWLEDGE CREATING C; OSBORN RN, 1997, ACAD MANAGE J, V40, P261; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PISANO G, 1988, THESIS U CALIFORNIA; PODSAKOFF PM, 1986, J MANAGE, V12, P531; POLANYI M, 1967, TACIT DIMENSION; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; PUCIK V, 1988, HUMAN RESOURCE MANAG, V27, P77; REED R, 1990, ACAD MANAGE REV, V15, P88; REICH RB, 1986, HARVARD BUS REV, V64, P78; REUER JJ, 2002, COOPERATIVE STRATEGI; SCOTT SG, 1994, ACAD MANAGE J, V37, P580; SIMON HA, 1978, AM ECON REV, V68, P1; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SIMONIN BL, 2002, COOPERATIVE STRATEGI, P237; SWIERINGA J, 1992, BECOMING LEARNING OR; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TALLMAN S, 2002, COOPERATIVE STRATEGI, P163; THOMPSON JW, 1995, LEARNING ORG DEV CUL, P85; TIEMESSEN I, 1997, COOPERATIVE STRATEGI, P370; VONKROGH G, 2000, ENABLING KNOWLEDGE C; WALSH JP, 1995, ORGAN SCI, V6, P280; ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185; ZANDER U, 1995, ORGAN SCI, V6, P76; ZENG M, 2002, COOPERATIVE STRATEGI, P189	78	9	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				407	427			21	Business; Management	859NE	ISI:000224274400006
J	Dhanaraj, C; Lyles, MA; Steensma, HK; Tihanyi, L			Managing tacit and explicit knowledge transfer in IJVs: the role of relational embeddedness and the impact on performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	organizational learning; international joint ventures; relational embeddedness	INTERNATIONAL JOINT VENTURES; STRUCTURAL EQUATION MODELS; ABSORPTIVE-CAPACITY; STRATEGIC ALLIANCES; COVARIANCE-STRUCTURES; COOPERATIVE VENTURES; TRANSITION ECONOMY; FIT INDEXES; SAMPLE-SIZE; ORGANIZATION	Drawing on organizational learning and economic sociology, we address how relational embeddedness between the foreign parent and international joint venture (IJV) managers influences the type of knowledge (i.e., tacit and explicit) transferred to the IJV, and how the importance of relational embeddedness varies between young and mature IJVs. We also examine the influence of tacit and explicit knowledge on IJV performance. Our results show the importance that tie strength, trust, and shared values and systems play in the transfer of tacit knowledge, especially for mature IJVs. Our findings are consistent with Uzzi's tenets: tacit learning is accumulative, assists in explaining explicit knowledge, and is enhanced by social embeddedness. We also find that the influence of transferred tacit knowledge on IJV performance stems principally from its indirect effect on the learning of explicit knowledge.	Indiana Univ, Kelley Sch Business, Indianapolis, IN 46033 USA; Univ Washington, Seattle, WA 98195 USA; Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA	Dhanaraj, C, Indiana Univ, Kelley Sch Business, 801 W Michigan St, Indianapolis, IN 46033 USA	dhanaraj@iupui.edu	*I SMALL BUS DEV, 1996, STAT SMALL MED SIZ B; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ANTALMOKOS Z, 1998, PRIVATIZATION POLITI; ARBUCKLE JL, 1999, AMOS 4 0 USERS GUIDE; ARGOTE L, 1999, ORG LEARNING CREATIN; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BENTLER PM, 1987, SOCIOL METHOD RES, V16, P78; BOLLEN K, 1993, TESTING STRUCTURAL E; BROWN JS, 2001, ORGAN SCI, V12, P198; BROWNE MW, 1993, TESTING STRUCTURAL E, P136; CARMINES EG, 1981, SOCIAL MEASUREMENT C, P65; CHILD J, 1997, COOPERATIVE STRATEGI, P181; COHEN D, 2001, GOOD CO SOCIAL CAPIT; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CUDECK R, 1991, PSYCHOL BULL, V109, P512; DOZ Y, 2001, GLOBAL METANATIONAL; DYER JH, 1998, ACAD MANAGE REV, V23, P660; DYER JH, 2000, STRATEGIC MANAGE J, V21, P345; FORNELL C, 1981, J MARKETING RES, V18, P39; FOSS N, 2003, BLACKWELL HDB ORG LE, P78; FOSS NJ, 2003, ORGAN SCI, V14, P331; GERBING DW, 1992, SOCIOL METHOD RES, V21, P132; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GRANT RM, 1995, ACAD MANAGEMENT BEST, P17; HU L, 1995, STRUCTURAL EQUATION, P76; HU L, 1999, STRUCTURAL EQUATION, V6, P1; INKPEN AC, 1998, ORGAN SCI, V9, P454; KALE P, 2000, STRATEGIC MANAGE J, V21, P217; KOGUT B, 1992, ORGAN SCI, V3, P383; KUMAR S, 1998, STRATEGIC MANAGE J, V19, P579; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LUO YD, 2002, STRATEGIC MANAGE J, V23, P1; LYLES MA, 1996, J INT BUS STUD, V29, P154; MARSH HW, 1988, PSYCHOL BULL, V103, P391; MARTIN X, 2003, J INT BUS STUD, V34, P356; MARTIN X, 2003, ORGAN SCI, V14, P297; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; NELSON RR, 1982, EVOLUTIONARY THEORY; NONAKA I, 1995, KNOWLEDGE CREATING C; NOOTEBOOM B, 1997, ACAD MANAGE J, V40, P308; PARKHE A, 1998, J WORLD BUS, V33, P219; PENG MW, 2000, ACAD MANAGE J, V43, P486; POLANYI M, 1966, TACIT DIMENSION; POLANYI M, 1969, ANATOMY KNOWLEDGE, P315; SHARP M, 1997, TECHNOLOGY TRANSITIO, P95; SHENKAR O, 1999, ORGAN SCI, V10, P134; SIMON HA, 1978, AM ECON REV, V68, P1; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; STARK D, 1996, AM J SOCIOL, V101, P993; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TSANG EWK, 2002, STRATEGIC MANAGE J, V23, P835; UZZI B, 1997, ADMIN SCI QUART, V42, P35; UZZI B, 2003, MANAGE SCI, V49, P383; VONGLINOW MA, 1988, HUMAN RESOURCE MANAG, V27, P201; WESTPHAL L, 1985, INT TECHNOLOGY TRANS; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; ZAHEER A, 1998, ORGAN SCI, V9, P141; ZANDER U, 1995, ORGAN SCI, V6, P76	63	17	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				428	442			15	Business; Management	859NE	ISI:000224274400007
J	Bjorkman, I; Barner-Rasmussen, W; Li, L			Managing knowledge transfer in MNCs: the impact of headquarters control mechanisms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	agency theory; socialisation theory; control; headquarters; knowledge transfer; multinationals	AGENCY THEORY PERSPECTIVE; MULTINATIONAL-CORPORATIONS; ABSORPTIVE-CAPACITY; FOREIGN SUBSIDIARIES; STRATEGY; FIRM; COMPENSATION; NETWORKS; ORGANIZATIONS; CAPABILITIES	In this paper we explore the impact of organisational mechanisms on inter-unit knowledge flows in multinational corporations (MNCS). A comprehensive model, based on agency theory and socialisation theory, is tested on a sample of 134 Finnish and Chinese MNC subsidiaries. Our findings indicate that MNCS can influence inter-unit knowledge transfer by specifying the objectives of the subsidiary and by utilising corporate socialisation mechanisms. However, we found no support for the hypothesised impact of management compensation systems and the use of expatriate managers on the extent of knowledge transfers from foreign subsidiaries to other parts of the MNC.	Swedish Sch Econ & Business Adm, Dept Management & Org, Helsinki 00101, Finland; INSEAD, F-77305 Fontainebleau, France	Bjorkman, I, Swedish Sch Econ & Business Adm, Dept Management & Org, Post Box 479, Helsinki 00101, Finland	ingmar.bjorkman@hanken.fi	ALLEN TJ, 1977, MANAGING FLOW TECHNO; ANDERSSON U, 2002, STRATEGIC MANAGE J, V23, P979; ARGOTE L, 2000, ORGAN BEHAV HUM DEC, V82, P1; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; CANTWELL J, 1992, TECHNOLOGY MANAGEMEN, P137; CHANG E, 1999, J MANAGE, V25, P541; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAVENPORT TH, 1998, WORKING KNOWLEDGE OR; DOZ Y, 1993, ORG THEORY MULTINATI, P24; EDSTROM A, 1977, ADM SCI Q, V22, P248; EISEN SV, 1989, MCLEAN HOSP J, V14, P1; EISENHARDT KM, 1988, ACAD MANAGE J, V31, P488; FORSGREN M, 1997, NATURE INT FIRM NORD, P69; FORSGREN M, 2000, EMERGENCE IMPACT MNC, P45; FOSS NJ, 2002, J INT MANAGEMENT, V8, P1; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; FROST TS, 2002, STRATEGIC MANAGE J, V23, P997; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HANSEN MT, 1999, ADMIN SCI QUART, V44, P82; HARVEY M, 2001, INT J HUM RESOUR MAN, V12, P898; HEDLUND G, 1993, ORG TRANSNATIONAL CO, V6; HENDRY J, 2002, ACAD MANAGE REV, V27, P98; HENNART JF, 1993, MANAGE SCI, V39, P1054; HOLM U, 2000, EMERGENCE IMPACT MNC, P23; JENSEN MC, 1976, J FINANC ECON, V3, P305; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; LUBATKIN MH, 2001, BLACKWELL HDB STRATE, P2829; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; ODONNELL SW, 2000, STRATEGIC MANAGE J, V21, P525; OUCHI WG, 1979, MANAGE SCI, V25, P833; PORTER ME, 1985, COMPETITIVE ADV; ROTH K, 1991, J INT BUS STUD, V22, P369; ROTH K, 1996, ACAD MANAGE J, V39, P678; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; SCHULZ M, 2001, ACAD MANAGE J, V44, P661; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45; STROH LK, 1996, ACAD MANAGE J, V39, P751; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; SZULANSKI G, 2000, ORGAN BEHAV HUM DEC, V82, P9; SZULANSKI G, 2003, STICKY KNOWLEDGE BAR; TOSI HL, 1989, ADMIN SCI QUART, V34, P169; TOSI HL, 1997, ACAD MANAGE J, V40, P584; TSAI WP, 1998, ACAD MANAGE J, V41, P464; TSAI WP, 2001, ACAD MANAGE J, V44, P996; VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209; ZANDER U, 1995, ORGAN SCI, V6, P76	53	6	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2004	35	5				443	455			13	Business; Management	859NE	ISI:000224274400008
J	Meyer, KE			Perspectives on multinational enterprises in emerging economies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	multinational enterprises; emerging economies; business in society	FOREIGN DIRECT-INVESTMENT; INTERNATIONAL-JOINT-VENTURES; RESEARCH-AND-DEVELOPMENT; LEVEL PANEL-DATA; ABSORPTIVE-CAPACITY; LABOR STANDARDS; ORGANIZATIONAL TRANSFORMATION; PRODUCTIVITY SPILLOVERS; TRANSITION ECONOMIES; DEVELOPING-COUNTRIES	Multinational enterprises (MNEs) play a pivotal role in the development of many emerging economies. In consequence, they became the focus of scholarly research by economists and policy analysts. In contrast, international business scholars have been comparatively uninterested in analysing this role of MNEs. Yet they could make important contributions to these debates. First, studies taking the individual firms as starting point would enhance understanding of the interaction between MNEs and the local environment. Second, theories and research methodologies developed in international business research could provide new insights into the dynamics of MNEs in emerging economies. The objective of this paper is to motivate more international business scholars to engage in research on positive and negative spillovers from foreign direct investment (FDI) in emerging economy societies. To advance this research agenda, scholars need to analyse the specific activities and capabilities of the firms involved, and the impact of FDI on the broader social and environmental context. For management, this agenda raises the ethical question: To what extent ought businesses to care about their local stakeholders?	Copenhagen Sch Econ & Business Adm, Ctr E European Studies, DK-2000 Frederiksberg, Denmark	Meyer, KE, Copenhagen Sch Econ & Business Adm, Ctr E European Studies, Howitzvej 60, DK-2000 Frederiksberg, Denmark	km.cees@cbs.dk	*UN SOC EC COUNC, 2003, NORMS RESP TRANSN CO; *UNCTAD, 2000, WORLD INV REP 2000 M; AITKEN BJ, 1999, AM ECON REV, V89, P605; ALTENBURG T, 2000, P UNCTAD 10 SPEC ROU; ANDERSON E, 1986, J INT BUS STUD, V17, P1; AUGER P, 2003, J BUS ETHICS, V42, P281; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELDERBOS R, 2001, WORLD DEV, V29, P189; BELDERBOS R, 2003, STRATEGIC MANAGEMENT, V24, P217; BHAGWATI J, 2004, DEFENSE GLOBALIZATIO; BIRKINSHAW J, 2000, ENTREPENEURSHIP GLOB; BLALOCK G, 2003, TECHNOLOGY FOREIGN D; BLOMSTROM M, 1999, EUR ECON REV, V43, P915; BLOMSTROM M, 2002, 195 OECD; BLOMSTROM M, 2003, 9489 NBER; BUCKLEY PJ, 1976, FUTURE MULINATIONAL; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; BUCKLEY PJ, 2003, J INT BUS STUD, V34, P219; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1996, MULTINATIONAL ENTERP; CERNY P, 1994, INT ORGAN, V49, P595; CHANDLER AD, 1998, DYNAMIC FIRM ROLE TE; CHEN EKY, 1983, MULTINATIONAL CORPOR; CHRISTMANN P, 2001, J INT BUS STUD, V32, P439; CHUNG W, 2003, J INT BUS STUD, V34, P199; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DASGUPTA S, 2002, J ECON PERSPECT, V16, P147; DEBACKER K, 2003, REV IND ORGAN, V22, P84; DELATORRE J, 1981, J INT BUS STUD, V14, P9; DESPRES C, 2000, KNOWLEDGE HORIZONS P; DJANKOV S, 2000, WORLD BANK ECON REV, V14, P49; DJANKOV S, 2002, J ECON LIT, V4, P739; DONALDSON T, 1999, TIES BIND SOCIAL CON; DOWELL G, 2000, MANAGE SCI, V46, P1059; DUNNING JH, 1993, MULTINATIONAL ENTERP; ESKELAND G, 2002, 8888 NBER; ESTRIN S, 2002, J ECON PERSPECT, V16, P101; ESTRIN S, 2004, IN PRESS INVESTMENT; FAN EX, 2002, 33 ERD; FEINBERG SE, 2001, J INT BUS STUD, V32, P421; FRENKEL SJ, 2002, CALIF MANAGE REV, V45, P29; GALUNIC DC, 1996, ORGAN SCI, V7, P255; GENTRY B, 1998, PRIVATE CAPITAL FLOW; GERSHENBERG I, 1987, WORLD DEV, V15, P931; GERSHENKRON A, 1962, EC BACKWARDNESS HIST; GHEMAWAT P, 2003, J INT BUS STUD, V34, P138; GORG H, 2001, ECON J, V111, P723; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; HADDAD M, 1993, J DEV ECON, V42, P51; HANSEN MW, 2002, MANAGING ENV BORDERS; HARTMAN LP, 2003, BUS ETHICS Q, V13, P193; HAUSMANN R, 2003, J DEV ECON, V72, P603; HEJAZI W, 1999, J INT BUS STUD, V30, P491; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HENNART JF, 1993, MANAGE SCI, V39, P1054; HETTIGE H, 1996, WORLD DEV, V24, P1891; HILL H, 1982, OXFORD B ECON STAT, V44, P261; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HUSTED K, 2002, ORGAN DYN, V31, P60; JAFFE AB, 1995, J ECON LIT, V33, P132; KATHURIA V, 2000, J INT DEV, V12, P334; KATZ JM, 1987, TECHNOLOGY CREATION; KOGUT B, 1996, CORPORATE GOVT CENTR, V1, P293; KOKKO A, 1994, J DEV ECON, V43, P279; KOKKO A, 1996, J DEV STUD, V32, P602; KONINGS J, 2001, ECON TRANSIT, V9, P619; KOSOVA R, 2004, THESIS U MICHIGAN BU; KRISTOF N, 2000, THUNDER E PORTRAIT R; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; KUGLER M, 2001, EXTERNALITIES FDI SE; LALL S, 1978, OXFORD ECON PAP, V30, P217; LALL S, 1996, STUDIES TECHNOLOGY I; LANE HW, 2004, BLACKWELL HDB GLOBAL; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LEWIN AY, 2004, IN PRESS HDB ORG CHA; LIU XM, 2000, J INT BUS STUD, V31, P407; LIU ZQ, 2002, J COMP ECON, V30, P579; LYLES MA, 1996, J INT BUS STUD, V27, P877; MARTIN X, 2003, J INT BUS STUD, V34, P356; MCKENDRICK DG, 2001, SILICON VALLEY SINGA; MEYER KE, 2001, J INT BUS STUD, V32, P357; MEYER KE, 2002, J WORLD BUS, V37, P266; MEYER KE, 2004, IN PRESS J MANAGEMEN; MINBAEVA D, 2003, J INT BUS STUD, V34, P586; MORAN TH, 2002, SWEATSHOPS FOREIGN D; MURTHA TP, 2001, MANAGING NEW IND CRE; NARULA R, 2000, OXFORD DEV STUDIES, V28, P141; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; NONAKA T, 1995, KNOWLEDGE CREATING C; OMAN C, 2000, POLICY COMPETITION F; ORLITZKY M, 2003, ORGAN STUD, V24, P403; OROURKE D, 2003, POLICY STUD J, V31, P1; PALLEY TI, 2002, J ECON ISSUES, V36, P601; PATIBANDLA M, 2002, WORLD DEV, V30, P1561; PENG MW, 2000, BUSINESS STRATEGIES; PUFFER SM, 1995, CALIF MANAGE REV, V37, P29; RAMAMURTI R, 2001, J INT BUS STUD, V32, P23; RHEE YW, 1990, EXPORT CATALYSTS LOW; RODRIK D, 1999, NEW GLOBAL EC DEV CO; RUGMAN AM, 2000, MULTINATIONALS FLAGS; RUGMAN AM, 2003, J INT BUS STUD, V34, P125; SCHERER AG, 2000, MANAGE INT REV, V40, P351; SCHOORS K, 2002, 2002157 U GENT; SHENKAR O, 2004, J INT BUS STUD, V35, P161; SINANI E, 2004, IN PRESS J COMP EC, V32; SJOHOLM F, 1999, ECON DEV CULT CHANGE, V47, P559; SMARZYNSKA B, 2002, 2924 WORLD BANK; SPAR D, 1999, J INT AFF, V52, P557; SPAR DL, 1998, FOREIGN AFF, V77, P7; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; UHLENBRUCK N, 1998, J MANAGE STUD, V35, P619; VANTULDER R, 2001, J INT BUS STUD, V32, P267; VARLEY P, 1998, SWEATSHOP QUANDARY C; WELLS LT, 1998, J INT BUS STUD, V29, P101; WOODWARD D, 1995, IMPACT FDI TRANSITIO; YEUNG B, 2003, J INT BUS STUD, V34, P101; ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185; ZARSKY L, 1999, FOREIGN DIRECT INVES, P48; ZHANG KHL, 2001, ECON TRANSIT, V9, P679	120	13	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2004	35	4				259	276			18	Business; Management	840YR	ISI:000222897000002
J	Ramamurti, R			Developing countries and MNEs: extending and enriching the research agenda	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	MNE-host country relations; MNEs and economic development; regulating MNEs; third-world MNEs; outsourcing; diaspora	MULTINATIONALS; PRIVATIZATION; INVESTMENT; MODEL	Foreign direct investment (FDI) through multinational enterprises (MNEs) has emerged in the last decade as the principal source of foreign capital for developing countries. Meyer (this issue) underlines the need for international business (IB) scholars to understand the impact of these investments on host developing countries. He offers a useful assessment of the literature and proposes a rich set of questions for further research. However, his research agenda can be extended and enriched in two ways. First, IB scholars must study, as they always have, causation in the opposite direction-namely, the impact of developing country context on MNE behavior and the co-evolution of these two variables over time. In doing so, they must incorporate into their models contemporary issues, such as the continued inadequacy of rules for FDI in infrastructure sectors, or the clever means by which MNEs are rewriting the global rules under which they operate in developing countries (e.g., on intellectual property rights). Second, IB scholars must pay more attention to topics that are not mainstream within the field but are of great importance to developing countries. Examples include the behavior and performance of a new generation of home-grown MNEs, the role of diaspora in homeland FDI (in countries like China and India), and the implications of global outsourcing of services.	Northeastern Univ, Coll Business Adm, Boston, MA 02115 USA	Ramamurti, R, Northeastern Univ, Coll Business Adm, Boston, MA 02115 USA	r.ramamurti@neu.edu	2004, ECONOMIST       0320, V370, P63; 2004, ECONOMIST       0320, V370, P72; *UNCTAD, 2003, WORLD INV REP FDI PO; AKYUZ Y, 1999, 143 UNCTAD; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P637; CAVES RE, 1996, MULTINATIONAL ENTERP; CHEEK ML, 2001, GEO WASH INT L REV, V33, P277; DOH JP, 2003, LONG RANGE PLANN, V36, P337; EDEN L, 2001, J INT BUS STUD, V32, P383; GILLESPIE K, 1999, J INT BUS STUD, V30, P623; GUASCH L, 2002, RENEGOTIATION CONCES; GUISINGER SE, 1985, INVESTMENT INCENTIVE; HEEKS R, 1996, INDIAS SOFTWARE IND; HENISZ WJ, 1999, C INFR DEV CONFR POL; KAPUR D, 2001, ACAD MANAGE EXEC, V15, P20; KHANNA T, 1997, HARVARD BUS REV, V75, P41; KHANNA T, 2002, EMERGING GIANTS BUID, V9, P703; KUMAR K, 1984, J INT BUS STUD, V15, P45; LALL S, 1977, FOREIGN INVESTMENT T; LALL S, 1983, NEW MULTINATIONALS S; MEYER KE, 2004, J INT BUS STUD, V35, P259; NOLAN P, 2002, WORLD DEV, V30, P2089; QUINN LR, 2003, CAMAGAZINE       AUG, P16; RAMAMURTI R, 2000, ACAD MANAGE REV, V25, P525; RAMAMURTI R, 2001, J INT BUS STUD, V32, P23; RAMAMURTI R, 2003, C MULT CORP GLOB POV; RAMAMURTI R, 2003, J INT MANAGEMENT, V9, P253; RAMAMURTI R, 2004, C INT BUS GOV REL 21; RIMMER PJ, 2002, ASIA PACIFIC VIEWPOI, V43, P93; ROOT F, 1978, J INT BUS STUD, V9, P81; SANTORO M, 1992, PFIZER PROTECTING IN; STERN P, 1997, EUROPEAN BUSINESS J, V9, P35; VERNON R, 1971, SOVEREIGNTY BAY; VERNON R, 1977, STORM MULTINATIONALS; VERNON R, 1998, HURRICANES EYE TROUB; VOGEL D, 1999, C REG EUR SPONS LOND; WELLS LT, 1983, 3 WORLD MULTINATIONA; WELLS LT, 2000, MARKETING COUNTRY PR; WELLS LT, 2004, C INT BUS GOV REL 21; ZAHRA SA, 2000, ACAD MANAGE REV, V25, P509	40	5	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2004	35	4				277	283			7	Business; Management	840YR	ISI:000222897000003
J	Fu, PP; Kennedy, J; Tata, J; Yukl, G; Bond, MH; Peng, TK; Srinivas, ES; Howel, JP; Prieto, L; Koopman, P; Boonstra, JJ; Pasa, S; Lacassagne, MF; Higashide, H; Cheosakul, A			The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	social beliefs; cultural values; influence strategies	INFLUENCE TACTICS; UNITED-STATES; WORK VALUES; BEHAVIOR; LEADERSHIP; ATTITUDES; CONSEQUENCES; CHINA; PEERS	This paper reports the findings of a 12-nation study designed to test empirically the relationships between societal cultural values, individual social beliefs, and the perceived effectiveness of different influence strategies. The relationships between three types of broad influence strategy (persuasive, assertive, and relationship based) and four dimensions of individual beliefs (cynicism, fate control, reward for application, and religiosity) were examined. Three of Project GLOBE's cultural values (in-group collectivism, uncertainty avoidance, and future orientation) were selected to investigate their direct effects on the rated effectiveness of influence strategies, and their possible interaction with dimensions of individual beliefs. Results showed that different dimensions of individual social beliefs predict the perceived effectiveness of the three types of influence strategy, and that cultural values can moderate the strength of the relationship between these dimensions of individual social beliefs and the perceived effectiveness of influence strategies.	Chinese Univ Hong Kong, Singapore, Singapore; Nanyang Business Sch, Singapore, Singapore; Loyola Univ, Chicago, IL 60611 USA; SUNY Albany, Albany, NY 12222 USA; Xavier Labour Relat Inst, Jamshedpur, Bihar, India; New Mexico State Univ, Las Cruces, NM 88003 USA; Vrije Univ Amsterdam, NL-1081 HV Amsterdam, Netherlands; Bogazici Univ, Istanbul, Turkey; Waseda Univ, Tokyo, Japan; Chulalongkorn Univ, Sasin Grad Inst Business Adm, Bangkok 10330, Thailand	Tata, J, Loyola Univ, 820 N Michigan Ave, Chicago, IL 60611 USA	jtata@luc.edu	AJZEN I, 1980, UNDERSTANDING ATTITU; AJZEN I, 1991, ORGAN BEHAV HUM, V50, P179; AJZEN I, 1996, PSYCHOL ACTION, P385; BOND MH, 1985, J CROSS CULT PSYCHOL, V16, P111; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BRYK AS, 1992, HIERARCHICAL LINEAR; CABLE DM, 2003, J ORGAN BEHAV, V24, P197; FISKE ST, 1998, SOCIAL COGNITION; FU PP, 2000, LEADERSHIP QUART, V11, P251; GOLDSTEIN H, 1996, MULTILEVEL MODELLING, V8, P3; GREENWALD AG, 1995, PSYCHOL REV, V102, P4; HACKMAN JR, 2003, J ORGAN BEHAV, V24, P905; HAYDEN F, 1988, J ECON ISSUES, V22, P415; HIROKAWA RY, 1986, COMMUNICATION Q, V34, P250; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ORGAN STUD, V14, P483; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOUSE R, 1995, RES ORGAN BEHAV, V17, P71; HOUSE RJ, 1999, ADV GLOBAL LEADERSHI, V1, P71; JACCARD J, 1981, J EXP PSYCHOL, V17, P286; KENNEDY JC, 2003, ADV GLOBAL LEADERSHI, V3, P127; KERR S, 1978, ORGAN BEHAV HUM PREF, V22, P375; KEUNG DKY, 2002, J PSYCHOL CHINESE SO, V3, P133; KIPNIS D, 1980, J APPL PSYCHOL, V65, P440; KIPNIS D, 1982, PROFILES ORG INFLUEN; KLEIN KJ, 2000, MULTILEVEL THEORY RE, P3; LEE DR, 2001, ENG MANAGEMENT J, V13, P16; LEUNG K, 1995, ASIAN J PSYCHOL, V1, P70; LEUNG K, 2002, J CROSS CULT PSYCHOL, V33, P286; LEUNG K, 2004, IN PRESS ADV EXPT SO, V36; MCGREGOR D, 1960, HUMAN SIDE ENTERPRIS; OFFERMANN LR, 1997, J CROSS CULT PSYCHOL, V28, P342; OREILLY CA, 1991, ACAD MANAGE J, V34, P487; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RALSTON DA, 2001, J CROSS CULT PSYCHOL, V32, P728; ROHNER RP, 1984, J CROSS CULT PSYCHOL, V15, P111; ROUSSEAU DM, 1994, TRENDS ORG BEHAV, V1, P13; SAGIE A, 1996, J ORGAN BEHAV, V17, P503; SCHERMERHORN JR, 1991, ASIA PACIFIC J MANAG, V8, P147; SCHMIDT SM, 1992, J CROSS CULT PSYCHOL, V23, P251; SHEPPARD BH, 1988, J CONSUM RES, V15, P325; SMITH PB, 1988, LEADERSHIP ORG CULTU; SMITH PB, 2003, SAGE HDB SOCIAL PSYC, P43; SUN HF, 2000, MANAGEMENT ORG CHINE, P283; TINGTOOMEY S, 1988, THEORIES INTERCULTUR, P213; TRIANDIS HC, 1995, HDB IND ORG PSYCHOL, V4, P113; VANKNIPPENBERG B, 2003, LEADERSHIP IDENTITY, P153; WEICK KE, 1979, SOCIAL PSYCHOL ORG; XIN KR, 1996, LEADERSHIP QUART, V7, P109; YUKL G, 1992, J APPL PSYCHOL, V77, P525; YUKL G, 1995, GROUP ORGAN MANAGE, V20, P272; YUKL G, 2002, LEADERSHIP ORG; ZAIDMAN N, 2001, INT J INTERCULT REL, V25, P671	53	7	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2004	35	4				284	305			22	Business; Management	840YR	ISI:000222897000004
J	Sirmon, DG; Lane, PJ			A model of cultural differences and international alliance performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	cultural differences; alliance performance; professional culture	RESOURCE-BASED VIEW; JOINT-VENTURES; ORGANIZATIONAL CULTURE; STRATEGIC ALLIANCES; NATIONAL CULTURE; TECHNOLOGY EVOLUTION; ABSORPTIVE-CAPACITY; INNOVATION; COMPLEMENTARITY; PARTNERSHIPS	We propose a model of cultural differences and international alliance performance to explain the ambiguous findings regarding the influence of national culture differences on alliance performance. Building on research on national, organizational, and professional cultures, we argue that the closer the domain of a social group is to the value-creating activities of an alliance, the more disruptive cultural differences between the partners' members of that social group will be. Organizational culture differences will tend to be more disruptive than national culture differences, and differences in the professional culture most relevant to alliance value creation typically will be the most disruptive. Implications for research and managerial practice are discussed, and the model's relevance for international R&D alliances is highlighted.	Clemson Univ, Dept Management, Clemson, SC 29634 USA; Univ New Hampshire, Dept Management, Durham, NH 03824 USA	Sirmon, DG, Clemson Univ, Dept Management, Sirrine Hall, Clemson, SC 29634 USA	dsirmon@clemson.edu	*OECD, 2000, OECD SCI TECHN IND O; ADNER R, 2001, MANAGE SCI, V47, P611; ALBERT M, 1991, CAPITALISME CAPITALI; ALLEN TJ, 1984, MANAGING FLOW TECHNO; ALLEN TJ, 1997, HUMAN SIDE MANAGING, P307; ARNOLD D, 1970, SOCIOLOGY SUBCULTURE; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BALMER B, 1993, RES POLICY, V22, P463; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARNES B, 1982, SCI CONTEXT READINGS, P147; BARTLETT C, 1989, MANAGING BORDERS TRA; BERGER PL, 1967, SOCIAL CONSTRUCTION; BROWN JS, 1991, ORGAN SCI, V2, P40; BROWN L, 1988, J PACIFIC ASIAN MANA, V6, P225; BURGELMAN R, 1996, STRATEGIC MANAGEMENT; CALOGHIROU Y, 2003, MANAGERIAL DECISION, V24, P85; CALORI R, 1997, ORGAN SCI, V8, P681; CLARK N, 1987, FUTURES          FEB, P26; CLEGG SR, 1990, CAPITALISM CONTRASTI; COHEN A, 1955, DELINQUENT BOYS CULT; COHEN A, 1972, SUBCULTURAL CONFLICT; CRANE D, 1972, INVISIBLE COLL DIFFU; DAS TK, 2000, J MANAGE, V26, P31; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DONEY PM, 1998, ACAD MANAGE REV, V23, P601; GARUD R, 1994, ORGAN SCI, V5, P344; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GILBERT GN, 1984, OPENING PANDORAS BOX; GLAISTER KW, 1996, J MANAGE STUD, V33, P301; GOLDEN KA, 1992, J MANAGE STUD, V29, P1; HAGEDOORN J, 1996, J INT BUS STUD, V27, P265; HAGEDOORN J, 2002, RES POLICY, V31, P477; HAGSTROM WO, 1982, SCI CONTEXT READINGS, P21; HALL P, 1983, GOVERNING EC POLITIC; HARRISON JS, 2001, J MANAGE, V27, P679; HENNART JF, 2002, J INT BUS STUD, V33, P699; HILL CW, 1997, INT BUSINESS COMPETI; HITT MA, 1995, ACAD MANAGEMENT EXEC, V9, P12; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE G, 1980, CULUTURES CONSEQUENC; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; INKPEN AC, 1998, ORGAN SCI, V9, P454; JOHNSON JL, 1996, J INT BUS STUD, V27, P981; JORDAN AT, 1990, STUDIES 3 WORLD SOC, V42, P209; KEDIA BL, 1992, J HIGH TECHNOLOGY MA, V3, P1; KUHN TS, 1970, STRUCTURE SCI REVOLU; LANE HW, 1990, MANAGE INT REV, V30, P87; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LATOUR B, 1987, SCI ACTION; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LAVE J, 1991, SITUATED LEARNING LE; LENARTOWICZ T, 2001, J INT BUS STUD, V32, P305; LU JW, 2001, STRATEGIC MANAGE J, V22, P565; LUBATKIN M, 2001, HUM RELAT, V54, P1353; LYLES MA, 1996, J INT BUS STUD, V27, P877; MADHOK A, 1998, ORGAN SCI, V9, P326; MASTERMAN M, 1970, CRITICISM GROWTH KNO, P59; MICHAILOVA S, 2003, CALIF MANAGE REV, V45, P59; MIKHAILOV AI, 1984, SCI COMMUNICATION IN; MOHR J, 1994, STRATEGIC MANAGE J, V15, P135; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MOWERY DC, 1998, RES POLICY, V27, P507; MULKAY MJ, 1977, SCI TECHNOLOGY SOC C, P93; NARULA R, 1999, J COMMON MARK STUD, V37, P711; NARULA R, 1999, TECHNOVATION, V19, P283; NIGHTINGALE P, 1998, RES POLICY, V27, P689; NUMMELA N, 2003, J HIGH TECHNOLOGY MA, V14, P135; OREILLY CA, 1996, RES ORGAN BEHAV, V18, P157; OSTROFF C, 2002, HDB IND ORG PSYCHOL, V12, P565; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1991, J INT BUS STUD, V22, P579; PORTER ME, 1985, COMPETITIVE ADVANTAG; POTHUKUCHI V, 2002, J INT BUS STUD, V33, P243; PRICE DD, 1986, LITTLE SCI BIG SCI; PRICE DJ, 1982, SCI CONTEXT READINGS, P164; RAO A, 1998, J INT BUS STUD, V29, P665; RAY G, 2004, STRATEGIC MANAGE J, V25, P23; RIP A, 1992, TECHNOLOGICAL DEV SC, P231; SALAMAN G, 1974, COMMUNITY OCCUPATION; SALK JE, 2001, ORGAN SCI, V12, P161; SARKAR MB, 2001, J ACAD MARKET SCI, V29, P358; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHANE S, 1993, J BUS VENTURING, V8, P59; SHANE S, 1995, J MANAGE, V21, P931; SHANE SA, 1992, J BUS VENTURING, V7, P29; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SMIRCICH L, 1983, ADMIN SCI QUART, V28, P339; SORGE A, 1990, INT J HUM RESOUR MAN, V1, P141; STARBUCK WH, 1988, EXECUTIVE EFFECT CON, P35; TERPSTRA V, 1991, CULTURAL ENV INT BUS; THUROW L, 1993, HEAD HEAD; TRICE HM, 1993, CULTURE WORK ORG; TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311; VANMAANEN J, 1984, RES ORGAN BEHAV, V6, P287; VERBEKE W, 1998, J MANAGE STUD, V35, P303; VERY P, 1996, INT STUDIES MANAGEME, V26, P59; VIDALSUAREZ MA, 2002, EUROPEAN BUSINESS RE, V14, P401; WEBER Y, 1996, MANAGE SCI, V42, P1215; WEICK KE, 1995, SENSEMAKING ORG	101	7	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2004	35	4				306	319			14	Business; Management	840YR	ISI:000222897000005
J	Chen, TJ; Chen, HM; Ku, YH			Foreign direct investment and local linkages	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investment (FDI); local linkage; business network	BUSINESS RELATIONSHIPS; COMPETITIVE ADVANTAGE; LOCATION CHOICE; UNITED-STATES; NETWORKS; ECONOMIES; STRATEGY; FIRMS	This paper analyses the pattern of local linkages in foreign direct investment (FDI), treating such local linkages as an investment in local relationships. Using Taiwanese manufacturing firms investing abroad as the sample for our case study, we find that the local linkage intensity of a foreign subsidiary differs by FDI location, entry mode, firm size and the nature of the production network in which an investor is embedded. More local linkages will be pursued by an investor if it is in search of distinctive and inimitable resources as opposed to homogeneous and reproducible resources. Investment in local linkages always begins with the linkage that carries the lowest risk to the original business network. For manufacturing firms, the sequence of such linkages is: workers, components and parts, subcontracting and, finally, sources of RD.	Natl Taiwan Univ, Chung Hua Inst Econ Res, Taipei, Taiwan; Natl Taiwan Univ, Dept Econ, Taipei, Taiwan; Natl Chung Hsing Univ, Dept Business Adm, Taichung, Taiwan	Chen, HM, Natl Chung Hsing Univ, Dept Business Adm, 250 Kuo Kuang Rd, Taichung 402, Taiwan	hmchen@dragon.nchu.edu.tw	*UNCTAD, 2001, WORLD INV REP 2001 P; ANDERSON JC, 1994, J MARKETING, V58, P1; ASANUMA B, 1989, J JAPANESE INT EC, V3, P1; AUDRETSCH DB, 1994, LOCATION EC ACTIVITY; BURT R, 1992, NETWORKS ORG STRUCTU; CHEN HM, 1998, J INT BUS STUD, V29, P445; DUNNING JH, 1993, MANAGE INT REV, V33, P7; DUNNING JH, 2000, INT BUSINESS REV, V9, P163; DUNNING JH, 2002, COOPERATIVE STRATEGI, P569; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 1998, ACAD MANAGE REV, V23, P660; DYER JH, 2000, J INT BUS STUD, V31, P259; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ESTADES J, 1998, TECHNOL ANAL STRATEG, V10, P483; GEREFFI G, 1996, ANN M AM SOC ASS M N; GEREFFI G, 2001, AM BEHAV SCI, V44, P1616; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; HAIR J, 1995, MULTIVARIATE DATA AN; HAKANSSON H, 1992, IND NETWORKS NEW VIE; HAKANSSON H, 1993, EMBEDDED FIRM SOCIOE; HARRISON B, 1994, LEAN MEAN CHANGING L; HOLM DB, 1996, J INT BUS STUD, V27, P1033; HOLM DB, 1999, STRATEGIC MANAGE J, V20, P467; HONIG B, 2000, INT J ORG ANAL, V8, P343; JOHANSON J, 1988, STRATEGIES GLOBA COM; KALE P, 2000, STRATEGIC MANAGE J, V21, P217; KINCH N, 1992, MANAGING NETWORKS IN; KOGUT B, 1993, EMBEDDED FIRM SOCIOE; MAKINO S, 2002, J INT BUS STUD, V33, P403; PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95; SHAVER JM, 2000, STRATEGIC MANAGE J, V21, P1175; SNEHOTA I, 1990, THESIS UPPSALA U; TSAI W, 1998, AC MAN P AC MAN SAN; TSAI WP, 1998, ACAD MANAGE J, V41, P464; TSAI WP, 2000, STRATEGIC MANAGE J, V21, P925; WASSERMAN S, 1994, SOCIAL NETWORK ANAL; WHEELER D, 1992, J INT ECON, V33, P57	38	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2004	35	4				320	333			14	Business; Management	840YR	ISI:000222897000006
J	Ricart, JE; Enright, MJ; Ghemawat, P; Hart, SL; Khanna, T			New frontiers in international strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	international strategy; globalization; emerging markets; markets and institutions	DESIGNING GLOBAL STRATEGIES; RESOURCE-BASED VIEW; EMERGING MARKETS; BUSINESS GROUPS; MULTINATIONAL-CORPORATIONS; COMPETITIVE ADVANTAGE; PARTNER SELECTION; FIRM; PERFORMANCE; KNOWLEDGE	This paper studies a new frontier in the understanding of International Strategy ( IS). To explore it, we propose the analogy of the ecology of firms and places as a way to emphasize that the real problem is the colocation of different places with different types of firms. Locations are in fact the distinctive content of International Business Strategy. We deal with this problem with four different perspectives. First, differences across countries must be addressed with integrative frameworks able to represent the multidimensionality of 'semiglobalization', or intermediate states between total localization and total integration. Second, differences in the development of intermediary markets in a particular place influence firm positioning and industry structure in that place, but their impact also crosses different places, and it is endogenous to the ecology of places and firms in a systemic, integrative way that makes simplifications extremely risky in the design of competitive strategy in an international context. Third, places, firms, and strategies form a complex ecology that can be studied with a framework focused in understanding the geography - strategy link that incorporates different levels of analysis, new economic actors, and a set of primitives. Finally, firms around the ecology of places face the challenge of developing strategies and business models to serve the majority of humanity today excluded from world trade. It is a fundamentally different way to think about the ecology of places and firms. Overall, we present an intriguing New Frontier, with the capacity to impact both research and practice in the field of international strategy, based in understanding the interplay among firms and places.	Univ Navarra, IESE Business Sch, Barcelona 08034, Spain; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China; Harvard Univ, Sch Business, Boston, MA 02163 USA; Cornell Univ, Johnson Grad Sch Management, Ithaca, NY 14853 USA	Ricart, JE, Univ Navarra, IESE Business Sch, Avda Pearson 21, Barcelona 08034, Spain	ricart@iese.edu	ABBOTT AD, 2001, CHAOS DISCIPLINES; ACEMOGLU D, 2002, Q J ECON, V117, P1231; AITKEN BJ, 1999, AM ECON REV, V89, P605; AKERLOF GA, 1970, Q J ECON, V84, P488; ARNOLD DJ, 1998, SLOAN MANAGE REV, V40, P7; AUDRETSCH D, 2000, REGIONS GLOBALIZATIO, P63; BARNEY J, 1991, J MANAGE, V17, P99; BARNEY JB, 1986, MANAGE SCI, V32, P1231; BARTLETT, 1989, MANAGING BORDERS; BEAMISH PW, 1987, MANAGE INT REV, V27, P23; BECK T, 2001, 2609 WORLD BANK; BOWMAN EH, 2001, STRATEGIC MANAGEMENT, V20, P625; BREWER TL, 2000, GLOBALIZATION MULTIN, P251; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; 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WILLIAMSON O, 1985, EC I CAPITALISM; YIP GS, 1995, TOTAL GLOBAL STRATEG	117	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2004	35	3				175	200			26	Business; Management	822FM	ISI:000221523100001
J	Choi, CB; Beamish, PW			Split management control and international joint venture performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	joint ventures; split control; performance	BARGAINING POWER; DEVELOPING-COUNTRIES; STRATEGIC ALLIANCES; MARKET; CHINA; TRANSACTION; LESSONS; COST	A framework is presented to characterize four different ways in which management control is partitioned between a multinational enterprise (MNE) and local partners within international joint ventures (JVs): split control management, shared management, MNE-partner-dominant management, and local-partner-dominant management. The framework was tested using a sample of international JVs in Korea. We found that JVs following the split control management performed better than any other approach. No performance differences were found among the remaining three types of management control. This suggests that MNEs and local partners should split control: that is, choose the activities to control so that those chosen activities can be matched with their respective firm-specific advantages.	Univ N Carolina, Bryan Sch Business & Econ, Dept Business Adm, Greensboro, NC 27402 USA; Univ Western Ontario, Richard Ivey Sch Business, Asian Management Inst, London, ON N6A 3K7, Canada	Choi, CB, Univ N Carolina, Bryan Sch Business & Econ, Dept Business Adm, POB 26165, Greensboro, NC 27402 USA	c_choi@uncg.edu	*MAIL DAIL BUS NEW, 2000, CORP ANN REP; *MIN COMM IND, 2000, FOR DIR INV KOR; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BEAMISH PW, 1997, JAPANESE MULTINATION; BENTLER PM, 1990, PSYCHOL BULL, V107, P238; CALANTONE RJ, 2000, J INT MARKETING, V9, P1; DING DZ, 1997, J INT MARKETING, V5, P31; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DYER JH, 1998, ACAD MANAGE REV, V29, P225; GERINGER JM, 1988, JOINT VENTURE PARTNE; GERINGER JM, 1989, J INT BUS STUD, V20, P235; HAIR JF, 1995, MULTIVARIATE DATA AN; HATFIELD L, 1998, J MANAGERIAL ISSUES, V10, P355; HEBERT L, 1994, THESIS U W ONTARIO; HILL RC, 1994, ORGAN SCI, V5, P594; HITT MA, 2000, ACAD MANAGE J, V43, P449; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; ISOBE T, 2000, ACAD MANAGE J, V43, P468; JANGER AR, 1980, ORG INT JOINT VENTUR; KILLING JP, 1983, STRATEGIES JOINT VEN; KILLING JP, 1988, COOPERATIVE STRATEGI, P55; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LEE C, 1995, J INT BUS STUD, V26, P637; LUO YD, 2001, J INT BUS STUD, V32, P41; LUO YD, 2002, STRATEGIC MANAGE J, V23, P1; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MJOEN H, 1997, ORGAN SCI, V8, P257; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; PARKHE A, 1991, J INT BUS STUD, V22, P579; REED R, 1990, ACAD MANAGE REV, V15, P88; ROTH K, 1990, J INT BUS STUD, V21, P541; SCHAAN J, 1983, THESIS U W ONTARIO; SIERRA MC, 1995, MANAGING GLOBAL ALLI; TSANG EWK, 2000, ORGAN STUD, V21, P215; WILLIAMSON OE, 1985, EC I CAPITALISM; YAN A, 1996, MANAGEMENT ISSUES CH, V2, P106; YAN A, 2001, J MANAGE STUD, V38, P393; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN Y, 2000, INT JOINT VENTURES C; YAN Y, 2002, BRIT J MANAGE, V13, P109	42	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2004	35	3				201	215			15	Business; Management	822FM	ISI:000221523100002
J	Shay, JP; Baack, SA			Expatriate assignment, adjustment and effectiveness: an empirical examination of the big picture	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	expatriate adjustment; expatriate effectiveness; reasons for expatriate assignment	WORK-ROLE TRANSITIONS; JOB-PERFORMANCE; ORGANIZATIONAL SOCIALIZATION; ROLE INNOVATION; SELF; MANAGERS; OVERSEAS; RATINGS; APPRAISALS; CONTEXT	This study extends the international literature by empirically testing a model of expatriate adjustment that examines the relationships between organizational antecedents (i.e., reasons for assignment), a more comprehensive set of adjustment behaviors, self-reported performance, and subordinate-rated managerial effectiveness. Using data from 194 expatriate managers and 505 subordinates working in the multinational hotel industry, structural equations modeling results supported the hypothesized model. The conceptual and empirical contributions of this study as well as the managerial implications are discussed.	Univ Montana, Sch Business Adm, Missoula, MT 59812 USA; San Francisco State Univ, Coll Business, San Francisco, CA 94132 USA	Shay, JP, Univ Montana, Sch Business Adm, 323 Gallagher Bldg, Missoula, MT 59812 USA	jshay@business.umt.edu	ADLER N, 1990, HUMAN RESOURCE MANAG, P235; ASHFORD SJ, 1996, J APPL PSYCHOL, V81, P199; AYCAN Z, 1997, INT J HUM RESOUR MAN, V8, P434; BARRETT RS, 1966, PERS PSYCHOL, V19, P375; BERNARDIN HJ, 1987, SLOAN MANAGE REV, V28, P63; BLACK JS, 1988, J INT BUS STUD, V19, P277; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BLACK JS, 1991, HUM RELAT, V44, P497; BLACK JS, 1991, J INT BUS STUD, V22, P99; BLACK JS, 1992, GROUP ORGAN MANAGE, V17, P171; BLACK JS, 1995, HUM RELAT, V48, P421; BLACK JS, 1999, HARVARD BUS REV, V77, P52; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; CALIGIURI PM, 1997, N APPR EMPLOY MANAG, V4, P117; CALIGIURI PM, 2000, PERS PSYCHOL, V53, P67; CARPENTER MA, 2001, ACAD MANAGE J, V44, P493; CAUDRON S, 1991, PERS J, V70, P27; CHAO GT, 1994, J APPL PSYCHOL, V79, P730; COPELAND L, 1985, GOING INT; DUNTEMAN GH, 1989, PRINCIPAL COMPONENTS; EDSTROM A, 1977, ADM SCI Q, V22, P248; FISHER CD, 1986, RES PERSONNEL HUMAN, V4, P101; FISKE DW, 1982, NEW DIRECTIONS METHO, P77; FURNHAM A, 1994, J OCCUP ORGAN PSYCH, V67, P57; GREGERSEN HB, 1990, GROUP ORGAN STUD, V15, P461; GREGERSEN HB, 1996, J INT BUS STUD, V27, P711; HANNIGAN TP, 1990, INT J INTERCULT REL, V14, P89; HARZING AW, 2001, J WORLD BUS, V36, P366; HOLZBACH RL, 1978, J APPL PSYCHOL, V63, P579; HOMANS GC, 1950, HUMAN GROUP; JONES P, 1993, INT HOTAL IND; JORESKOG KG, 1986, LISREL IV ANAL LINEA; KEALEY DJ, 1989, INT J INTERCULT REL, V13, P387; KRAIMER ML, 2001, PERS PSYCHOL, V54, P71; LATHAM GP, 1994, INCREASING PRODUCTIV; LOUIS MR, 1983, PERS PSYCHOL, V36, P857; MCEVOY GM, 1988, PERS ADMIN, V33, P115; MENDENHALL M, 1985, ACAD MANAGE REV, V10, P39; MEYER HH, 1980, PERS PSYCHOL, V33, P291; MUNTON AG, 1995, J ORGAN BEHAV, V16, P363; NICHOLSON N, 1984, ADMIN SCI QUART, V29, P172; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; PARKER B, 1993, INT J INTERCULT REL, V17, P355; PILLAI R, 1998, J MANAGE, V24, P643; PODSAKOFF PM, 1986, J MANAGE, V12, P531; ROUSSEAU DM, 1985, RES ORGAN BEHAV, V7, P1; SAKS AM, 1997, J VOCAT BEHAV, V51, P234; SHAY JP, 1997, CORNELL HOTEL RESTAU, V38, P30; THOMAS KGF, 1998, CLIN NEUROPSYCHOL, V12, P273; THORNTON GC, 1980, PERS PSYCHOL, V33, P263; TSUI AS, 1984, ORGAN BEHAV HUM DEC, V34, P64; TUBRE TC, 2000, J MANAGE, V26, P155; TUNG R, 1981, COLUMBIA J WORLD BUS, V16, P68; VANMAANEN J, 1979, RES ORGAN BEHAV, V1, P209; WEST M, 1989, J OCCUP PSYCHOL, V62, P271; WEST MA, 1987, BRIT J SOC PSYCHOL, V26, P305; WEST MA, 1987, J OCCUP PSYCHOL, V60, P97; YAMMARINO FJ, 2002, J LEADERSHIP ORG STU, V9, P90; YUKL G, 1998, LEADERSHIP ORG	62	4	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2004	35	3				216	232			17	Business; Management	822FM	ISI:000221523100003
J	Doh, JP; Teegen, H; Mudambi, R			Balancing private and state ownership in emerging markets' telecommunications infrastructure: country, industry, and firm influences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	emerging markets; telecommunications; infrastructure	ORGANIZATIONAL LEARNING PERSPECTIVES; FOREIGN DIRECT-INVESTMENT; UNITED-STATES; JOINT VENTURES; BARGAINING POWER; MULTINATIONAL-CORPORATIONS; ENTRY MODES; PRIVATIZATION; ACQUISITIONS; PERFORMANCE	Bargaining between host states and investors over the terms of investment in sensitive sectors of the economy generates political and economic tensions. In this study, we investigate the factors that contribute to the outcomes of those negotiations as measured by the private (vs state-owned) share of newly consummated telecommunications infrastructure projects. We find that private ownership is positively associated with overall economic development and investment liberalization in the host country and with greenfield ( vs divestiture) and joint venture ( vs wholly owned) projects. Private ownership is negatively associated with existing telecommunications infrastructure, higher levels of state ownership of foreign investing firms, and the technological sophistication of the projects. Our analysis also shows a curvilinear ( inverted U-shaped) relationship between investment policy hazards and private ownership. This finding supports the insight from transaction cost economics that potential gains from internalization are greatest at intermediate levels of uncertainty.	Villanova Univ, Coll Commerce & Finance, Dept Management, Villanova, PA 19085 USA; George Washington Univ, Sch Business & Publ Management, Dept Int Business, Washington, DC USA; Temple Univ, Fox Sch Business & Management, Dept Gen & Strateg Management, Philadelphia, PA 19122 USA	Doh, JP, Villanova Univ, Coll Commerce & Finance, Dept Management, Room 2079,800 Lancaster Ave, Villanova, PA 19085 USA	jonathan.doh@villanova.edu	*HER FDN, 1990, IND EC FREED; *OECD, 2000, OECD INF TECHN OUTL; *TELEGEOGRAPHY, 2000, NEW INT OP; *WORLD BANK, 1998, WORLD DEV IND; *WORLD BANK, 1999, PPI PRIV PART INFR D; *WTO, 1999, TEL SERV BACKGR NOT, P99; ANDERSSON K, 1986, NORD PULP PAP RES J, V1, P26; ANTONELLI C, 1993, J ECON BEHAV ORGAN, V20, P227; BRAINARD SL, 1997, AM ECON REV, V87, P520; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; CHATTERJEE S, 1986, STRATEGIC MANAGE J, V7, P119; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P3; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; COVAL JD, 1999, J FINANC, V54, P2045; COVAL JD, 2001, J POLIT ECON, V109, P811; DECASTRO JO, 1997, J INT BUS STUD, V28, P123; DELIOS A, 1999, ACAD MANAGE J, V44, P480; DEWENTER KL, 1997, J FINANC, V52, P1659; DOH JP, 2000, AC INT BUS ANN M PHO; DOH JP, 2000, ACAD MANAGE REV, V25, P551; DOH JP, 2002, J INT BUSINESS EC, V3, P69; DOH JP, 2003, MANAGEMENT RES, V1, P9; DOZ Y, 1980, HARVARD BUS REV, V58, P149; EDEN L, 2002, J INT MANAGEMENT, V8, P359; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P7; ENGARDIO P, 1994, BUSINESS WEEK   0518, P47; FAGRE N, 1982, J INT BUS STUD, V13, P9; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GROSSE R, 1996, J INT BUS STUD, V27, P139; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; GUILFORD JP, 1954, PSYCHOMETRIC METHODS; HAIR JF, 1995, MULTIVARIATE DATA AN; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P53; HARZING AW, 2002, STRATEGIC MANAGE J, V23, P211; HENISZ WJ, 1999, BUSINESS POLITICS, V1, P261; HENISZ WJ, 2001, J ECON MANAGE STRAT, V10, P123; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFMAN A, 2000, EC DEV LATIN AM 20 C; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1990, J POLIT ECON, V98, P225; KAMBHATO P, 1998, PRIVATIZATION EMERGI, P88; KLEIN KJ, 1999, ACAD MANAGE REV, V24, P243; KOBRIN SJ, 1979, J INT BUS STUD, V10, P67; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LANE HW, 1990, MANAGE INT REV, V30, P87; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LENWAY SA, 1994, J INT BUS STUD, V25, P513; LEWIS C, 1938, AM STAKE INT INVESTM; LEWIS C, 1948, US FOREIGN INVESTMEN; LUBATKIN M, 1983, ACAD MANAGE REV, V8, P218; MCKNIGHT LW, 2003, RETHINKING RIGHTS RE, P367; MESCH G, 1992, SATELLITE COMMUNICAT, V16, P20; MIKESELL R, 1979, WORLD COPPER IND STR; MILLER D, 2001, STRATEGIC MANAGEMENT; MUDAMBI R, 2003, PRIVATIZATION GLOBAL; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NORTH DC, 1986, J INST THEOR ECON, V142, P230; NORTH DC, 1993, J INST THEOR ECON, V149, P11; NORTH DC, 1994, AM ECON REV, V84, P359; OLSON M, 1993, AM POLIT SCI REV, V87, P567; OXLEY JE, 1997, J LAW ECON ORGAN, V13, P387; PAN YG, 2000, J INT BUS STUD, V31, P535; PEROTTI EC, 1993, FINANC MANAGE, V22, P84; PORTER ME, 1985, COMPETITIVE ADV CREA; PORTER ME, 1990, COMPETITIVE ADV NATI; RAMAMURTI R, 2000, ACAD MANAGE REV, V25, P525; RAMAMURTI R, 2001, J INT BUS STUD, V32, P23; RAMAMURTI R, 2003, J INT MANAGEMENT, V9, P253; ROOT F, 1978, J INT BUS STUD, V9, P81; RUGMAN A, 1981, INSIDE MULTINATIONAL; RUGMAN A, 2003, INT BUSINESS; SARKAR MB, 1999, J INT BUS STUD, V30, P361; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SOLOW RM, 1956, Q J ECON, V70, P65; STARK D, 1996, AM J SOCIOL, V101, P993; STOPFORD JM, 1991, RIVAL STATES RIVAL F; SWAN TW, 1956, ECON REC, V36, P51; TAYLOR KC, 2000, J PETROL SCI ENG, V28, P33; UHLENBRUCK K, 1998, J MANAGE STUD, V25, P619; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381; UHLENBRUCK K, 2003, J MANAGE STUD, V40, P257; VACHANI S, 1995, J INT BUS STUD, V26, P159; VERNON R, 1971, SOVEREIGNTY BAY MULT; WELLS LT, 1995, HARVARD BUSINESS SEP, P44; WESTNEY E, 1993, ORG THEORY MULTINATI, P53; WILKINS M, 1977, BRIT OVERSEAS INVEST; WILKINS M, 1988, ECON HIST REV, V41, P259; WILLIAMSON O, 1984, YALE LAW J, V93, P1197; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WRIGHT M, 2000, ACAD MANAGE REV, V25, P591; WYMBS C, 2002, J HIGH TECHNOLOGY MA, V13, P87; YAN AM, 1994, ACAD MANAGE J, V37, P1478; ZAHRA SA, 2000, ACAD MANAGE REV, V25, P509	104	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2004	35	3				233	250			18	Business; Management	822FM	ISI:000221523100004
J	Buckley, PJ; Ghauri, PN			Globalisation, economic geography and the strategy of multinational enterprises	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review	globalisation; economic geography; strategy; multinational enterprises; location strategy	INTERNATIONAL-BUSINESS RESEARCH; FLYING GEESE; FOREIGN SUBSIDIARIES; COMMODITY CHAIN; PRODUCT CYCLE; EAST-ASIA; INDUSTRY; MODEL; TRADE; INDUSTRIALIZATION	The intention of this paper is to review the literature linking ownership and location strategies to economic geography and theories of globalisation and to explore new areas of research. This paper examines globalisation in terms of conflicts between markets and economic management, and suggests that the differential pace of globalisation across markets presents a number of challenges to policy makers in local, national and regional governments, and in international institutions. In examining the changing location and ownership strategies of MNEs, it shows that the increasingly sophisticated decision making of managers in MNEs is slicing the activities of firms more finely and in finding optimum locations for each closely defined activity, they are deepening the international division of labour. Ownership strategies, too, are becoming increasingly complex, leading to a control matrix that runs from wholly owned units via FDI through market relationships such as subcontracting, including joint ventures as options on subsequent decisions in a dynamic pattern. The input of lessons from economic geography is thus becoming more important in understanding the key developments in international business. The consequences of the globalisation of production and consumption represent political challenges, and reaction against these changes has led to a questioning of the effects of global capitalism as well as to its moral basis. These four issues are closely intertwined and present a formidable research agenda to which the international business research community is uniquely fitted to respond.	Univ Leeds, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England; UMIST, Manchester Sch Management, Manchester M60 1QD, Lancs, England	Buckley, PJ, Univ Leeds, Ctr Int Business, Maurice Keyworth Bldg, Leeds LS2 9JT, W Yorkshire, England	pjb@lubs.leeds.ac.uk	2000, ECONOMIST       0212, P8; 2001, ECONOMIST       0811, P18; 2001, ECONOMIST       1201, P75; 2002, ECONOMIST       0223, P71; 2003, ECONOMIST       0315, P22; *UNCTAD, 1999, UNCTAD SERIES ISSUES; ABO T, 2000, OXFORD HDB EC GEOGRA, P625; ALDEN J, 1999, FOREIGN DIRECT INVES, P269; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; AMIN A, 2000, OXFORD HDB EC GEOGRA, P671; ANTONELLI C, 2000, OXFORD HDB EC GEOGRA, P395; ASHEIM BT, 2000, OXFORD HDB EC GEOGRA, P413; AUDERETSH DB, 2000, OXFORD HDB EC GEOGRA, P333; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELDERBOS R, 2001, RES POLICY, V30, P313; BERG DM, 2001, OXFORD HDB INT BUSIN, P259; BERNARD M, 1995, WORLD POLIT, V47, P171; BEST MH, 1990, NEW COMPETITION I IN; BIRKINSHAW J, 2000, J INT BUS STUD, V31, P141; BRAUDEL F, 1995, HIST CIVILIZATIONS; BRESSAND A, 1990, INT AFF, V66, P47; BUCKLEY P, 2001, OXFORD HDB INT BUSIN, P88; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUCKLEY PJ, 1991, MULTINATIONAL ENTERP; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; BUCKLEY PJ, 1997, TRANSNATIONAL CORPOR, P473; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; BUCKLEY PJ, 2001, INT J EC BUSINESS, V8, P303; BUCKLEY PJ, 2001, MANAGE INT REV, V41, P251; BUCKLEY PJ, 2002, CRIT PERSPECT, P229; BUCKLEY PJ, 2002, INT MERGERS ACQUISIT; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; BUCKLEY PJ, 2002, J INT MANAGEMENT, V8, P29; CAIRNCROSS F, 1997, DEATH DISTANCE COMMU; CANTWELL J, 1993, TECHNOLOGY MANAGEMEN, P137; CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; CANTWELL JA, 2000, RES POLICY, V28, P119; CASTELLS M, 2001, INTERNET GALAXY; CHAPMAN K, 1999, FDI GLOBAL EC CORPOR, P121; CLARK GL, 2000, OXFORD HDB EC GEOGRA, P3; DALTON DH, 1999, GLOBALISING IND RES; DESAI M, 2003, BEST WILL WORLD REV, P23; DEVINNEY TM, 2000, ORGAN SCI, V11, P674; DICKEN P, 2000, ENVIRON PLANN A, V32, P263; DICKEN, 2003, GLOBAL SHIFT; DOH JP, 2003, GLOBALIZATION NGOS; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1; DUNNING JH, 1999, FOREIGN DIRECT INVES, P253; DUNNING JH, 2000, INT BUSINESS REV, V9, P163; DUNNING JH, 2002, TRANSNATIONAL CORPOR, V11, P1; EDEN L, 2001, J INT BUS STUD, V32, P383; EDGINGTON DW, 2000, ENVIRON PLANN A, V32, P281; EMMANUEL C, 1994, TRANSFER PRICING; FELDMAN, 2000, OXFORD HDB EC GEOGRA, P373; FRANK RH, 1999, LUXURY FEVER MONEY F; FROBEL F, 1980, NEW INT DIVISION LAB; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; GEREFFI G, 1994, COMMODITY CHAINS GLO, P1; GEREFFI G, 1999, J INT ECON, V48, P37; GERSBACH H, 2002, WORLD ECON, V25, P209; GHAURI P, 1992, EUROPEAN MANAGEMENT, V10, P357; GHAURI PN, 1995, ADV INT COMP MANAGEM, V10, P63; GHAURI PN, 1999, ADV INT MARKETING IN; GHAURI PN, 2002, CRITICAL RES MULTINA, P7; GRAHAM EM, 2003, NEW COMPETITION INWA, P61; HANSON G, 2000, OXFORD HDB EC GEOGRA, P477; HARTLANDSBERG M, 1998, ECON GEOGR, V74, P87; HATCH W, 1996, ASIA JAPANS EMBRACE; HILL RC, 1996, COMPETITION CHANGE J, V1, P285; HIRSCHLEIFER J, 1986, MANAGE CONTROLS, P27; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOLMES J, 2000, OXFORD HDB EC GEOGRA, P649; HYMER S, 1972, EC WORLD ORDER 1970S, P113; JENKINS R, 1987, TRANSNATIONAL CORPOR; JONES GK, 2000, MANAGE INT REV, V40, P11; KRUGMAN P, 1991, GEOGRAPHY TRADE; KRUGMAN P, 2000, OXFORD HDB EC GEOGRA, P49; LAULAJAINEN R, 2000, OXFORD HDB EC GEOGRA, P215; LENWAY SA, 1994, J INT BUS STUD, V25, P513; LUNDVALL BA, 2000, OXFORD HDB EC GEOGRA, P535; MARKUSEN JR, 2000, J INT ECON, V52, P209; MARSHALL A, 1919, IND TRADE; MARSHALL A, 1930, PRINCIPLES EC; MASKELL P, 2000, FUTURE CHALLENGES I, P27; MELLINGER AD, 2000, OXFORD HDB EC GEOGRA, P169; MIRZA H, 1998, GLOBAL COMPETITIVE S; MURTHA TP, 1998, STRATEGIC MANAGE J, V19, P97; 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SCOTT AJ, 2000, OXFORD HDB EC GEOGRA, P483; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SIDERI S, 1997, EUROPEAN J DEV RES, V9, P38; STORPER M, 2000, OXFORD HDB EC GEOGRA, P146; SUBRAMANIAN R, 1999, PRISM GLOBALIZATION; THRIFT N, 2000, OXFORD HDB EC GEOGRA, P689; TICKELL A, 2000, OXFORD HDB EC GEOGRA, P230; TRIGEORGIS L, 1996, REAL OPTIONS; TSUIAUCH LS, 1999, INT J URBAN REGIONAL, V23, P345; VERNON R, 1966, Q J ECON, V80, P190; WOOD A, 2003, NEW OMPETITION INWAR, P79; WRIGLEY N, 2000, OXFORD HDB EC GEOGRA, P292; YEUNG G, 2003, NEW COMPETITION INWA, P193; YEUNG HW, 2001, ENTREPRENEURSHIP INT	129	15	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2004	35	2				81	98			18	Business; Management	812YT	ISI:000220875500002
J	Uhlenbruck, K			Developing acquired foreign subsidiaries: the experience of MNEs in transition economies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	subsidiary development; dynamic capabilities; cultural distance; transition economies	UNITED-STATES; ACQUISITION PERFORMANCE; STRATEGIC MANAGEMENT; ENTRY MODE; MULTINATIONAL-ENTERPRISES; HORIZONTAL ACQUISITIONS; LEARNING PERSPECTIVE; DYNAMIC CAPABILITIES; JAPANESE INVESTORS; CULTURAL DISTANCE	Drawing on subsidiary evolution and dynamic capabilities research, I test how development and growth of subsidiaries recently acquired in transition economies are affected by multinational enterprise (MNE) and target capabilities. These subsidiaries often lack important resources; their cross-border transfer, enhancement, and exploitation are problematic, however. Data on 170 acquisitions in Central and Eastern Europe confirmed the importance of the pre-acquisition experiences of both target and MNE for subsidiary growth, although cultural differences moderated the predicted effects notably.	Texas A&M Univ, Mays Business Sch, Dept Management, College Stn, TX 77843 USA	Uhlenbruck, K, Texas A&M Univ, Mays Business Sch, Dept Management, 4221 TAMU, College Stn, TX 77843 USA	kuhlenbruck@tamu.edu	*UN, 1995, WORLD INV REP 1995 1; AIKEN LS, 1991, MULTIPLE REGRESSION; ANAND J, 1997, J INT BUS STUD, V28, P579; ARGOTE L, 1999, ORG LEARNING CREATIN; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BHAGAT RS, 2002, ACAD MANAGE REV, V27, P204; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW JM, 1997, MANAGE INT REV, V37, P339; BRANDER S, 1990, IFO SCHNELLDIENST, V26, P9; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; CAPRON L, 1998, STRATEGIC MANAGE J, V19, P631; CAPRON L, 1999, STRATEGIC MANAGE J, V20, P987; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; ESTRIN S, 1997, FOREIGN DIRECT INVES; FAHY J, 2000, J INT BUS STUD, V31, P63; FINKELSTEIN S, 2002, ORGAN SCI, V13, P36; FOWLER KL, 1989, STRATEGIC MANAGE J, V10, P339; FRESE M, 1996, ACAD MANAGE J, V39, P37; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GIMENO J, 1997, ADMIN SCI QUART, V42, P750; GREENE WH, 2000, ECONOMETRIC ANAL; HALEBLIAN J, 1999, ADMIN SCI QUART, V44, P29; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HELLIWELL JF, 1997, PACIFIC EC REV, V2, P165; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1997, STRATEGIC MANAGE J, V18, P1; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE GH, 2001, CULTURES CONSEQUENCE; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JONES AP, 1983, ACAD MANAGE J, V26, P507; KARIM S, 2000, STRATEGIC MANAGE J, V21, P1061; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1996, CORPORATE GOVERNANCE; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; LANKES HP, 1996, ECON TRANSIT, V4, P331; LONG JS, 1997, REGRESSION MODELS CA; LUO Y, 2003, J INT BUS STUD, V34, P290; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MARCH JG, 1988, DECISIONS ORG; MEYER KE, 1998, DIRECT INVESTMENT EC; MEYER KE, 2001, J INT BUS STUD, V32, P575; MEYER KE, 2003, J MANAGE STUD, V40, P459; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; NAYYAR PR, 1992, STRATEGIC MANAGE J, V13, P219; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PARSONS T, 1951, SOCIAL SYSTEM; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENROSE ET, 1959, THEORY GROWTH FIRM; PODSAKOFF PM, 1986, J MANAGE, V12, P531; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; SCHWEIGER DM, 1991, ACAD MANAGE J, V34, P110; SHARMA A, 1996, ACAD MANAGE J, V39, P635; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHENKAR O, 2001, J INT BUS STUD, V32, P519; TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69; TALLMAN SB, 1992, J MANAGE, V18, P455; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TROMPENAARS F, 1994, RIDING WAVES CULTURE; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381; VERY P, 1997, STRATEGIC MANAGE J, V18, P593	70	7	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2004	35	2				109	123			15	Business; Management	812YT	ISI:000220875500004
J	Knight, GA; Cavusgil, ST			Innovation, organizational capabilities, and the born-global firm	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	early adopters of internationalization; innovation and capabilities; bornglobal firms	STRUCTURAL EQUATION MODELS; RESOURCE-BASED THEORY; INTERNATIONAL EXPANSION; COMPETITIVE ADVANTAGE; DYNAMIC CAPABILITIES; STRATEGIC MANAGEMENT; MARKETING-STRATEGY; KNOWLEDGE; PERFORMANCE; PRODUCT	We investigate born-global firms as early adopters of internationalization - that is, companies that expand into foreign markets and exhibit international business prowess and superior performance, from or near their founding. Our explication highlights the critical role of innovative culture, as well as knowledge and capabilities, in this unique breed of international, entrepreneurial firm. Case studies are analyzed to better understand the early internationalization phenomenon and reveal key orientations and strategies that engender international success among these innovative firms. Case findings are then validated in a survey-based study. Despite the scarce resources typical of young firms, our findings reveal that born-global firms leverage a distinctive mix of orientations and strategies that allow them to succeed in diverse international markets. Findings have important implications for the internationalization of contemporary firms.	Florida State Univ, Coll Business, Tallahassee, FL 32306 USA; Michigan State Univ, Eli Broad Grad Sch Business, E Lansing, MI 48824 USA	Knight, GA, Florida State Univ, Coll Business, Tallahassee, FL 32306 USA	gknight@cob.fsu.edu	*OECD, 1997, GLOB SMALL MED ENT; AAKER DA, 1994, J MARKETING RES, V31, P191; ALBAUM G, 1984, J INT BUS STUD, V15, P161; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AUTIO E, 2000, ACAD MANAGE J, V43, P909; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 1991, J MANAGE, V17, P99; BOWERSOX D, 1992, STRATEGIC MARKETING; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUZZELL R, 1987, PIMS PRINCIPLES LINK; CASSON M, 2000, EC INT BUSINESS; CAVUSGIL ST, 1993, J INT BUS STUD, V24, P479; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CLARK K, 1987, COMPETITIVE CHALLENG, P59; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; CONNER KR, 1996, ORGAN SCI, V7, P477; COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75; DANIELS J, 1998, INT BUSINESS ENV OPE; DEMING WE, 1982, QUALITY PRODUCTIVITY; DESS G, 1997, STRATEGIC MANAGEMENT, V18, P2; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DOSI G, 1988, J ECON LIT, V26, P1120; FORNELL C, 1981, J MARKETING RES, V18, P39; FOWLER F, 1988, SURVEY RES METHODS; GERBING DW, 1988, J MARKETING RES, V25, P186; GERBING DW, 1992, SOCIOL METHOD RES, V21, P132; GRANT RM, 1991, CALIF MANAGE REV, V33, P114; GRANT RM, 1996, ORGAN SCI, V7, P375; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; HYMER S, 1976, INT OPERATIONS NATL; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JORESKOG K, 1997, LISREL 8 GUIDE PROGR; JORESKOG K, 2000, LISREL 8 NEW STAT FE; KHANDWALLA P, 1977, DESIGN ORG; KNIGHT GA, 1996, ADV INT MAR, V8, P11; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOTABE M, 1990, J MARKETING, V54, P19; LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111; LEWIN AY, 2003, ORG KNOWLEDGE SYSTEM; LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135; LUO YD, 2000, J WORLD BUS, V35, P355; MASSINI S, 2003, UNPUB INNOVATORS IMI; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MCDOUGALL PP, 2000, ACAD MANAGE J, V43, P902; MCGUINNESS N, 1991, J INT BUS STUD, V22, P187; MCKEE D, 1992, J ACAD MARKET SCI, V20, P17; MILES RE, 1978, ORG STRATEGY STRUCTU; MILLER D, 1984, ORG QUANTUM VIEW; MILLER D, 1988, ACAD MANAGE J, V31, P280; MINTZBERG H, 1973, NATURE MANAGERIAL WO; MOEN O, 2002, J INT MARKETING, V10, P49; MOHRJACKSON I, 1988, EUR J MARKETING, V32, P13; MORTANGES CP, 1999, INT BUSINESS REV, V8, P75; NELSON R, 1982, EVOLUTIONARY THEORY; NONAKA I, 1994, ORGAN SCI, V5, P14; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PENG MW, 2001, J INT BUS STUD, V32, P327; PENROSE E, 1959, THEORY GROWTH FIRM; POLANYI M, 1966, TACIT DIMENSION; PORTER ME, 1980, COMPETITIVE STRATEGY; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79; RENNIE M, 1993, MCKINSEY Q, P45; ROSSON P, 1982, J INT BUS STUD, V13, P57; ROTH K, 1992, J MANAGE, V18, P473; RUMELT RP, 1984, COMPETITIVE STRATEGI, P131; SCHUMPETER J, 1934, THEORY EC DEV; SCHUMPETER J, 1939, BUSINESS CYCLES, V1; SCHUMPETER J, 1942, CAPITALISM SOCIALISM; SHIMBUN NS, 1995, BENCHAA SHIN SEDAI; SIGUAW JA, 1998, J MARKETING, V62, P99; SIMMONDS K, 1968, BRIT J MARKET, V2, P93; SIMON H, 1996, HIDDEN CHAMPIONS LES; SLATER SF, 1992, SUPERIOR CUSTOMER VA, P92; SMITH WR, 1956, J MARKETING, V21, P3; SOLOW RM, 1957, REV ECON STAT, V39, P312; STEENSMA HK, 2000, ACAD MANAGE J, V43, P951; SZYMANSKI DM, 1993, J MARKETING, V57, P1; TEECE D, 1994, IND CORP CHANGE, V3, P537; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; UTTERBACK JM, 1975, OMEGA-INT J MANAGE S, V3, P639; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; YOUNG S, 2000, INT BUSINESS EMERGIN; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925	85	23	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2004	35	2				124	141			18	Business; Management	812YT	ISI:000220875500005
J	Luo, YD; Park, SH			Multiparty cooperation and performance in international equity joint ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international equity joint ventures; multiparty cooperation; goal incongruence	REPUBLIC-OF-CHINA; STRATEGIC ALLIANCES; NATIONAL CULTURE; FAILURE; ENTRY; IDENTIFICATION; PERSPECTIVES; COMPETITION; MANAGEMENT; SUCCESS	Previous studies have examined the relationship between cooperation and performance in international equity joint ventures (EJVs), mostly at the partner level. This study revisits the issue at multiple levels, and considers vertical and horizontal cooperation among the foreign partners, the local partner, and the venture management team. The study also examines how goal incongruence between partners and market uncertainty affect the tripartite relationships between cooperation and performance. The test results show a strong positive impact of cooperation between partners on performance as perceived both by the partners and by the venture management team. One partner's cooperation with the venture management team is perceived favorably by that party but not necessarily by the other party unless both partners share the same goal. Market uncertainty requires stronger cooperation at all levels to improve performance in EJVs.	Rutgers State Univ, CEIBS, Shanghai 201206, Peoples R China; Univ Miami, Dept Management, Coral Gables, FL 33124 USA	Park, SH, Rutgers State Univ, CEIBS, 699 Hongfengs Rd, Shanghai 201206, Peoples R China	psam@ceibs.edu	2002, FAR E EC REV, V165, P51; ADLER NJ, 1989, J INT BUS STUD, V20, P61; AIKEN LS, 1991, MULTIPLE REGRESSION; ARINO A, 1996, 962 U NAV; ARINO A, 1997, COOPERATIVE STRATEGI, V2, P215; ARINO A, 1998, ORGAN SCI, V9, P306; AXELROD R, 1984, EVOLUTION COOPERATIO; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175; BLEEKE J, 1993, COLLABORATING COMPET; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BROWNING LD, 1995, ACAD MANAGE J, V38, P113; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; CHANDLER GN, 1993, J BUS VENTURING, V8, P391; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P3; DAS TK, 1998, ACAD MANAGE REV, V23, P491; DOZ YL, 1988, COOPERATIVE STRATEGI, P317; DOZ YL, 1998, ALLIANCE ADVANTAGE; DYER JH, 1997, STRATEGIC MANAGE J, V18, P535; GIBBONS R, 1992, GAME THEORY APPL EC; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAIR JF, 1995, MULTIVARIATE DATA AN; HAMBRICK DC, 2001, STRATEGIC MANAGE J, V22, P1033; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HENISZ WJ, 2001, ADMIN SCI QUART, V46, P443; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; ISOBE T, 2000, ACAD MANAGE J, V43, P468; JAMES LR, 1984, J APPL PSYCHOL, V69, P85; KALE P, 2002, STRATEGIC MANAGE J, V23, P747; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LI JT, 2002, INT J HUM RESOUR MAN, V13, P320; LUO YD, 1997, ORGAN SCI, V8, P648; PARK SH, 1996, MANAGE SCI, V42, P875; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARK SH, 2001, ORGAN SCI, V12, P37; PARK SH, 2002, ACAD MANAGE J, V45, P527; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PODSAKOFF PM, 1986, J MANAGE, V12, P531; REUER JJ, 2000, ACAD MANAGE J, V43, P203; REUER JJ, 2002, STRATEGIC MANAGE J, V23, P135; RING PS, 1994, ACAD MANAGE REV, V19, P90; SHAPIRO DL, 1992, NEGOTIATION J, V8, P365; SHARMA S, 1981, J MARKETING RES, V18, P291; SIMON H, 1947, ADM BEHAV; SPEKMAN RE, 1998, J MANAGE STUD, V35, P747; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; WILLIAMSON OE, 1985, EC I CAPITALISM; XIN KR, 1996, ACAD MANAGE J, V39, P1641; YAN A, 2001, J MANAGE STUD, V38, P371	51	2	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2004	35	2				142	160			19	Business; Management	812YT	ISI:000220875500006
J	Shenkar, O			One more time: international business in a global economy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international business; disciplines; research	MANAGEMENT RESEARCH; VISION; CHINA; VIEW	This paper seeks to redirect the debate on the past, present and future of international business (IB). It sets out to dispel prevailing myths pertaining to the field's disciplinary roots, its domain and underlying bases of theory and knowledge. IB is positioned as an integrative field whose competitive advantage and added value lie in the synergetic combination of global and local knowledge that is unavailable to and not imitable by its major competitors, in particular economics and strategy.	Ohio State Univ, Fisher Coll Business, Ford Motor Co, Chair Global Business Management, Columbus, OH 43210 USA	Shenkar, O, Ohio State Univ, Fisher Coll Business, Ford Motor Co, Chair Global Business Management, 2100 Neil Ave, Columbus, OH 43210 USA	shenkar.1@osu.edu	*AACSB MAN ED TASK, 2002, MAN ED RISK; *AACSB MAN ED TASK, 2003, DRAFT 4; *CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; BARLETT CA, 1992, TRANSNATIONAL MANAGE; BODDEWYN J, 1997, INT BUSINESS EMERGIN, P639; BODDEWYN J, 1999, J INT MANAGEMENT, V5, P3; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; CAVES RE, 1998, J INT BUS STUD, V29, P5; CHILD J, 2000, ADV INT COM, V13, P27; CHILD J, 2003, J INT BUS STUD, V34, P242; DUNNING JH, 1989, J INT BUS STUD, V20, P411; DUNNING JH, 2001, OXFORD HDB INT BUSIN, P36; EISENSTADT SN, 1958, J ASIAN STUD, V27, P435; FAYERWEATHER J, 1959, EXECUTIVE OVERSEAS A; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GONG YP, 2001, J APPL PSYCHOL, V86, P764; HUNTINGTON S, 1996, CLASH CIVILIZATIONS; HYMER S, 1976, THESIS MIT; KROEBER A, 1952, CULTURE CRITICAL REV; LAPORTA R, 1997, J FINANC, V52, P1131; LODAHL JB, 1972, AM SOCIOL REV, V37, P57; MOORE K, 1999, BIRTH MULTINATIONAL; MORGAN G, 1986, IMAGES ORG; MURDOCK GP, 1945, SCI MAN WORLD CRISES; PEARCE J, 2003, ACAD MANAGEMENT NEWS, V34, P1; PENG MW, 2001, J MANAGE, V27, P803; PENROSE E, 1959, THEORY GROWTH FIRM; PRZEWORSKI A, 1970, LOGIC COMP SOCIAL IN; SARACHEK B, 1967, ACAD MANAGEMENT, P365; SHENKAR O, 1987, ACAD MANAGE J, V30, P564; SHENKAR O, 2000, ADV INT COM, V13, P107; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SHENKAR O, 2003, INT BUSINESS; SHLEIFER A, 1997, J FINANC, V52, P737; STOPFORD JM, 2001, P INT FOR OCT TOK; SULLIVAN D, 1998, J INT BUS STUD, V29, P837; SULLIVAN D, 1998, J INT BUS STUD, V29, P877; THOMAS AS, 1994, J INT BUS STUD, V25, P675; TOYNE B, 1997, INT BUSINESS EMERGIN; TOYNE B, 1997, INT BUSINESS EMERGIN, P62; TOYNE B, 1998, J INT BUS STUD, V29, P863; VERNON R, 1994, J INT BUS STUD, V25, P215; WEBER M, 1947, THEORY SOCIAL EC ORG; WEBER M, 1951, RELIG CHINA; WEICK KE, 1988, J MANAGE STUD, V25, P305; WERNER S, 2002, J MANAGE, V28, P277; WILKINS M, 1997, INT BUSINESS EMERGIN, P31; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	49	9	PALGRAVE PUBLISHERS LTD	BASINGSTOKE	BRUNEL RD BLDG, HOUNDMILLS, BASINGSTOKE RG21 6XS, HANTS, ENGLAND	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2004	35	2				161	171			11	Business; Management	812YT	ISI:000220875500007
J	Rugman, AM; Verbeke, A			A perspective on regional and global strategies of multinational enterprises	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	firm-specific advantages; global strategy; localization; regional strategy; semi-globalization; triad; value chain	FIRM PERFORMANCE; DIVERSIFICATION; HEADQUARTERS; CORPORATION; INTERNATIONALIZATION; GLOBALIZATION; INNOVATION; INVESTMENT; KNOWLEDGE; MARKETS	Multinational enterprises (MNEs) are the key drivers of globalization, as they foster increased economic interdependence among national markets. The ultimate test to assess whether these MNEs are global themselves is their actual penetration level of markets across the globe, especially in the broad 'triad' markets of NAFTA, the European Union and Asia. Yet, data on the activities of the 500 largest MNEs reveal that very few are successful globally. For 320 of the 380 firms for which geographic sales data are available, an average of 80.3% of total sales are in their home region of the triad. This means that many of the world's largest firms are not global but regionally based, in terms of breadth and depth of market coverage. Globalization, in terms of a balanced geographic distribution of sales across the triad, thus reflects a special, and rather unusual, outcome of doing international business (113). The regional concentration of sales has important implications for various strands of mainstream 113 research, as well as for the broader managerial debate on the design of optimal strategies and governance structures for MNEs. journal of International Business Studies.	Indiana Univ, Kelley Sch Business, Bloomington, IN 47401 USA; Univ Calgary, Haskayne Sch Business, Calgary, AB T2N 1N4, Canada	Rugman, AM, Indiana Univ, Kelley Sch Business, 1309 E 10th St, Bloomington, IN 47401 USA	rugman@indiana.edu	*UN, 2002, UN C TRAD DEV NEW YO; AGARWAL J, 2002, MANAGE INT REV, V42, P441; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARTLETT C, 1979, THESIS HARVARD GRADU; BARTLETT C, 1989, MANAGING ACROSS BORD; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1977, WELTWIRTSCHAFTLICHES, V114, P243; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1984, KYKLOS, V37, P3; CARTWRIGHT WR, 1993, MANAGE INT REV, V2, P55; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DANIELS JD, 1987, INT MARKET REV, V4, P29; DCRUZ JR, 1986, MANAGING MULTINATION, P75; DOZ Y, 1979, GOVT CONTROL MULTINA; DOZ Y, 2001, GLOBAL METANATIONAL; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1987, ENVIRON PLANN A, V19, P613; DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1; DUNNING JH, 2001, OXFORD HDB INT BUSIN, P36; FREELAND RF, 1996, AM J SOCIOL, V102, P483; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GHEMAWAT P, 2001, HARVARD BUS REV, V79, P137; GHEMAWAT P, 2003, J INT BUS STUD, V34, P138; GOVINDARAJAN V, 2001, QUEST GLOBAL DOMINAN; GROSSE R, 1981, MANAGE INT REV, V21, P48; HAMEL G, 1985, HARVARD BUS REV, V63, P139; HEENAN DA, 1979, ACAD MANAGE J, V22, P410; HITT MA, 1997, ACAD MANAGE J, V40, P767; HYMER S, 1976, INT OPERATIONS NATL; JEANNET JP, 2000, MANAGING GLOBAL MIND; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P1; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1994, MANAGE SCI, V40, P123; KOZA MP, 1998, ORGAN SCI, V9, P255; LASSERRE P, 1996, LONG RANGE PLANN, V29, P30; LAWRENCE P, 1967, ORG ENV; LEVITT T, 1983, HARVARD BUS REV, V61, P92; MOON C, 1998, INT BUSINESS REV, V7, P135; MORCK R, 1991, J BUS, V64, P165; MORRISON AJ, 1991, ORGAN DYN, V19, P17; OHMAE K, 1985, TRIAD POWER COMING S; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1975, THESIS HARVARD GRADU; RONEN S, 1985, ACAD MANAGE REV, V10, P435; RUGMAN AM, 1976, J INT BUS STUD, V7, P80; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1991, GLOBAL COMPETITION E, P3; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; RUGMAN AM, 1993, MANAGE INT REV, V2, P71; RUGMAN AM, 1993, MANAGE INT REV, V33, P17; RUGMAN AM, 1995, GLOBAL STRATEGIC MAN; RUGMAN AM, 2000, END GLOBALIZATION; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; RUGMAN AM, 2003, EUROPEAN MANAGEMENT, V21, P24; RUGMAN AM, 2003, MULTINATIONAL BUSINE, V11, P3; RUGMAN AM, 2003, SUSTAINING GLOBAL GR, P81; RUIGROK W, 2003, MANAGE INT REV, V43, P63; VANDENBULCKE D, 1995, GLOBAL STRATEGIC MAN, P25; VERMEULEN F, 2002, STRATEGIC MANAGE J, V23, P637; VERNON R, 1966, Q J ECON, V80, P190; WAN WP, 2003, ACAD MANAGE J, V46, P27; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; YEUNG HWC, 2001, URBAN STUD, V38, P157; YIP G, 2002, TOTAL GLOBAL STRATEG; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	68	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2004	35	1				3	18			16	Business; Management	772BR	ISI:000188821100002
J	Reuer, JJ; Shenkar, O; Ragozzino, R			Mitigating risk in international mergers and acquisitions: the role of contingent payouts	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	contingent earnouts; international mergers and acquisitions; adverse selection	NATIONAL CULTURAL DISTANCE; CROSS-BORDER ACQUISITIONS; FOREIGN DIRECT-INVESTMENT; JOINT-VENTURES; UNITED-STATES; CORPORATE ACQUISITIONS; ASYMMETRIC INFORMATION; SHAREHOLDER WEALTH; ACQUIRING FIRMS; MARKET ENTRY	Previous internationalization studies have focused on the entry modes employed by multinational firms but have not considered the contractual heterogeneity that underlies each mode. It is important to examine these contractual details, as the firm may be able to obtain some of the benefits typically associated with one entry mode while selecting another. In the case of international mergers and acquisitions (M&As), a key contractual variable is whether the parties agree to a performance-contingent payout structure, which can mitigate the risk of adverse selection. In this paper, we examine the antecedents of contingent payouts in the form of earnouts and stock payments. The results indicate that firms lacking international and domestic acquisition experience turn to contingent payouts when purchasing targets in high-tech and service industries. Firms tend to avoid contingent payouts in host countries with problems with investor protection and legal enforceability. Journal of International Business Studies.	Univ N Carolina, Kenan Flagler Business Sch, Chapel Hill, NC 27599 USA; Ohio State Univ, Fisher Coll Business, Columbus, OH 43210 USA	Reuer, JJ, Univ N Carolina, Kenan Flagler Business Sch, McColl Bldg, Chapel Hill, NC 27599 USA	reuer@unc.edu	*UNCTAD, 2000, WORLD INV REP; AKERLOF GA, 1970, Q J ECON, V84, P488; AMIHUD Y, 1990, J FINANC, V45, P603; ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295; ANAND J, 1997, J INT BUS STUD, V28, P445; BALAKRISHNAN S, 1993, J ECON BEHAV ORGAN, V20, P99; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BAYLESS M, 1994, J FINANC RES, V17, P117; BROUTHERS KD, 2000, STRATEGIC MANAGE J, V21, P89; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; CAKICI N, 1996, J BANK FINANC, V20, P307; CANNELLA AA, 1993, STRATEGIC MANAGE J, V14, P137; CHANG SY, 1998, J FINANC, V53, P773; CHO KR, 1995, J INT MANAGEMENT, V1, P255; COFF RW, 1999, ORGAN SCI, V10, P144; DATTA DK, 1995, MANAGE INT REV, V35, P327; DATTA S, 1995, J BANK FINANC, V19, P97; DEWENTER KL, 1995, J FINANC ECON, V37, P421; DOUKAS J, 1988, J FINANC, V43, P1161; DYER JH, 1998, ACAD MANAGE REV, V23, P660; ECKBO BE, 1990, REV FINANC STUD, V3, P651; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; EUN CS, 1996, J BANK FINANC, V20, P1559; FISHMAN MJ, 1989, J FINANC, V44, P41; FLADMOELINDQUIST K, 1995, MANAGE SCI, V41, P1238; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GORDON GG, 1991, ACAD MANAGE REV, V16, P396; HALEBLIAN J, 1999, ADMIN SCI QUART, V44, P29; HANSEN RG, 1987, J BUS, V60, P75; HARRIS RS, 1991, J FINANC, V46, P825; HENNART JF, 1997, STRATEGIC MANAGE J, V18, P1; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JOHANSON J, 1977, J INT BUS STUD, V8, P22; KEATS BW, 1988, ACAD MANAGE J, V31, P570; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, MANAGE SCI, V37, P19; KOGUT B, 1992, ORGAN SCI, V3, P383; KOHERS N, 2000, J BUS, V73, P445; KRISHNAN HA, 1997, STRATEGIC MANAGE J, V18, P361; LAPORTA R, 1997, J FINANC, V52, P1131; LEE TJ, 1998, J INT BUS STUD, V29, P563; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MARTIN KJ, 1996, J FINANC, V51, P1227; MAYER WJ, 1996, Q J BUSINESS EC, V35, P48; MORCK R, 1992, J INT ECON, V33, P41; MOROSINI P, 1998, J INT BUS STUD, V29, P137; OUCHI WG, 1979, MANAGE SCI, V25, P833; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; REUER JJ, 2000, STRATEGIC MANAGE J, V21, P81; SETH A, 2000, J INT BUS STUD, V31, P387; SETH A, 2002, STRATEGIC MANAGE J, V23, P921; SHAKED I, 1991, J BUSINESS FINANCE A, V18, P431; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SHERMAN SJ, 1992, MERGERS ACQUISTIONS, P26; SIMONIN BL, 1997, ACAD MANAGE J, V40, P1150; SPENCE AM, 1974, MARKET SIGNALING INF; STULZ RM, 1988, J FINANC ECON, V20, P25; TRAVLOS NG, 1987, J FINANC, V42, P943; VERMEULEN F, 2001, ACAD MANAGE J, V44, P457; WALKLING RA, 1984, RAND J ECON, V15, P54; WALSH JP, 1988, STRATEGIC MANAGEMENT, V9, P173; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZAHRA SA, 2000, ACAD MANAGE J, V43, P925; ZOLLO M, 1998, THESIS U PENNSYLVANI	65	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2004	35	1				19	32			14	Business; Management	772BR	ISI:000188821100003
J	Buckley, PJ; Hashai, N			A global system view of firm boundaries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internationalisation; internalisation; firm boundaries	RESEARCH-AND-DEVELOPMENT; MULTINATIONAL-ENTERPRISES; INTERNATIONAL-TRADE; CORPORATIONS; EVOLUTION; LOCATION; ABROAD; ENTRY	This paper applies the global system view to the location and control strategies of firms. This approach envisages the world as a grid of potential locations for value-adding activities, connected by flows of information and products. The simplified model provides a basis for testing new hypotheses on the number of firms that will exist in the global system, their locations, and their organisational boundaries. The paper provides a rigorous and formal exposition of the theories of internationalisation and the multinational enterprise. journal of International Business Studies.	Univ Leeds, Sch Business, Ctr Int Business, Leeds, W Yorkshire, England; Hebrew Univ Jerusalem, Jerusalem Sch Business Adm, Jerusalem, Israel	Buckley, PJ, Univ Leeds, Sch Business, Ctr Int Business, Maurice Keyworth Bldg, Leeds, W Yorkshire, England	pjb@lubs.leeds.ac.uk	ALMOR T, 1995, J INT BUS STUD, V26, P223; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BARTLETT CA, 1989, MANAGING ACROSS BORD; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BESANKO D, 2000, EC STRATEGY; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CASSON M, 1990, ENTERPRISE COMPETITI; CASSON M, 1994, J ECON BUS, V1, P47; CASSON M, 1995, ORG INT BUSINESS; CASSON M, 2000, EC INT BUSINESS NEW; COASE RH, 1937, ECONOMICA, V4, P386; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, INT STUDIES MANAGEME, V25, P39; FINA E, 1996, MANAGE INT REV, V36, P199; HELPMAN E, 1985, MARKET STRUCTURE FOR; HIRSCH S, 1976, OXF EC PAP, V28, P258; HIRSCH S, 1989, WELTWIRTSCH ARCH, V125, P45; HIRSCH S, 2000, INT TRADE J, V14, P1; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HYMER SH, 1976, INT OPERATIONS NATL; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; JOHANSON J, 1992, IND NETWORKS NEW VIE; KOGUT B, 1988, J INT BUS STUD, V19, P411; KRUGMAN P, 1991, J POLIT ECON, V99, P483; KUMAR N, 2001, RES POLICY, V30, P159; MCNAUGHTON RB, 1999, RES GLOBAL STRATEGIC; MORCK R, 1992, J INT ECON, V33, P41; PEARCE R, 1996, R&D MANAGE, V26, P315; PEARCE R, 1999, RES POLICY, V28, P23; ROBERTSON DH, 1923, CONTROL IND; RONSTADT RC, 1978, J INT BUS STUD, V9, P7; RUGMAN AM, 1986, B ECON RES, V38, P101; SCHUMPETER JA, 1934, THEORY EC DEV; SHARMA D, 1992, SCANDINAVIAN INT BUS, V1, P3; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; TEECE D, 1986, J ECON BEHAV ORGAN, V1, P21; VANDENBULTE C, 1998, MANAGE SCI, V44, P1; WELCH LS, 1988, J GEN MANAGE, V14, P36; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1985, EC I CAPITALISM	46	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2004	35	1				33	45			13	Business; Management	772BR	ISI:000188821100004
J	Hui, MK; Au, K; Fock, H			Empowerment effects across cultures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	empowerment; job satisfaction; power distance; services; China	CONTACT SERVICE EMPLOYEES; JOB-SATISFACTION; POWER DISTANCE; PSYCHOLOGICAL EMPOWERMENT; MARKET ORIENTATION; INDIVIDUAL-LEVEL; UNITED-STATES; CONSEQUENCES; VALIDATION; MANAGEMENT	Three studies examined cross-cultural variations in empowerment effects. Study 1 investigated whether Hofstede's power distance scores moderated the effect of job autonomy on job satisfaction using World Values Survey data on 33 nations. Study 2 surveyed frontline hotel employees from Canada and PRC to investigate the moderating role of power distance at the individual level. In Study 3, hotel management students from Canada and PRC were asked to play the role of a frontline employee, who had to handle a special customer request, in a scenario experiment. These studies show consistently that the cultural value of power distance moderates the effect of empowerment on job satisfaction. Moreover, willingness to accept and exercise the discretionary power allowed by management and desire to satisfy customer needs and wants are two employee conditions that are essential for the successful implementation of the empowerment approach. journal of International Business Studies.	Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China; Chinese Univ Hong Kong, Dept Mkt, Shatin, Hong Kong, Peoples R China	Au, K, Chinese Univ Hong Kong, Dept Management, KKL Bldg, Shatin, Hong Kong, Peoples R China	kevin@baf.msmail.cuhk.edu.hk	ABRAMSON PR, 1995, VALUE CHANGE GLOBAL; AIKEN LS, 1991, MULTIPLE REGRESSION; ARGYRIS C, 1998, HARVARD BUS REV, V76, P98; ARNOLD JA, 2000, J ORGAN BEHAV, V21, P249; ARONSON E, 1968, HDB SOCIAL PSYCHOLOG, V2, P1; BITNER MJ, 1990, J MARKETING, V54, P71; BLANCHFLOWER DG, 1997, IND LABOR RELAT REV, V50, P438; BOND MH, 1996, ANNU REV PSYCHOL, V47, P205; BOWEN DE, 1992, SLOAN MANAGE REV, V33, P31; BOWEN DE, 1995, SLOAN MANAGE REV, V36, P73; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2, P389; BROCKNER J, 2001, J EXP SOC PSYCHOL, V37, P300; BRYK AS, 1992, HIERARCHICAL LINEAR; CARROLL GR, 1996, ACAD MANAGE J, V39, P421; CONGER JA, 1988, ACAD MANAGE REV, V13, P471; EYLON D, 1999, INT J INTERCULT REL, V23, P373; GREENLEAF EA, 1992, J MARKETING RES, V29, P176; HAN JK, 1998, J MARKETING, V62, P30; HARTLINE MD, 1996, J MARKETING, V60, P52; HARTLINE MD, 2000, J MARKETING, V64, P35; HEWETT K, 2001, J MARKETING, V65, P51; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HUANG X, 2002, J INT BUS STUD, V33, P385; JAWORSKI BJ, 1993, J MARKETING, V57, P53; JUN S, 2001, J INT BUS STUD, V32, P369; KARASEK R, 1990, HLTH WORK STRESS PRO; KARASEK RA, 1979, ADM SCI Q, V24, P285; KEPPEL G, 1989, DATA ANAL RES DESIGN; KOHN ML, 1977, CLASS CONFORMITY STU; KOTABE M, 2002, J ACAD MARKET SCI, V30, P172; LEUNG K, 1989, INT J PSYCHOL, V24, P703; MALPASS RS, 1986, FIELD METHODS CROSS; MORRIS T, 1992, J INT BUS STUD, V23, P169; OISHI S, 1999, PERS SOC PSYCHOL B, V25, P980; PODSAKOFF PM, 1986, J MANAGE, V12, P531; RALSTON DA, 1993, J INT BUS STUD, V24, P249; ROBERT C, 2000, J APPL PSYCHOL, V85, P643; ROTHBAUM F, 1982, J PERS SOC PSYCHOL, V42, P5; SCHNEIDER B, 1980, ORGAN DYN, V9, P52; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SCHWEDER RA, 1973, ETHOS, V1, P531; SINGH J, 1994, J MARKETING RES, V31, P558; SMITHBELL M, 1994, AM J ORTHOPSYCHIAT, V64, P180; SPREITZER GM, 1995, ACAD MANAGE J, V38, P1442; SPREITZER GM, 1996, ACAD MANAGE J, V39, P483; THOMAS DC, 2002, J INT BUS STUD, V33, P309; TROMPENAARS F, 1997, RIDING WAVES CULTURE; WANOUS JP, 1997, J APPL PSYCHOL, V82, P247	50	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2004	35	1				46	60			15	Business; Management	772BR	ISI:000188821100005
J	Eden, L; Rodriguez, P			How weak are the signals? International price indices and multinational enterprises	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international price index; transfer pricing; intrafirm trade		International price indices (IPIs) provide the most timely and comprehensive market information available to international business. How do multinational enterprises (MNEs) affect the validity of IPIs? We review the earlier debate over methods for calculating IPIs, which concluded that unit values were inferior to specification prices, although most governments produce only unit value indexes. We explore three ways in which MNEs can affect the validity of IPIs: determining the 'representative' transfer price, excluding intrafirm transactions from the index, and choosing the 'right' transfer price along the transportation chain. We argue that MNE activities strengthen the case for specification prices; although still uncommon, they are the stronger signal of international markets. Our empirical analysis supports this hypothesis, finding that a 10% increase in the intrafirm trade share of US imports widens the gap between specification price and unit value by 1.3%, with transfer price manipulation further increasing the gap. Journal of International Business Studies.	Texas A&M Univ, Dept Management, College Stn, TX 77843 USA; Univ Virginia, Darden Sch, Charlottesville, VA USA	Eden, L, Texas A&M Univ, Dept Management, TAMU 4221, College Stn, TX 77843 USA	leden@tamu.edu	*EUROSTAT, 2001, HDB PRIC VOL MEAS NA; *IMF, 2001, INT FIN STAT; *IMF, 2001, PPI MAN EL DISC GROU; *OECD, 1995, TRANSF PRIC GUID MUL; *OECD, 1999, 1 INT TRAD STAT M OE; *OECD, 2000, CALC UN VAL IND BAS; *OECD, 2001, MONTHL INT TRAD AGGR; *UNCTAD, 2000, TAX UNCTAD SER ISS I; *UNCTAD, 2002, TRAD DEV REP; *US BLS, 1997, INT PRIC IND BLS HDB; *US CENS, 1999, US IMP MERCH STAT MO; *US CENS, 2000, US GOODS TRAD IMP EX; ALTERMAN B, 1997, MON LABOR REV, V120, P18; ALTERMAN W, 1988, MON LABOR REV, V111, P36; ALTERMAN W, 1991, STUDIES INCOME WEALT, V55, P109; ALTERMAN W, 1997, COMP EXPORT PRODUCER; ALTERMAN W, 1999, INT TRADE PRICE INDE; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAVES RE, 1996, MULTINATIONAL ENTERP; CLAUSING KA, 2001, INT TAXATION MULTINA, P173; COLBERT GJ, 1995, ACCOUNT ORG SOC, V20, P423; DIEWERT EW, 1985, MULTINATIONALS TRANS, P47; DIEWERT EW, 2001, 335 BLS US BUR LAB S; DIEWERT WE, 1993, ESSAYS INDEX NUMBER, V1, P33; EDEN L, 1998, 334 BLS US BUR LAB S; EDEN L, 1998, TAXING MULTINATIONAL; FEENSTRA RC, 1996, US IMPORTS 1972 1994; FEENSTRA RC, 1997, EC NEW GOODS, P249; GHEMAWAT P, 2003, J INT BUS STUD, V34, P138; HIRSHLEIFER J, 1956, J BUS, V29, P172; HORST T, 1971, J POLITICAL EC, V79, P1059; KESTER AY, 1992, BEHIND NUMBERS US TR; KRAVIS IB, 1971, PRICE COMPETITIVENES; LANDEFELD JS, 1993, SURV CURR BUS, V73, P50; LIPSEY R, 1994, NBER WORKING PAPER S, V4671; LIPSEY RE, 1991, INT EC T ISSUES MEAS, P144; PAK S, 1994, TAX MANAGEMENT TRANS, V11, P50; PARSLEY DC, 2000, 7836 NBER; RAUCH JE, 1999, J INT ECON, V48, P7	39	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2004	35	1				61	74			14	Business; Management	772BR	ISI:000188821100006
J	Tallman, S			The significance of Bruce Kogut's and Udo Zander's article, 'Knowledge of the firm and the evolutionary theory of the multinational corporation'	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CAPABILITIES		Univ Utah, Salt Lake City, UT 84112 USA	Tallman, S, Univ Utah, 1645 E Campus Ctr Dr,Rm 106, Salt Lake City, UT 84112 USA		BARNEY J, 1991, J MANAGE, V17, P99; BELDERBOS R, 2003, STRATEGIC MANAGE J, V24, P235; CANTWELL J, 2001, OXFORD HDB INT BUSIN, P431; DUNNING JH, 2001, OXFORD HDB INT BUSIN, P36; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; HITT MA, 1997, ACAD MANAGE J, V311, P711; KOGUT B, 1991, MANAGEMENT SCI; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1997, INT BUSINESS EMERGIN, P470; TALLMAN S, 2002, CALIF MANAGE REV, V45, P116; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; WESTNEY E, 2001, OXFORD HDB INT BUSIN, P349; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	14	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				495	497			3	Business; Management	755EJ	ISI:000187390500002
J	Verbeke, A			The evolutionary view of the MNE and the future of internalization theory	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	bounded rationality; internalization; learning; opportunism; transaction costs	FOREIGN DIRECT-INVESTMENT; TRANSACTION COST THEORY; MULTINATIONAL-ENTERPRISE; MARKET FAILURE; ECONOMIC-ORGANIZATION; STRATEGIC MANAGEMENT; JAPANESE FIRMS; ENTRY MODE; KNOWLEDGE; PERSPECTIVES	Kogut and Zander's 1993 JIBS article, which developed an evolutionary perspective on the multinational enterprise (MNE), has had three critical impacts on MNE research. First, it has stimulated scholars to conduct more eclectic, empirical analyses, which should include both transaction cost related parameters, and broader learning/competence related variables. Second, it has usefully argued that the rigorous study of MNE behavior does not need to reply upon the Williamsonian, behavioral assumption of opportunism. Third, it has (implicitly) suggested a new path to be followed by internalization theory scholars, in order to remain relevant to the field of international business. The transaction cost economics lens adopted in internalization theory clearly remains critical to any analysis of MNE strategy with impacts on the boundaries of the firm. in addition, the co-evolution of the MNE's governance structure and its technological competences determines present and future strategy choices. Here, both transaction cost considerations and learning effects influence strategy selection.	Univ Calgary, Calgary, AB T2N 1N4, Canada; Univ Oxford, Templeton Coll, Oxford OX1 2JD, England	Verbeke, A, Univ Calgary, Calgary, AB T2N 1N4, Canada		BELDERBOS R, 2003, STRATEGIC MANAGE J, V24, P235; BIRKINSHAW J, 2002, ORGAN SCI, V13, P274; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1997, CAMBRIDGE J ECON, V21, P127; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CYERT K, 1963, BEHAV THEORY FIRM; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; DELIOS A, 2001, ACAD MANAGE J, V44, P1028; DUNNING JH, 1985, AM ECON REV, V75, P228; FROST TS, 2002, STRATEGIC MANAGE J, V23, P997; GHOSHAL S, 1995, J INST THEOR ECON, V151, P748; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; HENNART J, 1982, THEORY MULTINATIONAL; HENNART JF, 1994, J MANAGE STUD, V31, P193; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1995, J INT BUS STUD, V26, P417; KOGUT B, 1996, ORGAN SCI, V7, P502; LOVE JH, 1995, J INT BUS STUD, V26, P399; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MADHOK A, 2002, STRATEGIC MANAGE J, V23, P535; MAKINO S, 2002, J INT BUS STUD, V33, P403; MCFETRIDGE DG, 1995, J INT BUS STUD, V26, P409; MORAN P, 1996, ACAD MANAGE REV, V21, P58; NELSON R, 1982, EVOLUTIONARY THEORY; NORDBERG M, 1996, J INT BUS STUD, V27, P963; NORDBERG M, 1999, STRATEGIC MANAGEMENT; OUCHI WG, 1980, ADM SCI Q, V25, P129; PENROSE E, 1959, THEORY GROWTH FIRM; RIORDAN M, 1985, INT J IND ORGAN, V3, P365; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 2001, J MANAGEMENT SCI, V41, P205; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; RUGMAN AM, 2002, STRATEGIC MANAGE J, V23, P769; RUGMAN AM, 2003, J INT BUS STUD, V34, P125; SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359; VERMEULEN F, 2002, STRATEGIC MANAGE J, V23, P637; WILLIAMSON OE, 1993, MANAGERIAL DECISION, V14, P97; WILLIAMSON OE, 1996, ACAD MANAGE REV, V21, P48; WILLIAMSON OE, 1996, MECH GOVERNANCE; WILLIAMSON OE, 1999, STRATEGIC MANAGE J, V20, P1087	43	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				498	504			7	Business; Management	755EJ	ISI:000187390500003
J	Kogut, B; Zander, U			A memoir and reflection: knowledge and an evolutionary theory of the multinational firm 10 years later	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge; multinational corporation; evolutionary economics	COMPETITIVE ADVANTAGE; ORGANIZATION; TECHNOLOGY; CAPABILITIES; ENTERPRISE; ECONOMICS; IDENTITY	The production of the 1993 article awarded the JIBS Decade Award was written during a time when ideas regarding knowledge and the international expansion of the firm confronted a hostile audience. The sources of these ideas were directly related in Winter's and Roger's prior work, but also to a broader literature on 'category errors' and technology transfer. The theory of the firm as a social community is a distinctly sociological theory and, though sharing many key ideas with the resource-based view that developed at the same time, is deeply opposed to engineering conceptions of firms as Lego-modular pieces that can be easily shifted, bought, and sold. We describe our individual biographies and the subsequent intellectual development of the concepts in our article.	INSEAD, F-77305 Fontainebleau, France; Stockholm Sch Econ, Inst Int Business, S-11383 Stockholm, Sweden	Kogut, B, INSEAD, Blvd Constance, F-77305 Fontainebleau, France		AKERLOF GA, 2000, Q J ECON, V115, P715; BAIN JS, 1956, BARRIERS NEW COMPETI; BARNEY J, 1991, J MANAGE, V17, P99; BROWN CL, 1998, FISH DIS DISORDERS, V2, P1; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CONTRACTOR FJ, 1980, J INT BUS STUD, V11, P47; DIERICKX I, 1989, MANAGE SCI, V35, P1504; FOSS NJ, 1996, ORGAN SCI, V7, P519; HALL GR, 1970, TECHNOLOGY FACTOR IN, P305; HANSEN MT, 1999, ADMIN SCI QUART, V44, P82; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HENNART JF, 1982, THEORY MULTINATIONAL; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1995, J INT BUS STUD, V26, P417; KOGUT B, 1996, ORGAN SCI, V7, P502; KOGUT B, 2000, AM SOCIOL REV, V65, P169; KOGUT B, 2000, STRATEGIC MANAGE J, V21, P405; LALL S, 1978, OXFORD ECON PAP, V30, P217; LAVE J, 1991, SITUATED LEARNING LE; LIPPMAN SA, 1982, BELL J ECON, V13, P418; MACHLUP F, 1980, KNOWLEDGE ITS CREATI, V1; MAKADOK R, 2000, STRATEGIC MANAGE J, V21, P853; NELSON R, 1982, EVOLUTIONARY THEORY; NONAKA I, 1995, KNOWLEDGE CREATING C; ROGERS EM, 1962, DIFFUSION INNOVATION; RYLE G, 1949, CONCEPT MIND; STREETEN P, 1974, J ECON LIT, V12, P1290; SZULANSKI G, 1996, STRATEGIC MANAGEMENT, V17, P17; TEECE DJ, 1985, AM ECON REV, V75, P233; TILLY C, 2000, ANNU REV SOCIOL, V26, P720; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; WINTER SG, 1987, COMPETITIVE CHALLENG, P159; ZANDER U, 1991, EXPLOITING TECHNOLOG; ZANDER U, 1995, ORGAN SCI, V6, P76	37	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				505	515			11	Business; Management	755EJ	ISI:000187390500004
J	Kogut, B; Zander, U			Knowledge of the firm and the evolutionary theory of the multinational corporation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; TECHNOLOGY; INVESTMENT	Firms are social communities that specialize in the creation and internal transfer of knowledge. The multinational corporation arises not out of the failure of markets for the buying and selling of knowledge, but out of its superior; efficiency as an organizational vehicle by which to transfer this knowledge across borders. We test the claim that firms specialize in the internal transfer of tacit knowledge by empirically examining the decision to transfer the capability to manufacture new products to wholly owned subsidiaries or to other parties. The empirical results show that the less codifiable and the harder to teach is the technology, the more likely the transfer will be to wholly owned operations. This result implies that the choice of transfer mode is determined by the efficiency of the multinational corporation in transferring knowledge 05 relative to other firms, not relative to an abstract market transaction. The notion of the firm as specializing in the transfer and recombination of knowledge is the foundation to an evolutionary theory of the multinational corporation	Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA; Stockholm Sch Econ, Inst Int Business 118, S-11383 Stockholm, Sweden	Kogut, B, INSEAD, Blvd Constance, F-77305 Fontainebleau, France		ARROW K, 1974, LIMITS OPRG; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CASSON M, 1987, FIRM MARKET; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RRE, 1982, MULTINATIONAL ENTERP; CONTRACTOR F, 1981, INT TECHNOLOGY LICEN; DAVIDSON WH, 1984, J IND ECON, V32, P253; DUNNING J, 1977, INT ALLOCATION EC AT; DYAS CP, 1976, EMERGING EUROPEAN EN; HALL G, 1972, TECHNOLOGY FACTOR IN; HAYAMI Y, 1971, AGR DEV INTERNATIONA; HAYES R, 1984, RESTORING OUR COMPET; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HYMER S, 1976, THESIS MIT; JOHNSON H, 1970, INT CORPORATION; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1992, INT BUSINESS INQUIRY; KOGUT B, 1992, ORGAN SCI, V3, P383; MAGEE S, 1977, NEW INT EC ORDER; MASTEN SE, 1984, J LAW ECON, V27, P403; MCMANUS J, 1972, MULTINATIONAL FIRM N; NELSON R, 1982, EVOLUTIONARY THEORY; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PAVITT K, 1971, MULTINATIONAL ENTERP; ROGERS E, 1962, DIFFUSION INNOVATION; RUGMAN A, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE D, 1983, GROWTH INT BUSINESS; TEECE DJ, 1977, ECON J, V87, P242; WALLMARK T, 1986, 100 VIKTIGA SVENSKA; WILLIAMS MR, 2000, IEEE ANN HIST COMPUT, V22, P3; WILLIAMSON O, 1975, MARKETS HIERARCHIES; WINTER SG, 1987, COMPETITIVE CHALLENG, P159; ZANDER U, IN PRESS ORG SCI; ZANDER U, 1991, 912 I INT BUS; ZANDER U, 1991, EXPLOITING TECHNOLOG	39	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				516	529			14	Business; Management	755EJ	ISI:000187390500005
J	Buck, T; Filatotchev, I; Demina, N; Wright, M			Insider ownership, human resource strategies and performance in a transition economy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	transition; HRM strategies; performance	ORGANIZATIONAL-CHANGE; CORPORATE GOVERNANCE; MANAGEMENT-PRACTICES; MANUFACTURING PERFORMANCE; FIRM PERFORMANCE; RUSSIA; PRIVATIZATION; IMPACT; DETERMINANTS; INDUSTRY	Researchers and potential investors in transition economies need to understand the Human Resource Management (HRM) strategies of target firms, since human resources are arguably their most valuable assets. Understanding is difficult, however, because HRM strategies help to determine firms' performance, but are in turn influenced by corporate governance, particularly insider ownership. This paper employs a structural equation modeling methodology to examine the relations between governance, HRM strategies and performance in the context of a novel dataset of Ukrainian industrial firms. It is found that insider ownership is positively associated with high-commitment HRM strategies and negatively with low-commitment, cost-cutting HRM strategies. Cost-cutting HRM strategies are in turn associated with weaker firm performance. These outcomes correspond broadly with theoretical expectations.	De Montfort Univ, Grad Sch Business, Leicester LE1 9BH, Leics, England; Univ Bradford, Sch Management, Bradford BD7 1DP, W Yorkshire, England; Univ Nottingham, Sch Business, Ctr Res Enterprise Emerging Mkt, Nottingham NG7 2RD, England	Buck, T, De Montfort Univ, Grad Sch Business, Leicester LE1 9BH, Leics, England		*EBRD, 2001, TRANS REP; ANDERSON JH, 2000, ECON INQ, V38, P527; ARTHUR JB, 1994, ACAD MANAGE J, V37, P670; BAE J, 2000, ACAD MANAGE J, V43, P502; BARNETT WP, 1994, STRATEGIC MANAGE J, V15, P11; BARNETT WP, 1995, ANNU REV SOCIOL, V21, P217; BARON JN, 1996, IND CORP CHANGE, V5, P239; BARON JN, 1999, AM SOCIOL REV, V64, P527; BENDIX R, 1956, WORK AUTHORITY IND I; BENSON J, 1999, HUMAN RESOURCE MANAG, V9, P58; BERGMANN WB, 1995, J IES, V38, P6; BJORKMAN I, 2002, INT J HUM RESOUR MAN, V13, P853; BLASI JR, 1992, NEW OWNERS; BRANINE M, 2001, INT BUSINESS EUROPEA, P11; BUCK T, 1999, J COMP ECON, V27, P459; CAMIA N, 2003, IN PRESS J WORLD BUS; CHILD J, 1996, ORGAN STUD, V17, P167; DELACROIX J, 1991, ADMIN SCI QUART, V36, P631; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DJANKOV S, 1999, COMP EC STUDIES, V41, P75; DJANKOV S, 2002, J ECON LIT, V40, P739; DOMINGUEZ LV, 1993, J INT BUS STUD, V24, P19; DORE RP, 1992, TRANSFORMING ORG; EARLE J, 1996, CORP GOV, V2, P1; ELENKOV DS, 1998, CALIF MANAGE REV, V40, P133; ESTRIN S, 1999, J COMP ECON, V27, P398; ESTRIN S, 1999, J COMP ECON, V27, P442; FERNANDEZ R, 1991, AM ECON REV, V81, P1146; FEY CF, 2000, INT J HUM RESOUR MAN, V11, P1; FEY CF, 2001, J INT BUS STUD, V32, P59; FILATOTCHEV I, 1999, ECON TRANSIT, V7, P481; FILATOTCHEV I, 2000, ACAD MANAGE J, V43, P286; FILATOTCHEV I, 2001, J INT BUS STUD, V32, P853; FILATOTCHEV I, 2003, J MANAGE STUD, V40, P895; FRIEBEL G, 2000, W0002 CTR EC FIN RES; FRYDMAN R, 1999, Q J ECON, V114, P1153; GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507; GUEST DE, 1999, HUMAN RESOURCE MANAG, V9, P5; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HANNAN MT, 1996, IND CORP CHANGE, V5, P503; HAVEMAN HA, 1992, ADMIN SCI QUART, V37, P48; HITT MA, 1996, ACAD MANAGE J, V39, P1084; HOSKISSON RE, 1994, DOWNSCOPING TAME DIV; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; JOHNSON RA, 1996, J MANAGE, V22, P439; JONES DC, 1998, COMP EC STUD, V40, P75; JORESKOG KG, 1979, ADV FACTOR ANAL STRU, P105; JORESKOG KG, 1999, LISREL 8 USERS REFER; KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335; KOGUT B, 2002, IND CORP CHANGE, V11, P1; KORNAI J, 2000, J ECON PERSPECT, V14, P27; LAW KS, 2003, J INT BUS STUD, V34, P255; LINZ SJ, 1998, COMP EC STUDIES, V40, P5; LUTHANS F, 1993, J INT BUS STUD, V24, P741; MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197; MARCHINGTON M, 2000, INT J HUM RESOUR MAN, V11, P1104; OSTERMAN P, 1999, SECURING PROSPERITY; OSTERMAN P, 2000, IND LABOR RELAT REV, V53, P179; PENG M, 2000, BUSINESS STRATEGIES; ROWLEY C, 2003, IN PRESS J WORLD BUS; SIVASUBRAMANIAM N, 1998, ANN M AC MAN SAN DIE; SPENNER KI, 1998, AM SOCIOL REV, V63, P599; STANDING G, 2000, WORKER INSECURITIES; STARK D, 1998, POSTSOCIALIST PATHWA; STARK D, 2001, 21 CENTURY FIRM CHAN, P69; THOMAS LG, 1999, STRATEGIC MANAGE J, V20, P729; VERBURG RM, 1999, INT J HUM RESOUR MAN, V10, P391; WARNER M, 1997, HUMAN RESOURCE MANAG, V7, P30; WARNER M, 1998, HUMAN RESOURCE MANAG, P19; WARNER M, 2000, 292000 JUDG I MAN ST; WRIGHT M, 2002, J WORLD BUS, V37, P1765; WRIGHT PM, 2001, J MANAGE, V27, P701	73	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				530	549			20	Business; Management	755EJ	ISI:000187390500006
J	Zhang, C; Cavusgil, ST; Roath, AS			Manufacturer governance of foreign distributor relationships: do relational norms enhance competitiveness in the export market?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international marketing; channel governance; export marketing; relational norms; distribution channels; culture	BUYER-SELLER RELATIONSHIPS; SUPPLIER RELATIONSHIPS; CONTROL MECHANISMS; TRUST; PERFORMANCE; COMMITMENT; BUSINESS; CHANNELS; PARTNERSHIPS; DETERMINANTS	Research on international marketing channels accentuates the importance of relational norms and trust-building activities between buyers and sellers. Indeed, cultural and country differences may limit the use and effectiveness of traditional tools (such as market incentives and authoritative control) that govern the relationship between an exporting manufacturer and its foreign distributor. Consequently, exporting manufacturers need to emphasize relationships with their foreign distributors. This research finds evidence that supports both direct and indirect effects between the manufacturer's use of governance via relational norms and its competitiveness in the export market. The indirect effect results from the mediating role of trust, a finding that makes a key contribution to the understanding of the role of relational governance in cross-border relationships.	Michigan State Univ, Eli Broad Coll Business, E Lansing, MI 48824 USA; Univ Oklahoma, Norman, OK 73019 USA	Cavusgil, ST, Michigan State Univ, Eli Broad Coll Business, N370 N Business Complex, E Lansing, MI 48824 USA		ANDERSON E, 1992, J MARKETING RES, V29, P18; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ARNOLD D, 2000, HARVARD BUS REV, V78, P131; AULAKH PS, 1993, J INT MARKETING, V1, P5; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BANDALOS DL, 2001, NEW DEV TECHNIQUES S, P269; BARNEY J, 1991, J MANAGE, V17, P99; BELLO DC, 1997, J MARKETING, V61, P22; BENDIX R, 1956, WORK AUTHORITY IND I; BERGEN M, 1992, J MARKETING, V56, P1; BETTENHAUSEN K, 1985, ADMIN SCI QUART, V30, P350; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; CANNON JP, 1999, J MARKETING RES, V36, P439; CAVUSGIL ST, 1994, J MARKETING, V58, P1; DONEY PM, 1997, J MARKETING, V61, P35; DORNBUSCH SM, 1975, EVALUATION EXERCISE; DWYER FR, 1987, J MARKETING, V51, P11; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 1998, ACAD MANAGE REV, V23, P660; DYER JH, 2000, J INT BUS STUD, V31, P259; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FRAM EH, 1994, J BUSINESS IND MARKE, V9, P33; GANESAN S, 1994, J MARKETING, V58, P1; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHOBRIL NI, 1997, WORLD TRADE, V10, P32; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; GOODMAN LE, 2001, IND MARKET MANAG, V30, P287; GOULDNER AW, 1960, AM SOCIOL REV, V25, P161; GRIFFITH DA, 2002, J WORLD BUS, V37, P256; GUNDLACH GT, 1995, J MARKETING, V59, P78; HALLEN L, 1991, J MARKETING, V55, P29; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HEIDE JB, 1988, J MARKETING, V52, P20; HEIDE JB, 1992, ACAD MANAGE J, V35, P265; HEIDE JB, 1992, J MARKETING, V56, P32; HEIDE JB, 1994, J MARKETING, V58, P71; HEWETT K, 2001, J MARKETING, V65, P51; HOFSTEDE G, 1980, STUDIES MANAGEMENT O, V10, P15; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HULL JG, 1991, STRUCTURAL EQUATION, P217; INKELES A, 1969, HDB SOCIAL PSYCHOL, V4, P418; JAP SD, 1999, J MARKETING RES, V36, P461; JAP SD, 2000, J MARKETING RES, V37, P227; KALE SH, 1991, INT MARKET REV, V8, P31; KALWANI MU, 1995, J MARKETING, V59, P1; KEYSUK K, 2002, J INT MARKETING, V10, P72; KNACK S, 1997, Q J ECON, V112, P1251; KOGUT B, 1988, J INT BUS STUD, V19, P411; LARSON P, 1994, INT J PHYS DISTRIB, V24, P4; LINCOLN JR, 1981, ADM SCI Q, V26, P93; LUSCH RF, 1996, J MARKETING, V60, P19; LYLES MA, 1996, J INT BUS STUD, V27, P877; MACAULAY S, 1963, AM SOCIOL REV, V28, P55; MACNEIL IR, 1980, NEW SOCIAL CONTRACT; MILES MP, 1993, J APPL BUSINESS RES, V9, P12; MILLER D, 1980, ADM SCI Q, V25, P268; MOORMAN C, 1993, J MARKETING, V57, P81; MORGAN RM, 1994, J MARKETING, V58, P20; NARUS JA, 1987, BUS HORIZONS, V30, P34; NEVIN JR, 1995, J ACAD MARKET SCI, V23, P327; NOORDEWIER TG, 1990, J MARKETING, V54, P80; OUCHI WG, 1979, MANAGE SCI, V25, P833; OZSOMER A, 1997, J BUSINESS IND MARKE, V12, P400; PARKHE A, 1998, J WORLD BUS, V33, P219; PARSONS T, 1951, GEN THEORY ACTION, P53; PASWAN AK, 1999, J BUS IND MARK, V14, P445; PETERSON HC, 1999, SOCIAL CAPITAL FDN, P99; PFEFFER J, 1978, EXTERNAL CONTROL ORG; ROATH A, 2002, INT BUSINESS REV, V11, P1; SCHERER FM, 1980, IND MARKET STRUCTURE; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SKARMEAS DA, 2001, IND MARKET MANAG, V30, P227; THOMAS AS, 2000, J INT BUS STUD, V31, P287; THOMAS JL, 2000, CHILD PSYCHIAT HUM D, V31, P3; WEITZ BA, 1995, J ACAD MARKET SCI, V23, P305; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1993, J LAW ECON, V36, P453	80	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				550	566			17	Business; Management	755EJ	ISI:000187390500007
J	Hewett, K; Roth, MS; Roth, K			Conditions influencing headquarters and foreign subsidiary roles in marketing activities and their effects on performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	standardization; marketing; strategy	RESEARCH-AND-DEVELOPMENT; MULTINATIONAL-CORPORATIONS; NATIONAL CULTURE; DECISION-MAKING; STANDARDIZATION; ORIENTATION; STRATEGY; PRODUCT; EXCHANGE; IMPACT	In this study, we examine the extent to which foreign subsidiaries are responsible for the development and implementation of marketing activities, as compared with these activities being controlled by headquarters. We propose and test a model of conditions that affect such headquarters and subsidiary roles, and explore the extent to which the alignment of these roles with certain conditions is associated with product performance. Our findings suggest that the more closely headquarters and subsidiary roles in marketing activities are aligned with relational, industry, and market conditions, the greater market share tends to be.	Winthrop Univ, Coll Business Adm, Management & Mkt Dept, Rock Hill, SC 29733 USA; Univ S Carolina, Moore Sch Business, Columbia, SC 29208 USA	Hewett, K, Winthrop Univ, Coll Business Adm, Management & Mkt Dept, 324 Thurmond Hall, Rock Hill, SC 29733 USA		*AM CORP FAM INT A, 1998, AM CORP FAM INT AFF; *INT DIR CORP AFF, 1997, INT DIR CORP AFF COR; ANDERSON JC, 1987, MANAGE SCI, V33, P525; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMINE LS, 1986, INT BUSINESS MIDDLE, P163; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ASTLEY WG, 1990, ORGAN STUD, V11, P481; BAALBAKI IB, 1993, INT MARKET REV, V10, P19; BARTLETT CA, 1991, MANAGING ACROSS BORD; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BOLLEN K, 1993, TESTING STRUCTURAL E; CAVUSGIL ST, 1993, J INT BUS STUD, V24, P479; DILLMAN DA, 1978, MAIL TELEPHONE SURVE; DIMAGGIO PJ, 1991, NEW I ORG ANAL, P63; DONEY PM, 1997, J MARKETING, V61, P35; DOTY DH, 1993, ACAD MANAGE J, V36, P1196; DOUGLAS SP, 1977, J MARKETING, V41, P46; DRAZIN R, 1985, ADM SCI Q, V30, P514; FORNELL C, 1981, J MARKETING RES, V18, P39; FROST TS, 2002, STRATEGIC MANAGE J, V23, P997; GARNIER GH, 1982, ACAD MANAGE J, V25, P893; GERBING DW, 1988, J MARKETING RES, V25, P186; GERBING DW, 1993, TESTING STRUCTURAL E, P40; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507; GUNDLACH GT, 1994, J MARKETING RES, V31, P516; GUPTA AK, 1986, J MARKETING, V50, P7; HITE R, 1988, J ADVERTISING RES, V28, P9; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JAIN SC, 1989, J MARKETING, V53, P70; JAWORSKI BJ, 1993, J MARKETING, V57, P53; KIM K, 2003, J INT BUS STUD, V34, P327; KIRPALINI VH, 1988, INT J ADVERTISING, V7, P323; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOHLI AK, 1990, J MARKETING, V54, P1; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LAROCHE M, 2001, J INT BUS STUD, V32, P249; MASON CH, 1991, J MARKETING RES, V28, P268; MENON A, 1997, J ACAD MARKET SCI, V25, P187; MOLM LD, 1994, SOC PSYCHOL QUART, V57, P163; MOORMAN C, 1997, J MARKETING RES, V34, P91; MUELLER B, 1991, INT MARKET REV, V8, P7; NETER J, 1990, APPL LINEAR STAT MOD; NOHRIA N, 1997, DIFFERENTIATED NETWO; NORBURN D, 1990, J INT BUS STUD, V21, P451; PAPPAVASSILOU N, 1997, EUR J MARKETING, V31, P504; PETER JP, 1979, J MARKETING RES, V16, P6; PICARD J, 1998, J GLOB MARK, V12, P5; QUELCH JA, 1986, HARVARD BUS REV, V64, P59; QUESTER PG, 1996, INT BUSINESS REV, V5, P395; RAU PA, 1987, INT MARKET REV, V4, P18; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1992, J BUS RES, V25, P277; ROTH MS, 1995, J ADVERTISING, V24, P55; ROTH MS, 1995, J MARKETING RES, V32, P163; RUSBULT CE, 1996, SOCIAL PSYCHOL HDB B, P564; SAMIEE S, 1992, J MARKETING, V56, P1; SCHERER FM, 1980, IND MARKET STRUCTURE; SCHIFFMAN LG, 1981, J INT BUS STUD, V12, P137; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SCOTT WR, 1991, NEW I ORG MARKETS; SCOTT WR, 2001, I ORG, P143; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; SHARMA S, 1996, APPL MULTIVARIATE TE; SLATER SF, 1994, J MARKETING, V58, P46; SMITH PM, 1997, J BUS RES, V39, P39; SONG XM, 1997, J PROD INNOVAT MANAG, V14, P35; SZYMANSKI DM, 1993, J MARKETING, V57, P1; TAYEB M, 1994, ORGAN STUD, V15, P429; TOLBERT PS, 1983, ADMIN SCI QUART, V28, P22; TSE DK, 1988, J MARKETING, V52, P81; VENKATRAMAN N, 1990, J MANAGE, V16, P783; WEISS AM, 1993, J MARKETING RES, V30, P220; WESTNEY E, 1993, ORG THEORY MULTINATI, P53; ZOU SM, 2002, J MARKETING, V66, P40; ZUCKER LG, 1987, ANNU REV SOCIOL, V13, P443	77	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				567	585			19	Business; Management	755EJ	ISI:000187390500008
J	Minbaeva, D; Pedersen, T; Bjorkman, I; Fey, CF; Park, HJ			MNC knowledge transfer, subsidiary absorptive capacity, and HRM	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge transfer; absorptive capacity; HRM	HUMAN-RESOURCE MANAGEMENT; INTERNATIONAL-JOINT-VENTURES; ORGANIZATIONAL PERFORMANCE; MULTINATIONAL-CORPORATIONS; MANUFACTURING PERFORMANCE; PRODUCTIVITY; MOTIVATION; SYSTEMS; IMPACT; PERSPECTIVE	Based on a sample of 169 subsidiaries of multinational corporations (MNCs) operating in the USA, Russia, and Finland, this paper investigates the relationship between MNC subsidiary human resource management (HRM) practices, absorptive capacity, and knowledge transfer. First, we examine the relationship between the application of specific HRM practices and the level of the absorptive capacity. Second, we suggest that absorptive capacity should be conceptualized as being comprised of both employees' ability and motivation. Further, results indicate that both ability and motivation (absorptive capacity) are needed to facilitate the transfer of knowledge from other parts of the MNC.	Copenhagen Sch Econ & Business Adm, Dept Int Econ & Managment, DK-2000 Copenhagen, Denmark; Swedish Sch Econ & Business Adm, Helsinki, Finland; Stockholm Sch Econ, S-11383 Stockholm, Sweden; Stockholm Sch Econ, St Petersburg, Russia; Cornell Univ, Ithaca, NY 14853 USA	Pedersen, T, Copenhagen Sch Econ & Business Adm, Dept Int Econ & Managment, Howitzvej 60,2th, DK-2000 Copenhagen, Denmark		ARGOTE L, 1999, ORG LEARNING CREATIN; ARTHUR JB, 1994, ACAD MANAGE J, V37, P670; BALDWIN AL, 1959, TALENT SOC; BALDWIN TT, 1991, PERS PSYCHOL, V44, P51; BARTLETT C, 1989, MANAGING BORDERS; BECKER B, 1996, ACAD MANAGE J, V39, P779; BECKER BE, 1998, RES PERS H, V16, P53; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BONACHE J, 2001, THUNDERBIRD INT BUSI, V43, P143; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAVENPORT T, 1998, WORKING KNOWLEDGE OR; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DELERY JE, 1996, ACAD MANAGE J, V39, P802; DOWNES M, 2000, J MANAGERIAL ISSUES, V12, P131; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; FLEISHMAN EA, 1958, J EXP PSYCHOL, V56, P78; FOSS N, 2002, J INT MANAGEMENT, V8, P49; FRENCH E, 1957, AM PSYCHOL, V12, P399; GARDNER TM, 2001, WORKING PAPER CTR AD; GHOSHAL S, 1988, J INT BUS STUD, V19, P365; GUEST D, 1997, INT J HUM RESOUR MAN, V8, P263; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HAIR JF, 1995, MULTIVARIATE DATA AN; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEIDER F, 1958, PSYCHOL INTERPERSONA; HOLM UIF, 2000, EMERGENCE IMPACT MNC; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; ICHNIOWSKI C, 1997, AM ECON REV, V87, P291; INKPEN AC, 1998, ACAD MANAGEMENT EXEC, V12, P69; KIM L, 2001, KNOWLEDGE EMERGENCE, P270; KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335; KOGUT B, 1988, J INT BUS STUD, V19, P411; LADO AA, 1994, ACAD MANAGE REV, V19, P699; LANE PJ, 1998, STRATEGIC MANAGE J, V19, P461; LANE PJ, 2001, STRATEGIC MANAGE J, V22, P1139; LEPAK DP, 1999, ACAD MANAGE REV, V24, P31; LYLES MA, 1996, J INT BUS STUD, V27, P877; MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197; OREILLY CA, 1994, ADMIN SCI QUART, V39, P603; PFEFFER I, 1994, COMPETITIVE ADV PEOP; PFEFFER J, 1998, HUMAN EQUATION BUILD; PODSAKOFF PM, 1986, J MANAGE, V12, P531; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; VROOM V, 1964, WORK MOTIVATION; WRIGHT PM, 1998, CTR ADV HUM RES STUD; ZAHRA SA, 2002, ACAD MANAGE REV, V27, P185; ZANDER U, 1991, THESIS I INT BUSINES	48	21	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	NOV	2003	34	6				586	599			14	Business; Management	755EJ	ISI:000187390500009
J	Agmon, T			Who gets what: the MNE, the national state and the distributional effects of globalization	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	globalization; negotiation between a state and an MNE; bargaining games with incomplete information		Globalization is the outcome of the interface between national states and MNEs. It is a negotiated solution rather than perfect market equilibrium. Even in a global liberalized world, national states are trying to generate as much welfare for their residents as they can, while MNEs try to maximize their value. This creates a bargaining situation. A stylized game theory model is presented and discussed, in order to gain insights into the income distributional effects of the globalization process. Two important features of the model are: (a) that there is a need for a carefully spelt out strategy, and (b) that optimal solutions depend on an ability to identify the elements of the bargaining where the opportunity cost is low. A case study of the negotiation between the State of Israel and Intel is presented as an illustration for this general model.	Coll Management, Sch Business Adm, Rishon Le Zion, Israel	Agmon, T, Coll Management, Sch Business Adm, Rishon Le Zion, Israel		BRAUNERHJELM P, 1998, GEOGRAPHY MULTINATIO; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; DUNNING JH, 1988, EXPLAINING INT PRODU; EDEN L, 2001, J INT BUS STUD, V32, P383; GARDNER R, 1995, GAMES BUSINESS EC; HARGRAVE SPH, 1995, GAME THEORY CRITICAL; HARSANYI JC, 1972, MANAGE SCI, V18, P80; HELPMAN E, 1997, ADV EC ECONOMETRICS, V1, P19; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD; KOBRIN SJ, 2001, SOVEREIGNITY BAY GLO; KRUGMAN P, 1993, FINANCE DEV ISSUES E; SACHS J, 2001, NBER WORKING PAPER, V8119; SELTEN R, 1988, MODELS STRATEGIC RAT; STOPFORD J, 1991, RIVAL STATES RIVAL F; VERNON R, 1971, SOVEREIGNITY BAY; VERNON R, 2001, J INT BUS STUD, V32, P509	16	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2003	34	5				416	427			12	Business; Management	725JH	ISI:000185540000002
J	Spencer, JW			Global gatekeeping, representation, and network structure: a longitudinal analysis of regional and global knowledge-diffusion networks	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	network analysis; innovation systems; knowledge diffusion	PANEL DISPLAY INDUSTRY; TECHNOLOGICAL-CHANGE; INNOVATION; SCIENCE; LOCALIZATION; COMMUNITIES; STRATEGIES; FIRMS	This paper argues that structural characteristics of knowledge-diffusion networks, such as density levels, centralization levels, and the presence of global knowledge brokers, contribute to the emergence of dominant designs and the competitiveness of countries' firms and industries. It further suggests that national institutional structures and firm-specific attributes influence the development of these knowledge-diffusion networks. Six propositions, developed from examination of one industry's networks and previous scholarly literature, specify these arguments.	George Washington Univ, Dept Int Business, Washington, DC 20052 USA	Spencer, JW, George Washington Univ, Dept Int Business, 2023 G St NW,Lisner Hall 230, Washington, DC 20052 USA		ALLEN RC, 1983, J ECON BEHAV ORGAN, V4, P1; ALLEN TJ, 1977, MANAGING FLOW TECHNO; ALMEIDA P, 1999, MANAGE SCI, V45, P905; ANDERSON P, 1990, ADMIN SCI QUART, V35, P604; APPLEYARD MM, 1996, STRATEGIC MANAGE J, V17, P137; ARTHUR WB, 1988, TECHNICAL CHANGE EC, P590; BARBER B, 1990, SOCIAL STUDIES SCI; BORGATTI SP, 1999, UCINET WINDOWS SOFTW; BORRUS M, 1994, J POLICY ANAL MANAG, V13, P21; BURT RS, 1992, STRUCTURAL HOLES SOC; CHESBROUGH HW, 1998, 98102 HARV BUS SCH; CHESBROUGH HW, 1999, IND CORP CHANGE, V8, P447; COCKBURN IM, 1998, J IND ECON, V46, P157; COHEN WM, 1989, ECON J, V99, P569; CRANE D, 1969, SOC PROBL, V16, P433; DEBACKERE K, 1994, R&D MANAGE, V24, P355; ERGAS H, 1987, TECHNOLOGY GLOBAL IN, P191; GARUD R, 2003, RES POLICY, V32, P277; GORT M, 1982, ECON J, V92, P630; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; JAFFE AB, 1993, Q J ECON, V108, P577; JOVANOVIC B, 1994, J POLIT ECON, V102, P322; KIM L, 1993, NATL INNOVATION SYST, P357; KNOKE D, 1982, NETWORK ANAL; KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33; LENWAY SA, 1996, PERSONAL INTERVIEW M; LIEVROUW LA, 1989, COMMUN RES, V16, P615; MEZIAS SJ, 2000, J BUSINESS VENTURING, V16, P209; MOWERY DC, 1998, PATHS INNOVATION TEC; MURMANN JP, 2001, J EVOL ECON, V11, P177; MURTHA TP, 1996, ADV STRATEG MANAGE, V13, P247; MURTHA TP, 2001, MANAGING NEW IND CRE; NELSON RR, 1990, RES POLICY, V19, P193; NELSON RR, 1993, NATL INNOVATION SYST, P3; PODOLNY JM, 1995, AM J SOCIOL, V100, P1224; PORTER M, 1990, COMPETITIVE ADV NATI; RAPPA MA, 1992, R&D MANAGE, V22, P209; RYBAK JP, 1994, POPULAR ELECT, V11, P36; SANGER DE, 1990, NY TIMES        1216, P1; SCHOTT T, 1988, SOC SCI RES, V17, P219; SPENCER JW, IN PRESS ACAD MANAGE; SPENCER JW, 2001, ACAD MANAGE J, V44, P432; SPENCER JW, 2002, ANN M AC MAN AUG 200; SPENCER JW, 2003, STRATEGIC MANAGE J, V24, P217; TUSHMAN ML, 1992, RES ORGAN BEHAV, V14, P311; UTTERBACK JM, 1993, RES POLICY, V22, P1; UTTERBACK JM, 1994, MASTERING DYNAMICS I; VANDEVEN AH, 1993, J ENG TECHNOL MANAGE, V10, P23; WADE J, 1996, ACAD MANAGE J, V39, P1218; WASSERMAN S, 1994, SOCIAL NETWORK ANAL; WIARDA HJ, 1997, CORPORATISM COMP POL; ZUCKERMAN H, 1978, SOCIOL INQ, V48, P65	52	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2003	34	5				428	442			15	Business; Management	725JH	ISI:000185540000003
J	Benito, GRG; Grogaard, B; Narula, R			Environmental influences on MNE subsidiary roles: economic integration and the Nordic countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	subsidiary roles; regional integration; foreign direct investment; Nordic countries	FOREIGN DIRECT-INVESTMENT; RESEARCH-AND-DEVELOPMENT; MULTINATIONAL SUBSIDIARY; LOCATIONAL DETERMINANTS; EUROPEAN-COMMUNITY; REGIONALISM; MANDATES; FIRMS	We seek to examine the importance of environmental factors in determining MNE subsidiary roles. In particular, we examine the environmental factors associated with 'deep' integration schemes such as the EU. Such schemes require a convergence of economic structure, due to the establishment of common regional institutions, regulations and policies. Specifically, we distinguish between the scope of activities performed by subsidiaries, and the level of competence of those subsidiaries. The empirical analysis is based on a large-scale survey of foreign-owned units in Denmark, Finland and Norway. These Nordic countries differ with regard to their EU-membership status Norway being the 'outsider', while the others are members-but are very similar to each other in most other respects. Our data show that subsidiaries in Norway report significantly lower scores for both scope of activities and levels of competence. The effects remain strong even when we are controlling for other potentially influential factors. The findings indicate that being on the 'outside' of the EU may indeed carry the price of becoming less attractive to MNE activity.	Norwegian Sch Management Bl, Dept Strategy, N-1302 Sandvika, Norway; Copenhagen Sch Econ & Business Adm, DK-2000 Frederiksberg, Denmark	Benito, GRG, Norwegian Sch Management Bl, Dept Strategy, Elias Smiths Vei 15, N-1302 Sandvika, Norway		*OECD, 2000, EC SURV NORW; AGARWAL JP, 1997, NATL I ECON REV, V160, P100; ALMOR T, 1995, J INT BUS STUD, V26, P223; ANDERSSON U, 2000, MANAGE INT REV, V40, P329; ANDERSSON U, 2001, ORGAN STUD, V22, P1013; BALASUBRAMANYAM VN, 1992, J COMMON MARK STUD, V30, P175; BALDWIN RE, 1995, HDB INT EC; BALDWIN RE, 1997, WORLD ECON, V20, P865; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BENITO GRG, 1997, APPL ECON, V29, P1365; BENITO GRG, 2000, EMERGENCE IMPACT MNC; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BIRKINSHAW J, 1998, MULTINATIONAL CORPOR; BIRKINSHAW J, 2000, J INT BUS STUD, V31, P141; CHESNAIS F, 2000, EUROPEAN INTEGRATION; CHIESA V, 1995, LONG RANGE PLANN, V28, P19; CULEM CG, 1988, EUROPEAN EC REV, V32, P885; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DELANY E, 2000, LONG RANGE PLANN, V33, P220; DICKEN P, 1998, GLOBAL SHIFT TRANSFO; DUNNE AL, 1997, AIDS, V11, P2; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1997, J COMMON MARK STUD, V35, P1; EDEN L, 2001, CHALLENGE INT BUSINE; ELIASSEN KA, 2001, EUROPEAN UNION NEW R; FORSGREN M, 1998, MULTINATIONAL CORPOR; FRATOCCHI L, 1998, MULTINATIONAL CORPOR; FURU P, 2001, SCANDINAVIAN J MANAG, V17, P133; GERYBADZE A, 1999, RES POLICY, V28, P151; HOLM U, 2000, EMERGENCE IMPACT MNR; JACKSON S, 1996, AUSTR J MANAGEMENT, V21, P113; KRAVIS IB, 1982, J INT ECON, V12, P201; KVINGE T, 2001, 92001 U OSL CTR TECH; LORENZONI G, 1995, CALIF MANAGE REV, V37, P146; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MARIANI M, 1999, NEXT PRODUCTION TECH, P99; MARIOTTI S, 2001, ENTREP REGION DEV, V13, P65; MOTTA M, 1996, INT ECON REV, V37, P757; MUDAMBI R, 1995, MANAGERIAL DECISION, V16, P249; NARULA R, 2002, RES POLICY, V31, P795; NARULA R, 2003, TRADE REGIONAL INTEG; NEVEN D, 1993, OXFORD REV ECON POL, V9, P72; NYGAARD A, 1992, SCANDINAVIAN J MANAG, V8, P3; OXELHEIM L, 1994, MANAGE INT REV, V34, P331; PAIN N, 1997, NATL I ECON REV, V160, P87; PEARCE RD, 1999, RES POLICY, V28, P157; POYNTER TA, 1982, BUSINESS Q, V47, P54; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROTH K, 1992, J INT BUS STUD, V23, P715; SURLEMONT B, 1998, MULTINATIONAL CORPOR; VERNON R, 1996, WORLD ECON, V19, P621; VEUGELERS R, 1991, KYKLOS, V44, P363; YANNOPOULOS GN, 1990, J COMMON MARK STUD, V28, P235	57	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2003	34	5				443	456			14	Business; Management	725JH	ISI:000185540000004
J	Ojah, K; Monplaisir, L			Investors' valuation of global product design and development	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	global product design and development; investors' valuation; strategic initiative; multinationalism; IT/IS infrastructure; strategic alliance	STOCK MARKETS VALUATION; R-AND-D; INNOVATION; DIVERSIFICATION; INFORMATION; COMPETITION; PERFORMANCE; BENEFITS; COSTS; FIRM	Stock price responses to 170 announcements about global product design and development (GPDD) by NYSE, AMEX, and Nasdaq firms are significantly positive. This indicates that GPDD, which is fast becoming a strategic initiative of choice for multinational firms in the face of globalization and short time-to-market, is value-enhancing. The value enhancement is strong when announcing firms have a high level of information technology/systems infrastructure and a wide geographical spread of operation, and respond aggressively to their peers' strategic initiatives. Further, cross-sectional analyses show that firms' product market structure, their peers' competitive strategy posture, and whether they produce a good or a service, jointly determine the variation of excess returns attributable to global product development.	Wayne State Univ, Dept Ind & Mfg Engn, Detroit, MI 48202 USA; United Arab Emirates Univ, Coll Business & Econ, Al Ain, U Arab Emirates	Monplaisir, L, Wayne State Univ, Dept Ind & Mfg Engn, 4815 4th St, Detroit, MI 48202 USA		BARBER BM, 1993, J FINANC QUANT ANAL, V28, P273; BAYUS BL, 1997, J PROD INNOVAT MANAG, V14, P485; BHATTACHARYA S, 1983, REV ECON STUD, V50, P259; BOEHMER E, 1991, J FINANC ECON, V30, P253; BROWN SJ, 1980, J FINANC ECON, V8, P205; BULOW JI, 1985, J POLIT ECON, V93, P488; CHAN SH, 1990, J FINANC ECON, V26, P255; CHRYSSOCHOIDIS GM, 2000, J PROD INNOVAT MANAG, V17, P268; CLARK KB, 1993, MANAGING NEW PRODUCT; COCKBURN I, 1988, AM ECON REV, V78, P419; COHEN WM, 1989, HDB IND ORG, V2, P1059; CRUTCHLEY CE, 1991, FINANC MANAGE, V20, P22; DOUKAS J, 1988, J FINANC, V43, P1161; DOUKAS J, 1992, J ECON BUS, V44, P95; ERRUNZA V, 1982, J FINANC, V36, P401; ERRUNZA VR, 1984, J FINANC, V39, P727; FATEMI AM, 1984, J FINANC, V39, P1325; FRIED L, 1993, INFORMATION SYSTEMS, V10, P7; IRANI Z, 1997, TECHNOVATION, V17, P695; KAMIEN MI, 1978, REV ECON STUD, V45, P547; KELM KM, 1995, ACAD MANAGE J, V38, P770; KESSLER EH, 2000, J ENG TECHNOL MANAGE, V17, P59; LAWLESS MW, 1990, J PROD INNOVAT MANAG, V7, P35; LEE I, 1990, FINANCIAL REV, V25, P641; LEE J, 2001, 10 ANN IND ENG C P D; LUMMER SL, 1990, PACIFIC BASIN CAPITA, P531; MCCONNELL JJ, 1985, J FINANC ECON, V14, P399; MILGROM P, 1990, ECONOMETRICA, V58, P1255; MILLER MH, 1985, J FINANC, V40, P1031; MONPLAISIR L, 2002, COLLABORATIVE ENG PR; MORCK R, 1991, J BUS, V64, P165; OHMAE K, 1989, HARVARD BUS REV, V67, P143; OJAH K, 1997, FINANCIAL REV, V32, P477; PETERSON PP, 1989, Q J BUSINESS EC, V28, P36; QUINN JB, 1996, SLOAN MANAGE REV, V37, P11; ROSS SA, 1977, BELL J ECON, V8, P23; ROTEMBERG JJ, 1990, REV FINANC STUD, V3, P367; SCHERER FM, 1980, IND MARKET STRUCTURE; SCHMALENSEE R, 1987, J ECON PERSPECT, V1, P41; SPENCE AM, 1984, ECONOMETRICA, V52, P101; SUNDARAM AK, 1996, J FINANC ECON, V40, P459; TIROLE J, 1988, THEORY IND ORG; ULRICH KT, 2000, PRODUCT DESIGN DEV	43	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2003	34	5				457	472			16	Business; Management	725JH	ISI:000185540000005
J	Brown, JR; Dev, CS; Zhou, Z			Broadening the foreign market entry mode decision: separating ownership and control	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign market entry; competitive advantages; ownership; control	TRANSACTION-COST-ANALYSIS; RESOURCE-BASED THEORY; SERVICE FIRMS; COMPETITIVE ADVANTAGE; CHANNEL INTEGRATION; HOTEL SECTOR; CHOICE; PERFORMANCE; PERSPECTIVE; STRATEGIES	This paper argues that the ownership and control dimensions of foreign market entry mode choice should be separated, and that foreign market entry mode decisions should be expanded to business activities beyond production and distribution. Empirical results from the global hotel industry indicate that the transferability of the entrant's competitive advantages, the local market's absorptive capacity, and the availability of trustworthy local partners differentially affect the ownership and control dimensions of the entry mode decision.	Virginia Tech, RB Pamplin Coll Business, Dept Mkt, Blacksburg, VA 24061 USA; Cornell Univ, Sch Hotel Adm, Ithaca, NY USA; Univ Hong Kong, Sch Business, Pokfulam, Hong Kong, Peoples R China	Brown, JR, Virginia Tech, RB Pamplin Coll Business, Dept Mkt, 0236, Blacksburg, VA 24061 USA		ACHROL RS, 1997, J ACAD MARKET SCI, V25, P56; ANDERSEN O, 1997, MANAGE INT REV, V37, P27; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P71; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AULAKH PS, 1997, J INT BUS STUD, V28, P145; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BARNEY J, 1991, J MANAGE, V17, P99; BARNEY JB, 1986, MANAGE SCI, V32, P1231; BARTLETT CA, 1998, MANAGING BORDERS TRA; BELLO DC, 1997, J MARKETING, V61, P22; BHARADWAJ SG, 1993, J MARKETING, V57, P83; BRADLEY F, 2000, J INT MARKETING, V8, P12; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; BURGEL O, 2000, J INT MARKETING, V8, P33; CHANDLER GN, 1994, J BUS VENTURING, V9, P331; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CONNER KR, 1991, J MANAGE, V17, P121; CONNER KR, 1996, ORGAN SCI, V7, P477; CONTRACTOR FJ, 1998, J INT BUS STUD, V29, P325; CONTRACTOR FJ, 1998, J INT MARKETING, V6, P28; DAY GS, 1988, J MARKETING, V52, P1; DUNNING JH, 1981, MANAGERIAL DECISION, V2, P197; EKELEDO I, 1998, J ACAD MARKET SCI, V26, P274; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 2002, J INT BUS STUD, V33, P223; GATIGNON H, 1990, J MARKETING RES, V27, P390; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; KEEGAN WJ, 2002, GLOBAL MARKETING MAN; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN S, 1990, J MARKETING RES, V27, P196; KOGUT B, 1992, ORGAN SCI, V3, P383; LEHMANN DR, 1989, MARKET RES ANAL; LUO Y, 1999, ENTRY COOPERATIVE ST; LUO YD, 2001, J MANAGE STUD, V38, P443; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; NARVER JC, 1990, J MARKETING, V54, P20; OLSEN M, 1998, STRATEGIC MANAGEMENT; PAN YG, 2000, J INT BUS STUD, V31, P535; PHILLIPS LW, 1981, J MARKETING RES, V18, P395; POLANYI M, 1966, TACIT DIMENSION; SHARMA S, 1996, APPL MULTIVARIATE TE; STERN LW, 1989, MANAGEMENT MARKETING; TEECE DJ, 1980, J ECON BEHAV ORGAN, V1, P223; WALKER OC, 1997, J ACAD MARKET SCI, V25, P75; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171	47	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	SEP	2003	34	5				473	488			16	Business; Management	725JH	ISI:000185540000006
J	Sethi, D; Guisinger, SE; Phelan, SE; Berg, DM			Trends in foreign direct investment flows: a theoretical and empirical analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investment (FDI); MNE strategy; institutional incentives	FIRM; GLOBALIZATION; DETERMINANTS; ECONOMICS; COUNTRIES; POLICY; CYCLE	This paper seeks to provide a rationale for changing trends in the flow and determinants of foreign direct investment (FDI) as a result of macro-economic and firm strategy considerations. We identify several factors that impact on such trends, and develop propositions that could explain the phenomenon generically. The study then provides preliminary empirical support for the propositions presented, and outlines the path for further research needed to investigate more causal links. The statistical analysis of investments by US multinational enterprises (MNEs) reveals significant changes in the regional distribution of FDI, and a change in some of its traditional determinants. Results show that US MNEs are now making increasing investments into Asia to exploit low wage levels and to secure entry into new markets.	Oakland Univ, Sch Business Adm, Rochester, MI 48309 USA; Univ Texas, Sch Management, Dallas, TX 75230 USA; Univ Wisconsin, Sch Business Adm, Milwaukee, WI 53201 USA	Sethi, D, Oakland Univ, Sch Business Adm, 348 Elliott Hall, Rochester, MI 48309 USA		1996, FINANCIAL ANAL J NOV, P30; *BEA, 2000, INT ACC DAT; *UN, 1998, 199 UN; *UNCTAD, 1997, 199 UNCTAD; *WORLD BANK, 2001, WORLD DEV IND 2001; ALIBER RZ, 1971, MULTINATIONAL ENTERP; BARTLETT CA, 1989, MANAGING BORDERS TRA; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAVES RE, 1971, ECONOMICA, V38, P1; CONNER KR, 1991, J MANAGE, V17, P121; CONTRACTOR F, 1991, UNCTC CURRENT SERI A, V21; DICKEN P, 1992, REG STUD, V26, P99; DUNNING JH, 1971, AM INVERSTMENT BRIT; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1981, WELTWIRTSCHAFTLICHES, V117, P30; DUNNING JH, 1986, WELTWIRTSCHAFTLICHES, V122, P667; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1996, FOREIGN DIRECT INVES; DUNNING JH, 1998, J INT BUS STUD, V29, P45; FREEMAN JH, 1978, UNIT ANAL ORG RES; GUISINGER S, 1995, INT J EC BUSINESS, V8, P257; HENNART JF, 1982, THEORY MULTINATIONAL; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HYMER SH, 1960, THESIS; IVERSEN C, 1935, ASPECTS INT CAPITAL; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KNICKERBOCKER FT, 1973, OLIGPOLISTIC REACTIO; KOBRIN SJ, 1976, J INT BUS STUD, V7, P29; KOGUT B, 1983, MULTINATIONAL CORPOR; LALL S, 1980, OXFORD ECON PAP, V32, P102; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LI JT, 1992, J INT BUS STUD, V23, P675; LOREE DW, 1995, J INT BUS STUD, V26, P281; MUDAMBI R, 1999, INT J EC BUSINESS, V6, P65; NARULA R, 1996, MULTINATIONAL INVEST; NELSON R, 1982, EVOLUTIONARY THEORY; NIGH D, 1985, J INT BUSINESS STUDI, V16; NORTH DC, 1991, I I CHANGE EC PERFOR; OLIBE KO, 1997, J PUBLIC BUDGETING A, V9, P331; OZAWA T, 1992, TRANSNATIONAL CORPOR, V1, P27; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PUGEL TA, 1981, MANAGERIAL DECISION, V2, P220; REUBER GL, 1973, PRIVATE FOREIGN INVE; ROOT F, 1978, J INT BUS STUD, V9, P81; RUGMAN AM, 1979, INT DIVERSIFICATION; SETHI D, 2002, J INT MANAGEMENT, V8, P223; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; TOLENTINO PE, 1992, TECHNOLOGY INNOVATIO; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1973, SOVEREIGNTY BAY; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLIAMSON OE, 1985, EC I CAPITALISM	52	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				315	326			12	Business; Management	702DK	ISI:000184209800001
J	Kim, K; Park, JH; Prescott, JE			The global integration of business functions: a study of multinational businesses in integrated global industries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	global integration; business functions; integrated global industries; business performance	RESEARCH-AND-DEVELOPMENT; ADMINISTRATIVE MECHANISMS; PERFORMANCE IMPLICATIONS; STRATEGY IMPLEMENTATION; MARKETING ACTIVITIES; ORGANIZATION DESIGN; KNOWLEDGE FLOWS; UNIT LEVEL; CORPORATIONS; COORDINATION	The way that multinational businesses in integrated global industries coordinate and control R&D, manufacturing, and marketing functions across borders has significant implications for performance. We propose that, in such global industries, certain integrating modes will be more effective than others in integrating a function globally. We show that each function has a different combination of effective integrating modes. For global R&D integration, people-based and information-based modes are more effective than formalization-based and centralization-based modes. For manufacturing, people, information, and formalization are more effective than centralization. With respect to marketing, information and centralization are more effective than people and formalization. We also demonstrate that the co-alignment between actual and ideal profiles (configurations or patterns) of integrating modes results in superior performance. Our results reveal that people-based and information-based modes are generally more effective than formalization-based and centralization-based modes in coordinating and controlling business functions worldwide.	Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA; Konkuk Univ, Coll Med, Seoul, South Korea; Ewha Womans Univ, Coll Business, Seoul, South Korea	Prescott, JE, Univ Pittsburgh, Katz Grad Sch Business, 246 Mervis Hall, Pittsburgh, PA 15260 USA		BALIGA BR, 1984, J INT BUS STUD, V15, P25; BARTLETT C, 1989, MANAGING BORDERS TRA; BIRKINSHAW J, 1995, STRATEGIC MANAGE J, V16, P637; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BIRNBERG JG, 1988, ACCOUNT ORG SOC, V13, P447; BROCKHOFF KKL, 1996, IEEE T ENG MANAGE, V43, P33; CARPANO C, 1995, J INT MARKETING, V3, P9; CARPANO C, 1998, MULTINATIONAL BUSINE, V6, P36; CASSON M, 1993, R&D MANAGE, V23, P91; CHILD J, 1972, ADM SCI Q, V17, P163; CLARK K, 1985, RES POLICY, V4, P235; COURTRIGHT JA, 1989, ACAD MANAGE J, V32, P773; CRAY D, 1984, J INT BUS STUD, V15, P85; DAFT RL, 1998, ORG THEORY DESIGN; DEMEYER A, 1991, SLOAN MANAGE REV, V32, P49; DESS GG, 1990, J MANAGE, V16, P7; DETONI A, 1992, INT J OPER PROD MAN, V12, P7; DOTY DH, 1998, ORGAN RES METHODS, V1, P374; DOUGLAS TJ, 2001, ACAD MANAGE J, V44, P158; DOZ YL, 1981, SLOAN MANAGE REV, V23, P15; EDSTROM A, 1977, ADM SCI Q, V22, P248; EGELHOFF W, 1988, ORG MULTINATIONAL EN; FLAHERTY M, 1986, COMPETITION GLOBAL I; GALBRAITH J, 1973, DESIGNING COMPLEX OR, P83; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GOVINDARAJAN V, 1988, ACAD MANAGE J, V31, P828; GRESOV C, 1989, ADMIN SCI QUART, V34, P431; GRESOV C, 1997, ACAD MANAGE REV, V22, P403; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HANSEN MT, 1999, HARVARD BUS REV, V77, P106; HAYES R, 1988, DYNAMIC MANUFACTURIN; HITT MA, 1985, STRATEGIC MANAGE J, V6, P273; JAIN SC, 1989, J MARKETING, V53, P70; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; LAROCHE M, 2001, J INT BUS STUD, V32, P249; LAWRENCE PR, 1967, ADM SCI Q, V12, P1; LEWIN AY, 1994, ORGAN STUD, V15, P183; LEWIN AY, 1999, ORGAN SCI, V10, P519; MAKHIJA MV, 1997, J INT BUS STUD, V28, P679; MALNIGHT TW, 1995, STRATEGIC MANAGE J, V16, P119; MARCH J, 1958, ORGANIZATIONS; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; MARTINEZ JI, 1991, J INT BUS STUD, V22, P429; MASCARENHAS B, 1984, J INT BUS STUD, V15, P91; MILLER D, 1993, ACAD MANAGE REV, V18, P116; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; MYERS R, 1990, CLASSICAL MODERN REG; NEFF PJ, 1995, RES TECHNOL MANAGE, V38, P15; NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479; OUCHI WG, 1980, ADM SCI Q, V25, P129; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PORTER ME, 1986, COMPETITION GLOBAL I, P15; PRAHALAD C, 1975, THESIS HARVARD BUSIN; PRAHALAD C, 1987, MULTINATIONAL MISSIO; PRESCOTT JE, 1986, ACAD MANAGE J, V29, P329; ROTH K, 1991, J INT BUS STUD, V22, P369; SHI Y, 1998, J OPER MANAG, V16, P195; STOCK GN, 1996, IEEE T ENG MANAGE, V43, P56; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; THOMPSON J, 1967, ORG ACTION; VANDEVEN AH, 1985, RES ORGAN BEHAV, V7, P333; VENKATRAMAN N, 1987, J MANAGE, V13, P109; VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1; WIECHMANN U, 1974, COLUMBIA J WORLD BUS, V9, P7; YIP G, 1992, TOTAL GLOBAL STRATEG; YIP GS, 1997, J MARKETING MANAGEME, V13, P153	67	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				327	344			18	Business; Management	702DK	ISI:000184209800002
J	Capar, N; Kotabe, M			The relationship between international diversification and performance in service firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	international diversification; multinationality; service; performance	TRANSACTION-COST ANALYSIS; GLOBAL STRATEGIES; UNITED-STATES; MULTINATIONAL-ENTERPRISES; PRODUCT DIVERSIFICATION; ADVERTISING AGENCIES; PROFIT PERFORMANCE; COMPANIES; KNOWLEDGE; GLOBALIZATION	international diversification is a growth strategy that has a major potential impact on firm performance. The relationship between international diversification and firm performance has been extensively studied in the international strategy literature. A major gap in the literature has been the non-existence of studies that have examined the effect of international diversification on performance in service firms. Previous studies that have tested the international diversification-performance relationship were based on samples of manufacturing firms. We argue that the form of the relationship between multinationality and performance is different in service firms. We provide a theoretical argument for this claim and hypothesize that there is a U-shaped curvilinear relationship between multinationality and performance in service firms. Our sample consists of 81 major German service firms, spanning across four industries. Results show that there is support for a U-shaped curvilinear relationship. Based on the findings, implications and directions for future research are provided.	Temple Univ, Inst Global Management Studies, Fox Sch Business & Management, Philadelphia, PA 19122 USA; Florida State Univ, Dept Management, Tallahassee, FL 32306 USA	Kotabe, M, Washburn Chair Int Business, 349G Speakman Hall,006-00, Philadelphia, PA 19122 USA		2002, HANDELSBLATT    0925; ANDERSON JC, 1995, HARVARD BUS REV, V73, P75; ANNAVARJULA M, 2000, INT J ORG ANAL, V8, P48; ANSOFF IH, 1965, CORPORATE STRATEGY A; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BERTHON P, 1999, J INT MARKETING, V7, P84; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25; CAMPBELL AJ, 1994, LONG RANGE PLANN, V27, P95; CARMEN JM, 1980, STRATEGIC MANAGEMENT, V1, P7; CAVES RE, 1982, MULTINATIONAL ENTERP; CHANDLER AD, 1962, STRATEGY STRUCTURE C; DANIELS JD, 1989, MANAGE INT REV, V29, P46; DAVIDSON WH, 1983, J BUS RES, V11, P439; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P711; DUNNING JH, 1989, TRANSNATIONAL CORPOR; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; ERRAMILLI MK, 1990, INT MARKET REV, V7, P50; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FEKETEKUTY G, 1988, INT TRADE SERVICES; FRANKO LG, 1976, EUROPEAN MULTINATION; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GERINGER JM, 2000, STRATEGIC MANAGE J, V21, P51; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GOMES L, 1999, J INT BUS STUD, V30, P173; GRANT RM, 1987, J INT BUS STUD, V18, P79; GUILE BR, 1988, TECHNOLOGY SERVICES, P1; HAAR J, 1989, MANAGE INT REV, V29, P5; HABIB MM, 1991, STRATEGIC MANAGE J, V12, P589; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HITT MA, 1994, J MANAGE, V20, P297; HITT MA, 1997, ACAD MANAGE J, V40, P767; HYMER SH, 1976, STUDY DIRECT FOREIGN; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KATRISHEN FA, 1998, J INT BUS STUD, V29, P305; KIM WC, 1989, STRATEGIC MANAGE J, V10, P45; KIM WC, 1993, STRATEGIC MANAGE J, V14, P275; KNIGHT G, 1999, J SERVICES MARKETING, V13, P347; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1985, SLOAN MANAGE REV, V27, P27; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOTABE M, 1992, J INT BUS STUD, V23, P637; KOTABE M, 1998, J INT MARKETING, V6, P10; KOTABE M, 2002, J INT BUS STUD, V33, P79; KUMAR MS, 1984, GROWTH ACQUISITION I; LI JT, 1992, J INT BUS STUD, V23, P675; LOVELOCK CH, 1992, MANAGING SERVICES MA; LOVELOCK CH, 1996, CALIF MANAGE REV, V38, P64; MATHE H, 1994, LONG RANGE PLANN, V27, P36; MELIN L, 1992, STRATEGIC MANAGE J, V13, P99; MURRAY JY, 1999, STRATEGIC MANAGE J, V20, P791; PAPADOPOULOS N, 1988, INT MARKET REV, V5, P38; PATTERSON PG, 1995, J INT MARKETING, V3, P57; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; REARDEN JR, 1996, J PROFESSIONAL SERVI, V15, P31; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; STOPFORD JM, 1972, MANAGING MULTINATION; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; WEINSTEIN AK, 1977, J INT BUS STUD, V8, P83; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; ZEITHAML VA, 1985, J MARKETING, V49, P33	71	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				345	355			11	Business; Management	702DK	ISI:000184209800003
J	Martin, X; Salomon, R			Knowledge transfer capacity and its implications for the theory of the multinational corporation.	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	knowledge transfer capacity; technological capability; tacitness; theory of the multinational corporation; entry mode; international corporate expansion	FOREIGN DIRECT-INVESTMENT; ENTRY MODE CHOICE; MARKET FAILURE; KNOW-HOW; INTERNATIONAL EXPANSION; COMPETITIVE ADVANTAGE; STRATEGIC ALLIANCES; TECHNOLOGY-TRANSFER; OWNED SUBSIDIARY; EMPIRICAL-TEST	This study updates and extends research on foreign entry modes by examining the impacts of knowledge transfer capacity and knowledge tacitness. Research on international corporate expansion has long emphasized that deploying intangible knowledge-based assets is required for successful international expansion. More recently,. research from a 'knowledge-based' perspective has addressed the role of tacitness in constraining a firm's ability to transfer knowledge internationally. We combine these perspectives to describe how knowledge tacitness affects the relative suitability of four archetypal entry modes: exporting, licensing, establishing an alliance, and wholly owned entry. We then examine and develop conceptually a seldom-studied firm characteristic, knowledge transfer capacity. We offer predictions that describe the combined effects of knowledge tacitness and transfer capacity on entry mode choice. We distinguish between the transfer capacity of the organization that develops knowledge (source transfer capacity) and that of the organization that seeks to access that knowledge (recipient transfer capacity). The discussion addresses how our model generalizes to knowledge-seeking strategies and to the study of ongoing multinational networks. The study enriches and reconciles multiple theoretical perspectives on entry strategy. It brings together the study of knowledge characteristics and firm heterogeneity in the theory of the multinational corporation, and in international and strategic management more generally.	Tilburg Univ, Fac Econ & Business Adm, NL-5000 LE Tilburg, Netherlands; NYU, Stern Sch Business, New York, NY USA; Univ So Calif, Marshall Sch Business, Los Angeles, CA USA	Martin, X, Tilburg Univ, Fac Econ & Business Adm, POB 90153, NL-5000 LE Tilburg, Netherlands		AGMON T, 1979, OXFORD B ECON STAT, V41, P333; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; ALMEIDA P, 2002, ORGAN SCI, V13, P147; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ARGOTE L, 1999, ORG LEARNING CREATIN; ARORA A, 2000, J INT BUS STUD, V31, P555; ARROW K, 1969, AM ECON REV, V59, P29; BARTLETT C, 1989, MANAGING BORDERS TRA; BIRKINSHAW J, 1998, ACAD MANAGE REV, V23, P773; BUCKLEY P, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CAPRON L, 1998, STRATEGIC MANAGE J, V19, P631; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1996, MULTINATIONAL ENTERP; COASE RH, 1937, ECONOMICA, V4, P386; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; COHEN WM, 2002, RES POLICY, V31, P1349; CONTRACTOR FJ, 1985, J INT BUS STUD, V16, P23; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; COWAN R, 1997, IND CORP CHANGE, V6, P595; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1993, MULTINATIONAL ENTERP; GALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GODKIN L, 1988, INT J TECHNOL MANAGE, V3, P587; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; GUPTA AK, 2000, STRATEGIC MANAGE J, V21, P473; HENNART JF, 1993, ORGAN SCI, V4, P529; HIRSCH S, 1976, OXF EC PAP, V28, P258; HYMER SH, 1960, THESIS MIT; KENNEY M, 1993, MASS PRODUCTION JAPA; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1995, J INT BUS STUD, V26, P417; KOTABE M, 2003, STRATEGIC MANAGE J, V24, P293; LEONARDBARTON D, 1988, RES POLICY, V17, P251; LEONARDBARTON D, 1993, ACAD MANAGE J, V36, P1125; LEVIN RC, 1987, BROOKINGS PAPERS EC, V3, P783; LOVE JH, 1995, J INT BUS STUD, V26, P399; MANSFIELD E, 1982, TECHNOLOGY TRANSFER; MARTIN X, 1995, STRATEGIC MANAGE J, V16, P589; MARTIN X, 1998, ADMIN SCI QUART, V43, P566; MARTIN X, 2003, ORGAN SCI, V14, P297; MCFETRIDGE DG, 1995, J INT BUS STUD, V26, P409; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; NELSON RR, 1982, EVOLUTIONARY THEORY; PEDERSEN T, 2003, MANAGEMENT INT REV, V43; POLANYI M, 1958, TACIT DIMENSION; PUGEL TA, 1978, INT MARKET LINKAGES; REED R, 1990, ACAD MANAGE REV, V15, P88; RIVKIN JW, 2001, ORGAN SCI, V12, P274; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SAVIOTTI PP, 1998, RES POLICY, V26, P843; SHAN WJ, 1997, J INT BUS STUD, V28, P267; SHAVER JM, 1998, MANAGE SCI, V44, P571; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SIMONIN BL, 1999, STRATEGIC MANAGE J, V20, P595; SUBRAMANIAM M, 2001, STRATEGIC MANAGE J, V22, P359; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TEECE DJ, 1977, ECON J, V87, P242; TEECE DJ, 1981, ANN AM ACAD POLIT SS, V458, P81; TEECE DJ, 2000, MANAGING INTELLECTUA; VARIAN HR, 1992, MICROECONOMIC THEORY; VONHIPPEL E, 1994, MANAGE SCI, V40, P429; VONKROGH G, 2000, ENABLING KNOWLEDGE C; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; WINTER SG, 1995, RESOURCE BASED EVOLU, P147; WRIGHT R, 1997, COMPETITIVE ADV KNOW; ZANDER U, 1995, ORGAN SCI, V6, P76	73	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				356	373			18	Business; Management	702DK	ISI:000184209800004
J	McGuire, J; Dow, S			The persistence and implications of Japanese keiretsu organization	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	keiretsu; industrial groupings	BUSINESS GROUPS; CORPORATE STRUCTURE; EMERGING MARKETS; UNITED-STATES; GOVERNANCE; INVESTMENT; SYSTEM; PERFORMANCE; COMPANIES; FIRMS	This paper examines two important research questions: (1) To what extent have recent economic and regulatory changes influenced the Japanese intercorporate network? (2) Have the patterns of firm performance fostered by the Japanese inter-corporate system remained stable, or has there been an evolution to more 'North American' performance profiles? Using hierarchical regressions to compare patterns of networking and firm performance with data from the periods 1987 to 1991 and 1992 to 1997, we find little evidence to support the existence of significant changes in the patterns and implications of Japanese industrial organization. We conclude that the keiretsu system remained strongly in place throughout the first half of the 1990s. Nevertheless, we suggest that the continued move toward globalization of capital markets in Japan and ongoing regulatory change may potentially impact networking and performance implications in the 21st century.	Concordia Univ, John Molson Sch Business, Montreal, PQ, Canada; Univ Quebec, Ecole Sci Gest, Montreal, PQ H3C 3P8, Canada	McGuire, J, Concordia Univ, John Molson Sch Business, Montreal, PQ, Canada		*OECD, 1998, OECD EC OUTL; AHMADJIAN C, 1999, AC MAN M CHIC; AHMADJIAN CL, 2001, ORGAN SCI, V12, P683; AIKEN LS, 1991, MULTIPLE REGRESSION; AOKI M, 1994, JAPANESE MAIN BANK S, P109; BAPPA A, 2000, ACAD MANAGE REV, V25, P409; BARBER T, 2002, FINANCIAL TIMES 0514, P1; BAYOUMI T, 1999, MORNING EXPLAINING S; BERGLOF E, 1994, J FINANC ECON, V36, P259; BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760; BRUCE R, 2002, FINANCIAL TIMES 0327, P132; CAMPBELL JY, 1994, JAPANESE MAIN BANK S, P325; CAVES R, 1976, IND ORG JAPAN; CORBETT J, 1994, CAPITAL MARKETS CORP; DEWENTER K, 2001, J BUS, V74, P79; DOW S, 1999, ASIA PACIFIC J MANAG, V16, P47; FLATH D, 1993, REV ECON STAT, V75, P249; FRANKEL JA, 1991, BUSINESS EC, V26, P25; FUKASHIMA GS, 2002, JAPAN TIMES     0409; GERINGER JM, 2000, STRATEGIC MANAGE J, V21, P51; GERLACH M, 1992, ALLIANCE CAPITALISM; GERLACH M, 1992, NETWORKS ORG; GIBSON M, 1998, BIG BANG DEREGULATIO; GILSON RJ, 1993, YALE LAW J, V102, P871; GUILLEN MF, 2000, ACAD MANAGE J, V43, P362; HARDY MA, 1993, REGRESSION DUMMY VAR; HARNISCHFEGER U, 2002, FINANCIAL TIEMS 0612, P3; HOSHI T, 1991, Q J ECON, V106, P33; HOSHI T, 1994, JAPANESE FIRM SOURCE, P285; HUNDLEY G, 1998, STRATEGIC MANAGE J, V19, P927; HWANG L, 1998, J ACC AUD FINANCE, V13, P37; ITO T, 1997, FINANCE DEV WASHINGT, V34, P16; JACCARD J, 1990, INTERACTION EFFECTS; JOHNSTON S, 1995, J MANAGE, V21, P191; JOHNSTON S, 1998, STRATEGIC MANAGE J, V19, P1101; KANTAS G, 2001, J BUS, V74, P307; KAPLAN SN, 1994, J FINANC ECON, V36, P225; KHANNA T, 2000, ACAD MANAGE J, V43, P268; KHANNA T, 2001, STRATEGIC MANAGE J, V22, P45; KIM H, 1996, ADV INT COMP MANAGEM; MAJOR T, 2002, FINANCIAL TIMES 0513, P20; MCGUIRE J, 2002, J BUS RES, V55, P33; MORCK R, 1999, J FINANC, V54, P319; NAKATANI O, 1984, EC ANAL JAPANESE FIR, P227; PAKER B, 2002, SOCIAL SCI RES NETWO; PARKER A, 2002, FINANCIAL TIMES 0617, P19; PHAN PH, 2000, ASIA PACIFIC J MANAG, V17, P1; PROWSE S, 1995, FINANCIAL MARKETS I, V4, P1; PROWSE SD, 1990, J FINANC ECON, V27, P43; PROWSE SD, 1992, J FINANC, V47, P1121; RAJAN R, 1992, J FINANC, V37, P1367; RAMSEYER JM, 1994, JAPANESE MAIN BANK S, P231; ROE MJ, 1993, YALE LAW J, V102, P1927; ROSSANT J, 2002, BUS WEEK        0506, P80; SHEARD P, 1991, JPN ECON STUD, V19, P30; SHEARD P, 1994, BANK JAPAN MONETARY, V12, P2; SHEARD P, 1994, J JPN INT ECON, V8, P1; SHEARD P, 1994, JAPANESE FIRM SOURCE, P310; SHEARD P, 1994, JAPANESE MAIN BANK S, P188; STEERS R, 1989, CHAEBOL; STEWART S, 2002, FINANCIAL POST  0820, A1; SUZUKI S, 1985, J INT BUS STUD, V16, P97; THOMAS LG, 1999, STRATEGIC MANAGE J, V20, P729; UEDA K, 1994, JAPANESE MAIN BANK S, P81; USEEM M, 1998, ACAD MANAGEMENT EXEC, V12, P43; WEINSTEIN DE, 1998, J FINANC, V53, P635; WILLIAMSON OE, 1991, ADM SCI Q, V36, P3; WILLIAMSON OE, 1991, STRATEGIC MANAGE J, V12, P75; YOSHIKAWA T, 2001, ASIA PACIFIC J MANAG, V18, P183; YOSHIKAWA T, 2001, UNPUB IMPACT OWNERSH; YOSHIKAWA T, 2002, ASIA PACIFIC J MANAG, V19, P525	71	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				374	388			15	Business; Management	702DK	ISI:000184209800005
J	Giacobbe-Miller, JK; Miller, DJ; Zhang, W; Victorov, VI			Country and organizational-level adaptation to foreign workplace ideologies: a comparative study of distributive justice values in China, Russia and the United States	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	cross-cultural distributive justice values; China; Russia; US; neo-institutional organizational theory; cross-cultural organizational change	INTERNATIONAL JOINT VENTURES; POLICY-CAPTURING APPROACH; HUMAN-RESOURCE MANAGEMENT; JOB CHOICE DECISIONS; NATIONAL CULTURE; STRATEGIC CHANGE; HONG-KONG; INDIVIDUALISM-COLLECTIVISM; ALLOCATION PREFERENCES; MANAGERIAL VALUES	Drawing from concepts of cultural distance and cultural propensity to change, we predict the convergence, divergence or crossvergence of distributive justice values in China and Russia, as compared with US managers. Using institutional theory, we predict responses by organizational type (joint ventures/foreign-owned vs state-owned enterprises (SOEs)). Lastly, we develop predictions based on the interaction of culture and organizational type. Results indicate divergence in China, regardless of organizational type. In contrast, differences by organizational type were observed among Russian managers, with convergence among managers in joint ventures, but continuing divergence among managers,in SOEs. Implications for theory are discussed.	Univ Massachusetts, Isenberg Sch Management, Amherst, MA 01003 USA; Cent Connecticut State Univ, Sch Business, New Britain, CT 06050 USA; Shanghai Talent, Shanghai, Peoples R China; St Petersburg Tech Univ, St Petersburg, Russia	Giacobbe-Miller, JK, Univ Massachusetts, Isenberg Sch Management, Amherst, MA 01003 USA		*PAC BRIDG INC, 1997, CHIN HUM RES UPD; ALDRICH HE, 1999, ORG EVOLVING; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEATTY JR, 1988, J MANAGE, V14, P465; BERENSON ML, 1983, INTERMEDIATE STAT ME; BERRY WD, 1993, UNDERSTANDING REGRES; BHAGAT RS, 2002, ACAD MANAGE REV, V27, P204; BIRNBAUMMORE PH, 1995, J CROSS CULT PSYCHOL, V26, P255; BOEKER W, 1989, ACAD MANAGE J, V32, P489; BOND MH, 1982, J CROSS CULTURAL PSY, V13, P186; CABLE DM, 1996, ORGAN BEHAV HUM DEC, V67, P294; CHEN CC, 1995, ACAD MANAGE J, V38, P408; CHEN CC, 1997, J APPL BEHAV SCI, V33, P160; CHEN CC, 1997, J CROSS CULT PSYCHOL, V28, P44; DEUTSCH M, 1985, DISTRIBUTIVE JUSTICE; DIMAGGIO PJ, 1991, NEW I ORG ANAL, P63; EARLEY PC, 1998, J MANAGE, V24, P265; ELENKOV DS, 1997, INT STUDIES MANAGEME, V27, P85; ELENKOV DS, 1998, CALIF MANAGE REV, V40, P133; FAN Q, 1994, CHINAS EC REFORMS CO, P137; FOLGER R, 1998, ORG JUSTICE HUMAN RE; GIACOBBEMILLER JK, 1997, EMPLOYEE RELATIONS, V19, P309; GIACOBBEMILLER JK, 1998, PERS PSYCHOL, V51, P137; GIACOBBEMILLER JK, 1999, AC MAN P CHIC ILL IM, H1; GOMEZMEJIA LR, 1994, READINGS HUMAN RESOU, P561; GOODERHAM PN, 1999, ADMIN SCI QUART, V44, P507; GRANATO J, 1996, AM J POLIT SCI, V40, P607; GREENWOOD R, 1993, ACAD MANAGE J, V36, P1052; GREENWOOD R, 1996, ACAD MANAGE REV, V21, P1022; GROVES T, 1994, Q J ECON, V109, P183; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HARZING AW, 1996, RES SOCIOLOGY ORG, P297; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V4, P5; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HUI CH, 1988, J RES PERS, V22, P17; HUI CH, 1991, BRIT J SOC PSYCHOL, V30, P145; INGELHART R, 1995, CHANGING VALUES EC D; JACKSON S, 1992, CHINESE ENTERPRISE M; JUDGE TA, 1992, J APPL PSYCHOL, V77, P261; KELLY D, 1991, ACAD MANAGE J, V34, P591; KIRKMAN BL, 1997, ACAD MANAGE REV, V22, P730; KLUEGEL JR, 1986, BELIEFS INEQUALTIY; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KOSTOVA T, 2002, ACAD MANAGE J, V45, P215; LACHMAN R, 1997, STRATEGIC MANAGEMENT, P503; LAWRENCE PA, 1990, FACTORY WALLS DECISI, P287; LINZ SJ, 1996, J ECON ISSUES, V30, P161; MEINDL JR, 1989, ADMIN SCI QUART, V34, P252; MEINDL JR, 1995, J SOCIAL JUSTICE RES, V7, P3329; MILLER DJ, 1998, ADV INT COMP MANAGEM, P185; MORRIS MH, 1994, J INT BUS STUD, V25, P65; MUELLER SL, 1998, ACAD MANAGE J, V41, P319; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NYAW MK, 1995, HUMAN RESOURCE MANAG, P187; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PETTIGREW AM, 2001, ACAD MANAGE J, V44, P697; PINDYCK RS, 1981, ECONOMETRIC MODELS E; PUFFER SM, 1996, BUSINESS MANAGEMENT; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1997, J INT BUS STUD, V28, P177; SCHNEIDER B, 1987, PERS PSYCHOL, V40, P437; SCHULER RS, 1998, J INT BUS STUD, V29, P159; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, P1; SHCHERBAKOV VI, 1991, INT LABOUR REV, V130, P227; SHERER PD, 1987, PERS PSYCHOL, V40, P27; SHIH CY, 1995, STATE SOC CHINAS POL; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TING KF, 2000, SOCIOL SPECTRUM, V20, P15; TRIANDIS HC, 1998, J CROSS CULT PSYCHOL, V29, P275; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381; VODOPIVEC M, 1991, COMP EC STUDIES, V23, P123; WARNER M, 1996, CROSS CULTURAL MANAG; WHITE S, 2000, ACAD MANAGE J, V43, P324; YABUKI S, 1995, CHINAS NEW POLITICAL; ZUCKER LG, 1987, ANNU REV SOCIOL, V13, P443	79	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JUL	2003	34	4				389	406			18	Business; Management	702DK	ISI:000184209800006
J	Contractor, FJ; Kundu, SK; Hsu, CC			A three-stage theory of international expansion: the link between multinationality and performance in the service sector	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BRITISH MANUFACTURING COMPANIES; UNITED-STATES; DIVERSIFICATION STRATEGY; PROFIT PERFORMANCE; FIRM; PROFITABILITY; INNOVATION; DETERMINANTS; INTEGRATION; OPERATIONS	It is generally assumed that the performance of a firm improves with greater multinationality. Yet recent empirical studies have shown both a U-shaped relationship (which suggests an initially negative effect of international expansion on performance, before the positive returns of international expansion are realized) and an inverted-U-shaped relationship (which suggests that international expansion beyond an optimal level is again detrimental to performance, and results in a negative slope). This paper proposes a new unified three-stage theory of international expansion that incorporates both concepts in a sigmoid hypothesis. It then tests this on data from 11 service industries, highlighting the difference between knowledge-based and capital-intensive service sectors.	St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, St Louis, MO 63156 USA; Rutgers State Univ, Sch Management, Piscataway, NJ 08855 USA	Kundu, SK, St Louis Univ, John Cook Sch Business, Boeing Inst Int Business, 3674 Lindell Blvd, St Louis, MO 63156 USA		*WORLD BANK, 1992, WORLD DEV REP; ALOBAIDAN AM, 1995, APPL ECON, V27, P231; ANNAVARJULA M, 2000, INT J ORG ANAL, V8, P48; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BOEKER W, 1991, ACAD MANAGE J, V34, P805; BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113; BUCKLEY PJ, 1977, WELTWIRTSCHAFTLICHES, V114, P243; BUCKLEY PJ, 1984, KYKLOS, V37, P3; COLLINS JM, 1990, J INT BUS STUD, V21, P271; CONTRACTOR FJ, 2002, INT ENCY BUSINESS MA; DANIELS JD, 1989, MANAGE INT REV, V29, P46; DUNNING JH, 1993, MULTINATIONAL ENTERP; ERRAMILLI MK, 1987, THESIS U ARKANSAS AN; ERRUNZA VR, 1981, J FINANC, V36, P401; GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GOMES L, 1999, J INT BUS STUD, V30, P173; GONGMING Q, 1998, MULTINATIONAL BUSINE, V6, P44; GRANT RM, 1987, J INT BUS STUD, V18, P79; GRANT RM, 1988, ACAD MANAGE J, V31, P771; HAAR J, 1989, MANAGE INT REV, V29, P5; HAN K, 1998, MULTINATIONAL BUSINE, V6, P63; HILL CWL, 1991, ACAD MANAGE J, V34, P707; HITT MA, 1990, STRATEGIC MANAGE J, V11, P29; HITT MA, 1994, J MANAGE, V20, P297; HITT MA, 1997, ACAD MANAGE J, V40, P767; HORST T, 1972, REV ECON STAT, V54, P258; HSIAO C, 1995, HDB STAT MODELING SO; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P1; JUNG YJ, 1991, J BUS RES, V23, P179; KIM WC, 1989, STRATEGIC MANAGE J, V10, P45; KIM WS, 1987, J INT BUS STUD, V18, P53; KMENTA J, 1986, ELEMENTS ECONOMETRIC; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1985, SLOAN MANAGE REV, V26, P27; KOTABE M, 2002, J INT BUS STUD, V33, P70; KUMAR MS, 1984, GROWTH ACQUISITION I; MICHEL A, 1986, J INT BUS STUD, V17, P89; MORCK R, 1991, J BUS, V64, P165; NERLOVE M, 1971, ECONOMETRICA, V39, P359; NETER J, 1990, APPL LINEAR STAT MOD; PETERS J, 1998, J CLIN NURS, V7, P3; PETERSEN T, 2002, LEARNING INT PROCESS; PORTER ME, 1985, COMPETITIVE ADVANTAG; PORTER ME, 1990, COMPETITIVE ADVANTAG; QIAN G, 1997, MANAGE INT REV, V37, P127; RAMASWAMY K, 1993, P ACAD MAN, P142; RAMASWAMY K, 1995, J INT MANAGEMENT, V1, P231; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; RUGMAN AM, 1981, MULTINATIONAL EC INT; RUIGROK W, 2002, IN PRESS MANAGEMENT; SAYRS L, 1989, POOLED TIME SERIES A; SHAKED I, 1986, J INT BUS STUD, V17, P75; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; SULLIVAN D, 1994, MANAGE INT REV, V34, P165; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; TEECE DJ, 1986, RES POLICY, V15, P285; VERNON R, 1966, Q J ECON, V80, P191; VERNON R, 1971, SOVEREIGNTY BAY MULT; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439	62	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				5	18			14	Business; Management	698EL	ISI:000183984600002
J	Globerman, S; Shapiro, D			Governance infrastructure and US foreign direct investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		GOVERNMENT POLICIES; ECONOMIC-GROWTH; EXCHANGE-RATES; UNITED-STATES; JAPANESE; DETERMINANTS; EXPERIENCE; INVESTORS; LOCATION; COUNTRY	This paper examines the statistical importance of governance infrastructure as a determinant of US foreign direct investment (FDI). In broad terms, governance infrastructure represents attributes of legislation, regulation, and legal systems that condition freedom of transacting, security of property rights, and transparency of government and legal processes. Our econometric analysis uses a two-stage estimation procedure. In the first stage, the probability that a country is an FDI recipient is estimated. The results indicate that countries that fail to achieve a minimum threshold of effective governance are unlikely to receive any US FDI. Countries that receive no US FDI are typically countries that do not promote free and transparent markets, that have ineffective governments, and that often have legal systems that are not rooted in English common law. In the second stage, the analysis is restricted to those countries that did receive FDI flows. The estimated equations focus on the determinants of the amount of FDI received. Given that a country is a recipient of US FDI, governance infrastructure - including the nature of the legal system - is an important determinant of the amount received.	Simon Fraser Univ, Fac Business Adm, Harbour Ctr, Vancouver, BC V6B 5K3, Canada; Western Washington Univ, Coll Business & Econ, Bellingham, WA 98225 USA	Shapiro, D, Simon Fraser Univ, Fac Business Adm, Harbour Ctr, 515 W Hastings St, Vancouver, BC V6B 5K3, Canada		*OECD, 2001, WELL BEING NAT ROL H; *UNCTAD, 1998, WORLD INV REP 1998 T; ALTOMONTE C, 2000, TRANSNATINAL CORPORA, V9, P75; BARRELL R, 1997, ECON J, V107, P1770; BEVAN A, 2000, DETERMINANTS FOREIGN; BLOMSTROM M, 2001, INWARD INVESTMENT TE, P34; BREWER TL, 1983, J INT BUS STUD, V14, P147; BREWER TL, 1993, J INT BUS STUD, V24, P101; BRUNETTI A, 1997, J EC SURVEYS, V11, P163; CAVES RE, 1996, MULTINATIONAL ENTERP; CHENG CJ, 2001, APPL MATH MECH-ENGL, V22, P1; CHENG LK, 2000, J INT ECON, V51, P379; DAWSON JW, 1998, ECON INQ, V36, P603; DJANKOV S, 2002, COURTS LEX MUNDI PRO; DUNNING JH, 1993, MULTINATIONAL ENTERP; FROOT KA, 1991, Q J ECON, V106, P1191; GLOBERMAN S, 1999, J INT BUS STUD, V30, P513; GLOBERMAN S, 2002, IN PRESS WORLD DEV, V30; GOLDBERG LG, 1994, J ECON BUS, V46, P513; GRAY HP, 2000, REGIONS GLOBALIZATIO, P409; GREENE WH, 1993, ECONOMETRIC ANAL; GROSSE R, 1991, J BANK FINANC, V15, P1093; HALL RE, 1999, Q J ECON, V114, P83; HECKMAN JJ, 1979, ECONOMETRICA, V47, P153; KAUFMANN D, 1999, 2196 WORLD BANK; KAUFMANN D, 1999, AGGREGATING GOVERNAN; KEEFER P, 1997, ECON INQ, V35, P590; KNACK S, 1995, EC POLITICS, V7, P207; KOGUT B, 1996, REV ECON STAT, V78, P221; KRUGMAN P, 1991, GEOGRAPHY TRADE; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAPORTA R, 1998, NBER WORKING PAPER, V6727; LAPORTA R, 1999, NBER WORKING PAPER, V7403; LAPORTA R, 2001, INVESTOR PROTECTION; LEVINE R, 1998, J MONEY CREDIT BAN 2, V30, P596; LOREE DW, 1995, J INT BUS STUD, V26, P281; MODY A, 1998, CAN J ECON, V31, P778; MORISSET J, 2000, TRANSNATIONAL CORPOR, V9, P107; PAPELL DH, 2001, GREAT APPRECIATION G; PETERSON M, 1999, GLOBAL OUTLOOK, V11, P51; SAFARIAN AE, 2001, CANADA FOREIGN DIREC; SLATER C, 1999, FOREIGN TRADE US; SMARZYNSKA BK, 2001, POLLUTIOIN HAVENS FO; STEVENS GVG, 2000, J INT MONEY FINANC, V19, P115; TAYLOR, 2002, J INT MONEY FINANCE, V19, P759; TUMAN JP, 1999, SOC SCI QUART, V80, P539; VERBEEK M, 2000, GUIDE MODERN ECONOME; WEI SJ, 2000, REV ECON STAT, V82, P1; WHEELER D, 1992, J INT ECON, V33, P57; WHEELER D, 2001, RACING BOTTOM FOREIG; WHITE H, 1980, ECONOMETRICA, V48, P817; ZHANG KH, 2001, EC INT INT EC, V54, P251; ZHAO H, 2000, MULTINATIONAL BUSINE, V8, P60	53	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				19	39			21	Business; Management	698EL	ISI:000183984600003
J	Van de Vliert, E			Thermoclimate, culture, and poverty as country-level roots of workers' wages	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERSPECTIVE	Most employees are under- or overpaid relative to their country's level of wealth. This 58-nation study makes a case for more temperate - less cold or hot - climate as a root of a more mastery-oriented culture, which in turn is associated with wealth-referenced overpayment. Overpayment is larger in poorer countries that also have a more temperate climate, a more mastery-oriented culture, or both. Supplementary examination of 25 rival predictors corroborated the conclusions.	Univ Groningen, NL-9712 TS Groningen, Netherlands	Van de Vliert, E, Univ Groningen, Grote Kruisstr 2-1, NL-9712 TS Groningen, Netherlands		2000, ECONOMIST; *UNDP, 1998, HUM DEV REP 1998; *UNDP, 2001, HUM DEV REP 2001 MAK; *UNESCO, 1998, WORLD CULT REP 1998; *WORLD EC FOR, 1999, GLOB COMP REP 1999; *WORLD EC FOR, 2000, GLOB COMP REP 2000; ADLERN NJ, 1997, INT DIMENSIONS ORG B; AMES C, 1992, MOTIVATION SPORT EXE, P161; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BERRY JW, 1997, NEW PERSPECTIVES INT, P130; BJORKLUND DF, 1996, PSYCHOL BULL, V120, P163; BONTA BD, 1997, PSYCHOL BULL, V121, P299; BURROUGHS WJ, 1997, WEATHER REALLY MATTE; BUSS DM, 1993, PSYCHOL REV, V100, P204; DWECK CS, 1988, PSYCHOL REV, V95, P256; FURNHAM A, 1998, PSYCHOL MONEY; GOLDSTEIN AP, 1994, ECOLOGY AGGRESSION; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; INGLEHART R, 2000, AM SOCIOL REV, V65, P19; LYNN R, 1991, SECRET MIRACLE EC DI; MCCLELLAND DC, 1961, ACHIEVING SOC; MICHAEL RT, 1989, PAY EQUITY EMPIRICAL; MILLER EM, 1994, PERSONALITY INDIVIDU, V17, P227; MITCHELL TR, 1999, ACAD MANAGE REV, V24, P568; PARKER PM, 1997, NATL CULTURES WORLD; PARKER PM, 2000, PHYSIOECONOMICS BASI; PORTER ME, 1999, GLOBAL COMPETITIVENE, P30; ROBERTS GC, 1992, MOTIVATION SPORT EXE, P3; ROSS MH, 1993, CULTURE CONFLICT INT; SPENCE JT, 1983, ACHIEVEMENT ACHIEVEM, P7; TRIANDIS HC, 1973, WORK NONWORK YEAR 20, P29; TRIANDIS HC, 1994, HDB IND ORG PSYCHOL, V4, P103; VANDEVLIERT E, 1996, ACAD MANAGE J, V39, P896; VANDEVLIERT E, 1999, J CROSS CULT PSYCHOL, V30, P291; VANDEVLIERT E, 2002, J CROSS CULT PSYCHOL, V33, P380; WARNER AM, 1999, GLOBAL COMPETITIVENE, P66	36	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				40	52			13	Business; Management	698EL	ISI:000183984600004
J	Steenkamp, JBEM; Batra, R; Alden, DL			How perceived brand globalness creates brand value	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-NATIONAL RESEARCH; PRODUCT QUALITY; ORIGIN; PRICE; CULTURE; NAME	In today's multinational marketplace, it is increasingly important to understand why some consumers prefer global brands to local brands. We delineate three pathways through which perceived brand globalness (PBG) influences the likelihood of brand purchase. Using consumer data from the U.S.A. and Korea, we find that PBG is positively related to both perceived brand quality and prestige and, through them, to purchase likelihood. The effect through perceived quality is strongest. PBG effects are weaker for more ethnocentric consumers.	Tilburg Univ, NL-5000 LE Tilburg, Netherlands; Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA; Univ Hawaii, Honolulu, HI 96822 USA	Steenkamp, JBEM, Tilburg Univ, POB 90153, NL-5000 LE Tilburg, Netherlands		2001, ADFORMATIE      0111, P72; 2001, BUSINESS WEEK   0521, P18; AAKER DA, 1991, MANAGING BRAND EQUIT; ALDEN DL, 1999, J MARKETING, V63, P75; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; APPADURAI A, 1990, THEOR CULT SOC, V7, P295; BALABANIS G, 2001, J INT BUS STUD, V32, P157; BANDALOS DL, 2002, STRUCT EQU MODELING, V9, P78; BATRA R, 2000, J CONSUM PSYCHOL, V9, P83; BAUGHN CC, 1996, POLIT PSYCHOL, V17, P759; BEARDEN WO, 1982, J CONSUM RES, V9, P183; BECK E, 1999, CENTRAL EUROPEA 0531; BELK RW, 2000, MARKETING CONTRIBUTI, P120; BRANCH S, 2001, WALL STREET J   1031, B8; DAWAR N, 1994, J MARKETING, V58, P81; DEMOOIJ M, 1998, GLOBAL MARKETING ADV; DILLON WR, 1994, MARKETING RES MARKET; DODDS WB, 1991, J MARKETING RES, V28, P307; ELK RW, 1993, GLOBAL LOCAL CONSUMP, V3, P1; FRIEDMAN J, 1990, THEOR CULT SOC, V7, P311; GER G, 1993, ADV CONSUM RES, V20, P102; GER G, 1999, CALIF MANAGE REV, V41, P64; HAN CM, 1988, J INT BUS STUD, V19, P235; HAN CM, 1990, EUR J MARKETING, V24, P24; HANNERZ U, 1990, THEOR CULT SOC, V7, P237; HASSAN SS, 1994, GLOBALIZATION CONSUM, P47; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HUNTER ED, 1984, J MARKETING RES, V21, P463; HUNTER JE, 1990, METHODS METAANALYSIS; JACOBY J, 1985, PERCEIVED QUALITY; KAPFERER JN, 1997, STRATEGIC BRAND MANA; KELLER KL, 1992, J MARKETING RES, V29, P35; KELLER KL, 1998, STRATEGIC BRAND MANA; KOCHAN N, 1996, WORLDS GREATEST BRAN; KUMAR V, 2000, INT MARKETING RES; MCCRACKEN G, 1986, J CONSUM RES, V13, P71; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NEFF J, 1999, ADVERTISING AGE, V70, P22; OLIVER RL, 1985, J CONSUM RES, V12, P324; PETERSON RA, 1995, J INT BUS STUD, V26, P883; PITCHER G, 1999, MARKETING WEEK, V22, P23; RAO AR, 1989, J MARKETING RES, V26, P351; SAMLI CA, 1995, INT CONSUMER BEHAV I; SHIMP TA, 1987, J MARKETING RES, V24, P280; SHOCKER AD, 1994, J MARKETING RES, V31, P149; SINGH J, 1995, J INT BUS STUD, V26, P597; STEENKAMP JBEM, 1998, J CONSUM RES, V25, P78; STEENKAMP JBEM, 1999, J MARKETING, V63, P55; THOMPSON CJ, 1999, J CONSUM RES, V26, P214; VANDEVIJVER FJR, 1997, HDB CROSS CULTURAL P, V1, P257; WALKER C, 1996, AM DEMOGR, V18, P42; YIP GS, 1995, TOTAL GLOBAL STRATEG; ZAMBUNI R, 1993, J BRAND MANAGEMENT, V1, P22	53	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				53	65			13	Business; Management	698EL	ISI:000183984600005
J	Arino, A			Measures of strategic alliance performance: an analysis of construct validity	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; INSTABILITY; COOPERATION; MODELS; TRUST	This study evaluates the construct validity of measures of the performance of strategic alliances in 34 equity strategic alliances (SAs) and 45 contractual SAs. We discuss the content validity of existing measures in the light of current concepts of SA performance. Empirical results show that the fulfilment of strategic goals, and other organizational effectiveness measures of SA performance - such as overall performance satisfaction and net spillover effects - capture different underlying factors. The latter two measures display convergent validity. The results also support the discriminant validity of these two measures with respect to contractual changes and survival, but not with respect to longevity. Building on our findings, we propose an expanded definition of SA performance that considers both outcome and process performance.	Univ Navarra, Sch Business, IESE, Barcelona 08034, Spain	Arino, A, Univ Navarra, Sch Business, IESE, Ave Pearson 21, Barcelona 08034, Spain		ANDERSON E, 1990, SLOAN MANAGE REV, V31, P19; ARINO A, 1995, THESIS U CALIFORNIA; ARINO A, 1998, ORGAN SCI, V9, P306; ARINO A, 2000, EUROPEAN MANAGEMENT, V18, P173; ARINO A, 2001, CALIF MANAGE REV, V44, P109; BAGOZZI RP, 1982, ADM SCI Q, V27, P459; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1997, COOPERATIVE STRATEGI, P103; BENTLER PM, 1992, EQS STRUCTURAL EQUAT; BENTLER PM, 1992, PSYCHOL BULL, V112, P400; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BYRNE BM, 1994, STRUCTURAL EQUATION; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P3; DILLMAN DA, 1978, MAIL TELEPHONE SURVE; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DUSSAUGE P, 2000, STRATEGIC MANAGE J, V21, P99; GAWANDE K, 1999, MANAGE SCI, V45, P42; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GOMESCASSERES B, 1987, COLUMBIA J WORLD BUS, V22, P97; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAMEL G, 1989, HARVARD BUS REV, V67, P63; HARMAN HH, 1967, MODERN FACTOR ANAL; HOSKISSON RE, 1993, STRATEGIC MANAGE J, V14, P215; HU LT, 1992, PSYCHOL BULL, V112, P351; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JORESKOG KG, 1971, PSYCHOMETRIKA, V36, P409; KOGUT B, 1991, MANAGE SCI, V37, P19; KOZA MP, 1998, ORGAN SCI, V9, P255; KUMAR R, 1998, ORGAN SCI, V9, P356; LIN XH, 1998, J INT BUS STUD, V29, P179; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; OSBORN RN, 1997, AC MAN M BOST MA; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ORGAN SCI, V4, P301; PODSAKOFF PM, 1986, J MANAGE, V12, P531; REUER JJ, 2000, ACAD MANAGE J, V43, P203; REUER JJ, 2002, J MANAGE, V28, P47; RING PS, 1994, ACAD MANAGE REV, V19, P90; SALANCIK GR, 1977, ADM SCI Q, V22, P427; SCHAAN JL, 1988, COOPERATIVE STRATEGI, P279; SCHWAB DP, 1980, RES ORGAN BEHAV, V2, P3; VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; YAN AM, 1998, J INT BUS STUD, V29, P773; YAN AM, 1999, J INT BUS STUD, V30, P397	45	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				66	79			14	Business; Management	698EL	ISI:000183984600006
J	Reynolds, NL; Simintiras, AC; Diamantopoulos, A			Theoretical justification of sampling choices in international marketing research: key issues and guidelines for researchers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-CULTURAL RESEARCH; EXTERNAL VALIDITY; FRAMEWORK; CETSCALE; BEHAVIOR	Sampling in the international environment needs to satisfy the same requirements as sampling in the domestic environment, but there are additional issues to consider, such as the need to balance within-country representativeness with cross-national comparability. However, most international marketing research studies fail to provide theoretical justification for their choice of sampling approach. This is because research design theory and sampling theory have not been well integrated in the context of international research. This paper seeks to fill the gap by developing a framework for determining a sampling approach in international studies. The framework is based on an assessment of the way in which sampling affects the validity of research results, and shows how different research objectives impact upon (a) the desired sampling method and (b) the desired sample characteristics. The aim is to provide researchers with operational guidance in choosing a sampling approach that is theoretically appropriate to their particular research aims.	Univ Coll Swansea, European Business Management Sch, Swansea SA2 8PP, W Glam, Wales; Univ Loughborough, Sch Business, Loughborough, Leics, England	Reynolds, NL, Univ Coll Swansea, European Business Management Sch, Swansea SA2 8PP, W Glam, Wales		*ESOMAR, 2001, ESOMAR ANN STUD MARK; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ALBAUM G, 1984, J INT BUS STUD, V15, P161; ALBAUM GS, 1998, J BUS RES, V42, P115; BALABANIS G, 2001, J INT BUS STUD, V32, P157; BERRY JW, 1969, INT J PSYCHOL, V4, P119; CALDER BJ, 1981, J CONSUM RES, V8, P197; CALDER BJ, 1982, J CONSUM RES, V9, P240; CALDER BJ, 1983, J CONSUM RES, V10, P112; CAVUSGIL ST, 1997, MANAGE INT REV, V37, P71; CHURCHILL GA, 1999, MARKETING RES METHOD; CRAIG CS, 2000, INT MARKETING RES; DEVAUS DA, 1996, SURVEYS SOCIAL RES; DIAMANTOPOULOS A, 1994, ADV INT MARKETING, V6, P161; DOUGLAS SP, 1994, RES TRADITIONS MARKE, P289; DOUGLAS SP, 1997, INT J RES MARK, V14, P379; FERBER R, 1977, J CONSUM RES, V4, P57; FORD JB, 1995, J ACAD MARKET SCI, V23, P120; FRIJDA N, 1966, INT J PSYCHOL, V1, P109; GREEN RT, 1975, J MARKETING, V39, P34; HAIR JF, 1998, MULTIVARIATE DATA AN; HASSAN SS, 1994, GLOBALIZATION CONSUM, P47; HEIMAN GW, 1998, UNDERSTANDING RES ME; HIBBERT E, 1993, MARKETING RES TO NOV, P222; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOLZGREVE W, 1994, CURR OPIN OBSTET GYN, V6, P3; JEANNET JP, 1998, GLOBAL MARKETING STR; JUDD CM, 1991, RES METHODS SOCIAL R; KERLINGER FN, 1986, FDN BEHAV RES; KUMAR V, 2000, INT MARKETING RES; LATOUR M, 1990, REV BUSINESS EC RES, V26, P68; LEE C, 1991, J INT BUS STUD, V22, P289; LENARTOWICZ T, 1999, J INT BUS STUD, V30, P781; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LOHR SL, 1999, SAMPLING DESIGN ANAL; LONNER WJ, 1986, FIELD METHODS CROSS, P85; LYNCH JG, 1982, J CONSUM RES, V9, P225; LYNCH JG, 1983, J CONSUM RES, V10, P109; LYNCH JG, 1999, J ACAD MARKET SCI, V27, P367; MALHOTRA NK, 1996, INT MARKET REV, V13, P7; MALHOTRA NK, 2000, MARKETING RES APPL A; MCGRATH JE, 1983, J CONSUM RES, V10, P115; NASIF EG, 1991, MANAGE INT REV, V31, P79; NETEMEYER RG, 1991, J MARKETING RES, V28, P320; SAMIEE S, 1994, J ACAD MARKET SCI, V22, P205; SCHWARTZ SH, 1995, J CROSS CULT PSYCHOL, V26, P92; SHIMP TA, 1987, J MARKETING RES, V24, P280; SIN LY, 1999, J INT CONSUMER MARKE, V11, P75; SINGELIS TM, 1999, J CROSS CULT PSYCHOL, V30, P315; SIVAKUMAR K, 2001, J INT BUS STUD, V32, P555; SNIJDERS TAB, 1999, MULTILEVEL ANAL; SONG XM, 1999, STRATEGIC MANAGE J, V20, P811; SOUGLAS SP, 1984, COMP MARKETING SYSTE, P93; STEENKAMP JBEM, 1999, J MARKETING, V63, P55; SUDMAN S, 1998, MARKETING RES PROBLE; SUDMAN S, 1999, J ACAD MARKET SCI, V27, P269; USUNIER JC, 1998, INT CROSS CULTURAL M; VANDEVIJVER F, 1997, METHODS DATA ANAL CR; VANHERK H, 2000, EQUIVALENCE CROSS NA; WHITMAN ME, 1999, J INT BUS STUD, V30, P673; WIND Y, 1971, Q J MANAGEMENT, V2, P105; WINTER LG, 1983, J ACAD MARKET SCI, V11, P417	62	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				80	89			10	Business; Management	698EL	ISI:000183984600007
J	Brock, JKU			The 'power' of international business research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STATISTICAL POWER; PSYCHOLOGICAL-RESEARCH; MANAGEMENT RESEARCH; JOURNALS; RANKING	Statistical power is the probability of accepting the null hypothesis when it is false (type II error). This research note reports the results of a statistical power analysis of international business research published in the journal of International Business Studies, Management International Review, the Academy of Management Journal, and the Strategic Management Journal from 1990 to 1999. The results show that, although average statistical power is high compared with other disciplines, it is sufficient only for large effect sizes (ESs). Only studies published in the Journal of International Business Studies and the Academy of Management Journal achieve average statistical power levels that are sufficient for both medium and large ESs. Still the observed likelihood of committing type II errors in international business research is very high for small ESs (92%) and high for medium ESs (45%). In addition, statistical power is not explicitly mentioned or used by international business researchers, a weakness that this note is designed to change.	Univ Strathclyde, Dept Mkt, Glasgow G4 0RQ, Lanark, Scotland	Brock, JKU, Univ Strathclyde, Dept Mkt, Stenhouse Bldg,173 Cathedral St, Glasgow G4 0RQ, Lanark, Scotland		BAROUDI JJ, 1989, MIS QUART, V13, P87; BREWER JK, 1972, AM EDUC RES J, V9, P391; BROCK JKU, 2000, THESIS U STRATHCLYDE; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; CHASE LJ, 1975, SPEECH MONOGR, V42, P29; CHASE LJ, 1976, J APPL PSYCHOL, V61, P234; CLARKCARTER D, 1997, BRIT J PSYCHOL 1, V88, P71; COHEN J, 1962, J ABNORMAL SOCIAL PS, V65, P145; COHEN J, 1988, STAT POWER ANAL BEHA; DUBOIS FL, 2000, J INT BUS STUD, V31, P689; FERGUSON TD, 1999, STRATEGIC MANAGE J, V20, P385; HOENIG JM, 2001, AM STAT, V55, P19; INKPEN AC, 1994, J INT BUS STUD, V25, P703; INKPEN AC, 2001, J INT BUS STUD, V32, P193; MAZEN AM, 1987, ACAD MANAGE J, V30, P369; MONE MA, 1996, PERS PSYCHOL, V49, P103; PEZZULLO JC, 2000, WEB PAGES PERFORM ST; PHENE A, 1998, J INT BUS STUD, V29, P621; PREECE SB, 1999, J BUS VENTURING, V14, P259; SAWYER AG, 1981, J MARKETING RES, V18, P275; TAHAI A, 1999, STRATEGIC MANAGE J, V20, P279	21	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	JAN	2003	34	1				90	99			10	Business; Management	698EL	ISI:000183984600008
J	Dunning, JH			Some antecedents of internalization theory	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	multinational enterprise; the firm; foreign direct investment; the exchange function; the value-added function; transaction costs; internalization theory	INTERNATIONAL-TRADE; FOREIGN-INVESTMENT; ECONOMICS	This article reviews the main antecedents to Buckley and Casson's seminal volume The Future of the Multinational Enterprise (1976). In particular it considers and evaluates two main approaches to understanding the nature and function of firms viz the exchange approach and the value-added approach.	Univ Reading, Sch Business, Reading RG6 2AA, Berks, England; Rutgers State Univ, Reading RG6 2AA, Berks, England	Dunning, JH, Univ Reading, Sch Business, Reading RG6 2AA, Berks, England		ALCHIAN AA, 1972, AM ECON REV, V62, P777; ALIBER RZ, 1970, INT CORPORATION, P17; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BAUMOL WJ, 1959, BUSINESS BEHAV VALUE; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BYE M, 1958, INT EC PAPERS, V18, P147; CANTWELL JA, 1984, 79 U READ; CAVES R, 1980, Z VOLKSWIRTSCHAFT ST, V3, P321; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1974, EC ANAL MULTINATIONA, P115; COASE RH, 1937, ECONOMICA, V4, P386; COHEN KJ, 1965, THEORY FIRM RESOURCE; COMMONS JR, 1924, I EC ITS PLACE POLIT; CYERT RM, 1963, BEHAV THEORY FIRM; DUNNING JH, 1958, AM INVESTMENT BRIT M; DUNNING JH, 1972, LOCATION INT FIRMS E; DUNNING JH, 1973, OXFORD ECON PAP, V25, P289; DUNNING JH, 1974, EC ANAL MULTINATIONA; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1986, MULTINATIONALS THEOR, P19; DUNNING JH, 2000, INT BUSINESS REV, V9, P163; DUNNING JH, 2002, THEORIES PARADIGMS I; HAWKINS CJ, 1973, THEORY FIRM; HENNART JF, 1982, THEORY MULTINATIONAL; HIRSCH S, 1976, OXF EC PAP, V28, P258; HORAGUCHI H, 1990, J INT BUS STUD, V21, P487; HYMER SH, 1960, THESIS MIT CAMBRIDGE; HYMER SH, 1968, REV ECON, V14, P949; HYMER SH, 1992, THEORY TRANSNATIONAL, P23; KALDOR N, 1934, ECON J, V44, P60; LEVY H, 1911, MONOPOLY COMPETITION, P419; LIEFMANN R, 1932, CARTELS CONCERNS TRU; LUNDGREN N, 1975, INT KONCERNER IND SA; LUNDGREN N, 1977, INT ALLOCATION EC AC, P419; MANSFIELD E, 1970, MICROECONOMICS THEOR; MARX K, 1867, CAPITAL, V1; MCMANUS JC, 1972, MULTINATIONAL FIRM N, P66; NORTH DC, 1990, I I CHANGE EC PERFOR; PENROSE ET, 1956, ECON J, V60, P220; PENROSE ET, 1959, THEORY GROWTH FIRM; PLUMMER A, 1934, INT COMBINES MODERN; RICHARDSON GB, 1972, ECON J, V82, P883; ROBINSON EAG, 1934, ECON J, V44, P242; RUGMAN A, 1979, INT DIVERSIFICATION; RUGMAN AM, 1975, J WORLD TRADE LAW, V9, P567; SCHUMPETER JA, 1912, THEORIE WIRTSCHAFTLI; SMITH A, 1776, ENQUIRY INTO NATURE; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1974, EC ANAL MULTINATIONA, P89; WILLIAMSON OE, 1964, EC DISCRETIONARY BEH; WILLIAMSON OE, 1970, CORPORATE CONTROL BU; WILLIAMSON OE, 1971, AM EC REV PAPERS P, V61, P112; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	54	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				108	115			8	Business; Management	698EN	ISI:000183984800002
J	Safarian, AE			Internalization and the MNE: a note on the spread of ideas	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internalization; MNE; history of thought	FOREIGN DIRECT-INVESTMENT; MULTINATIONAL-ENTERPRISE; INTERNATIONAL-TRADE; FIRM; ECONOMICS; CORPORATIONS; KNOWLEDGE; HYMER; COSTS	This paper examines the reasons for the impact of Buckley and Casson's The Future of the Multinationol Enterprise (1976) on research in international business (IB). Earlier work concentrated on ownership-specific advantages or locational determinants rather than the central concept of internalization. The few exceptions were incomplete or not well known. Internalization as applied to the MNE spread rapidly because of the appeal to IB researchers of an analytically powerful idea that was based on institutional economics and involved an accessible methodology. The spread was also helped by the parallel growth of transaction costs in the domestic theory of the firm, and the publication activity of the authors and their associates.	Univ Toronto, Joseph L Rotman Sch Management, Toronto, ON M5S 3E6, Canada	Safarian, AE, Univ Toronto, Joseph L Rotman Sch Management, 105 St George St, Toronto, ON M5S 3E6, Canada		*UN, 1994, WORLD INV REP TRANSN; ACOCELLA N, 1988, INT C INT THEOR IT S; ALCHIAN AA, 1972, AM ECON REV, V62, P777; ALIBER RZ, 1970, INT CORPORATION, P17; ALIBER RZ, 1971, MULTINATIONAL ENTERP, P49; ARROW K, 1969, ANAL EVALUATION PUBL, V1, P59; BAIN JS, 1956, BARRIERS NEW COMPETI; BERTIN G, 1973, GROWTH LARGE MULTINA; BLAUG M, 2001, J ECON PERSPECT, V15, P145; BRAINARD SL, 1997, AM ECON REV, V87, P520; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1983, GROWTH INT BUSINESS, P34; BUCKLEY PJ, 1988, INTERNAL ORG EFFICIE; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CASSON M, 1979, ALTERNATIVES MULTINA; CASSON M, 1986, MULTINATIONALS THEOR, P42; CASSON M, 1987, FIRM MARKET STUDIES; CASSON M, 1990, MULTINATIONAL CORPOR; CAVES R, 1982, MULTINATIONAL ENTERP; CAVES RE, 1971, ECONOMICA, V38, P1; CHANDLER AD, 1962, STRATEGY STRUCTURE; CHANDY PR, 1994, J INT BUS STUD, V25, P703; CHEUNG SNS, 1969, J LAW ECON, V12, P23; COASE RH, 1937, ECONOMICA, V4, P386; COASE RH, 1960, J LAW ECON, V3, P1; COASE RH, 1992, AM ECON REV, V82, P713; CORLEY TAB, 1992, MULTINATIONAL ENTERP, P1; DEMSETZ H, 1997, AM ECON REV, V87, P426; DOW SC, 1998, ECON J, V108, P1826; DUNNING J, 1979, OXFORD B ECON STAT, V41, P269; DUNNING JH, 1958, AM INVESTMENT BRIT M; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1995, J INT BUS STUD, V26, P461; ETHIER WJ, 1986, Q J ECON, V101, P805; HELPMAN E, 1984, J POLIT ECON, V92, P451; HELPMAN E, 1985, MARKET STRUCTURE FOR; HENNART JF, 1977, THESIS U MARYLAND; HORAGUCHI H, 1990, J INT BUS STUD, V21, P487; HORSTMANN I, 1987, CAN J ECON, V20, P464; HYMER S, 1960, THESIS MIT; HYMER S, 1968, REV ECON, V19, P949; HYMER S, 1976, INT OPERATIONS NATL; HYMER S, 1990, MULTINATIONAL CORPOR, P8; INKPEN AC, 1994, J INT BUS STUD, V25, P729; JOHNSON HG, 1968, COMP COST COMMERCIAL; KALDOR N, 1934, ECON J, V44, P60; KINDLEBERGER CP, 1963, INT EC; KINDLEBERGER CP, 1968, AM BUSINESS ABROAD; KOGUT B, 1993, J INT BUS STUD, V24, P625; KRUGMAN PR, 1999, DEV GEOGRAPHY EC THE; LOVE JH, 1995, J INT BUS STUD, V26, P417; MAGEE SP, 1977, NEW INT EC ORDER, P317; MALNIGHT TW, 1996, J INT BUS STUD, V27, P43; MARKUSEN JR, 1984, J INT ECON, V16, P205; MARKUSEN JR, 1991, DIRECT FOREIGN INVES, P11; MCFETRIDGE DG, 1995, J INT BUS STUD, V26, P409; MCMANUS J, 1971, ACTUALITE, V67, P667; MCMANUS JC, 1972, MULTINATIONAL FIRM N, P66; NEARY JP, 2001, J ECON LIT, V39, P536; PENROSE ET, 1956, ECON J, V66, P220; PENROSE ET, 1959, THEORY GROWTH FIRM; RANDACCIO FS, 1991, REV SCI EC COMMERCIA, V38, P151; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; SAFARIAN AE, 1972, DIRECT FOREIGN INVES, P59; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; TEECE DJ, 1981, SLOAN MANAGE REV, P3; TEECE DJ, 1982, 66 U READ INT INV BU; TEECE DJ, 1983, GROWTH INT BUSINESS, P51; VERNON R, 1966, Q J ECON, V80, P190; WILLIAMSON OE, 1973, AM ECON REV, V63, P316; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	74	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				116	124			9	Business; Management	698EN	ISI:000183984800003
J	Rugman, AM; Verbeke, A			Extending the theory of the multinational enterprise: internalization and strategic management perspectives	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	differentiated network; location-bound knowledge bundles; internalization theory; governance structure	FOREIGN DIRECT-INVESTMENT; TRANSACTION COST THEORY; CORPORATION; ADVANTAGE; INDUSTRY; MODEL; VIEW; MNCS	This paper assesses the continued relevance of Buckley and Casson's (1976) book on The Future of the Multinational Enterprise (MNE), against a background of increasing criticism of transaction-cost-related scholarly work. We demonstrate that the 'schism' that can currently be observed in the field between international business and international management is misguided, as the transaction cost/internalization school may offer useful insights to both management scholars and managers. For this to occur, however, it is necessary first to extend the empirical scope of transaction-cost-based reasoning to include the functioning of differentiated network MNEs. The paper suggests that Buckley and Casson's book still represents a beacon of clarity and a superb starting point for the study of the MNE, even if the complexity of this governance structure has grown far beyond what any international business scholar or even international management scholar could have predicted 25 years ago.	Indiana Univ, Kelley Sch Business, Bloomington, IN 47405 USA; Univ Oxford, Templeton Coll, Oxford OX1 2JD, England; Univ Calgary, Haskayne Sch Business, Calgary, AB, Canada	Rugman, AM, Indiana Univ, Kelley Sch Business, 1309 E 10th St, Bloomington, IN 47405 USA		ACS ZJ, 1997, SMALL BUS ECON, V9, P7; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; BARTLETT CA, 1986, COMPETITION GLOBAL I, P367; BARTLETT CA, 1989, MANAGING BORDERS TRA; BIRKINSHAW J, 2000, ENTREPRENEURSHIP GLO; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CHANDLER AD, 1962, STRATEGY STRUCTURE H; CHEN HM, 1998, J INT BUS STUD, V29, P445; COASE RH, 1937, ECONOMICA, V4, P386; DOZ YL, 1981, SLOAN MANAGE REV, V23, P15; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; DUNNING JH, 1973, OXFORD ECON PAP, V25, P289; DUNNING JH, 1975, PROFITABILITY PERFOR; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1998, TRANSNATIONAL CORPOR, V5, P1; DYER JH, 1998, ACAD MANAGE REV, V23, P660; GHEMAWAT P, 2003, J INT BUS STUD, V34, P138; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1991, MANAGE INT REV, V31, P71; HENNART JF, 2001, OXFORD HDB INT BUSIN, P127; HIRSCH S, 1967, LOCATION IND INT COM; JOHNSON HG, 1970, INT CORPORATION S, P33; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; MARKUSEN A, 1996, ECON GEOGR, V72, P293; NOHRIA N, 1997, DIFFERENTIATED NETWO; PEARCE RD, 1990, INTERNATIONALISATION; PENROSE E, 1959, THEORY GROWTH FIRM; PRAHALAD CK, 1981, SLOAN MANAGE REV, V22, P5; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; RUGMAN AM, 1996, THEORY MULTINATIONAL; RUGMAN AM, 2000, END GLOBALIZATION; RUGMAN AM, 2000, MULTINATIONALS FLAGS; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; RUGMAN AM, 2002, STRATEGIC MANAGE J, V23, P769; RUGMAN AM, 2003, IN PRESS MANAGEMENT; SHAN WJ, 1997, J INT BUS STUD, V28, P267; TEECE DJ, 1977, ECON J, V87, P242; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1971, SOVEREIGNTY BAY MULT; WELLS LT, 1971, INT ORGAN, V25, P447; WESSON TJ, 1993, THESIS HARVARD U CAM; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, J ECON LIT, V19, P1537; WILLIAMSON OE, 1999, STRATEGIC MANAGE J, V20, P1087	50	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				125	137			13	Business; Management	698EN	ISI:000183984800004
J	Ghemawat, P			Semiglobalization and international business strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	semiglobalization; globalization market integrations; market inperfections; location/location-specificity; firm strategy	GLOBAL ECONOMY; INTEGRATION	If markets were either completely isolated by or integrated across borders, there would be little room for international business strategy to have content distinctive from 'mainstream' strategy. But a review of the economic evidence about the international integration of markets indicates that we fall in between these extremes, into a state of incomplete cross-border integration that I refer to as semiglobalization. More specifically, most measures of market integration have scaled new heights in the last few decades, but still fall far short of economic theory's ideal of perfect integration. The diagnosis of semiglobalization does more than just supply a relatively stable frame of reference for thinking about the environment of cross-border operations. It also calls attention to the critical role of location-specificity in the prospects of distinctive content for international business strategy relative to mainstream business and corporate strategy. In addition, it flags factors/products subject to location-specificity as being salient from the perspective of international business. Finally, it highlights the scope for strategies that strive to capitalize on the (large) residual barriers to cross-border integration, as well as those that simply try to cope with them.	Harvard Univ, Sch Business, Boston, MA 02163 USA	Ghemawat, P, Harvard Univ, Sch Business, Soldiers Field Rd,Morgan Hall 227, Boston, MA 02163 USA		*US CTR TRANSN COR, WORLD INV REP; *WORLD EC FOR, GLOB COMP REP; ALCACER J, 2001, KNOWLEDGE SEEKING HU; BALDWIN RE, 1997, NBER WORKING PAPER, V6904; BARRO RJ, 1995, EC GROWTH; BEKAERT G, 1995, J FINANC, V50, P403; BLONIGEN BA, 1997, AM ECON REV, V87, P447; BLOOMFIELD AI, 1968, PRINCETON STUDIES IN, V21; BORDO MD, 1999, NBER WORKING PAPER, V7195; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 2002, J INT BUS STUD, V33, P365; CAVES RE, 1996, MULTINATIONAL ENTERP; CAVES RE, 1998, J INT BUS STUD, V29, P5; COASE RS, 1937, ECONOMICA, V4, P396; DEUTSCH KW, 1961, WORLD POLIT, V13, P267; DUNE N, 2001, FINANCIAL TIMES 0104, P4; FEENSTRA RC, 1998, J ECON PERSPECT, V12, P31; FELDSTEIN M, 1980, ECON J, V90, P314; FELDSTEIN M, 1995, EFFECTS TAXATION MUL, P43; FRANKEL JA, 1992, AM ECON REV, V82, P197; FRANKEL JA, 2001, EFFICIENCY EQUITY LE; GHEMAWAT P, 2000, UNPUB GLOBAL ADVANTA; GIDDENS A, 1996, UNRISD NEWS; HELD D, 1999, GLOBAL TRANSFORMATIO; HELLIWELL JF, 1998, MUCH DO NATL BORDERS; IRWIN DA, 1996, AM ECON REV, V86, P41; JAFFE AB, 1999, EC INNOVATION NEW TE, V8, P105; KELLER W, 2000, NBER WORKING PAPER, V7509; KENWOOD AG, 1989, GROWTH INT EC 1920 1; LEWIS KK, 1995, HDB INT EC, V3, P1913; MADDISON A, 1995, MONITORING WORLD EC; MARTIN SF, 2000, WORLD MIGRATION REPO; MCCARTY M, 1995, DEV BIOL STAND, V85, P3; MICKLETHWAIT J, 2000, FUTURE PERFECT CHALL; OBSTFELD M, 1997, NBER WORKING PAPER, V5960; PATEL P, 1994, NATL INNOVATION SYST; PENROSE ET, 1959, THEORY GROWTH FIRM; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROGOFF K, 1996, J ECON LIT, V34, P647; SCOTT B, 2000, EC STRATEGIES NATION; TEECE DJ, 1977, ECON J, V87, P242	42	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				138	152			15	Business; Management	698EN	ISI:000183984800005
J	Doukas, JA; Lang, LHP			Foreign direct investment, diversification and firm performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investments; industrial and international diversification; short-term and long-term performance; diversified and specialized firms	CONGLOMERATE MERGER WAVE; CORPORATE DIVERSIFICATION; FINANCING POLICIES; MARKET VALUATION; STOCK RETURNS; CASH FLOW; TOBIN Q; OWNERSHIP; ACQUISITIONS; DECISIONS	In this study we present evidence that geographic diversification increases shareholder value and improves long-term performance when firms engage in core-related foreign direct (greenfield) investments. Non-core-related foreign investments are found to be associated with both short-term and long-term losses. Our results suggest that the synergy gains stemming from the internalization of markets are rooted in the core business of the firm. Geographic diversification outside the core business of the firm bears strongly against the prediction of the internalization hypothesis. The analysis also shows that, regardless of the industrial structure of the firm (that is, number of segments), foreign direct investments outside the core business of the firm are associated with a loss in shareholder value, whereas core-related (focused) foreign direct investments are found to be value increasing. Unrelated international diversification, however, is less harmful for diversified (multi-segment) than specialized (single-segment) firms. The larger gains to diversified firms suggest that operational and internal capital market efficiency gains are considerably greater in multi-segment than single-segment firms when both expand their core business overseas.	NYU, Stern Sch Business, Dept Finance, New York, NY 10012 USA; Chinese Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China	Doukas, JA, NYU, Stern Sch Business, Dept Finance, 550 1St Ave, New York, NY 10012 USA		1992, DIRECTORY AM FIRMS O; 1992, DIRECTORY MULTINATIO; ADLER M, 1983, J FINANC, V38, P925; AGMON T, 1977, J FINANC, V38, P925; ANDRADE G, 1997, INVESTIGATING CHARAC; BACKLEY PG, 1976, ECONOMICA, V38, P1; BARBER BM, 1997, J FINANC ECON, V43, P341; BERGER PG, 1995, J FINANC ECON, V37, P39; BODNAR GM, 1999, NBER WORKING PAPER, V6224; BRADLEY M, 1984, J FINANC, V39, P857; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CAMPA JM, 2002, J FINANC, V57, P1731; CAVES RE, 1971, ECONOMICA, V38, P1; CHRISTOPHE SE, 1998, VALUATION US MNC INT; CLICK J, 2000, DOES MULTINATIONALIT; COASE RH, 1937, ECONOMICA, V4, P386; COMMENT R, 1995, J FINANC ECON, V37, P67; DEMSETZ H, 1983, J LAW ECON, V26, P375; DENIS DJ, 2002, J FINANC, V57, P1951; DOUKAS J, 1988, J FINANC, V43, P1161; DOUKAS J, 1995, J BANK FINANC, V19, P1285; DUNNING JH, 1973, OXFORD ECON PAP, V25, P289; ERRUNZA VR, 1981, J FINANC, V36, P401; ERRUNZA VR, 1984, J FINANC, V39, P727; FATEMI AM, 1984, J FINANC, V39, P1325; FINNERTY JE, 1986, MANAGE INT REV, V26, P14; GRAHAM JR, 2000, DOES CORPORATE DIVER; HISEY KB, 1985, J INT BUS STUD, V15, P51; JENSEN MC, 1983, J FINANC ECON, V11, P5; JENSEN MC, 1986, AM ECON REV, V76, P323; JOHN K, 1995, J FINANC ECON, V37, P105; KAPLAN SN, 1992, J FINANC, V47, P107; LAMONT O, 1997, J FINANC, V52, P83; LANG L, 1996, J FINANC ECON, V40, P3; LANG LHP, 1994, J POLIT ECON, V102, P1248; LEE L, 1990, FINANCIAL REV, P641; LEWELLEN W, 1985, J ACCOUNT ECON, V7, P209; LINDENBERG E, 1981, J BUS, V54, P1; LUMMER SL, 1990, PACIFIC BASIN CAPITA, P531; MANSI SA, 2002, J FINANC, V57, P2167; MATSUSAKA JG, 1993, RAND J ECON, V24, P357; MCCONNELL JJ, 1985, J FINANC ECON, V14, P399; MCCONNELL JJ, 1995, J FINANC ECON, V39, P131; MONTGOMERY CA, 1994, J ECON PERSPECT, V8, P163; MORCK R, 1988, J FINANC ECON, V20, P293; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; MORCK R, 2001, INTANGIBLES; OFEK E, 1994, J FINANC, V49, P637; PERFECT SB, 1994, J EMPIRICAL FINANCE, V1, P313; PRAHALAD CK, 1990, HARVARD BUSINESS REV; RAVENSCRAFT DJ, 1987, MERGERS SELL OFFS EC; SCHARFSTEIN DS, 1998, NBER WORKING PAPER, V5969; SERVAES H, 1996, J FINANC, V51, P1201; SINGH H, 1987, STRATEGIC MANAGE J, V8, P377; STULZ RM, 1988, J FINANC ECON, V20, P25; STULZ RM, 1990, J FINANC ECON, V26, P3; VILLALONGA B, 2000, DOES DIVERSIFICATION; WHITE H, 1980, ECONOMETRICA, V48, P817; WILLIAMSON OE, 1970, CORPORATE CONTROL BU; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	61	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				153	172			20	Business; Management	698EN	ISI:000183984800006
J	Henisz, WJ			The power of the Buckley and Casson thesis: the ability to manage institutional idiosyncrasies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internationalization; political risk; institutions	FOREIGN DIRECT-INVESTMENT; INTELLECTUAL PROPERTY PROTECTION; CORPORATE POLITICAL STRATEGY; EMERGING MARKETS; BUSINESS GROUPS; UNITED-STATES; MULTINATIONAL-CORPORATIONS; POLICY; ENVIRONMENT; INDUSTRY	Recent patterns of rapid internationalization in sectors characterized by strong public interest and both government and domestic capital constraints seem, at first, inconsistent with the drivers of internationalization identified by Buckley and Casson (1976) for manufacturing industries in the postwar era. A more microanalytic perspective, however, identifies the ability to manage institutional idiosyncrasies as a firm-level capability akin to research or advertising that can drive internalization across national borders and thereby internationalization. These arguments are examined using evidence from the independent power production sector.	Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA	Henisz, WJ, Univ Penn, Wharton Sch, 2021 Steinberg Hall Dietrich Hall, Philadelphia, PA 19104 USA		*WORLD BANK, 1995, BUR BUS EC POL GOV O; *WORLD BANK, 2001, GLOB DEV FIN; ALT JE, 1999, INT ORGAN, V53, P99; BARON DP, 1995, CALIF MANAGE REV, V37, P47; BARON DP, 1995, SLOAN MANAGE REV, V37, P73; BEHRMAN JN, 1975, INT BUSINESS GOVT CO; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BRADLEY D, 1977, HARVARD BUS REV, P75; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; DEFIGUEIREDO JM, 2001, J ECON MANAGE STRAT, V10, P91; DICKIE RB, 1984, STRATEGIC MANAGE J, V5, P15; DJANKOV S, 2000, NBER WORKING PAPER, V7892; ESTY DC, 1983, ECON INQ, V21, P24; FISMAN R, 1998, 9876 HARV BUS SCH; FORSGREN M, 1992, MANAGING NETWORKS IN, P1; GASTANAGA VM, 1998, WORLD DEV, V26, P1299; GRANOVETTER M, 1995, IND CORP CHANGE, V4, P93; GRUBERT H, 1991, REV ECON STAT, V73, P285; GUILLEN M, 1994, MODELS MANAGEMENT WO; GUILLEN M, 2001, LIMITS CONVERGENCE G; HARRIS D, 1993, STUDIES INT TAXATION, P277; HAWKINS RG, 1976, J INT BUS STUD, V7, P3; HENISZ WJ, 2001, ADMIN SCI QUART, V46, P443; HENISZ WJ, 2002, NEW I STRATEGIC MANA, P339; HENISZ WJ, 2002, UNPUB VALUES I LONG; HENISZ WJ, 2003, UNPUB INTEREST GROUP; HENISZ WJ, 2003, UNPUB STRATEGIC MANA; HILL CE, 1999, J EARLY CHRISTIAN ST, V7, P1; HILLMAN AJ, 1999, ACAD MANAGE REV, V24, P825; HINES J, 1998, NBER WORKING PAPER, V6728; HOLBURN G, 2002, UNPUB POLITICAL RISK; HYMER S, 1966, INT OPERATIONS NATL; KHANNA T, 1999, HARVARD BUS REV, V77, P125; KHANNA T, 1999, J ECON MANAGE STRAT, V8, P271; KHANNA T, 2000, 00068 HARV BUS SCH D; KHANNA T, 2000, ACAD MANAGE J, V43, P268; KHANNA T, 2000, CONCENTRATED CORPORA, P265; KHANNA T, 2000, EUR ECON REV, V44, P748; KHANNA T, 2000, J FINANC, V55, P867; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAPORTA R, 1998, J POLIT ECON, V106, P1113; LAPORTA R, 1999, NBER WORKING PAPER, V7248; LEE JY, 1996, REV ECON STAT, V78, P181; LENWAY SA, 1991, ACAD MANAGE J, V34, P893; LOREE DW, 1995, J INT BUS STUD, V26, P281; LYLES MA, 1996, COLUMBIA J WORLD FAL, P64; MASTERS MS, 1986, RES CORPORATE SOCIAL, P249; MINOR MS, 1994, J INT BUS STUD, V25, P177; NEE V, 1992, ADM SCI Q, V33, P194; NIGH D, 1985, J INT BUS STUD, V16, P1; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; REHBEIN K, 1994, BUS SOC, V33, P270; ROOT F, 1978, J INT BUS STUD, V9, P81; ROOT FR, 1968, BUS HORIZONS, V1, P69; RUGMAN A, 1981, INSIDE MULTINATIONAL; SALAMON LM, 1977, AM POLIT SCI REV, V71, P1026; SCHOLLHAMMER H, 1984, MANAGE INT REV, V24, P18; SCHULER DA, 1996, ACAD MANAGE J, V39, P720; SCOTT RW, 2001, I ORG; TALLMAN SB, 1988, J INT BUS STUD, V19, P219; VERNON R, 1971, SOVEREIGNTY BAY MULT; VERNON R, 1977, STORM MULTINATIONALS, P139; WEDER B, 2000, 200002 WWZ; WEI SJ, 2000, REV ECON STAT, V82, P1; YOFFIE DB, 1988, HARVARD BUSINESS MAY, P82	65	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				173	184			12	Business; Management	698EN	ISI:000183984800007
J	Guillen, MF			Experience, imitation, and the sequence of foreign entry: wholly owned and joint-venture manufacturing by South Korean firms and business groups in China, 1987-1995	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign entry; joint ventures; China	INTERNATIONAL EXPANSION STRATEGY; UNITED-STATES; DIRECT-INVESTMENT; INTERORGANIZATIONAL IMITATION; CHOICE; MODE; PERFORMANCE; KNOWLEDGE; LOCATION; INDUSTRY	The evolution of foreign entry in the form of joint ventures and wholly owned manufacturing operations is examined as a staged process shaped by experience and imitation dynamics at the firm, group, and industry levels of analysis. The expansion of South Korean firms into China between 1987 and 1995 lends support to the staged view of foreign entry. Over time, technology-intensive firms are more likely to abandon joint-venture entry modes, owing to contractual hazards. Firms in the same business group are found to imitate each other's choice of joint ventures and wholly owned plants. Firms in the same industry mimic each other's choice of wholly owned plants, though not of joint ventures.	Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA; Univ Penn, Dept Sociol, Philadelphia, PA 19104 USA; Inst Empresa, Madrid, Spain	Guillen, MF, Univ Penn, Wharton Sch, 2016 Steinberg Hall Dietrich Hall, Philadelphia, PA 19104 USA		*AS PAC INF INC, 1991, KOR CO HDB; *AS PAC INF INC, 1994, KOR CO YB; *BUS KOR, 1986, YB KOR EC BUS; *KOR INV SERV, 1990, HAN KOOK KI EOP JAI, V1; *KPC, 1985, KOR BUS IND LIST CO; *KPC, 1985, KOR BUS IND REG CORP; *NSO, 1989, REP MIN MAN SURV; *NSOROK, 1987, EC STAT YB; *SSBPRC, 1986, CHIN STAT YB; ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487; AGARWAL S, 1992, J INT BUS STUD, V23, P1; AHARONI Y, 1966, FOREIGN INVESTMENT D; ANAND BN, 2000, J IND ECON, V48, P103; ANAND BN, 2000, STRATEGIC MANAGE J, V21, P295; BUCKLEY PJ, 1991, FUTURE MULTINATIONAL; BURNS LR, 1993, ACAD MANAGE J, V36, P106; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; COHEN W, 1990, ADM SCI Q, V99, P569; COX DR, 1984, ANAL SURVIVAL DATA; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DAVIS GF, 1991, ADM SCI Q, V36, P583; DELIOS A, 2002, 19 WHART SCH; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNNING JH, 1993, MULTINATIONAL ENTERP; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; FLIGSTEIN N, 1985, AM SOCIOL REV, V50, P377; FRANCE MM, 1989, J COMB THEORY A, V50, P1; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERLACH ML, 1992, ALLIANCE CAPITALISM; GRANOVETTER M, 1995, IND CORP CHANGE, V4, P93; GUILLEN MF, 2000, ACAD MANAGE J, V43, P362; GUILLEN MF, 2001, LIMITS CONVERGENCE G; GUILLEN MF, 2002, ACAD MANAGE J, V45, P509; HAUNSCHILD PR, 1993, ADMIN SCI QUART, V38, P564; HAUNSCHILD PR, 1997, ADMIN SCI QUART, V42, P472; HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P593; HEDLUND G, 1985, INT STUDIES MANAGEME, V15, P41; HENISZ WJ, 1999, BUSINESS POLITICS, V1, P261; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HUFF A, 1982, STRATEGIC MANAGEMENT, V3, P119; HYMER S, 1976, INT OPERATIONS NATL; INGRAM P, 1997, STRATEGIC MANAGE J, V18, P75; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KALBFLEISCH J, 1980, STAT ANAL FAILURE TI; KHANNA T, 2000, ACAD MANAGE J, V43, P268; KNICKERBOCKER F, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1993, MANAGE SCI, V39, P123; KOGUT B, 1996, REV ECON STAT, V78, P221; LARDY NR, 1996, CHINAS TRANSITIONAL, P103; LEE CJ, 1996, CHINA KOREA DYNAMIC; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; MARTIN X, 1998, ADMIN SCI QUART, V43, P566; MINER AS, 1995, RES ORGAN BEHAV, V17, P115; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; PAN YG, 1996, J INT BUS STUD, V27, P1; PEARSON MM, 1991, JOINT VENTURES PEOPL; PORAC J, 1996, ADV STRATEG MANAGE, V13, P363; ROHWER G, 1994, 54 TDA HAMB I SOZ; SANFORD DC, 1990, S KOREA SOCIALIST CO; SCOTT WR, 1995, I ORG; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SHAVER JM, 1998, MANAGE SCI, V44, P571; SOK AC, 1993, HANGUK KIUPUI DAECHU; TUMA NB, 1984, SOCIAL DYNAMICS MODE; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WELLS LT, 1983, 3 WORLD MULTINATIONA; WESTPHAL JD, 1997, ADMIN SCI QUART, V42, P366; YAN AM, 1994, ACAD MANAGE J, V37, P1478; ZHANG HY, 1996, FOREIGN DIRECT INVES, P380	77	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				185	198			14	Business; Management	698EN	ISI:000183984800008
J	Chung, W; Mitchell, W; Yeung, B			Foreign direct investment and host country productivity: the American automotive component industry in the 1980s	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	FDI; competition; productivity; automotive	UNITED-STATES; SPILLOVER EFFICIENCY; FIRM GROWTH; COMPETITION; MANAGEMENT; JAPANESE; DYNAMICS; MARKETS; PLANTS; LEVEL	Although several studies have shown that inward foreign direct investment (FDI) often leads to greater host country productivity, researchers have yet to determine the relative importance of direct technology transfer and competitive pressure. To assess the relative importance of the two channels, we examine the US auto-component industry between 1979 and 1991. During this period, Japanese automobile assemblers began to produce vehicles in North America, and began to purchase inputs from US auto-component manufacturers. Those US manufacturers that sold components to Japanese transplants would be the direct recipients of any technologies transferred from the Japanese. Although we find that the direct investment by Japanese assemblers was associated with overall productivity improvement in the US auto-component industry, we find little evidence of direct technology transfer. The productivity growth of US suppliers affiliated with Japanese assemblers was no greater than that of other, non-affiliated US suppliers. Further, we find that the Japanese assemblers tended to purchase components from less productive US suppliers and, moreover, that low-productivity suppliers that sold goods to Japanese assemblers had a higher survival rate than low-productivity suppliers that did not sell to Japanese firms. The results suggest that increased competitive pressure in the auto-sector was the main cause of overall productivity improvement, at least during the initial stages of FDI of the 1980s.	Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA; Duke Univ, Fuqua Sch Business, Durham, NC 27706 USA; NYU, Stern Sch Business, New York, NY USA	Chung, W, Univ Penn, Wharton Sch, 2027 Steinberg Dietrich Hall, Philadelphia, PA 19104 USA		*ELM INT, 1989, ELM GUID AUT SOURC; *ELM INT, 1991, ELM GUID AUT SOURC; AITKEN BJ, 1999, AM ECON REV, V89, P605; BLOMSTROM M, 1983, WORLD DEV, V11, P493; BLOMSTROM M, 1986, J IND ECON, V35, P97; BUCKLEY P, 1976, FUTURE MULTINATIONAL; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1976, ESSAYS IND ORG HONOR, P39; CHUNG W, 2002, MANAGE SCI, V48, P1534; CLARK KB, 1987, BROOKINGS PAPERS EC, V3, P729; CLARK KB, 1991, PRODUCT DEV PROCESS; CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563; CUTLER DM, 1991, BROOKINGS PAPERS EC, V2, P1; DUNNE T, 1989, Q J ECON, V104, P671; EVANS DS, 1987, J POLIT ECON, V95, P657; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GRILICHES Z, 1986, AM ECON REV, V76, P141; HADDAD M, 1993, J DEV ECON, V42, P51; HALL BH, 1987, J IND ECON, V35, P583; HALL BH, 1993, MACROECONOMICS, V2, P289; HELPER S, 1997, CALIFORNIA MANAGEMEN, V39, P118; KOKKO A, 1994, J DEV ECON, V43, P279; LIEBERMAN MB, 1990, MANAGE SCI, V36, P1193; LIEBERMAN T, 1999, P AM C CONS, V45, P4; MARTIN X, 1995, STRATEGIC MANAGEMENT, V16, P580; MARTIN X, 1998, ADMIN SCI QUART, V43, P566; MITCHELL W, 1994, ADMIN SCI QUART, V39, P575; NICKELL SJ, 1996, J POLIT ECON, V104, P724; WOMACK J, 1990, MACHINE CHANGED WORL; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439	30	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				199	218			20	Business; Management	698EN	ISI:000183984800009
J	Buckley, PJ; Casson, M			The Future of the Multinational Enterprise in retrospect and in prospect	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article				Univ Leeds, Sch Business, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England; Univ Reading, Reading, Berks, England	Buckley, PJ, Univ Leeds, Sch Business, Ctr Int Business, Maurice Keyworth Bldg, Leeds LS2 9JT, W Yorkshire, England		BARTLETT CA, 1989, MANAGING BORDERS TRA; BUCKLEY PJ, 2002, FUTURE MULTINATIONAL; COASE RH, 1937, ECONOMICA, V4, P386; DUNNING JH, 1958, AM INVESTMENT BRIT M; HYMER SH, 1990, REV ECON, V19, P949; MCMANUS JC, 1972, MULTINATIONAL FIRM N; PORTER ME, 1980, COMPETITIVE STRATEGY; SERVANSCHREIBER JJ, 1968, AM CHALLENGE; VERNON R, 1971, SOVEREIGNTY BAY; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	10	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAR	2003	34	2				219	222			4	Business; Management	698EN	ISI:000183984800010
J	Delios, A; Henisz, WJ			Policy uncertainty and the sequence of entry by Japanese firms, 1980-1998	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	internationalization; manufacturing; distribution; political hazards	FOREIGN DIRECT-INVESTMENT; INSTITUTIONAL ENVIRONMENT; DEVELOPING-COUNTRIES; BARGAINING POWER; JOINT VENTURES; KNOWLEDGE; PROFITABILITY; CORPORATIONS; EXPERIENCE; LOCATION	We extend the stages model of internationalization to incorporate a sophisticated consideration of temporal and cross-national variation in the uncertainty of the policy environment. Using a sample of 6465 international expansions of 665 Japanese manufacturing firms in 49 countries, we develop arguments from internationalization and bargaining power perspectives to show how Japanese firms manage policy uncertainty in host country environments through the within-country sequencing of investments. Although a distribution to manufacturing entry sequence tends to prevail in countries with low levels of policy uncertainty, as uncertainty in the policy environment increases, initial entry by distribution is increasingly likely to be eschewed in favor of an initial entry by a joint venture manufacturing plant. We suggest that this change in investment sequence occurs as firms shift from an emphasis on developing knowledge about local markets and consumers in low-hazards markets to an international expansion strategy in uncertain policy environments that places knowledge development of the policy environment at the forefront of a firm's strategy.	Natl Univ Singapore, NUS Business Sch, Dept Business Policy, Singapore 117592, Singapore; Univ Penn Wharton Sch, Philadelphia, PA USA	Delios, A, Natl Univ Singapore, NUS Business Sch, Dept Business Policy, Singapore 117592, Singapore		*TOYO KEIZ, 1989, KAIG SHINSH KIG SOUR; *UNCTAD, 1997, WORLD INV REP 1997 T; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BEAMISH PW, 1997, JAPANESE MULTINATION; BEHRMAN JN, 1975, INT BUSINESS GOVT CO; BERGSTEN CF, 1978, AM MULTINATIONALS AM; BLOSSFELD HP, 1995, TECHNIQUES EVENT HIS; BODDEWYN J, 1988, J INT BUS STUD, V15, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BORENSZTEIN E, 1995, NBER WORKING PAPER, V5057; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; CAPRON L, 1999, J MARKETING, V63, P41; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANG SJ, 2001, STRATEGIC MANAGE J, V22, P747; CHUNG W, 2002, J INT BUS STUD, V34, P199; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DELIOS A, 2000, ACAD MANAGE J, V43, P305; DELIOS A, 2001, ACAD MANAGE J, V44, P1028; DIERICKX J, 1989, MANAGE SCI, V35, P1505; FAYERWEATHER J, 1973, INT BUSINESS GOVT AF; FEENSTRA RC, 1996, AM ECON REV, V86, P240; FORSGREN M, 1992, MANAGING NETWORKS IN, P1; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; HENISZ WJ, 1999, BUSINESS POLITICS, V1, P261; HENISZ WJ, 2000, EC POLITICS, V12, P1; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HENISZ WJ, 2001, ADMIN SCI QUART, V46, P443; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KOBRIN SJ, 1980, J INT BUS STUD, V11, P32; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOGUT B, 1988, J INT BUS STUD, V19, P411; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; MAKINO S, 1996, J INT BUS STUD, V27, P905; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROOT FR, 1987, ENTRY STRATEGIES INT; SAKAKIBARA M, 2000, J JPN INT ECON, V14, P43; SHENKAR O, 1999, ORGAN SCI, V10, P134; VERNON R, 1977, STORM MULTINATIONALS; YAMAWAKI H, 1991, REV ECON STAT, V73, P294	43	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				227	241			15	Business; Management	693PV	ISI:000183727800001
J	Child, J; Chung, L; Davies, H			The performance of cross-border units in China: a test of natural selection, strategic choice and contingency theories	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	China; cross-border investment; environment; Hong Kong; management; performance	ORGANIZATIONAL FORMS; TRANSITION ECONOMY; COEVOLUTION; ENVIRONMENT; SURVIVAL; MODELS	This study tests the explanatory power of three theoretical frameworks for the performance of cross-border affiliates, by examining the experience of 615 Hong Kong firms managing operations in mainland China. The frameworks tested are: the natural selection approach, focused on the influence of the environment; the strategic choice approach, focused on managerial action; and the contingency approach, which emphasises the 'fit' between environmental contingencies and internal organisation. The results show that natural selection and strategic choice have a role to play, even when controlling for each other. They also support a simple approach to contingency, but not a more complex version involving interactions. Although the business and institutional environments do have a significant influence on the performance of cross-border affiliates in a transition economy, performance can be improved through strategic managerial action. In particular, leveraging local resources by developing trust between parent and affiliate, and maintaining close control and integration with the parent, are associated with enhanced performance.	Univ Birmingham, Sch Business, Birmingham B15 2TT, W Midlands, England; Univ Cambridge, St Johns Coll, Cambridge, England; Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China	Child, J, Univ Birmingham, Sch Business, Birmingham B15 2TT, W Midlands, England		*EIU, 1997, MULTINATIONAL COMPAN; *EIU, 1999, CHINA HAND; *HONG KONG TRAD DE, 2000, INV ENV CHIN MAINL S; *WORLD EC FOR, 2000, GLOB COMP REP 2000; BAIN JS, 1956, BARRIERS NEW COMPETI; BARNEY J, 1991, J MANAGE, V17, P99; BEAMISH PW, 1997, COOPERATIVE STRATEGI, P103; BERGER R, 1998, SUCCESS ANAL GERMAN; BERRY AJ, 1995, MANAGEMENT CONTROL T; BJORKMAN I, 1997, DEV MANAGERIAL RESOU; BOISOT M, 1999, ORGAN SCI, V10, P237; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BURKE M, 1984, J MARKETING RES, V21, P343; CAPON N, 1996, INTEGRATIVE EXPLANAT; CHILD J, 1997, ORGAN STUD, V18, P43; CHILD J, 2000, MANAGING BUSINESS CH; CHILD J, 2003, J MANAGE STUD, V40, P286; COHEN J, 1983, APPL MULTIPLE REGRES; COOPER LG, 1983, J CONSUM RES, V10, P96; DAVIES H, 2003, IN PRESS J BUSINESS; DEVELLIS RF, 1991, SCALE DEV THEORY APP; DONALDSON L, 2001, CONTINGENCY THEORY O; DOTY DH, 1993, ACAD MANAGE J, V36, P1196; DRAZIN R, 1985, ADM SCI Q, V30, P514; GALBRAITH JR, 1977, ORG DESIGN; GRANT RM, 2002, CONT STRATEGY ANAL; HAMEL G, 1994, CONPETING FUTURE; HANNAN MT, 1989, ORG ECOLOGY; HARZING AWK, 1999, MANAGING MULTINATION; HOSKISSON RE, 1999, J MANAGE, V25, P417; ILINITCH AY, 1998, MANAGING TIMES DISOR; JACCARD J, 1990, INTERACTION EFFECTS; JAWORSKI BJ, 1993, J MARKETING, V57, P53; KENNEDY P, 1989, GUIDE ECONOMETRICS; LAWRENCE PR, 1967, ORG ENV; LEWIN AY, 1999, ORGAN SCI, V10, P519; LEWIN AY, 1999, ORGAN SCI, V10, P535; LEWIN AY, 2001, ORGAN STUD, V22, R5; LUBMAN S, 1995, CHINA Q, V141, P1; LUO Y, 2000, GUANXI BUSINESS; LUO YD, 1999, J INT BUS STUD, V30, P269; MILES RE, 1978, ORG STRATEGY STRUCTU; NUNNALLY J, 1978, PSYCHOMETRIC THEORY; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PENG MW, 2000, ACAD MANAGE J, V43, P486; PENG MW, 2000, BUSINESS STRATEGIES; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1990, COMPETITIVE ADVANTAG; SAKO M, 1998, TRUST ORG CONCEPTUAL, P88; SCHERER FM, 1980, IND MARKET STRUCTURE; SHENKAR O, 1994, ADV CHINESE IND STUD, V4, P273; SMITH KW, 1979, SOCIOLOGICAL METHODS, V8, P35; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; STUDWELL J, 2002, CHINA DREAM ELUSIVE; TABACHNIK BG, 1996, USING MULTIVARIATE S; TSUI AS, 1995, ACAD MANAGE J, V38, P1515; VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801; WEBER M, 1978, EC SOC; WILLIAMS LJ, 1989, J APPL PSYCHOL, V74, P462; YAN A, 1996, MANAGEMENT ISSUES CH, P106; YATSKO P, 1997, FAR E EC REV    1218, V160, P52; ZAHEER A, 1998, ORGAN SCI, V9, P141	63	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				242	254			13	Business; Management	693PV	ISI:000183727800002
J	Law, KS; Tse, DK; Zhou, N			Does human resource management matter in a transitional economy? China as an example	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	human resource management; perception of top management; China; Chinese management	FIRM PERFORMANCE; MARKET ENTRY; IMPACT; MODEL; EXPERIENCE; ORDER; FIEFS	This paper investigates the significance of how firms manage their human resources (HRs) within the confines of powerful social institutions in a transitional economy, the People's Republic of China (China). We propose that two dimensions, the role of human resource management (RHR) and followers' perception of the leader (TOP), are important contributors to firm performance as are the influences of the regional economy and firm ownership. We tested our hypotheses with a survey of 180 firms from nine cities in China. We found that both role of HRM (RHR) and follower's perception of top-level management (TOP) are important to firm performance. The study confirms that while social institutions remain powerful in a transitional economy, effective HRM is important to firm performance.	Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China; Hong Kong Univ Sci & Technol, Sch Business Management, Hong Kong, Hong Kong, Peoples R China; City Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong, Peoples R China	Tse, DK, Univ Hong Kong, Sch Business, Pokfulam Rd, Hong Kong, Hong Kong, Peoples R China		2002, CHINA STAFF      MAY, P4; *STAT STAT BUR, 1992, CHIN STAT YB; BAE J, 2000, ACAD MANAGE J, V43, P502; BARNEY J, 1991, J MANAGE, V17, P99; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BECKER BE, 1998, RES PERS H, V16, P53; BOAL KB, 2001, LEADERSHIP QUART, V11, P515; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BURTON GD, 2000, ACAD MANAGEMENT EXEC, V41, P19; CHID J, 2001, J INT BUS STUD, V32, P8; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; GIOIA DA, 1996, ADMIN SCI QUART, V41, P370; HUI C, 1999, ORGAN BEHAV HUM DEC, V77, P3; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; HUSELID MA, 1997, ACAD MANAGE J, V40, P171; KORNAI J, 1992, SOCIALISTIC SYSTEM P; LAU CC, 1997, CHINA STUDIES, V3, P101; LAU CM, 2002, J INT BUS STUD, V33, P533; LAW KS, 2000, INT J HUM RESOUR MAN, V11, P751; LI L, 1997, CHINA STUDIES, V3, P25; LI SM, 1998, J INT MARKETING, V6, P56; LIN JY, 1996, REFORM STATE OWNED E, P49; LIN Z, 1998, MEMORANDUM CHINAS RE; LUO YD, 1999, J INT BUS STUD, V30, P269; NEE V, 1992, ADMIN SCI QUART, V37, P1; NORTH DC, 1990, I I CHANGE EC PERFOR; OREILLY CA, 2000, HIDDEN VALUE; OUCHI WG, 1977, ADM SCI Q, V22, P95; PAN YG, 1999, J INT BUS STUD, V30, P81; PAN YG, 2000, J INT BUS STUD, V31, P535; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 2000, BUSINESS STRATEGIES; RALSTON DA, 1999, J INT BUS STUD, V30, P415; SCOTT WR, 1995, I ORG; SHIPPER F, 2002, LEADERSHIP QUART, V13, P95; SJOBBERG O, 1996, UNPUB SOFT BUDGET CO; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TJOSVOLD D, 2003, COLLECTIVISM INDIVID, V1, P2; TSE DK, 1997, J INT BUS STUD, V28, P779; TSE DK, 1999, NEW OWNERSHIP FORMS; TWOMEY DF, 2000, INT J CONFL MANAGE, V10, P43; WALDER AG, 1995, AM J SOCIOL, V101, P263; WONG CS, 2001, J WORLD BUS, V36, P1; WRIGHT PM, 1992, J MANAGE, V18, P295; YAN AM, 1994, ACAD MANAGE J, V37, P1478	46	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				255	265			11	Business; Management	693PV	ISI:000183727800003
J	Lenartowicz, T; Johnson, JP			A cross-national assessment of the values of Latin America managers: contrasting hues or shades of gray?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	values; culture; Latin America	PERSONAL VALUES; RATING PROCEDURES; CONSUMER VALUES; UNITED-STATES; CULTURE; DIMENSIONS; INDIVIDUALISM; COLLECTIVISM; PERFORMANCE; ENTERPRISE	We draw upon studies from the social sciences to develop and test hypotheses about similarities and differences in the importance of values among managers in 12 Latin American countries. Using the Rokeach Value Survey, data from 1015 owner-managers of small businesses indicated convergence among values relating to group interests, but significant variation among values serving individual interests. In addition, several groups of countries were identified as culturally similar, whereas Brazil and Mexico remained culturally discrete. The results suggest that common perceptions of Latin America as a culturally homogeneous region are stereotypical and incorrect, and that divergence in the importance of values can explain differences in business phenomena across the region.	Rollins Coll, Crummer Grad Sch Business, Winter Pk, FL 32789 USA; Florida Atlantic Univ, Dept Management & Int Business, Boca Raton, FL 33431 USA	Johnson, JP, Rollins Coll, Crummer Grad Sch Business, 1000 Holt Ave 2722, Winter Pk, FL 32789 USA		2000, GLOBAL COMPETITIVENE; *K ILL REF CORP, 1998, WORLD ALM; *STRAT RES CORP, 2000, 2000 US HISP MARK; *TRANSP INT, 2001, CORR PERC IND 2000; *UN, 1998, UN HUM DEV REP; ALBERT RD, 1996, HDB INTERCULTURAL TR, P327; ARNOLD DJ, 1998, SLOAN MANAGE REV, V40, P7; BANDURA A, 1977, PSYCHOL REV, V84, P191; BEATTY SE, 1991, J BUS RES, V22, P149; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; CAVIEDES C, 1995, S AM; CHURCHILL GA, 1991, MARKETING RES METHOD; COHEN J, 1977, STAT POWER ANAL BEHA; CORFMAN KP, 1991, J RETAILING, V67, P184; DAHRINGER L, 1991, INT MARKETING GLOBAL; DAVIS SM, 1969, HARVARD BUS REV  NOV, P88; DEBLIJ HJ, 1997, GEOGRAPHY REALMS REG; DECARLO JF, 1980, J SMALL BUSINESS MAN, V18, P37; DOUGLAS SP, 1983, INT MARKETING RES; DUNPHY D, 1987, ACAD MANAGE REV, V12, P445; ELENKOV DS, 1997, INT STUDIES MANAGEME, V27, P85; ENGLAND GW, 1975, MANAGER HIS VALUES I; EREZ M, 1993, CULTURE SELF IDENTIT; FAGENSON EA, 1993, J BUS VENTURING, V8, P409; FRANKE RH, 1991, STRATEGIC MANAGE J, V12, P165; GILLIN, 1954, SCI SOCIAL MAN; GRUNERT SC, 1990, J BUS RES, V20, P97; GUTTMAN L, 1968, PSYCHOMETRIKA, V33, P461; GWARTNEY J, 1996, EC FREEDOM WORLD; HARLOW LL, 1997, WHAT THERE WERE NO S, P1; HARPAZ I, 1990, J INT BUS STUD, V21, P75; HAVILAND WA, 1990, CULTURAL ANTHR; HERBERT RF, 1988, ENTREPRENEUR MAINSTR; HILL CW, 2001, INT BUSINESS COMPETI; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1984, J CROSS CULT PSYCHOL, V15, P417; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOWARD A, 1983, PERS PSYCHOL, V36, P883; HUSTED BW, 1999, J INT BUS STUD, V30, P339; JOHNSON JP, 1998, J WORLD BUS, V33, P332; JONES IW, 1999, LONG RANGE PLANN, V32, P162; KAHLE LR, 1986, J CONSUM RES, V13, P405; KAMAKURA WA, 1991, J CONSUM RES, V18, P208; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KEPPEL G, 1991, DESIGNS ANAL RESEARC; KLUCKHOHN C, 1951, POLICY SCI; KOKDE EJ, 1982, ENV INT BUSINESS; KOTEY B, 1997, J SMALL BUS MANAGE, V35, P37; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LENARTOWICZ T, 1999, J INT BUS STUD, V30, P781; LIPSET S, 1967, ELITES LATIN AM, P3; MALHOTRA NK, 1996, INT MARKET REV, V13, P7; MATSUMOTO D, 2001, J CROSS CULT PSYCHOL, V32, P478; MEGLINO BM, 1998, J MANAGE, V24, P351; MIETHE TD, 1985, J PSYCHOL, V119, P441; MORRIS MH, 1994, J INT BUS STUD, V25, P65; MORRIS MW, 1998, J INT BUS STUD, V29, P729; MUNSON JM, 1979, J MARKETING RES, V16, P48; NG SH, 1982, EUROPEAN J SOCIAL PS, V12, P169; NORMANN P, 1992, BUS AM, V113, P19; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OLIEN MD, 1973, LATIN AM CONT PEOPLE; OTT L, 1988, INTRO STAT METHODS D; RALSTON DA, 1992, J APPL PSYCHOL, V77, P664; RANKIN WL, 1980, EUROPEAN J SOCIAL PS, V10, P233; REYNOLDS P, 2000, GLOBAL ENTREPRENEURS; RIVERA J, 1978, LATIN AM SOCIOCULTUR; ROKEACH M, 1973, NATURE HUMAN VALUES; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SAMIEE S, 1998, J BUS RES, V43, P79; SCHERER R, 1989, J ORGAN CHANGE MANAG, V2, P16; SCHWARTZ SH, 1990, J CROSS CULT PSYCHOL, V21, P139; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, P1; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SHARMA, 1996, APPL MULTIVARIATE TE; SKIDMORE TE, 2001, MODERN LATIN AM; STEVENS J, 1986, APPL MULTIVARIATE ST; STEVENS MA, 1986, GOODNESS FIT TECHNIQ; SWENSON MJ, 1994, J ACAD MARKET SCI, V22, P283; TANSEY R, 1990, J ADVERTISING, V19, P30; TERPSTRA V, 1987, INT MARKETING; TRIANDIS HC, 1994, HDB IND ORG PSYCHOL, V4, P103; TURNER R, 1997, BUS AM, V118, P15; VINSON DE, 1977, J MARKETING, V41, P44; ZAVALLONI M, 1980, HDB CROSS CULTURAL P, V5, P73	87	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				266	281			16	Business; Management	693PV	ISI:000183727800004
J	Hejazi, W; Pauly, P			Motivations for FDI and domestic capital formation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	foreign direct investment; domestic capital formation	FOREIGN DIRECT-INVESTMENT; TRADE	Changing patterns of foreign direct investment (FDI) stock have raised important questions about their impact on domestic economies. For example, it is often thought that increased inward FDI contributes to domestic capital formation, whereas increased outward FDI reduces it. We demonstrate that such generalizations are inappropriate. We develop hypotheses linking the impact of FDI to the underlying motivation for investment. These hypotheses are tested using available Canadian industry-level data. The implication of our results is that rapid growth in outward FDI, relative to inward growth, should not be considered as a negative development, and may reflect success.	Univ Toronto, Joseph L Rotman Sch Management, Toronto, ON M5S 3E6, Canada	Hejazi, W, Univ Toronto, Joseph L Rotman Sch Management, 105 St George St, Toronto, ON M5S 3E6, Canada		*UN CTR TRAD DEV, 2001, WORLD INV REP 2001 P; BORENSZTEIN E, 1998, J INT ECON, V45, P115; BRAINARD SL, 1997, AM ECON REV, V87, P520; CAMERON RA, 1998, 26 IND CAN; CAVES RE, 1971, CAPITAL TRANSFERS EC; FELDSTEIN M, 1980, ECON J, V90, P314; FELDSTEIN M, 1995, EFFECTS TAXATION MUL; HEJAZI W, 1999, J INT BUS STUD, V30, P491; HEJAZI W, 2001, ATLANTIC ECON J, V29, P420; LIPSEY RE, 1984, REV ECON STAT, V66, P304; LIPSEY RR, 2000, NBER WORKING PAPER, V7810; PENNER RG, 1970, CANADIAN J EC, V3, P213; RAO S, 1994, CANADIAN BASED MULTI, V4; RUGMAN AM, 1980, MULTINATIONALS CANAD; RUGMAN AM, 1990, MUTINATIONALS CANADA; STEVENS GVG, 1992, J INT MONEY FINANC, V11, P40; TREFLER D, 1999, POLICY OPTIONS   JUL, P66	17	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				282	289			8	Business; Management	693PV	ISI:000183727800005
J	Luo, Y			Market-seeking MNEs in an emerging market: How parent-subsidiary links shape overseas success	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article	multi national enterprise; parent subsidiary links; emergent market	INTEGRATION-RESPONSIVENESS FRAMEWORK; MULTINATIONAL-CORPORATIONS; EMPIRICAL-ANALYSIS; STRATEGY IMPLEMENTATION; GLOBAL INDUSTRIES; PERFORMANCE; DIVERSIFICATION; MANAGEMENT; ECONOMIES; BUSINESS	This study extends research on parent-subsidiary links, applying new theoretical perspectives - those of resource dependence and dynamic capability - to the new empirical setting of an emerging market. We suggest that parent-subsidiary links help to mitigate emerging market threats by reducing external dependence, and help to capitalize on emerging market opportunities by enhancing local responsiveness. We identify four dimensions (resource commitment, information flow, local responsiveness and control flexibility) to parent-subsidiary links, and examine environmental effects in moderating the contribution of these dimensions. The analysis of 196 Multi National Enterprise (MNE) subsidiaries in China shows that a parent firm's control flexibility, resource commitment and local responsiveness exert a strong and positive influences on subsidiary performance. These influences are weaker when regulatory interference is higher, but stronger when industrial opportunity is richer.	Univ Miami, Sch Business Adm, Dept Management, Miami, FL 33124 USA	Luo, Y, Univ Miami, Sch Business Adm, Dept Management, 414 Jenkins Bldg, Miami, FL 33124 USA		AIKEN LS, 1991, MULTIPLE REGRESSION; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BARTLETT CA, 1989, MANAGING BORDERS; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; CRAY D, 1984, J INT BUS STUD, V15, P85; DELIOS A, 2000, ACAD MANAGE J, V43, P305; DOZ Y, 1981, SLOAN MANAGE REV, V22, P15; DOZ Y, 1984, J INT BUS STUD, V15, P55; DUNNING JH, 1995, MULTINATIONAL ENTERP; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; EGELHOFF WG, 1991, J INT BUS STUD, V22, P341; GATES SR, 1986, J INT BUS STUD, V17, P71; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GOLDEN BR, 1992, STRATEGIC MANAGE J, V13, P145; GUPTA AK, 1987, ACAD MANAGE J, V30, P477; GUPTA AK, 1991, ACAD MANAGE REV, V29, P714; HABIB MM, 1991, STRATEGIC MANAGE J, V12, P589; HITT MA, 1997, ACAD MANAGE J, V40, P767; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JOHNSON JH, 1995, J INT BUS STUD, V26, P621; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1985, SLOAN MANAGE REV, V26, P27; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1994, CALIF MANAGE REV, V36, P52; LUO Y, 1999, J INT BUS STUD, V30, P278; LUO YD, 2002, ORGAN SCI, V13, P48; MEYER KE, 1998, DIRECT INVESTMENT EC; MEYER KE, 2001, J INT BUS STUD, V32, P575; MICHEL A, 1986, J INT BUS STUD, V16, P68; MILLER KD, 1992, J INT BUS STUD, V23, P311; MILLER L, 1987, OCCUPATIONAL THERAPY, V7, P55; MONTGOMERY CA, 1985, ACAD MANAGE J, V28, P789; MORAN T, 1985, MULTINATIONAL CORPOR; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; OXLEY JE, 1997, J LAW ECON ORGAN, V13, P387; PENG MW, 2000, BUSINESS STRATEGIES; PFEFFER JR, 1978, EXTERNAL CONTROL ORG; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1990, J INT BUS STUD, V21, P541; ROTH K, 1991, J INT BUS STUD, V22, P369; ROTH K, 1992, J INT BUS STUD, V23, P715; SCHERER FM, 1990, IND MARKET STRUCTURE; STOPFORD J, 1972, MANAGING MULTINATION; TAGGART JH, 1998, STRATEGIC MANAGE J, V19, P663; TALLMAN SB, 1992, J MANAGE, V18, P455; TEECE D, 1986, J ECON BEHAV ORGAN, V1, P21; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381	56	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.	MAY	2003	34	3				290	309			20	Business; Management	693PV	ISI:000183727800006
J	Buckley, PJ; Clegg, J; Wang, CQ			The impact of inward FDI on the performance of Chinese manufacturing firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; ECONOMIC TRANSITION; PANEL-DATA; TECHNOLOGY; SPILLOVERS; PRODUCTIVITY; ENTERPRISES; INDUSTRY	Using detailed cross-section data for 1995, non-Chinese MNEs are found to generate technological and international market access spillover benefits for Chinese firms, while overseas Chinese investors confer only market access benefits, State-owned enterprises reap no benefits, and indeed receive negative spillovers from overseas investors, in marked contrast to the positive spillovers gained by collectively-owned firms. These findings underline the importance of reform in state-owned enterprises to raise the absorptive capacity of the Chinese domestically-owned sector.	Univ Leeds, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England	Buckley, PJ, Univ Leeds, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England		*MOFTEC, 1996, REG FOR DIR INV; AITKEN B, 1994, NATL BUREAU EC RES W, V4967; ANAND J, 1996, COLUMBIA J WORLD BUS, V31, P50; BLOMSTROM M, 1997, 1745 WORLD BANK INT; BLOMSTROM M, 2000, FOREIGN DIRECT INVES; BUCKWALTER DW, 1995, PROF GEOGR, V47, P288; CANTWELL JA, 1993, GROWTH GLOBAL BUSINE; CAVES R, 1974, ECONOMICA, V41, P176; CHEN C, 1995, WORLD DEV, V23, P691; COHEN WM, 1989, ECON J, V99, P569; DAVIES H, 1996, LONG RANGE PLANN, V29, P684; DIANKOV S, 2000, WORLD BANK ECON REV, V14, P49; EDEN L, 1997, SMALL BUS ECON, V9, P53; FEINBERG SE, 2001, J INT BUS STUD, V32, P421; GELB C, 2000, CHINA BUSINESS R JUL, P40; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GORG H, 2001, ECON J, V111, P723; HADDAD M, 1993, J DEV ECON, V42, P51; HAUSMAN JA, 1978, ECONOMETRICA, V46, P1251; HUANG YP, 1997, J ASIA PACIFIC EC, V2, P101; KOKKO A, 1992, FOREIGN DIRECT INVES; KOKKO A, 1997, TRADE REGIMES SPILLO; KUEH YY, 1992, CHINA Q, V131, P637; LAN P, 1996, TRANSNATIONAL CORPOR, V5, P57; LEE K, 1992, ASIAN EC J, V6, P93; LI XJ, GEOGRAFISKA ANN, V81, P61; LIU XH, 2000, 28 ANN C AC INT BUS; LIU XM, 1999, 26 ANN C AC INT BUS; LIU XM, 2000, J INT BUS STUD, V31, P407; LUO Y, 1999, ASIA PACIFIC J MANAG, V16, P75; LUO YD, 1997, GROUP ORGAN MANAGE, V22, P87; LUO YD, 1998, B ECON RES, V450, P73; MOK V, 2000, ISSUES STUD, V36, P1; MURPHY AB, 1992, PROF GEOGR, V44, P249; OMALLEY E, 1994, TRANSNATIONAL CORPOR; OSTRY S, 1993, TRANSNATIONAL CORPOR, V2, P7; RHEE YW, 1990, 72 WORLD BANK; SHI YZ, 1998, J INT MARKETING MARK, V23, P129; SINGH RD, 1992, PUBLIC CHOICE, V73, P83; THOBURN J, 1997, J ASIA PACIFIC EC, V2, P166; WANG JY, 1992, EUR ECON REV, V36, P137; WANG ZQ, 1995, FOREIGN INVESTMENT E; WELLS LT, 1993, FOREIGN DIRECT INVES; WHITE H, 1980, ECONOMETRICA, V48, P817; WU YR, 1999, FOREIGN DIRECT INVES; YEUNG HW, 1997, COOPERATIVE STRATEGI; ZHAN XJ, 1993, TRANSNATIONAL CORPOR, V2, P121; ZHANG KHL, 2000, CONTEMP ECON POLICY, V18, P82; ZHU GT, 2000, THUNDERBIRD INT BUSI, V42, P507; ZHU T, 1999, CONTEMP ECON POLICY, V17, P530	50	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				637	655			19	Business; Management	618XL	ISI:000179442900002
J	Brouthers, LE; Xu, KF			Product stereotypes, strategy and performance satisfaction: The case of Chinese exporters	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; INTERNATIONAL JOINT VENTURES; COMPETITIVE ADVANTAGE; EXECUTIVE INSIGHTS; EMERGING ECONOMIES; TRANSITION ECONOMY; FIRMS; EXPERIENCE; MARKET; ENTERPRISES	Does following a product strategy of price leadership result in superior performance satisfaction for Chinese exporters? Does branding products and targeting less developed countries significantly improve Chinese exporters' satisfaction with export performance? Results indicate performance satisfaction decreased when Chinese firms pursued price leadership product strategies. While performance satisfaction increased when Chinese exporters used a branding product strategy, branding products and targeting other less developed countries with these brands significantly increased performance satisfaction over branding alone.	Univ Akron, Coll Business Adm, Akron, OH 44325 USA; Univ Texas, Coll Business, San Antonio, TX 78285 USA	Brouthers, LE, Univ Akron, Coll Business Adm, Akron, OH 44325 USA		1999, ECONOMIST, V352, P50; AAKER DA, 1992, PLANNING REV, V20, P56; AAKER DA, 1996, BUILDING STRONG BRAN; ADLER NJ, 1989, J INT BUS STUD, V20, P61; AHMED S, 2001, INT J COMMERCE MANAG, V11, P54; ANHOLT S, 2000, BOARD, V37, P22; ARNOLD DJ, 1998, SLOAN MANAGE REV, V40, P7; ASHLEY SR, 1998, J ADVERTISING RES, V38, P75; BILKEY WJ, 1982, J INT BUS STUD, V13, P89; BROUTHERS LE, 1999, J INT BUS STUD, V30, P831; BROUTHERS LE, 2000, J INT BUS STUD, V31, P39; BRUTON GD, 2000, ACAD MANAGE EXEC, V14, P19; CALLAHAN CM, 1998, CONTEMP ACCOUNT RES, V15, P419; CATEORA P, 1993, INT MARKETING; CUI G, 1997, CHINA BUS REV, V24, P40; CUI G, 2001, J INT MARKETING, V9, P84; DAWAR N, 1999, HARVARD BUSINESS MAR, P119; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DING DZ, 1997, J INT MARKETING, V5, P311; DOMINGUEZ LV, 1993, J INT BUS STUD, V24, P19; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GILLESPIE K, 1989, J INT BUS STUD, V20, P93; HAIR JF, 1995, MULTIVARIATE DATA AN; HAYTER R, 1998, REG STUD, V32, P1; HILL CWL, 1988, ACAD MANAGE REV, V13, P401; HOOLEY G, 1996, J INT BUS STUD, V27, P683; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; HULL JR, 1996, APPL SUPERCOND, V4, P1; HUSSAIN A, 1999, INT STUDIES MANAGEME, V29, P5; IRITANI E, 1999, LOS ANGELES TIM 0921, P1; ISOBE T, 2000, ACAD MANAGE J, V43, P468; KAMDAR M, 1996, WORLD POLICY J, V13, P71; LANDLER M, 2000, NY TIMES        0723, P3; LARDY NR, 1992, FOREIGN TRADE EC REF; LECRAW DJ, 1993, J INT BUS STUD, V24, P589; LEE CY, 2000, INT J QUALITY RELIAB, V17, P876; LEE J, 1999, STRATEGIC MANAGE J, V20, P579; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; LIU XM, 1997, LONG RANGE PLANN, V30, P74; LIU XM, 2000, J INT BUS STUD, V31, P407; LUO Y, 1995, MANAGE INT REV, V35, P241; LUO YD, 1995, BUS HORIZONS, V38, P32; LUO YD, 1997, GROUP ORGAN MANAGE, V22, P87; LUO YD, 1999, J INT BUS STUD, V30, P269; LUO YD, 2001, J INT BUS STUD, V32, P41; MALHOTRA NK, 1999, J ACAD MARKET SCI, V27, P160; NAUGHTON B, 1996, BROOKINGS PAPERS EC, V2, P273; NITSCH D, 1996, MANAGE INT REV, V36, P27; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; PADMANABHAN P, 1999, J INT BUS STUD, V30, P25; PENG MW, 2000, ACAD MANAGE J, V43, P486; PENG MW, 2000, MANAGE INT REV, V40, P141; PORTER M, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, HARVARD BUS REV, V68, P73; RALSTON DA, 1997, J INT BUS STUD, V28, P1177; ROBERTS D, 1999, BUSINESS WEEK   0215, P75; ROOT FR, 1987, ENTRY STRATEGIES INT; ROY A, 2001, J BUS RES, V52, P203; SAMIEE S, 1994, J INT BUS STUD, V25, P579; SCHLEVOGT KA, 2000, CHINA BUS REV, V27, P52; SENDER H, 2000, WALL STREET J   0322, C18; SHEN J, 1996, CHINA BUS REV, V23, P16; SHI YZ, 2001, J WORLD BUS, V36, P184; SIKORSKI D, 2000, SINGAPORE MANAGEMENT, V22, P1; SIMMONDS E, 1999, J INT MARKETING, V7, P51; SIU WS, 1997, J INT MARKETING MARK, V22, P115; STIGLITZ JE, 1997, PRINCIPLES MICROECON; TABACHNICK BG, 1996, USING MULTIVARIATE S; TSE DK, 1997, J INT BUS STUD, V28, P779; VERNONWORTZEL H, 1988, COLUMBIA J WORLD BUS, V23, P27; WALTERS PGP, 1995, MANAGE INT REV, V35, P265; WANG Y, 1998, BUSINESS CULTURE CHI; WEIDENBAUM M, 2000, CHALLENGE, V43, P92; WILHELM K, 2000, FAR E EC REV, V163, P52; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YOUNG S, 1996, MANAGE INT REV, V36, P295	78	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				657	677			21	Business; Management	618XL	ISI:000179442900003
J	Singh, N; Kundu, S			Explaining the growth of e-commerce corporations (ECCs): An extension and application of the eclectic paradigm	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DYNAMIC CAPABILITIES; ELECTRONIC MARKETS; NETWORKS	The emergence of the Internet has created a dynamic electronic marketplace, where a new species of e-commerce corporations are taking root. However, the factors affecting the growth of these e-commerce corporations is a relatively unexplored area in international business. This study contributes to the international business literature in two significant ways. First, it attempts to critically evaluate the major inter-national business theories to identify the variables affecting the growth of e-commerce corporations. Second, the proposed framework in the study extends the explanatory power of the eclectic paradigm not only by interpreting the paradigm in the context of e-business, but also by including an element of network-based advantages to the OLI-configuration.	St Louis Univ, Sch Business, St Louis, MO 63103 USA	Singh, N, St Louis Univ, Sch Business, St Louis, MO 63103 USA		*EMARK, 2001, EGLOB REP; ACHROL RS, 1999, J MARKETING, V63, P146; BAIN J, 1956, BARRIERS NEW COMPETI; BARLEY SR, 1992, NETWORKS ORG STRUCTU; BARNEY J, 1991, J MANAGE, V17, P99; CALLAHAN S, 2000, KEY KEEPING TRAFFIC; CHESBROUGH HW, 1996, HARVARD BUSINESS JAN; COASE RH, 1937, ECONOMICA, V4, P386; COHEN SS, 1999, CALIF MANAGE REV, V41, P108; DELATORRE J, 2001, J INT BUS STUD, V32, P617; DERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1973, OXFORD ECON PAP, V25, P289; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 2001, INT J EC BUSINESS, V8, P273; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; FAULKNER RR, 1987, AM J SOCIOL, V92, P879; FLOWERS E, 1976, J INT BUS STUD, V7, P43; GRANOVETTER MS, 1992, NETWORKS ORG STRUCTU; GULATI R, 1999, STRATEGIC MANAGE J, V20, P397; GULATI R, 2000, STRATEGIC MANAGE J, V21, P203; HALL P, 1985, SILICON LANDSCAPES; HAMEL G, 1994, COMPETING FUTURE; HANSON W, 2000, PRINCIPLES ONLINE MA; HYMER S, 1970, AM ECON REV, V60, P441; JONES C, 1997, ACAD MANAGE REV, V22, P911; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KNIGHT GA, 1997, ANN M AM AC INT BUS; KOGUT B, 1995, SLOAN MANAGEMENT SUM, P15; LANGLOIS RN, 1997, RESOURCES FIRMS STRA; LIANG TP, 1998, DECIS SUPPORT SYST, V24, P29; MALECKI EJ, 1996, INT J TECHNOL MANAGE, V11, P43; MALONE TW, 1987, COMMUN ACM, V30, P484; OVIATT BM, 1994, J INT BUS STUD, V25, P45; OXLEY JE, 2001, J INT BUS STUD, V32, P705; PENROSE ET, 1959, THEORY GROWTH FIRM; PETRAF MA, 1993, STRATEGIC MANAGEMENT, V14, P179; PORTER ME, 1990, COMPETITIVE ADVANTAG; RAYPORT FJ, 2001, E COMMERCE; RUGMAN AM, 1986, B ECON RES, V38, P101; SAWHNEY M, 2000, BUSINESS, V2, P116; SINGH N, 2001, J E BUSINESS, V1; TAPSCOTT D, 1996, DIGITAL EC PROMISE P; TEECE DJ, 1986, EC STRATEGIC PLANNIN, P187; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; UZZI B, 1996, AM SOCIOL REV, V61, P674; UZZI B, 1997, ADMIN SCI QUART, V42, P35; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; WILLIAMSON OE, 1985, EC I CAPITALISM; ZAHEER S, 2001, J INT BUS STUD, V32, P667	54	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				679	697			19	Business; Management	618XL	ISI:000179442900004
J	Hennart, JF; Zeng, M			Cross-cultural differences and joint venture longevity	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ALLIANCES; PARTNERS; KEIRETSU; IMPACT	In this paper we test whether national cross cultural differences between joint venture (JV) parents affect JV longevity by comparing that of two categories of JVs placed in the same environment, those between two or more Japanese parents on one hand, and those between Japanese and American parents, on the other. Carefully controlling for other factors that may affect JV longevity, we find that the longevity of Japanese-American JVs is lower than that of Japanese-Japanese JVs. Such effects, however, appear only for dissolutions that result from the sale of the venture to one of the partners, not for those due to liquidation or sale to a third party.	Tilburg Univ, NL-5000 LE Tilburg, Netherlands; INSEAD, Singapore, Singapore	Hennart, JF, Tilburg Univ, NL-5000 LE Tilburg, Netherlands		*COOP LYBR, 1986, COLL VENT EM PHEN IN; *DODW MARK CONS, 1990, IND GROUP JAP; ALLISON P, 1995, SURVIVAL ANAL USING; AUSTER ER, 1986, ACAD MANAGE REV, V8, P567; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEAMISH P, 1985, COLUMBIA J WORLD FAL, P13; BLEEKE J, 1991, HARVARD BUS REV, V69, P127; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; CHOE S, 1997, THESIS U ILLINOIS UR; COX DR, 1972, J ROY STAT SOC B MET, V34, P187; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DUSSAUGE P, 2000, STRATEGIC MANAGE J, V21, P99; FEY CF, 2001, ORGAN STUD, V22, P853; FRANKO LG, 1971, JOINT VENTURE SURVIV; HALL ET, 1959, SILENT LANGUAGE; HARRIGAN KR, 1988, COOPERATIVE STRATEGI; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1998, MULTINATIONAL TRADER; HENNART JF, 1998, ORGAN SCI, V9, P382; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HUNDLEY G, 1998, STRATEGIC MANAGE J, V19, P927; INKPEN AC, 1994, INT BUSINESS REV, V3, P201; KILLING JP, 1983, STRATEGIES JOINT VEN; KIMURA Y, 1995, JPN WORLD ECON, V7, P481; KOGUT B, 1988, COOPERATIVE STRATEGI; KOGUT B, 1989, J IND ECON, V38, P183; KOGUT B, 1991, MANAGE SCI, V37, P19; LANE HW, 1990, MANAGE INT REV, V30, P87; LINOWES RG, 1993, ACAD MANAGEMENT EXEC, V7, P21; MATA J, 2000, STRATEGIC MANAGE J, V21, P549; MEAD R, 1994, INT MANAGEMENT CROSS; MESCHI PX, 1997, HUM RELAT, V50, P211; MILLER JP, 1997, J SPORT REHABIL, V6, P1; PARK SH, 1997, ACAD MANAGE J, V40, P279; PORTER ME, 1987, HARVARD BUS REV, V65, P43; REICH RB, 1986, HARVARD BUSINESS MAR, P78; ROOT F, 1994, ENTRY STRATEGIES INT; SHENKAR O, 1992, J INT BUS STUD, V23, P55; STOPFORD J, 1972, MANAGING MULTINATION; STUCKEY J, 1983, VERTICAL INTEGRATION; TYEBJEE T, 1988, CALIFORNIA MANAG FAL, P75; WILKINS M, 1994, HYBRID FACTORY; YOSHIMURA N, 1997, INSIDE KAISHA DEMYST; YOSHINO M, 1976, JAPANS MULTINATIONAL	47	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				699	716			18	Business; Management	618XL	ISI:000179442900005
J	Nobeoka, K; Dyer, JH; Madhok, A			The influence of customer scope on supplier learning and performance in the Japanese automobile industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; AUTO INDUSTRY; FIRM; TECHNOLOGY; ALLIANCES; NETWORKS; MODEL	Most studies of Japanese supplier-automaker relationships hove focused on the nature of the dyadic interfirm relationship and the performance of the assembler. We examine the relationship from the point of view of the supplier and argue that a broad "customer scope strategy" (i.e., number of customers) leads to superior performance, primarily because of learning opportunities. In addressing these learning Opportunities, we draw attention to the important distinction between relation-specific and re-deployable knowledge and the complementary relationship between them. Our analysis of 125 Japanese suppliers supports the key argument that less exclusive ties may be a superior strategy. The argument has important implications for vertical integration and the structure of buyer-supplier relations.	Brigham Young Univ, Marriott Sch, Provo, UT 84602 USA; Univ Utah, David Eccles Sch Business, Salt Lake City, UT 84112 USA	Nobeoka, K, Kobe Univ, Kobe, Hyogo 657, Japan		*JAP AUT PARTS IND, 1995, JAP AUT PARTS IND 95; ADLER PS, 1999, ORGAN SCI, V10, P43; AJMADJIAN CL, 1997, PRISM M SAN DIEG; BAKOS JY, 1993, J MANAGEMENT INFORMA, V10, P37; BEIJE PR, 1996, T COST EC, P309; CLARK K, 1991, PROD DEV PERFORMANCE; COLLIS D, 1992, AUTOMOTIVE COMPONENT; CONNER KR, 1991, J MANAGE, V17, P121; CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563; DEMSETZ H, 1988, J LAW ECON ORGAN, V4, P141; DYER JH, 1993, SLOAN MANAGE REV, V35, P51; DYER JH, 1996, ORGAN SCI, V7, P649; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 2000, STRATEGIC MANAGE J, V21, P345; ECCLES R, 1985, TRANSFER PRICING PRO; ECCLES RG, 1981, J ECON BEHAV ORGAN, V2, P335; HEIDE JB, 1990, J MARKETING RES, V27, P24; HELPER S, 1991, SLOAN MANAGE REV, V32, P15; HELPER S, 1994, SLOAN MANAGE REV, V36, P77; ITAMI H, 1988, COMPETITION INNOVATI; KAJIHARA K, 1994, HIKAKU NIHON NO KAIS; KOGUT B, 1992, ORGAN SCI, V3, P383; LIEBERMAN M, 1997, PRODUCTIVITY ENHANCI; LIEBERMAN MB, 1999, MANAGE SCI, V45, P466; LINCOLN JR, 1992, AM SOCIOL REV, V57, P561; MACDUFFIE JP, 1997, CALIF MANAGE REV, V39, P118; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MADHOK A, 2000, GOVERNANCE COMPETENC, P276; MADHOK A, 2001, J INT BUS STUD, V31, P325; MADHOK A, 2002, STRATEGIC MANAGE J, V23, P535; MARCH JG, 1958, ORGANIZATIONS; MARTIN X, 1995, STRATEGIC MANAGE J, V16, P589; MCMILLAN J, 1990, CALIF MANAGE REV, V32, P38; MUDAMBI R, 1998, STRATEGIC MANAGE J, V19, P775; NISHIGUCHI T, 1994, STRATEGIC IND SOURCI; NOBEOKA K, 1995, DISCUSSION PAPER SER, V54; PORTER M, 1980, COMPETITIVE STRATEGY; RICHARDSON J, 1993, STRATEGIC MANAGEMENT, V14, P339; SAKO M, 1996, CAMBRIDGE J ECON, V20, P651; UZZI B, 1997, ADMIN SCI QUART, V42, P35; VONHIPPEL E, 1988, SOURCES INNOVATION	41	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				717	736			20	Business; Management	618XL	ISI:000179442900006
J	Makhija, MV; Stewart, AC			The effect of national context on perceptions of risk: A comparison of planned versus free-market managers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORGANIZATIONAL CONTROL; DECISION-MAKING; EASTERN-EUROPE; STRATEGY; LOCUS; AMBIGUITY; BEHAVIOR; REFORM; PRIVATIZATION; DETERMINANTS	A model is developed to explain the effect of national context on risk-related decisions. An essential feature of risk-related decisions is substantial uncertainty, or inadequate information, as well as significant consequences regarding future outcomes. We argue that differences in information flows and consequences across national institutional environments affect the perceived uncertainty of decision situations. For this reason, the institutional environment in which managers reside should play a fundamental and systematic role in influencing their perceptions of risk. We test our model on managers from two environments that contrast in terms of information and consequences related to risk, a free-market economy (the U.S.) and a centrally planned economy (the Czech Republic in 1992). Our results indicate that the institutional environment does indeed play a strong and systematic role in explaining managers' risk-related decisions. Thus, national environment appears to be an important contextual condition to which the propensity to take risks is sensitive.	Ohio State Univ, Max M Fisher Coll Business, Columbus, OH 43210 USA; Guilford Coll, Greensboro, NC 27410 USA	Makhija, MV, Ohio State Univ, Max M Fisher Coll Business, Columbus, OH 43210 USA		ALFORD A, 1993, J ACCOUNTING RES, V31, P183; ANDRISANI PJ, 1976, J APPL PSYCHOL, V61, P156; AOKI M, 1995, J JPN INT ECON, V9, P330; ARBUCKLE JL, 1999, AMOS 4 0 USERS GUIDE; BADARRACCO J, 1991, KNOWLEDGE LINK FIRMS; BALL R, 2000, J ACCOUNT ECON, V29, P1; BAZERMAN MH, 1984, J MANAGE, V10, P333; BHUSHAN L, 1986, PSYCHOLOGIA, V29, P254; BOLLEN K, 1989, STRUCTURAL EQUATIONS; BORENSZTEIN E, 1993, INT MONET FUND S PAP, V40, P1; BREWER T, 1985, POLITICAL RISKS INT; BRISLIN RW, 1973, CROSS CULTURAL RES M; BRUNO M, 1992, INT MONET FUND S PAP, V39, P741; BUDNER S, 1962, J PERS, V30, P29; CAVES RE, 1989, HDB IND ORG, V2; CHANDLER A, 1962, STRATEGY STRUCTURE; CHILD J, 1981, RES ORG BEHAV, V3; CHOO CW, 1998, KNOWING ORG ORG USE; COASE RH, 1937, ECONOMICA, V4, P386; CYERT RM, 1963, BEHAV THEORY FIRM; DEAL TE, 1982, CORPORATE CULTURES R; DEFORGE BR, 1989, SOC SCI MED, V28, P869; DOUGLAS M, 1982, RISK CULTURE; EINHORN HJ, 1985, PSYCHOL REV, V92, P433; EISENHARDT KM, 1985, MANAGE SCI, V31, P134; ERICSON RE, 1991, J ECON PERSPECT, V5, P11; FURNHAM A, 1986, HUM RELAT, V39, P29; GHOSH D, 1992, DECISION SCI, V23, P431; HALL R, 1992, STRATEGIC MANAGE J, V13, P135; HEALY PM, 1985, J ACCOUNT ECON, V7, P85; HENDRICKS L, 1992, ORG BEHAV HUMAN DECI, V2, P256; HIRSHLEIFER J, 1971, AM ECON REV, V61, P561; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JACKSON SE, 1988, ADMIN SCI QUART, V33, P370; JACOBSON R, 1992, ACAD MANAGE REV, V17, P782; KAHNEMAN D, 1979, ECONOMETRICA, V47, P263; KHANNA T, 2000, ACAD MANAGE J, V43, P268; KOGAN N, 1964, RISK TAKING STUDY CO; KONEFAL J, 1992, PSYCHOL REP, V70, P819; KORNAI J, 1986, J ECON LIT, V24, P1687; KORNAI J, 1992, SOCIALIST SYSTEM; KUC B, 1980, ORGAN STUD, V1, P253; LAPORTA R, 1997, J FINANC, V52, P1131; LAWLER EJ, 1992, AM SOCIOL REV, V57, P327; LAZES P, 1992, ECON IND DEMOCRACY, V13, P551; MACCRIMMON KR, 1990, MANAGE SCI, V36, P422; MAGWAZA AS, 1992, PSYCHOL REP, V70, P707; MAKHIJA MV, 1993, J INT BUS STUD, V21, P225; MARCH JG, 1987, MANAGE SCI, V33, P1404; MARCH JG, 1997, ORG DECISION MAKING; MILLER D, 1982, ACAD MANAGE J, V25, P237; MILLER D, 1986, MANAGE SCI, V32, P1389; MILLER KD, 1993, J INT BUS STUD, V24, P693; MILLER S, 1996, HDB ORG STUDIES; MINTZBERG H, 1983, POWER ORG; NICKELS JB, 1992, CAN J BEHAV SCI, V24, P156; NISBETT R, 1980, HUMAN INFERENCE STRA; NORTH D, 1990, I I CHANGE EC PERFOR; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; OSBORN RN, 1988, ACAD MANAGE J, V31, P924; OUCHI WG, 1975, ADM SCI Q, V20, P559; OUCHI WG, 1977, ADM SCI Q, V22, P95; PAULHUS D, 1981, RES LOCUS CONTROL CO, V1, P161; PENNINGS JM, 1993, J MANAGE STUD, V30, P261; REED OL, 2001, AM BUS LAW J, V38, P441; REES DW, 1992, WORK STRESS, V6, P45; ROBBINS SP, 1990, ORG THEORY STRUCTURE; SACKS PM, 1993, COLUMBIA J WORLD BUS, V28, P188; SCHERER F, 1980, IND MARKET STRUCTURE; SCHWENK CR, 1988, ESSENCE STRATEGIC DE; SHAPIRA Z, 1997, ORG DECISION MAKING; SHARFMAN MP, 1997, J MANAGE STUD, V34, P191; SIEGELJACOBS K, 1996, ORGAN BEHAV HUM DEC, V65, P1; SIMON H, 1978, HDB LEARNING COGNITI, V5; SITKIN SB, 1992, ACAD MANAGE REV, V17, P9; SITKIN SB, 1992, RES ORGAN BEHAV, V14, P231; SLOVIC P, 1972, J PERS SOC PSYCHOL, V22, P128; STRYJAN Y, 1992, ECON IND DEMOCRACY, V13, P561; TANAKA JS, 1993, TESTING STRUCTURAL E, P10; THALER RH, 1990, MANAGE SCI, V36, P643; THOMAS S, 1993, COLUMBIA J WORLD BUS, V28, P168; VLACHOUTSICOS C, 1990, HARVARD BUSINESS NOV, P50; VLEK C, 1981, ORGAN BEHAV HUM PREF, V28, P235; WEBER EU, 1998, MANAGE SCI, V44, P1205; WEBER EU, 1998, ORGAN BEHAV HUM DEC, V75, P170; WERNER S, 1996, J INT BUS STUD, V27, P571; WILLIAMSON O, 1985, EC I CAPITALISM; WILLIAMSON QE, 2000, J ECON LIT, V38, P595	88	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				737	756			20	Business; Management	618XL	ISI:000179442900007
J	Skarmeas, D; Katsikeas, CS; Schlegelmilch, BB			Drivers of commitment and its impact on performance in cross-cultural buyer-seller relationships: The importer's perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; MARKETING CHANNEL; TRUST; OPPORTUNISM; GOVERNANCE; BEHAVIOR; ORGANIZATIONS; EXCHANGE; DYADS; MODEL	Much of the recent literature on interorganizational relations provides evidence that relationship commitment can produce significant benefits for firms. Somewhat surprisingly, limited attention has been devoted to the role that commitment plays in international buyer-seller associations, Merging findings from the international business and transaction cost economics literature, we propose and test a model that explains how commitment develops and its impact on performance in cross-cultural interorganizational relations. A sample of 216 overseas distributor-manufacturer relationships provides the empirical setting for this research, The findings suggest that transaction specific investments by the importer and exporter opportunism affect importer commitment, and that environmental volatility and cultural sensitivity are indirectly associated with commitment through opportunism. Most important, the study reveals that an importer's commitment has a positive impact on its performance in the relationship. However, no relationship is established between environmental volatility and commitment. The implications of the study ore discussed, along with limitations and directions for future research.	Cardiff Univ, Cardiff, S Glam, Wales; Vienna Univ Econ & Business Adm, Vienna, Austria	Skarmeas, D, Cardiff Univ, Cardiff, S Glam, Wales		*NAT STAT, 2000, EC UK TRAD GOODS AN; *WORLD BANK, 2000, WORLD TABL; ACHROL RS, 1983, J MARKETING, V47, P55; ACHROL RS, 1988, J MARKETING RES, V25, P36; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1989, MARKET SCI, V8, P310; ANDERSON E, 1992, J MARKETING RES, V29, P18; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; AXELROD R, 1986, AM POLIT SCI REV, V80, P1095; BELLO DC, 1995, J ACAD MARKET SCI, V23, P83; BENTLER PM, 1995, STRUCTURAL EQUATIONS; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BROWN JR, 1995, J RETAILING, V71, P363; BROWN JR, 2000, J MARKETING, V64, P51; BUCKLIN LP, 1993, J MARKETING, V57, P32; CANNON JP, 1994, J MARKETING, V58, P31; CANNON JP, 1999, J MARKETING RES, V36, P439; DAY GS, 1999, MARKET DRIVEN STRATE; DOZ YL, 1988, ALLIANCE ADVANTAGE; DWYER FR, 1987, J MARKETING, V51, P11; DYER JH, 1996, STRATEGIC MANAGE J, V17, P55; DYER JH, 1998, ACAD MANAGE REV, V23, P660; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FITZGERALD LF, 1997, J APPL PSYCHOL, V82, P578; FRAZIER GL, 1995, J ACAD MARKET SCI, V23, P321; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GANESAN S, 1994, J MARKETING, V58, P1; GERBING DW, 1988, J MARKETING RES, V25, P186; GEYSKENS I, 1999, J MARKETING RES, V36, P223; GUNDLACH GT, 1995, J MARKETING, V59, P78; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HANNIGAN TP, 1990, INT J INTERCULT REL, V14, P89; HAYDUK LA, 1987, STRUCTURAL EQUATION; HEIDE JB, 1988, J MARKETING, V52, P20; HEIDE JB, 1992, J MARKETING, V56, P32; HEIDE JB, 1994, J MARKETING, V58, P71; HERTEL BR, 1976, SOCIOLOGICAL METHODS, V4, P459; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOLM DB, 1996, J INT BUS STUD, V27, P1033; JAP SD, 1999, J MARKETING RES, V36, P461; JAP SD, 2000, J MARKETING RES, V37, P395; JOHN G, 1984, J MARKETING RES, V21, P278; JOHNSON JL, 1996, J INT BUS STUD, V27, P981; JOSHI AW, 1997, PSYCHOL MARKET, V14, P823; KATSIKEAS CS, 1998, MANAGE INT REV, V38, P215; KENNY DA, 1975, PSYCHOL BULL, V82, P887; KIM KM, 1997, KOREAN J CHEM ENG, V14, P8; KIRMANI A, 2000, J MARKETING, V64, P66; KLEIN S, 1990, J MARKETING RES, V27, P196; KUMAR N, 1993, ACAD MANAGE J, V36, P1633; KUMAR N, 1995, J MARKETING RES, V32, P348; LABAHN DW, 1997, J INT MARKETING, V5, P29; LANE HW, 1990, MANAGE INT REV, V30, P87; LEIFER R, 1977, ADM SCI Q, V22, P235; LIANG N, 1997, J INT BUS STUD, V28, P495; LIN XH, 1999, J INT MARKETING, V7, P5; MEYER JP, 1991, HUMAN RESOURCE MANAG, V1, P61; MEYER JP, 1993, J APPL PSYCHOL, V78, P538; MOORMAN C, 1992, J MARKETING RES, V29, P314; MORGAN RM, 1994, J MARKETING, V58, P20; NOORDEWIER TG, 1990, J MARKETING, V54, P80; NOOTEBOOM B, 1997, ACAD MANAGE J, V40, P308; OREILLY C, 1986, J APPL PSYCHOL, V71, P492; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PENG MW, 1998, J INT BUS STUD, V29, P609; PFEFFER J, 1978, EXTERNAL CONTROL ORG; RING PS, 1994, ACAD MANAGE REV, V19, P90; ROSS WT, 1997, MANAGE SCI, V43, P680; SETTON RP, 1996, J APPL PSYCHOL, V81, P9; SHARMA S, 1989, J MARKETING RES, V26, P87; SHELANSKI HA, 1995, J LAW ECON ORGAN, V11, P335; SIGUAW JA, 1998, J MARKETING, V62, P99; STUMP RL, 1996, J MARKETING RES, V33, P431; SUJAN H, 1994, J MARKETING, V58, P39; VENKATRAMAN N, 1987, J MANAGE, V13, P109; WATHNE KH, 2000, J MARKETING, V64, P36; WEITZ BA, 1995, J ACAD MARKET SCI, V23, P305; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1993, J LAW ECON, V36, P453; ZAHEER A, 1995, STRATEGIC MANAGE J, V16, P373; ZAHEER A, 1998, ORGAN SCI, V9, P141; ZAHEER S, 1999, ACAD MANAGE REV, V24, P725	84	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				757	783			27	Business; Management	618XL	ISI:000179442900008
J	Hofstede, G; Van Deusen, CA; Mueller, CB; Charles, TA		Business Goals Network	What goals do business leaders pursue? A study in fifteen countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ETHICAL PERCEPTIONS; NATIONAL CULTURE; UNITED-STATES; VALUES; US; ENTREPRENEURS; MANAGERS; STUDENTS; SYSTEMS; ENTRY	Goals-in-use of successful businesspersons were rated by over 1,800 junior managers and professionals, attending evening MBA courses at local universities in 15 countries. A hierarchical cluster analysis of perceived goals divided the countries into seven clusters, The relative ordering of goals within these clusters suggested seven different archetypal business leader roles, Perceptions correlated significantly with national wealth, as well as with dimensions of national culture.	Univ N Florida, Ctr Int Business Studies, Jacksonville, FL USA; Stetson Univ, Deland, FL 32720 USA; Ball State Univ, Bur Business Res, Coll Business Adm, Muncie, IN 47306 USA	Hofstede, G, Maastricht Univ, Maastricht, Netherlands		ARGYRIS C, 1974, THEORY PRACTICE INCR; BAKER HK, 1998, J BUS ETHICS, V17, P917; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BAUM JR, 1993, J BUS VENTURING, V8, P499; BAUMHART RC, 1961, HARVARD BUSINESS JUL, P6; BRENNER SN, 1977, HARVARD BUS REV, V55, P57; DEMOOIJ M, 1998, GLOBAL MARKETING ADV; DETOCQUEVILLE A, 1956, DEMOCRACY AM; DEUTSCHER I, 1973, WHAT WE SAY WHAT WE; DIRIBARNE P, 1989, LOGIQUE HONNEUR GEST; DIRIBARNE P, 1994, ORGAN STUD, V15, P81; ENDERLE G, 1997, J BUS ETHICS, V16, P1475; ENGLAND GW, 1975, MANAGER HIS VALUES I; GRUNBERG L, 1981, FAILED MULTINATIONAL; HALL PL, 1998, INT J VALUE BASED MA, V11, P125; HELMREICH RL, 1998, CULTURE WORK AVIATIO; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOFSTEDE G, 2001, CULTURES CONSEQUENCE; HOLT DH, 1997, J BUS VENTURING, V12, P483; HOPPE MH, 1990, THESIS U N CAROLINA; HUNDLEY G, 1997, INT J ORG ANAL, V5, P325; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOOPMAN PL, 1999, EUROPEAN J WORK ORG, V8, P503; KUMAR K, 1998, J BUS ETHICS, V17, P253; LI JT, 1991, J INT BUS STUD, V22, P209; LUO YD, 1999, J MANAGE STUD, V36, P505; MANN J, 1989, BEIJING JEEP SHORT U; MARCH JG, 1976, AMBIGUITY CHOICE ORG; MCDONALD GM, 1997, J BUS ETHICS, V16, P1605; MCGRATH RG, 1992, J BUS VENTURING, V7, P419; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MOURITZEN PE, 2002, LEADERSHIP APEX POLI; NAKANO C, 1997, J BUS ETHICS, V16, P727; NORTH D, 1990, I I CHANGE EC PERFOR; OLIE RL, 1996, THESIS MAASTRICHT U; PEDERSEN T, 1997, J INT BUS STUD, V28, P759; PENNINGS JM, 1993, J MANAGE STUD, V30, P261; PRIEM R, 1998, J BUS ETHICS, V17, P491; SALK JE, 2000, ACAD MANAGE J, V43, P191; SCHLEGELMILCH BB, 1995, J INT BUS STUD, V26, P859; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SEMENOV R, 2000, THESIS TILBURG U TIL; SHANE S, 1996, ORGAN STUD, V17, P751; SMITH P, 1996, MANAGING ACROSS CULT, P92; STEVENSON TH, 1998, J BUS ETHICS, V17, P45; STEWART S, 1995, WHOSE BUSINESS VALUE; VANNIMWEGEN T, 2002, THESIS NYENRODE U DE; WHITCOMB LL, 1998, J BUS ETHICS, V17, P839; WILDEMAN RE, 1999, CULTURES ROLE ENTREP	51	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				785	803			19	Business; Management	618XL	ISI:000179442900009
J	Tschoegl, AE			FDI and internationalization: Evidence from US subsidiaries of foreign banks	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Nine foreign banks own the ten largest U.S, affiliates or subsidiaries of foreign banks. These account for 86% of the assets in affiliates and subsidiaries. Their histories suggest that most now represent an attempt by the parents to grow outside the confines of home markets. Original motives for their establishment have included ethnic banking and operational stability stemming from geographical dispersion. There is one major instance of acquiring copabilities, but it does not involve retail banking. The dispersal of national origins suggests that bank-specific capabilities are the primary source of the parents' competitive advantage. Being from English speaking countries also appears to help. Lastly, the growth of the affiliates and subsidiaries has not come from incremental growth but rather from a rearrangement of assets among banks.				ARGUS D, 1990, GLOBAL STRATEGIES MA; ARGUS D, 1998, CEDA B           OCT, P39; ARMSTRONG L, 1916, FINANCIAL CALIFORNIA; ARNOLDUS DJG, 2000, ENTERPRISES HIST, P65; BERGER A, 2000, BROOKINGSWHARTON PAP, V3; BONIN H, 1992, ETUDES DOCUMENTS, R4; BUSCHGEN HE, 1995, DEUTSCHE BANK 1870 1; CLAESSENS S, 2001, J BANK FINANC, V25, P891; DEMIRGUCKUNT A, 1999, WORLD BANK ECON REV, V13, P379; DEMIRGUCKUNT A, 2001, J PUBLIC ECON, V79, P429; DENISON M, 1967, CANADAS 1 BANK HIST; DENRELL J, 2002, RANDOM WALKS SUSTAIN; DOTI LP, 1994, CALIFORNIA BANKERS 1; DUFEY G, 1993, J FINANCIAL MANAGEME, V2, P11; FUNG JG, 2002, J INT FINANCIAL MARK, V12, P399; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD; KING FHH, 1991, HIST HONGKONG SHANGH; LICHTENBERG FR, 1987, BROOKINGS PAPERS EC, V3, P643; PEEK J, 1999, J BANK FINANC, V23, P579; ROSENZWEIG PM, 1994, CALIF MANAGE REV, V36, P107; SCHEMBRI LL, 1992, CANADIAN MULTINATION; TSCHOEGL AE, 1987, J INT BUS STUD, V19, P67; WILKINS M, 1989, HIST FOREIGN INVESTM	23	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	4				805	815			11	Business; Management	618XL	ISI:000179442900010
J	Makino, S; Lau, CM; Yeh, RS			Asset-exploitation versus asset-seeking: Implications for location choice of foreign direct investment from newly industrialized economies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE; KNOWLEDGE; FIRMS; INDUSTRY; ENTRY	This study examined several hypotheses regarding the location choice of foreign direct investment from newly industrialized economies (NIEs). Using a sample of 328 Taiwanese firms in the analysis, this study found that the firms motivations had a significant impact on the choice of their investment location (developed countries vs. less developed countries), yet this impact was moderated by the capabilities that the firms possessed. The results suggest that both asset-exploitation and asset-seeking aspects of investments are predictive of the NIE firm's location choice of investment.	Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China; Peking Univ, Sch Management, Beijing 100871, Peoples R China	Makino, S, Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China		ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAVES RE, 1971, ECONOMICA, V38, P1; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHEN HM, 1998, J INT BUS STUD, V29, P445; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 1998, J INT BUS STUD, V29, P45; DUNNING JH, 2000, INT BUSINESS REV, V9, P163; ENLIGHT MJ, 1998, DYNAMIC FIRM ROLE TE, P315; FROST TS, 2001, STRATEGIC MANAGE J, V22, P101; HEDLUND G, 1997, INT BUSINESS EMERGIN, P329; HYMER SH, 1976, INT OPERATIONS NATL; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1993, J INT BUS STUD, V24, P625; KUMAR K, 1981, MULTINATIONALS DEV C; KUMAR N, 1998, GLOBALIZATION FOREIG; LALL S, 1983, NEW MULTINATIONALS S; LECRAW D, 1991, MULTINATIONAL ENTERP, P163; LECRAW DJ, 1977, OXFORD ECON PAP, V29, P442; LECRAW DJ, 1985, MULTINATIONAL ENTERP, P390; LECRAW DJ, 1993, J INT BUS STUD, V24, P589; MAKINO S, 1996, J INT BUS STUD, V27, P905; MAKINO S, 1998, J INT BUS STUD, V29, P797; MARCH JG, 1991, ORGAN SCI, V2, P71; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SHAN WJ, 1997, J INT BUS STUD, V28, P267; TEECE DJ, 1992, CALIF MANAGE REV, V34, P88; TING WL, 1981, MULTINATIONALS DEV C, P101; TOMASKOVICDEVEY D, 1994, ADMIN SCI QUART, V39, P439; VANHOESEL R, 1999, NEW MULTINATIONAL EN; WELLS LT, 1977, MULTINATIONALS SMALL, P133; WELLS LT, 1981, MULTINATIONALS DEV C, P23; WELLS LT, 1983, 3 WORLD MULTINATIONA; WESSON TJ, 1993, THESIS HARVARD U; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	38	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				403	421			19	Business; Management	592KR	ISI:000177937300001
J	Danis, WM; Parkhe, A			Hungarian-Western partnerships: A grounded theoretical model of integration processes and outcomes	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; EASTERN-EUROPE; UNITED-STATES; COMPETITIVE ADVANTAGE; STRATEGIC ALLIANCES; BARGAINING POWER; PERFORMANCE; PERSPECTIVE; ACQUISITIONS; ECONOMIES	International cooperative ventures (ICVs) are known to be strongly influenced by the parent firms' values, practices, and systems (VPSs). However, less clear is whether and why VPSs actually adopted by and ICV are those of either parent singly, both parents jointly, or neither parent. This question is especially timely in the transition economies of Central and Eastern Europe, where cooperative activity with Western multinationals is growing rapidly, and where decades-old legacies of communism abound. In this exploratory study, we used a multiple case study methodology to examine 17 Hungarian-Western ICVs. Results show that a majority of the ICVs adopted the VPSs of the Western partner. We develop a theoretical model of integration process and outcomes, and suggest future research directions.	Marquette Univ, Milwaukee, WI 53233 USA; Indiana Univ, Bloomington, IN 47405 USA	Danis, WM, Marquette Univ, Milwaukee, WI 53233 USA		WORLD DEV REPORT 199; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT C, 1992, MANAGING BORDERS; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; BIRKINSHAW J, 2000, J MANAGE STUD, V37, P395; BLACK JS, 1991, J INT BUS STUD, V22, P99; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BRESMAN H, 1999, J INT BUS STUD, V30, P439; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BUTTERFIELD KD, 1996, ACAD MANAGE J, V39, P1479; CHUNG S, 2000, STRATEGIC MANAGE J, V21, P1; DOH JP, 2000, ACAD MANAGE REV, V25, P551; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; ELENKOV DS, 1998, CALIF MANAGE REV, V40, P133; FEY CF, 1999, BUS HORIZONS, V42, P47; FEY CF, 1999, EUROPEAN MANAGEMENT, V17, P99; GLASER B, 1973, DISCOVERY QUALITATIV; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HITT MA, 1997, STRATEGIC MANAGE J, V18, P159; HITT MA, 2000, ACAD MANAGE J, V43, P449; HOFSTEDE G, 1991, CULTURES ORG; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOLT DH, 1994, CALIF MANAGE REV, V36, P124; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; KILLING JP, 1983, STRATEGIES JOINT VEN; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; LYLES M, 1997, COOPERATIVE STRATEGI; MAKHIJA MV, 1997, ORGAN SCI, V8, P508; MARCH J, 1958, ORGANIZATIONS; MARKOCZY L, 1994, INT STUDIES MANAGEME, V24, P5; MARUYAMA M, 1990, EXECUTIVE, V4, P90; MASCARENHAS B, 1992, STRATEGIC MANAGE J, V13, P499; MILES MB, 1994, QUALITATIVE DATA ANA; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MUELLER SL, 1998, ACAD MANAGE J, V41, P319; NELSON R, 1982, EVOLUTIONARY THEORY; NEWMAN KL, 2000, ACAD MANAGE REV, V25, P602; PABLO AL, 1994, ACAD MANAGE J, V37, P803; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PEARCE JL, 1991, ACAD MANAGEMENT EXEC, V5, P75; PEARCE JL, 1997, COOPERATIVE STRATEGI; PORTER ME, 2000, CULTURE MATTERS; SCHEIN EH, 1992, ORG CULTURE LEADERSH; SHRIVASTAVA P, 1986, J BUS STRAT, V7, P65; SIMON L, 1996, ORGAN STUD, V17, P269; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TAGGART J, 1999, EUROPEAN MANAGEMENT, V17, P226; TROMPENAARS F, 1994, RIDING WAVES CULTURE; UHLENBRUCK K, 2000, ACAD MANAGE J, V43, P381; VACHANI S, 1995, J INT BUS STUD, V26, P159; VERNON R, 1977, STORM MULTINATIONALS; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1998, J INT BUS STUD, V29, P773; YIN RK, 1994, CASE STUDY RES DESIG; ZEIRA Y, 1999, MANAGE INT REV, V39, P323	59	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				423	455			33	Business; Management	592KR	ISI:000177937300002
J	Zhang, Y; Rajagopalan, N			Inter-partner credible threat in international joint ventures: An infinitely repeated prisoner's dilemma model	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BARGAINING POWER; PERFORMANCE; COOPERATION; ALLIANCES; OWNERSHIP; CHOICE; TRUST; FIRM	We use an infinitely repeated prisoner's dilemma model to examine the role of inter-partner credible threat in international joint ventures (IJVs). Inter-partner credible threat refers to the certainty of either partner's retaliation given the other partner's earlier cheating. We argue that inter-partner credible threat represents the first order determinant and partners' management control represents the second order determinant of partner payoffs. When inter-partner credible threat is present, both partners achieve balanced payoffs whereas when it is absent, partners' relative payoffs. In-depth interview data from four IJVs in China provide preliminary support for our theoretical arguments.	Rice Univ, Jones Grad Sch Management, Houston, TX 77251 USA; Univ So Calif, Marshall Sch Business, Los Angeles, CA 90089 USA	Zhang, Y, Rice Univ, Jones Grad Sch Management, Houston, TX 77251 USA		ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1990, SLOAN MANAGE REV, V31, P19; AXELROD R, 1984, EVOLUTION COOPERATIO; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; DAS TK, 1998, ACAD MANAGE REV, V23, P491; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; FRAYNE CA, 1990, RES PERSONAL HUMAN R, V3, P301; FRIEDMAN D, 1990, FRONTIERS SOCIAL THE; GAMBETTA D, 1988, TRUST MAKING BREAKIN; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GIBBONS R, 1992, GAME THEORY APPL EC; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GULATI R, 1994, SLOAN MANAGE REV, V35, P61; GULATI R, 1995, ACAD MANAGE J, V38, P85; GULATI R, 1998, ADMIN SCI QUART, V43, P781; HAMEL G, 1991, STRATEGIC MANAGEMENT, V17, P109; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HEIDE JB, 1992, ACAD MANAGE J, V35, P265; HENISZ WJ, 2000, J LAW ECON ORGAN, V16, P334; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1998, J INT MANAGEMENT, V4, P1; KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193; KILLING J, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; MJOEN H, 1997, ORGAN SCI, V8, P257; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P282; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PEARCE RJ, 1997, ACAD MANAGE REV, V22, P203; PENG MW, 1996, ACAD MANAGE REV, V21, P492; RAGIN C, 1994, CONSTRUCTING SOCIAL; SAMPSON RC, 2001, COST INAPPROPRIATE G; SERAPIO MG, 1996, ACAD MANAGEMENT EXEC, V10, P62; SHENKAR O, 1992, J INT BUS STUD, V23, P55; TEECE DJ, 1986, RES POLICY, V15, P285; WILLIAMSON OE, 1993, J EC PERSPECTIVE WIN, P103; YAN AM, 1994, ACAD MANAGE J, V37, P1478	44	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				457	478			22	Business; Management	592KR	ISI:000177937300003
J	Currall, SC; Inkpen, AC			A multilevel approach to trust in joint ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; INTERPERSONAL-TRUST; BARGAINING POWER; PERFORMANCE; ALLIANCES; RISK; TRUSTWORTHINESS; DETERMINANTS; COOPERATION; EVOLUTION	This article examines issues of level in the study of joint venture trust. In particular, we explain how international joint venture (IJV) trust can be conceptualized and measured at the person, group, and firm levels. To do this, we (1) provide a definition of IJV trust applicable to persons, groups, and firms, (2) promote alignment of levels of theory and measurement through the use of a 3x3 approach to guide researchers in identifying the level at which they are theorizing and the proper level of measurement, and (3) propose operational measures of IJV trust across levels and dimensions in order to lay a solid foundation for theory testing.	Rice Univ, Jones Grad Sch Management, Houston, TX 77251 USA	Currall, SC, Rice Univ, Jones Grad Sch Management, Houston, TX 77251 USA		ARINO A, 1998, ORGAN SCI, V9, P306; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BACHARACH SB, 1989, ACAD MANAGE REV, V14, P496; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175; BARTAL D, 1990, GROUP BELIEFS; BAZERMAN M, 2001, JUDGMENT MANAGERIAL; BIGLEY GA, 1998, ACAD MANAGE REV, V23, P405; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUTLER JK, 1991, J MANAGE, V17, P643; CHILD J, 2001, ORGAN DYN, V29, P274; CUMMINGS LL, 1996, TRUST ORG FRONTIERS, P302; CURRALL SC, 1992, J APPL BEHAV SCI, V28, P296; CURRALL SC, 1995, ORGAN BEHAV HUM DEC, V64, P151; DAS TK, 1998, ACAD MANAGE REV, V23, P491; DAS TK, 2000, IN PRESS ORG STUDIES; DAVIS JH, 2000, STRATEGIC MANAGE J, V21, P563; DONEY PM, 1997, J MARKETING, V61, P35; DONEY PM, 1998, ACAD MANAGE REV, V23, P601; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DYER JH, 2000, J INT BUS STUD, V31, P259; GHILD J, 1998, STRATEGIES COOPERATI; GIBSON CB, 2000, GROUP ORGAN MANAGE, V25, P67; GIFFIN K, 1967, PSYCHOL BULL, V68, P104; GULATI R, 1995, ACAD MANAGE J, V38, P85; GUZZO RA, 1993, BRIT J SOC PSYCHOL, V32, P87; HUBER GP, 1990, ACAD MANAGE REV, V15, P47; INKPEN AC, 1995, MANAGEMENT INT JOINT; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1997, COOPERATIVE STRATEGI, P308; INKPEN AC, 1998, J INT MANAGEMENT, V4, P1; INKPEN AC, 1998, THUNDERBIRD CASE SER; JAMES LR, 1982, J APPL PSYCHOL, V67, P219; JEFFRIES FL, 2000, ACAD MANAGE REV, V25, P873; JOHNSON JL, 1996, J INT BUS STUD, V27, P981; KEE H, 1970, J CONFLICT RESOLUT, V14, P357; KILLING JP, 1983, STRATEGIES JOINT VEN; KLEIN KJ, 1994, ACAD MANAGE REV, V19, P195; KLEIN KJ, 1999, ACAD MANAGE REV, V24, P243; KRAMER RM, 1996, TRUST ORG FRONTIERS, P357; KUMAR N, 1993, ACAD MANAGE J, V36, P1633; MADHOK A, 1995, J INT BUS STUD, V26, P117; MARCH JG, 1987, MANAGE SCI, V33, P1404; MAYER RC, 1995, ACAD MANAGE REV, V20, P709; MICHEL JG, 1992, ACAD MANAGE J, V35, P9; NELSON RR, 1982, EVOLUTIONARY THEORY; NOOTEBOOM B, 1997, ACAD MANAGE J, V40, P308; OSIGWEH CAB, 1989, ACAD MANAGE REV, V14, P579; OSTROFF C, 1993, ACAD MANAGE J, V36, P1345; PARKHE A, 1993, ACAD MANAGE J, V36, P794; RAO A, 1998, J INT BUS STUD, V29, P665; RING PS, 1994, ACAD MANAGE REV, V19, P90; ROTTER JB, 1980, AM PSYCHOL, V35, P1; ROUSSEAU DM, 1985, RES ORGAN BEHAV, V7, P1; ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393; SALK JE, 1992, THESIS MIT; SITKIN SB, 1992, ACAD MANAGE REV, V17, P9; WHITENER EM, 1998, ACAD MANAGE REV, V23, P513; YAN AM, 1994, ACAD MANAGE J, V37, P1478; ZAHEER A, 1998, ORGAN SCI, V9, P141	59	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				479	495			17	Business; Management	592KR	ISI:000177937300004
J	Maignan, I; Ralston, DA			Corporate social responsibility in Europe and the US: Insights from businesses' self-presentations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		WEB PAGES; PERFORMANCE; ETHICS	The paper compares the extent and content of businesses' communications about corporate social responsibility (CSR) in France, the Netherlands, the U.K., and the U.S. In particular, the study investigates the nature of CSR principles, processes, and stakeholder issues discussed in web pages. The results show that businesses in the four countries do not display the same eagerness to appear as socially responsible and employ diverse means to convey social responsibility images.	Catholic Univ Nijmegen, NL-6500 HC Nijmegen, Netherlands; Univ Oklahoma, Norman, OK 73019 USA	Maignan, I, Catholic Univ Nijmegen, NL-6500 HC Nijmegen, Netherlands		*ESIS, 2000, INF SOC IND MEMB STA; *USIC ITTA INC, 2000, STAT INT 2000; ADAMS BJ, 1998, J NEMATOL, V30, P1; BENNETT R, 1998, INT MARKET REV, V15, P458; CLARKSON MBE, 1995, ACAD MANAGE REV, V20, P92; CLOUGH SB, 1960, POLITICAL SCI Q, V37, P87; ESROCK SL, 1998, PUBLIC RELAT REV, V24, P305; ESROCK SL, 2000, PUBLIC RELAT REV, V26, P327; GARDNER MP, 1988, J SMALL BUS MANAGE, V26, P44; GRAHL J, 1997, NEW POLITICAL EC, V2, P405; GRAY R, 1996, ACCOUNTING ACCOUNTAB; HANDEMAN JM, 1999, J MARKETING, V63, P33; HOOGHIEMSTRA R, 2000, J BUS ETHICS, V27, P55; LANGLOIS CC, 1990, J INT BUS STUD, V21, P519; LEWIS A, 2000, J BUS ETHICS, V3, P215; MAIGNAN I, 1999, J ACAD MARKET SCI, V27, P455; ROWLEY T, 2000, BUS SOC, V39, P397; SEN S, 2001, J MARKETING RES, V38, P225; SWANSON DL, 1995, ACAD MANAGE REV, V20, P43; VOGEL D, 1992, CALIFORNIA MANAG FAL, P30; WEAVER GR, 2001, J BUS ETHICS, V30, P3; WOOD DJ, 1991, ACAD MANAGE REV, V16, P691; WOOD DJ, 1995, INT J ORG ANAL, V3, P229	23	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				497	514			18	Business; Management	592KR	ISI:000177937300005
J	Evans, J; Mavondo, FT			Psychic distance and organizational performance: An empirical examination of international retailing operations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRMS	We develop a reconceptualization and operationalization of psychic distance that broadens the concept. We then empirically test this operationalization and investigate the relationship between psychic distance and organizational performance. Our results suggest that psychic distance, as a summary construct, explains a significant proportion of the variance in financial performance and strategic effectiveness. However, disaggregation of the construct substantially increases its explanatory power. The results also support a psychic distance paradox, where psychic distance has a positive relationship with organizational performance.	Univ Melbourne, Melbourne Business Sch, Parkville, Vic 3052, Australia; Monash Univ, Clayton, Vic 3168, Australia	Evans, J, Univ Melbourne, Melbourne Business Sch, Parkville, Vic 3052, Australia		AGARWAL S, 1994, J INT MARKETING, V2, P63; AKEHURST G, 1995, INT RETAILING, P204; ALEXANDER N, 1995, INT RETAILING TRENDS; ALEXANDER N, 1997, INT RETAILING; ALI Y, 1995, THESIS U WOLLONGONG; BECKERMANN W, 1956, REV ECON STAT, V28, P31; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CICIC M, 1999, J GLOB MARK, V12, P81; DICHTL E, 1987, MANAGING EXPORT ENTR, P111; DUPUIS M, 1996, INT J RETAIL DISTRIB, V24, P30; EDWARDS JR, 2001, ORGAN RES METHODS, V4, P144; EVANS J, 2000, INT MARKET REV, V17, P164; FERNIE J, 1992, EUR J MARKETING, V26, P35; FLETCHER R, 1998, J GLOB MARK, V12, P47; FRANKO LG, 1971, JOINT VENTURE SURVIV; GERBING DW, 1988, J MARKETING RES, V25, P186; HANISCH KA, 1998, J ORGAN BEHAV, V19, P463; HOFSTEDE G, 1983, INT STUDIES MANAGEME, V13, P46; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOLLANDER S, 1970, MULTINATIONAL RETAIL; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P22; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEE DJ, 1998, J GLOB MARK, V11, P7; LI JT, 1991, J INT BUS STUD, V22, P209; NAGASHIMA S, 1999, ADV EUROPEAN AM FOOD; NORDSTROM K, 1994, INT TRADE REGIONAL G; NUNALLY J, 1978, PSYCHOMETRIC THEORY; OGRADY S, 1996, J INT BUS STUD, V27, P309; PAUNONEN SV, 1999, J ORGAN BEHAV, V20, P389; PEARSALL J, 1998, NEW OXFORD DICT ENGL; SHOHAM A, 1996, J GLOB MARK, V10, P53; STOTTINGER B, 1998, INT MARKET REV, V15, P357; STOTTINGER B, 2000, INT MARKET REV, V17, P169; SWIFT JS, 1999, INT MARKET REV, V16, P182; VAHLNE JE, 1973, EXPORT FOREIGN ESTAB; VAHLNE JE, 1977, PSYCHIC DISTANCE INH; WILLIAMS D, 1992, J MARKETING MANAGEME, V8, P269	38	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				515	532			18	Business; Management	592KR	ISI:000177937300006
J	Lau, CM; Tse, DK; Zhou, N			Institutional forces and organizational culture in China: Effects on change schemas, firm commitment and job satisfaction	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INVESTMENT DECISIONS; STRATEGIC CHOICE; MANAGERIAL; COGNITION; INITIATIVES; PERFORMANCE; PERSPECTIVE; TRANSITION; FRAMEWORK; ECONOMIES	This paper examines the effects of institutional forces on change schemas of senior managers, mid-level managers and front-line workers of different types of firms in China. We postulate that several socio-economic forces including regional economic prosperity, firm type (state-owned and foreign-invested), within-firm ranks, and organizational cultures are at work. The cognitive differences among people in local and foreign firms operating in similar contexts are examined. Through a survey of 3,690 managers and workers we test hypotheses that relate various institutional forces on how individuals perceive, evaluate and infer future changes that challenge them. We also examine the effects of individual change schema on firm commitment and job satisfaction, two indicators that may mediate future changes in these firms.	Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China; Univ Hong Kong, Chinese Management Ctr, Hong Kong, Hong Kong, Peoples R China; Peking Univ, Guanghua Sch Management, Beijing 100871, Peoples R China; City Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong, Peoples R China	Lau, CM, Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China		ABELSON RP, 1986, KNOWLEDGE STRUCTURES, P1; ALDRICH HE, 1994, ACAD MANAGE REV, V19, P645; BOISOT M, 1992, ORGAN STUD, V13, P161; BRYK AS, 1992, HIERARCHICAL LINEAR; CALORI R, 1992, BRIT J MANAGE, V3, P61; CANTOR N, 1990, AM PSYCHOL, V45, P735; CHENG JY, 1993, CHINA REV 1993; CHILD J, 1994, MANAGEMENT CHINA AGE; CHILD J, 1996, ORGAN SCI, V7, P60; CHILD J, 2001, J INT BUS STUD, V32, P5; DENISON DR, 1995, ORGAN SCI, V6, P204; DETERT JR, 2000, ACAD MANAGE REV, V25, P850; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; ELLIOTT CS, 1998, J ECON BEHAV ORGAN, V35, P455; ENSLEY MD, 2002, J BUS VENTURING, V17, P365; FISKE ST, 1991, SOCIAL COGNITION; GINSBERG A, 1995, ORGAN STUD, V16, P425; HAMBRICK DC, 1993, STRATEGIC MANAGE J, V14, P401; HENNART JF, 1994, J MANAGE STUD, V31, P193; HITT MA, 1995, ACAD MANAGEMENT EXEC, V9, P12; HITT MA, 1997, STRATEGIC MANAGE J, V18, P159; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; LAU CM, 1995, ACAD MANAGE J, V38, P537; LAU CM, 1996, INT BUSINESS REV, V5, P469; LAU CM, 1998, CHINA 2000 EMERGING, P25; LAU CM, 1998, MANAGING STRATEGICAL, P101; LAU CM, 2001, J INT BUS STUD, V32, P95; LI S, 1998, MARKET FORCES PLANNE; LIEBESKIND JP, 1996, STRATEGIC MANAGE J, V17, P93; LU Y, 1995, ORGAN STUD, V16, P395; MARKUS H, 1985, HDB SOCIAL PSYCHOL, V1, P137; MARTIN J, 1992, CULTURES ORG 3 PERSP; MCKINLEY W, 2000, ACAD MANAGE REV, V25, P227; NORTH DC, 1990, I I CHANGES EC PERFO; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; OREILLY CA, 1995, ORG CHANGE REDESIGN, P147; PALMER DA, 1993, ADMIN SCI QUART, V38, P100; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PFEFFER J, 1997, NEW DIRECTIONS ORG T; POOLE PP, 1990, GROUP ORGAN STUD, V15, P271; QUINN RE, 1988, RATIONAL MANAGEMENT; RAJAGOPALAN N, 1993, J MANAGE, V19, P349; RAJAGOPALAN N, 1997, ACAD MANAGE REV, V22, P48; RAMASWAMY K, 1994, STRATEGIC MANAGE J, V15, P63; REGER RK, 1996, ORGAN SCI, V7, P22; RIOLLISALTZMAN L, 2001, ACAD MANAGE EXEC, V15, P114; SCOTT WR, 1995, I ORG; SHENKAR O, 1994, MANAGE SCI, V40, P56; TOLBERT PS, 1996, HDB ORG STUDIES, P175; TRIPSAS M, 2000, STRATEGIC MANAGE J, V21, P1147; TSE DK, 1997, J INT BUS STUD, V28, P779; TSE DK, 2000, CMC1999003 U HONG KO; WALDER AG, 1995, AM J SOCIOL, V101, P263; WALSH JP, 1995, ORGAN SCI, V6, P280; WEHRUNG DA, 1989, J RISK UNCERTAINTY, V2, P189; XIN KR, 1996, ACAD MANAGE J, V39, P1641	57	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				533	550			18	Business; Management	592KR	ISI:000177937300007
J	Herrmann, P; Datta, DK			CEO successor characteristics and the choice of foreign market entry mode: An empirical study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; TOP-MANAGEMENT; INTERNATIONAL DIVERSIFICATION; EXECUTIVE SUCCESSION; STRATEGIC CHANGE; PERFORMANCE; TENURE; TEAM; CORPORATIONS; ENVIRONMENT	Based on the upper echelons theory, this study of 126 CEO successions and 271 foreign market entry events examines the relationships between successor CEO characteristics and choice of entry mode. Results indicate that CEO position tenure, throughput functional background and international experience are associated with full-control entry modes. Additionally, these relationships were observed in the subgroup of high-performing firms but not in the low-performing subgroup.	Iowa State Univ, Coll Business, Ames, IA 50011 USA; Univ Kansas, Lawrence, KS 66045 USA	Herrmann, P, Iowa State Univ, Coll Business, Ames, IA 50011 USA		*C BOARD, 1995, 1113795CH C BOARD; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; AULAKH PS, 1997, J INT BUS STUD, V28, P145; BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARKER VL, IN PRESS MANAGEMENT; BLACK SS, 1997, THESIS COLUMBIA U NE; BOEKER W, 1989, ACAD MANAGE J, V32, P489; BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25; CHAGANTI R, 1987, STRATEGIC MANAGE J, V8, P393; CHANNON DF, 1979, J MANAGE STUD, V11, P13; CHILD J, 1972, SOCIOLOGY, V6, P1; CYERT RM, 1963, BEHAV THEORY FIRM; DAILY CM, 2000, STRATEGIC MANAGE J, V21, P515; DATTA DK, 1994, STRATEGIC MANAGE J, V15, P569; DATTA DK, 1998, STRATEGIC MANAGE J, V19, P833; DEARBORN DC, 1958, SOCIOMETRY, V21, P140; DOLLINGER MJ, 1984, ACAD MANAGE J, V27, P351; DUTTON JE, 1987, STRATEGIC MANAGE J, V8, P279; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FINKELSTEIN S, 1990, ADMIN SCI QUART, V35, P484; FINKELSTEIN S, 1996, STRATEGIC LEADERSHIP; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOVINDARAJAN V, 1989, STRATEGIC MANAGE J, V10, P251; GUPTA AK, 1984, ACAD MANAGE J, V27, P25; GUPTA AK, 1984, ACAD MANAGE REV, V9, P399; GUPTA AK, 1988, EXECUTIVE EFFECT CON, P147; GUTHRIE J, 1991, J MANAGE, V38, P1427; HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193; HAMBRICK DC, 1991, ACAD MANAGE REV, V16, P719; HAMBRICK DC, 1993, STRATEGIC MANAGE J, V14, P401; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HITT MA, 1991, STRATEGIC MANAGE J, V12, P327; HITT MA, 1997, ACAD MANAGE J, V40, P767; HOSMER DW, 2000, APPL LOGISTIC REGRES; KEDIA BL, 1999, J WORLD BUS, V34, P230; KESNER IF, 1994, J MANAGE, V20, P327; KIESLER S, 1982, ADM SCI Q, V27, P548; KIMBERLY JR, 1981, ACAD MANAGE J, V24, P689; KOGUT B, 1988, J INT BUS STUD, V19, P411; MELIN L, 1992, STRATEGIC MANAGE J, V13, P99; MILLER D, 1982, ACAD MANAGE J, V25, P237; MILLER D, 1991, MANAGE SCI, V37, P34; NETER J, 1985, APPL LINEAR STAT MOD; OCASIO W, 1994, ADMIN SCI QUART, V39, P285; PFEFFER J, 1977, ACAD MANAGE J, V20, P74; PFEFFER J, 1983, RES ORGAN BEHAV, V5, P299; PINDYCK RS, 1998, ECONOMETRIC MODELS E; PITCHER P, 2000, STRATEGIC MANAGE J, V21, P625; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; SANDERS WG, 1998, ACAD MANAGE J, V41, P158; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SMITH M, 1987, ADMIN SCI QUART, V32, P263; SONG JH, 1982, STRATEGIC MANAGE J, V3, P377; THOMAS AS, 1991, STRATEGIC MANAGE J, V12, P509; TUNG RL, 1990, MANAGE INT REV, V32, P5; TUSHMAN ML, 1985, RES ORG BEHAV; WIERSEMA MF, 1992, ACAD MANAGE J, V35, P91	59	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				551	569			19	Business; Management	592KR	ISI:000177937300008
J	Kwok, CCY; Arpan, JS			Internationalizing the business school: A global survey in 2000	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			We summarize the major findings of the sixth global survey of business school internationalization sponsored by the Academy of International Business (AIB). The survey covers various aspects of internationalization including: objectives, organizational issues, curriculum and faculty internationalization, foreign institutional arrangements, and satisfaction with progress achieved. The empirical results indicate that across all dimensions, significant progress continued to be made in the internationalization of business schools.	Univ S Carolina, Columbia, SC 29208 USA	Kwok, CCY, Univ S Carolina, Columbia, SC 29208 USA		ARPAN JS, 1993, INT BUSINESS ED 1990; ARPAN JS, 2001, INT BUSINESS SCH GLO; DANIELS JD, 1974, INT BUSINESS CURRICU; GROSSE R, 1980, INT BUSINESS CURRICU; TERPSTRA V, 1969, U ED INT BUSINESS; THANOPOULOS J, 1986, INT BUSINESS CURRICU	6	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				571	581			11	Business; Management	592KR	ISI:000177937300009
J	Werner, S; Brouthers, LE			How international is management?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BUSINESS JOURNALS; RANKING; JAPANESE	As business becomes more international, have academic journals, particularly management journals, followed suit? In this paper we examine the amount and type of international research in 19 top management journals from 1976 to 1980 and again from 1996 to 2000. International business studies are classified as multinational enterprise (MNE) research and comparative research. Although the amount and type of international content varies by journal, it appears that many management journals are increasing their international content while others are not.	Univ Houston, CT Bauer Coll Business, Houston, TX 77004 USA; Univ Akron, Dept Mkt & Int Business, Akron, OH 44325 USA	Werner, S, Univ Houston, CT Bauer Coll Business, Houston, TX 77004 USA		DUBOIS FL, 2000, J INT BUS STUD, V31, P689; DUBOIS FL, 2001, J INT BUS STUD, V32, P197; GOMEZMEJIA LR, 1992, ACAD MANAGE J, V35, P921; HUNDLEY G, 1996, ACAD MANAGE J, V39, P1659; INKPEN AC, 2001, J INT BUS STUD, V32, P193; JOHNSON JL, 1994, ACAD MANAGE J, V37, P1392; KACMAR KM, 2000, ORGAN RES METHODS, V3, P392; LEE PM, 1997, STRATEGIC MANAGE J, V18, P879; PIERCE B, 1995, J INT BUS STUD, V26, P69; RICKS DA, 1985, J INT BUS STUD, V16, P1; RICKS DA, 1990, J MANAGE, V16, P219; RICKS DA, 1991, J INT BUS STUD, V22, P1; SWAN PF, 1997, ACAD MANAGE J, V40, P462; TAHAI A, 1999, STRATEGIC MANAGE J, V20, P279; TIHANYI L, 2000, J MANAGE, V26, P1157; TRIESCHMANN JS, 2000, ACAD MANAGE J, V43, P1130; VANFLEET DD, 2000, J MANAGE, V26, P839; WERNER S, 2002, J MANAGEMENT, V28	18	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				583	591			9	Business; Management	592KR	ISI:000177937300010
J	Ito, K; Rose, EL			Foreign direct investment location strategies in the tire industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTIMARKET CONTACT; DETERMINANTS; DECISION; FIRM	We analyze the nature of international competition among multinational firms in the tire industry. Using the frameworks of the theories of oligopolistic reaction and foreign direct investment, we find that the firms' investment patterns are related to the number and identities of competitors, host country characteristics, and foreign experience. Global tire companies from several nations demonstrate oligopolistic reaction behavior.	Univ Hawaii Manoa, Dept Management & Ind Relat, Honolulu, HI 96822 USA; Univ Auckland, Dept Int Business, Auckland 1, New Zealand	Ito, K, Univ Hawaii Manoa, Dept Management & Ind Relat, Honolulu, HI 96822 USA		1990, I INVESTORS      SEP; *INT AIR TRANSP AS, 1994, AIR DIST MAN; *MOOD INV SERV, MOODY INT MAN; *PRIC WAT, CORP TAX WORLDW SUMM; *UN STAT OFF, STAT YB UN STAT OFF; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BARRON JM, 2000, J MONEY CREDIT BAN 1, V32, P357; BERNHEIM BD, 1990, RAND J ECON, V21, P1; CAVES RE, 1996, MULTINATIONAL ENTERP; DUNNING JH, 1998, J INT BUS STUD, V29, P45; EDWARDS CD, 1955, BUSINESS CONCENTRATI; FLOWERS E, 1976, J INT BUS STUD, V7, P43; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HORST T, 1972, REV ECON STAT, V54, P258; HYMER SH, 1960, THESIS MIT; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KARNANI A, 1985, STRATEGIC MANAGE J, V6, P87; KIM EH, 1993, AM ECON REV, V83, P549; KLEMPERER P, 1992, AM ECON REV, V82, P740; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; LIEBERMAN MB, 1988, STRATEGIC MANAGE J, V9, P41; MESTER LJ, 1987, J MONEY CREDIT BANK, V19, P538; MOTTA M, 1994, INT J IND ORGAN, V12, P179; PORTER ME, 1986, COMPETITION GLOBAL I; SCHERER FM, 1990, IND MARKET STRUCTURE; SCOTT JT, 1991, INT J IND ORGAN, V9, P225; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; YU CM, 1988, J INT BUS STUD, V19, P449	29	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				593	602			10	Business; Management	592KR	ISI:000177937300011
J	Verwaal, E; Donkers, B			Firm size and export intensity: Solving an empirical puzzle	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE; BEHAVIOR	This paper presents a transaction costs analysis of the firm size and export intensity relationship. We submit that relation-specific investments and the costs of safeguarding these investments play a significant role in export relationships. Firm size related differences with respect to these factors are used to explain the different relationships between firm size and export intensity that have been found in previous studies. The theoretical framework is tested empirically, and support is found for different industries.	Erasmus Univ, Rotterdam, Netherlands	Verwaal, E, State Univ Ghent, B-9000 Ghent, Belgium		ANDERSEN O, 2001, OMEGA-INT J MANAGE S, V29, P207; BELLO DC, 1997, J MARKETING, V61, P22; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; CHEN MJ, 1995, ACAD MANAGE J, V38, P453; CHRISTENSEN CH, 1987, J INT BUS STUD, V16, P37; COASE RH, 1937, ECONOMICA, V4, P386; FORD D, 1997, UNDERSTANDING BUSINE; GOMES L, 1999, J INT BUS STUD, V30, P173; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAKANSSON H, 1997, UNDERSTANDING BUSINE; HEIDE JB, 1992, ACAD MANAGE J, V35, P265; NOOTEBOOM B, 1993, ORGAN STUD, V14, P443; NOOTEBOOM B, 1993, SMALL BUS ECON, V5, P283; OROURKE AD, 1985, AM J SMALL BUSINESS, V9, P25; PATIBANDLA M, 1995, J DEV STUD, V31, P868; PHILP NE, 1997, INT SMALL BUSINESS J, V16, P79; SAHLINS M, 1972, STONE AGE EC; STUMP RL, 1996, J MARKETING RES, V33, P431; WAGNER J, 1995, SMALL BUS ECON, V7, P29; WILLIAMSON OE, 1985, EC I CAPITALISM; WOLFF JA, 2000, J SMALL BUS MANAGE, V38, P34	21	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				603	613			11	Business; Management	592KR	ISI:000177937300012
J	Cadogan, JW; Diamantopoulos, A; Siguaw, JA			Export market-oriented activities: Their antecedents and performance consequences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORIENTATION; FRAMEWORK	This paper extends the study of market orientation into the international arena by developing and testing hypotheses relating to the antecedents to and consequences of market-oriented activities in firms' export operations. Export experience, export dependence and coordinating capabilities were found to be positively related to export market-oriented activities. In turn, export market-oriented activities were positively associated with aspects of export performance.	Aston Univ, Sch Business, Birmingham B4 7ET, W Midlands, England; Univ Loughborough, Sch Business, Loughborough, Leics, England; Cornell Univ, Sch Hotel Adm, Ithaca, NY 14853 USA	Cadogan, JW, Aston Univ, Sch Business, Birmingham B4 7ET, W Midlands, England		CADOGAN JW, 1995, J STRATEGIC MARKETIN, V3, P41; CADOGAN JW, 1999, J INT BUS STUD, V30, P689; CAVUSGIL ST, 1994, J MARKETING, V56, P1; COOPER S, 1998, BANK ENGLAND Q B, V38, P166; DAFT RL, 1988, STRATEGIC MANAGE J, V9, P123; DAVIS D, 1991, J ACADEMY MARKETING, V19, P43; DAY GS, 1988, J MARKETING, V52, P1; DAY GS, 1994, MARKETING INFORMATIO, P270; DIAMANTOPOULOS A, 1993, EUR J MARKETING, V27, P5; DIAMANTOPOULOS A, 1996, J STRATEGIC MARKETIN, V4, P23; DWYER FR, 1985, J MARKETING RES, V22, P397; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; HART S, 1999, J SMALL BUS MANAGE, V37, P63; HERMAN J, 1999, BUSINESS COMMUNI OCT, P22; HOOLEY GJ, 1983, Q REV MARKETING, V8, P15; HUBER GP, 1987, HDB ORG COMMUNICATIO, P130; HURLEY RF, 1998, J MARKETING, V62, P42; JAWORSKI BJ, 1993, J MARKETING, V57, P53; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JORESKOG K, 1996, LISREL 8 USERS REFER; NARVER JC, 1990, J MARKETING, V54, P20; PING RA, 1995, J MARKETING RES, V32, P336; ROSE GM, 2002, J BUS RES, V55, P217; SLATER SF, 1994, J MARKETING, V58, P46; SOUCHON AL, 1996, J INT MARKETING, V4, P49; YEOH PL, 2000, J INT MARKETING, V8, P36	26	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	3				615	626			12	Business; Management	592KR	ISI:000177937300013
J	Brouthers, KD			Institutional, cultural and transaction cost influences on entry mode choice and performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; ORGANIZATIONAL PERFORMANCE; INTERNATIONAL ENTRY; JAPANESE FIRMS; UNITED-STATES; MARKET ENTRY; OWNERSHIP; EXPERIENCE; STRATEGIES; FRAMEWORK	In this study, we examine foreign market entry mode choice and firm performance for a sample of European Union firms. Examining both financial and non-financial performance measures, we attempt to determine if firms that select their entry mode based on transaction cost, institutional context, and cultural context variables perform better than firms that make other mode choices. We found that mode choice did matter. Firms whose mode choice could be predicted by the extended transaction cost model performed significantly better, on both financial and non-financial measures, than did firms whose mode choice could not be predicted by the extended transaction cost model. Implications for future research are discussed.	Univ E London, London E15 4LZ, England	Brouthers, KD, Univ E London, London E15 4LZ, England		AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; ANDERLINI L, 1990, THEOR DECIS, V29, P19; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P71; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BROUTHERS KD, 2000, STRATEGIC MANAGE J, V21, P89; BROUTHERS LE, 1999, J INT BUS STUD, V30, P831; BROUTHERS LE, 2000, BRIT J MANAGE, V11, P183; CHATTERJEE S, 1999, MANAGE SCI, V45, P25; CHILES TH, 1996, ACAD MANAGE REV, V21, P73; CLEEVE E, 1997, SCOT J POLIT ECON, V44, P31; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; DAVIS PS, 2000, J INT BUS STUD, V31, P239; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DRAZIN R, 1985, ADM SCI Q, V30, P514; DUNNING JH, 1993, MULTINATIONAL ENTERP; DYER JH, 1997, STRATEGIC MANAGE J, V18, P535; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GLAISTER KW, 1998, ORGAN STUD, V19, P89; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HAIR JF, 1995, MULTIVARIATE DATA AN; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1997, STAT MODELS STRATEGI; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; MAKINO S, 2000, J INT BUS STUD, V31, P705; MASTEN SE, 1993, MANAGERIAL DECISION, V14, P119; MEYER KE, 2001, J INT BUS STUD, V32, P357; NITSCH D, 1996, MANAGE INT REV, V36, P27; NORTH DC, 1990, I I CHANGE EC PERFOR; OLIVER C, 1997, J MANAGE STUD, V34, P99; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; PADMANABHAN P, 1999, J INT BUS STUD, V30, P25; PAN YG, 1999, J INT BUS STUD, V30, P81; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PODSAKOFF PM, 1986, J MANAGE, V12, P531; POPPO L, 1998, STRATEGIC MANAGE J, V19, P853; ROBERTS PW, 1997, ACAD MANAGE REV, V22, P346; SCOTT WR, 1995, I ORG; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHELANSKI HA, 1995, J LAW ECON ORGAN, V11, P335; SHRADER RC, 2001, ACAD MANAGE J, V44, P45; SIMMONDS PG, 1990, STRATEGIC MANAGE J, V11, P399; TAYLOR CR, 1998, INT BUSINESS REV, V40, P389; TSE DK, 1997, J INT BUS STUD, V28, P779; WILLIAMSON OE, 1985, EC I CAPITALISM; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YAN AM, 1994, ACAD MANAGE J, V37, P1478; ZAJAC EJ, 1993, J MANAGE STUD, V30, P131	56	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				203	221			19	Business; Management	560FA	ISI:000176071000001
J	Erramilli, MK; Agarwal, S; Dev, CS			Choice between non-equity entry modes: An organizational capability perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; MODAL CHOICE; HOTEL SECTOR; FIRMS; OWNERSHIP; KNOWLEDGE; SUBSIDIARY; OPERATIONS; ALLIANCES	Many studies have examined the choice between different types of equity and non-equity modes; however, none has focused on the choice between different types of non-equity modes that service-firms employ routinely. This study develops a theoretical framework based on the "organizational capability" perspective to explain the choice between two non-equity modes-franchising and management-service contracts. While previous studies are based on the premise that foreign-market entrants choose a mode-equity or non-equity-that offers them most control given their particular circumstances, the premise of this study is that foreign entrants choose a non-equity mode that, in addition, offers effective transfer of the firm's capabilities to the host-country venture.	Nanyang Technol Univ, Nanyang Business Sch, Mkt & Int Business Div, Singapore, Singapore; Iowa State Univ, Dept Mkt, Ames, IA USA; Cornell Univ, Sch Hotel Adm, Ithaca, NY USA	Erramilli, MK, Nanyang Technol Univ, Nanyang Business Sch, Mkt & Int Business Div, Singapore, Singapore		AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ARORA A, 2000, J INT BUS STUD, V31, P555; BARNEY J, 1991, J MANAGE, V17, P99; BROUTHERS KD, 2001, J INT BUS STUD, V32, P177; CHANDLER GN, 1994, J BUS VENTURING, V9, P331; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; COLLIS DJ, 1995, HARVARD BUSINESS JUL, P118; CONTRACTOR FJ, 1998, J INT BUS STUD, V29, P325; CONTRACTOR FJ, 1998, J INT MARKETING, V6, P28; DUNNING JH, 1988, EXPLAINING INT PRODU; ERRAMILLI MK, 1990, INT MARKET REV, V7, P50; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FLADMOELINDQUIST K, 1995, MANAGE SCI, V41, P1238; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HU YS, 1995, CALIF MANAGE REV, V37, P73; KOGUT B, 1993, J INT BUS STUD, V24, P625; LAM A, 1997, ORGAN STUD, V18, P973; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; NETER J, 1985, APPL LINEAR STAT MOD; PAN YG, 2000, J INT BUS STUD, V31, P535; ROOT FR, 1994, ENTRY STRATEGIES INT; SHANE SA, 1996, ACAD MANAGE J, V39, P216; SHENKAR O, 2001, J INT BUS STUD, V32, P519; TEECE DJ, 1998, CALIF MANAGE REV, V40, P55; TSE DK, 1997, J INT BUS STUD, V28, P779	32	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				223	242			20	Business; Management	560FA	ISI:000176071000002
J	Pothukuchi, V; Damanpour, F; Choi, J; Chen, CC; Park, SH			National and organizational culture differences and international joint venture performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INDIVIDUALISM-COLLECTIVISM; STRATEGIC ALLIANCES; COOPERATION; CONFLICT; JAPANESE; OUTCOMES; BEHAVIOR; FIT	This study examines the effect of dimensions of national and organizational culture differences on international joint venture (IJV) performance, Based on data from a survey of executives from joint ventures between Indian partners and partners from other countries, we found that the presumed negative effect from culture distance on IJV performance originates more from differences in organizational culture than from differences in national culture.	Conexants Syst Inc, Newport Beach, CA USA; Rutgers State Univ, Dept Org Management, Rutgers Business Sch Newark, New Brunswick, NJ 08903 USA	Pothukuchi, V, Conexants Syst Inc, Newport Beach, CA USA		1999, BUSINESS WEEK   1025; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ADLER NJ, 1991, INT DIMENSIONS ORG B; ANDERSON E, 1990, SLOAN MANAGE REV, V31, P19; BERRY JW, 1992, CROSS CULTURAL PSYCH; BLAKE RR, 1964, MANAGERIAL GRID; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; BURNS T, 1961, MANAGEMENT INNOVATIO; CARTWRIGHT S, 1993, ACADEMY MANAGEMENT E, V7, P57; CHEN CC, 1997, J APPL BEHAV SCI, V33, P435; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; CHILD J, 1981, RES ORGAN BEHAV, V3, P303; COX T, 1993, CULTURAL DIVERSITY O; CULLEN JB, 1995, J INT BUS STUD, V26, P91; DELOITTE H, 1989, TEAMING NINETIES CAN; DUSSAUGE P, 2000, STRATEGIC MANAGE J, V21, P99; FEDOR KJ, 1995, ORGAN DYN, V23, P33; FEY CF, 2001, ORGAN STUD, V22, P853; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HENDERSON DF, 1975, FOREIGN ENTERPRISE J; HOFSTEDE G, 1967, GAME BUDGET CONTROL; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1997, CULTURES ORG; JABLIN FM, 1987, HDB ORG COMMUNICATIO; JOHNSON JL, 1990, J INT BUS STUD, V21, P639; JORESKOG KG, 1993, LISREL 8 USERS REFER; KALE P, 2000, STRATEGIC MANAGE J, V21, P217; KOGUT B, 1988, J INT BUS STUD, V19, P411; LANE HW, 1990, MANAGE INT REV, V30, P87; MCKNIGHT DH, 1998, ACAD MANAGE REV, V23, P473; MOHR J, 1994, STRATEGIC MANAGE J, V15, P135; NETER J, 1985, APPL LINEAR STAT MOD; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; OUCHI WG, 1980, ADM SCI Q, V25, P129; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1989, THESIS TEMPLE U PHIL; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, AC INT BUS M HAW; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ORGAN SCI, V4, P301; PETERS TJ, 1982, SEARCH EXCELLENCE LE; POOLE MS, 1985, ORG COMMUNICATION TR, P79; PUGH DS, 1989, WRITER ORG; PUTNAM LL, 1987, HDB ORG COMMUNICATIO, P549; RING PS, 1994, ACAD MANAGE REV, V19, P90; SALK JE, 2000, ACAD MANAGE J, V43, P191; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SHENKAR O, 2001, J INT BUS STUD, V32, P519; SIVAKUMAR K, 2001, J INT BUS STUD, V32, P555; TRICE HM, 1993, CULTURES WORK ORG; WAGNER JA, 1995, ACAD MANAGE J, V38, P152; WEBER Y, 1996, MANAGE SCI, V42, P1215	57	19	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				243	265			23	Business; Management	560FA	ISI:000176071000003
J	Wong, PLK; Ellis, P			Social ties and partner identification in Sino-Hong Kong international joint ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE; CHINA; SELECTION; EXCHANGE; ORGANIZATIONS; PERSPECTIVES; SURVIVAL; SUCCESS; POWER; FIRMS	Partner identification is an important and under-studied precursor to selection and eventual performance of international joint ventures (IJVs), The mechanics of the identification process were investigated in-depth across a sample of eighteen Sino-Hong Kong IJVs using the case study research method. The cross-case findings of this exploratory investigation support the idea that social networks provide a valuable resource for reducing IJV partner search costs. Specifically, the findings reveal that while weakly-linked bridge ties are valuable in identifying potential partners, searches based on strong ties tend to be shorter and provide a more robust basis for inter-partner cooperation.	Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China			*CHIN STAT PRESS, 2000, CHIN STAT YB; *CHIN STAT PRESS, 2001, CGUANGD STAT YB; ADLER L, 1976, JOINT VENTURES PRODU; ARINO A, 1997, INT STUDIES MANAGEME, V27, P19; AXELSSON B, 1992, IND NETWORKS NEW VIE, P218; BEAMISH PW, 1987, MANAGE INT REV, V27, P23; BIAN YJ, 1997, AM SOCIOL REV, V62, P366; BLANKENBURG D, 1995, BUSINESS MARTETING I; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; BURT RS, 1992, STRUCTURAL HOLES SOC; COVIELLO N, 1997, INT BUSINESS REV, V6, P361; CYERT RM, 1992, BEHAV THEORY FIRM; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; ELLIS P, 2000, J INT BUS STUD, V31, P443; ELLIS P, 2001, J MARKETING RES, V38, P119; FEY CF, 2000, INT BUSINESS REV, V9, P139; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GOLDEN BR, 1992, ACAD MANAGE J, V35, P848; GRANOVET.MS, 1973, AM J SOCIOL, V78, P1360; GULATI R, 1995, ACAD MANAGE J, V38, P85; GUTHRIE D, 1998, CHINA Q, V154, P254; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P31; HARRIS SG, 1986, ACAD MANAGE J, V29, P5; HWANG KK, 1987, AM J SOCIOL, V92, P944; JOHANSON J, 1988, STRATEGIES GLOBAL CO, P287; KUMAR BN, 1995, MANAGE INT REV, V35, P65; LARSON A, 1992, ADMIN SCI QUART, V37, P76; LASSERRE P, 1984, LONG RANGE PLANN, V17, P43; LASSERRE P, 1999, ASIA PACIFIC J MANAG, V16, P1; LUO Y, 2000, GUANXI BUSINESS; LUO YD, 1997, ORGAN SCI, V8, P648; LUO YD, 1998, J WORLD BUS, V33, P145; LYLES MA, 1996, J INT BUS STUD, V27, P877; MADHOK A, 1995, J INT BUS STUD, V26, P117; MAKINO S, 1996, J INT BUS STUD, V27, P905; MARCH JG, 1994, PRIMER DECISION MAKI; MAURER NF, 1996, THESIS WEBSTER U ST; MILES MB, 1994, QUALITATIVE DATA ANA; PAN Y, 1998, INT BUSINESS REV, V7, P329; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PEARCE RJ, 1997, ACAD MANAGE REV, V22, P203; PODOLNY JM, 1994, ADMIN SCI QUART, V39, P458; RANGAN S, 2000, J INT BUS STUD, V31, P205; SAXTON T, 1997, ACAD MANAGE J, V40, P443; STEENSMA HK, 2000, STRATEGIC MANAGE J, V21, P831; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TATOGLU E, 2000, J GLOB MARK, V13, P53; TOMLINSON JWC, 1970, JOINT VENTURE PROCES; TONG CK, 1998, BRIT J SOCIOL, V49, P75; TSANG EWK, 1998, ACAD MANAGEMENT EXEC, V12, P64; TSANG J, 1995, E ASIAN EXECUTIVE RE, V17; UZZI B, 1996, AM SOCIOL REV, V61, P674; WILLIAMS RG, 1993, INT J PROJ MGMT, V11, P233; WONG YY, 1999, SAM ADV MANAGE J, V64, P4; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YANG MF, 1994, GIFTS FAVORS BANQUET; YIN RK, 1989, CASE STUDY RES DESIG; YIN RK, 1993, APPL CASE STUDY RES; ZHAO HX, 1998, INT BUSINESS REV, V7, P569	59	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				267	289			23	Business; Management	560FA	ISI:000176071000004
J	Habib, M; Zurawicki, L			Corruption and foreign direct investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EMPIRICAL-ANALYSIS; UNITED-STATES; LOCATION; EXPERIENCE; DECISION; BRIBERY; CULTURE	This study examines the impact of corruption on foreign direct investment (FDI). First, the level of corruption in the host country is analyzed. Second, the absolute difference in the corruption level between the host and home country is examined. The analysis provides support for the negative impacts of both. The results suggest that foreign investors generally avoid corruption because it is considered wrong and it can create operational inefficiencies.	Univ Massachusetts, Boston, MA 02125 USA	Habib, M, Univ Massachusetts, Boston, MA 02125 USA		*I MAN DEV, 2000, WORLD COMP YB; *ILO, 2001, YB LAB STAT; *IMF, 2000, INT FIN STAT CD ROM; *MALT C, 1994, P 19 C EUR MIN JUST; *OECD, 2000, INT DIR INV STAT YB; *POL RISK SERV INC, 2000, POL RISK SERV YB; *WIR, 2001, WORLD INV REP 2001; AHARONI Y, 1966, FOREIGN INVESTMENT D; ALAM MS, 1995, KYKLOS, V48, P419; BARDHAN P, 1997, J ECON LIT, V35, P1320; BECK PJ, 1986, ECON LETT, V20, P1; BENITO G, 1992, J INT BUS STUD, V3, P461; BILLINGTON N, 1999, APPL ECON, V31, P65; BOATRIGHT J, 2000, ETHICS CONDUCT BUSIN; BRAGUINSKY S, 1996, CONT EC POLICY, V14; BRAINARD SL, 1997, AM ECON REV, V87, P520; BUSSE L, 1996, PERCEPTION CORRUPTIO; CAVES R, 1996, MULTINATIONAL ENTERP; CHUDNOVSKY D, 1995, FOREIGN DIRECT INVES; COASE RH, 1979, J LAW ECON, V22, P269; CYERT R, 1963, BEHAV THEORY FIRM; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DOZ YJ, 2001, GLOBAL METANATIONAL; DRABEK Z, 1999, ERAD9902 WORLD TRAD; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1998, J INT BUS STUD, V29, P45; ENGWALL L, 1988, SCANDINAVIAN J MANAG, V4, P147; ENSIGN P, 1996, LOCATION FOREIGN DIR; GHEMAWAT P, 2001, HARVARD BUSINESS SEP, P3; GRATCHEV M, 2001, HARVARD BUSINESS OCT, P2; GROSSE R, 1996, J INT BUS STUD, V27, P139; GUPTA S, 1998, DOES CORRUPTION AFFE; HAIR J, 1992, MULTIVARIATE DATA AN; HENGEVELD WAB, 1996, WORLD DISTANCE TABLE; HINES J, 1995, WORKING NBER, V5266; HUSTED BW, 1994, BUSINESS ETHICS Q, V4, P17; HUSTED BW, 1999, J INT BUS STUD, V30, P339; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1988, STRATEGIES GLOBAL CO; JOHANSON J, 1990, INT MARKET REV, V7, P11; JUN KW, 1996, TRANSNATIONAL CORPOR, V5, P67; KAUFMANN D, 1999, 2254 WORLD BANK; KOBRIN SJ, 1976, J INT BUS STUD, V7, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAMBSDORFF J, 1999, TRANSPARENCY INT COR; LAPALOMBARA J, 1994, SOC RES, V61, P325; LEFF N, 1964, AM BEHAV SCI, P8; LIEN DHD, 1986, ECON LETT, V22, P337; LUI FT, 1985, J POLITICAL EC   AUG, P760; MACRAE J, 1982, WORLD DEV, V10, P677; MAURO P, 1995, Q J EC           AUG, P686; NIGH D, 1986, MANAGE DECIS ECON, V7, P99; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; NRODSTROM K, 1992, INT TRAD FIN ASS ANN; RASHID S, 1981, KYKLOS, V34, P448; ROSEACKERMAN S, 1975, J PUBLIC ECON, V4, P187; SCHNIEDERJANS M, 1999, INT FACILITY ACQUISI; SHLEIFER A, 1993, Q J ECON, V108, P599; STUDENMUND AH, 1992, USING ECONOMETRICS P; TANZI V, 1998, WP9863 IMF; TSE DK, 1997, J INT BUS STUD, V28, P779; WEI SJ, 2000, REV ECON STAT, V82, P1; WELLS L, 2000, 13 WORLD BANK; WHEELER D, 1992, J INT ECON, V33, P57	65	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				291	307			17	Business; Management	560FA	ISI:000176071000005
J	Thomas, DC; Au, K			The effect of cultural differences on behavioral responses to low job satisfaction	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INDIVIDUALISM-COLLECTIVISM; VOICE; PREFERENCES; LOYALTY; NEGLECT; CHINA; SELF; EXIT	This article reports the results of a field study that evaluated behavioral responses to low job satisfaction of participants in Hong Kong and New Zealand. Culture, measured by vertical and horizontal individualism and collectivism, had both main and moderating effects on responses. First, cultural groups responded differently to low job satisfaction with exit, voice, loyalty, or neglect. Second, culture moderated the effect of quality of job alternatives and job satisfaction on exit and loyalty, and moderated the effect of quality of job alternatives on voice.	Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada; Chinese Univ Hong Kong, Hong Kong, Hong Kong, Peoples R China	Thomas, DC, Simon Fraser Univ, Burnaby, BC V5A 1S6, Canada		ABELSON RP, 1981, AM PSYCHOL, V36, P715; AIKEN LS, 1991, MULTIPLE REGRESSION; BAGBY JW, 1957, J ABNORMAL SOCIAL PS, V54, P331; BEMMELS B, 1996, HUMAN RESOURCE MANAG, P495; BHAGAT RS, 1982, J APPL PSYCHOL, V67, P653; BONTEMPO R, 1992, CULTURAL VARIATION C; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BRISLIN R, 1970, J CROSS CULTURAL PSY, V75, P3; CHEN CC, 1997, J CROSS CULT PSYCHOL, V28, P44; DAVISBLAKE A, 1989, ACAD MANAGE REV, V14, P385; EARLEY PC, 1997, FACE HARMONY SOCIAL; EARLEY PC, 1998, J MANAGE, V24, P265; EREZ M, 1993, CULTURE SELF IDENTIT; FISKE AP, 1990, STRUCTURES SOCIAL LI; GIOA DA, 1984, ACAD MANAGE REV, V9, P449; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUI CH, 1986, J CROSS CULT PSYCHOL, V17, P225; HUI CH, 1988, J RES PERS, V22, P17; HUI MK, 2001, J BUS RES, V52, P161; JANSSEN O, 1998, HUM RELAT, V51, P945; JORESKOG KG, 1971, PSYCHOMETRIKA, V36, P409; KIM U, 1994, INDIVIDUALISM COLLEC; KIRKBRIDE PS, 1991, ORGAN STUD, V12, P365; KLUCKHOHN C, 1961, VARIATIONS VALUE ORI; LECK JD, 1992, EMPLOYEE RESPONSIBIL, V5, P219; LEPINE JA, 1998, J APPL PSYCHOL, V83, P853; LEUNG K, 1987, J PERS SOC PSYCHOL, V53, P898; LEUNG K, 1990, APPL CROSS CULTURAL, P209; LEUNG K, 1995, ASIAN J PSYCHOL, V1, P70; LEUNG K, 1996, J INT BUS STUD, V27, P947; MARKUS HR, 1991, PSYCHOL REV, V98, P224; NEMETH CJ, 1989, ADV EXP SOC PSYCHOL, V22, P175; ROKEACH M, 1973, NATURE HUMAN VALUES; ROSS L, 1991, PERSON SITUATION PER; ROUSSEAU DM, 2000, PSYCHOL CONTRACTS EM; RUSBULT CE, 1988, ACAD MANAGE J, V31, P599; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SINGELIS T, 1995, CROSS-CULT RES, V29, P240; SMITH PB, 1999, SOCIAL PSYCHOL ACROS; TINGTOOMEY S, 1988, THEORY INTERCULTURAL; TINGTOOMEY S, 1994, INTIMATE CONFLICT PE; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 1995, INT J PSYCHOL, V30, P461; TROMPENAARS F, 1993, RIDING WAVES CULTURE; TRUBISKY P, 1991, INT J INTERCULT REL, V15, P65; VANDEVIJVER F, 1997, METHODS DATA ANAL CR; WITHEY MJ, 1989, ADMIN SCI QUART, V34, P521	47	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				309	326			18	Business; Management	560FA	ISI:000176071000006
J	Trabold, H			Export intermediation: An empirical test of Peng and Ilinitch	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRMS; TRADE	This paper provides empirical evidence from France on the role of export intermediary firms. Using data from 20,000 French firms, this paper tests two of the five transaction cost-based propositions on the role of export intermediaries by Peng and Ilinitch (1998). While the empirical evidence only partially supports their first proposition on distance and familiarity, their second proposition on product complexity is corroborated.	DIW Berlin, Dept Int Econ, German Inst Econ Res, Berlin, Germany	Trabold, H, DIW Berlin, Dept Int Econ, German Inst Econ Res, Berlin, Germany		*OECD, 1994, IND POL OECD; BAYE MR, 1990, ECONOMICA, V57, P283; CASSON M, 1998, MULTINATIONAL TRADER; CHALMIN P, 1987, TRADERS MERCHANTS PA; CHANDLER AD, 1977, VISIBLE HAND; COSIMANO TF, 1996, ECONOMICA, V63, P131; DALMEIDATOPOR H, 1998, MULTINATIONAL TRADER; DEGEER H, 1998, MULTINATIONAL TRADER; DUNNING JH, 1992, MULTINATIONAL ENTERP; ELLIS P, 2001, INT BUSINESS REV, V10, P235; GROSSMAN GM, 1995, HDB INT EC, V3; HIRSCH S, 1973, MANAGE INT REV, V13, P81; HOFSTEDE G, 1991, CULTURES ORG; HSING YT, 1999, J INT ECON, V48, P101; JONES G, 1998, MULTINATIONAL TRADER; KASPER W, 1998, I EC SOCIAL ORDER PU; KOTABE M, 1984, COLUMBIA J WORLD BUS, V19, P33; OGRADY S, 1996, J INT BUS STUD, V27, P309; PENG M, 1998, SUCCESS FAILURE US E; PENG M, 2000, J MANAGE STUD, V32, P167; PENG MW, 1998, J INT BUS STUD, V29, P609; PENG MW, 2001, J INT BUS STUD, V32, P327; PERRY AC, 1992, EVOLUTION US TRADE I; RAUCH JE, 2002, NBER WORKING PAPER, V8708; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SPULBER D, 1999, MARKET MICROSTRUCTUR; WEISS SE, 1993, ORGAN SCI, V4, P269; WILLIAMSON OE, 1985, EC I CAPITALISM; WONG KY, 1995, INT TRADE GOODS FACT	29	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				327	344			18	Business; Management	560FA	ISI:000176071000007
J	Klein, JG			Us versus them, or us versus everyone? Delineating consumer aversion to foreign goods	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COUNTRY-OF-ORIGIN; PRODUCT EVALUATIONS; STANDARDIZATION; PERCEPTIONS; ANTECEDENTS; PERFORMANCE; ATTITUDES; STRATEGY; CETSCALE; MODELS	This paper presents evidence that international animosity and consumer ethnocentrism are distinct constructs that play different roles depending on the set of products available to consumers. Results show that animosity toward a foreign nation is related to choices between foreign goods, while consumer ethnocentrism is related to choices between domestic and foreign goods. Further, the study finds animosity effects even though anger levels are generally low, thus extending the boundaries of the animosity model of foreign purchase. The study focuses on U.S. consumer views of Japan and Japanese products. Implications for decisions concerning global versus local branding strategies are discussed.	INSEAD, F-77305 Fontainebleau, France	Klein, JG, INSEAD, Blvd De Constance, F-77305 Fontainebleau, France		ALDEN DL, 1999, J MARKETING, V63, P75; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; BAGOZZI RP, 1981, J MARKETING RES, V18, P375; BATRA R, 2000, J CONSUM PSYCHOL, V9, P83; BILKEY WJ, 1982, J INT BUS STUD, V13, P89; CHANG I, 1997, RAPE NANKING FORGOTT; CZINKOTA MR, 1996, GLOBAL MARKETING; DARLING JR, 1988, J CONSUMER MARKETING, V5, P61; DARLING JR, 1990, J INT BUS STUD, V21, P427; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19; FORNELL C, 1981, J MARKETING RES, V18, P39; GREEN PE, 1990, J MARKETING, V54, P3; GUPTA AK, 1999, BUILD GLOBAL PRESENC; HAIR JF, 1995, MULTIVARIATE DATA AN; HAN CM, 1989, J MARKETING RES, V26, P222; HENRY S, 1995, AUSTRALIAN      0911, P10; HONG ST, 1989, J CONSUM RES, V16, P175; JAIN SC, 1989, J MARKETING, V53, P70; JOHANSSON JK, 1985, J MARKETING RES, V22, P388; JOHANSSON JK, 1989, INT MARKET REV, V6, P47; KLEIN JG, 1998, J MARKETING, V62, P89; LECLERC F, 1994, J MARKETING RES, V31, P263; MAHESWARAN D, 1994, J CONSUM RES, V21, P354; NETEMEYER RG, 1991, J MARKETING RES, V28, P320; NETEMEYER RG, 1997, J MARKETING, V61, P85; PAPADOPOULOS N, 1993, PRODUCT COUNTRY IMAG; POWELL B, 1991, TIME            0624; REES J, 1995, FAR EC EC REV   0817, P14; ROTH MS, 1995, J ADVERTISING, V24, P55; SHARMA S, 1995, J ACAD MARKET SCI, V23, P26; SHIMP TA, 1987, J MARKETING RES, V24, P280; SHOHAM A, 1999, J INT MARKETING, V7, P24; SMITH N, 1990, MORALITY MARKET CONS; STEENKAMP JBEM, 1999, J MARKETING, V63, P55; WILKIE WL, 1973, J MARKETING RES, V10, P428	35	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				345	363			19	Business; Management	560FA	ISI:000176071000008
J	Buckley, PJ			Is the international business research agenda running out of steam?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRM	This research note challenges international business researchers to think of their future work in terms of the past achievements of their discipline. It identifies three key research areas corresponding to attempts to tackle crucial empirical questions: the explanation of foreign direct investment, the multinational firm and the globalization of business. It ends by considering the future research agenda.	Univ Leeds, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England	Buckley, PJ, Univ Leeds, Ctr Int Business, Leeds LS2 9JT, W Yorkshire, England		AHARONI Y, 1966, FOREIGN INVESTMENT D; BAIN JS, 1956, BARRIERS NEW COMPETI; BARTLETT CA, 1989, MANAGEMENT BORDERS T; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1988, J MARKETING MANAGEME, V4, P175; BUCKLEY PJ, 1996, MANAGE INT REV, V35, P7; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BYE M, 1958, 8 INT EC; CARLSON S, 1974, INVESTMENT KNOWLEDGE; CARLSON S, 1975, FOREIGN FOREIGN TRAD; CAVES RE, 1971, ECONOMICA, V38, P1; CHANDLER AD, 1962, STRATEGY STRUCTURE; CHANDLER AD, 1977, VISIBLE HAND MANAGER; CHANNON DF, 1973, STRATEGY STRUCTURE B; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; DUNNING J, 1979, OXFORD B ECON STAT, V41, P269; DUNNING JH, 1958, AM INVESTMENT BRIT M; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1997, ALLIANCE CAPITALISM; DYAS GP, 1976, EMERGING EUROPEAN EN; EHNNART JF, 1982, THEORY MULTINATIONAL; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG; HYMER SH, 1976, THESIS MIT CAMBRIDGE; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD; LALL S, 1977, FOREIGN INVESTMENT T; MCMANUS JC, 1972, MULTINATIONAL FIRM N; PAVAN RJ, 1972, THESIS HARVARD U; PENROSE ET, 1956, ECON J, V66, P230; PORTER ME, 1990, COMPETITIVE ADVANTAG; RUGMAN AM, 1993, MANAGE INT REV, V33, P17; RUMELT RP, 1974, STRATEGY STRUCTURE E; STOPFORD JM, 1972, MANAGING MULTINATION; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1974, EC ANAL MULTINATIONA; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WILKINS M, 1970, EMERGENCE MULTINATIO; WILKINS M, 1974, MATURING MULTINATION; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WRIGLEY L, 1978, THESIS HARVARD U	45	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				365	373			9	Business; Management	560FA	ISI:000176071000009
J	Pan, YG			Equity ownership in international joint ventures: The impact of source country factors	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; EXCHANGE-RATE; ENTRY MODES; MANAGEMENT; LEVEL; TRADE; CHINA; REAL; RISK	This study examines the impact of four source country factors on the equity ownership in international Joint ventures (IJVs). These factors are exchange rate, cost of borrowing, export capability, and management orientation. Based on a sample of 8,078 IJVs in China, this study shows that equity ownership tends to be higher for parent firms from a source country with strong currency, low cost of borrowing, strong export capability, and high uncertainty avoidance.	York Univ, Schulich Sch Business, Toronto, ON M3J 2R7, Canada; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China	Pan, YG, York Univ, Schulich Sch Business, Toronto, ON M3J 2R7, Canada		AJAMI RA, 1984, MANAGE INT REV, V24, P16; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BREWER TL, 1993, J INT BUS STUD, V24, P101; CAVES RE, 1982, MULTINATIONAL ENTERP; CHOU WL, 1998, J COMP ECON, V26, P165; CUSHMAN DO, 1985, REV ECON STAT, V67, P297; DEWENTER KL, 1995, J BUS, V68, P405; DUNNING JH, 1988, J INT BUS STUD, V19, P1; FROOT KA, 1991, Q J ECON, V106, P1191; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GROSSE R, 1996, J INT BUS STUD, V27, P139; HENNART JF, 1991, MANAGE SCI, V37, P483; HILL RC, 1994, ORGAN SCI, V5, P594; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOJIMA K, 1982, HITOTSUB J ECON, V23, P1; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; MARKUSEN JR, 1983, J INT ECON, V14, P341; MJOEN H, 1997, ORGAN SCI, V8, P257; OHLIN B, 1933, INTERREGIONAL INT TR; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 2000, J INT BUS STUD, V31, P179; PAN YG, 2000, J INT BUS STUD, V31, P535; RUGGIERO R, 1996, TRANSNATIONAL CORPOR, V5, P1; SJAASTAD LA, 1998, J INT MONEY FINANC, V17, P407; SLEUWAEGEN L, 1985, J INT BUS STUD, V16, P125; SUN HS, 1999, J CONTEMP ASIA, V29, P362; TALLMAN SB, 1988, J INT BUS STUD, V19, P219; TSE DK, 1997, J INT BUS STUD, V28, P779	30	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				375	384			10	Business; Management	560FA	ISI:000176071000010
J	Huang, X; de Vliert, EV			Intrinsic job rewards at country-level and individual-level codetermine job satisfaction	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Nations differ in national means as well as intra-cultural variations (ICVs) of particular cognitions and behaviors. Au (1999) argued that means and ICVs have distinctive impacts on organizational phenomena cross-nationally. We tested whether this holds true for the individual-level relationship between intrinsic job rewards and job satisfaction. Multilevel analyses of data from 130,000 employees covering 46 countries suggest that national means and ICVs complement each other's impact on international business life.	Univ Groningen, NL-9700 AB Groningen, Netherlands	Huang, X, Univ Groningen, NL-9700 AB Groningen, Netherlands		ADAMS JS, 1965, ADV EXPT SOCIAL PSYC, V2; ALAIN M, 1985, HUM RELAT, V38, P739; AU K, 1997, INT J HUM RESOUR MAN, V8, P743; AU KY, 1999, J INT BUS STUD, V30, P799; AU KY, 2000, J INT MANAGEMENT, V6, P217; BERGER PL, 1966, SOCIAL CONSTRUCTION; CHAN D, 1998, J APPL PSYCHOL, V83, P234; GOLDSTEIN H, 1998, USERS GUIDE MLWIN; HACKMAN JR, 1992, HDB IND ORG PSYCHOL; HOUSE R, 1995, RES ORGAN BEHAV, V17, P71; JORESKOG KG, 1993, NEW FEATURES LISREL; KALLEBERG A, 1978, AM J SOCIOL, V85, P731; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LOCKE EA, 1976, HDB IND ORG PSYCHOL; ROUSSEAU DM, 1985, RES ORGAN BEHAV, V7, P1; SALANCIK GR, 1978, ADM SCI Q, V23, P224; SCHWARTZ SH, 2000, J CROSS CULT PSYCHOL, V31, P465; SNIJDERS TAB, 1999, MULTILEVEL ANAL INTR; STENING BW, 1984, J SOC PSYCHOL, V122, P151; WEICK KE, 1995, SENSEMAKING ORG	20	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	2				385	394			10	Business; Management	560FA	ISI:000176071000011
J	Chen, SFS; Hennart, JF			Japanese investors' choice of joint ventures versus wholly-owned subsidiaries in the US: The role of market barriers and firm capabilities	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; BRAND; RESOURCES; ENTRY	This study analyzes how market barriers and firm capabilities affect multinationals' choice of joint ventures versus wholly-owned subsidiaries abroad. In the study, we compile a vector of variables that distinguish between industry-specific barriers and firm-specific capabilities to analyze Japanese investors' ownership decisions in the US. Our results in general support the hypothesis that Japanese investors facing high market barriers in the target industry are more likely to choose joint ventures, while those possessing strong competitive capabilities are more likely to set up wholly-owned subsidiaries. Specifically, marketing variables are more influential than technological factors in determining the choice of partial versus full ownership. These findings, however, vary across sub-samples that represent low- versus high-tech industries and consumer versus industrial products.	Brandeis Univ, Waltham, MA 02254 USA; Tilburg Univ, NL-5000 LE Tilburg, Netherlands; Natl Chengchi Univ, Cheju, South Korea; Natl Sun Yat Sen Univ, Kaohsiung, Taiwan	Chen, SFS, Brandeis Univ, Waltham, MA 02254 USA		1987, JAPANESE OVERSEAS IN; *FED TRAD COMM, 1977, FTG ANN LIN BUS REP; *JAP EC I, 1989, 20A JEI; *LEAD NAT ADV INC, 1974, AD SUMMARIES; *US DEP COMM, 1992, 1987 CENS MAN; *US DEP COMM, 1993, 1992 ANN CENS MAN; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BARNEY J, 1991, J MANAGE, V17, P99; BEAMISH PW, 1989, J INT BUS STUD, V18, P1; CAVES R, 1986, COMPETITION GLOBAL I; CHAO P, 1989, J INT BUS STUD, V20, P75; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CZINKOTA MR, 1985, INT MARKETING RE AUT, P39; DANIELS JD, 1994, INT BUSINESS ENV OPE; DUNNING JH, 1988, J INT BUS STUD, V17, P1; FARQUHAR PH, 1989, MARK RES, V1, P24; FORSGREN M, 1989, MANAGING INT PROCESS; FRANKO L, 1971, JOINT VENTURE SURVIV; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; HAMEL G, 1989, HARVARD BUSINESS MAY, P1; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1997, STRATEGIC MANAGE J, V18, P1; HENNART JF, 1998, J INT BUS STUD, V23, P494; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JOHANSON J, 1990, INT MARKET REV, V7, P11; KALE SH, 1991, INT MARKET REV, V8, P18; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, REV ECON STAT, V73, P401; MUELLER B, 1991, J INT BUS STUD, V22, P23; NELSON P, 1978, ISSUES ADVERTISING E; OSTER S, 1990, MODERN COMPETITIVE A; OWEN S, 1993, BRAND EQUITY ADVERTI; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; ROOT FR, 1987, ENTRY STRATEGIES INT; SAPPINGTON DEM, 1985, J BUS, V58, P279; SIMON CJ, 1993, MARKET SCI, V12, P28; TERPSTRA V, 1990, INT MARKET REV, V7, P52; VONUNGERNSTERNB.T, 1988, J IND ECON, V37, P113; WERNERFELT B, 1990, J BUS, V63, P91; WILLIAMSON OE, 1985, EC I CAPITALISM	43	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				1	18			18	Business; Management	530ZA	ISI:000174388600001
J	Lu, JW			Intra- and inter-organizational imitative behavior: Institutional influences on Japanese firms' entry mode choice	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; INTERORGANIZATIONAL IMITATION; OWNERSHIP STRUCTURES; EMERGING ECONOMIES; TRANSACTION COST; FORMAL-STRUCTURE; STRATEGY; PERFORMANCE; ISOMORPHISM; ACQUISITION	This paper compares the predictions of transaction cost and institutional theories in an empirical study of the entry mode choice for 1, 194 Japanese foreign subsidiaries. The findings indicate the institutional model adds significant explanatory power over and above the predictions of the transaction cost model. Using the concepts of frequency-based, trait-based and out- come-based imitation, I find support for institutional isomorphism, as later entrants tended to follow the entry mode patterns established by earlier entrants. Isomorphic behavior was also present within a firm, as firms exhibited consistency in entry mode choices across time. Further, a firm's investment experience moderated institutional influences on entry mode choice.	Natl Univ Singapore, Dept Business Policy, Singapore 0511, Singapore	Lu, JW, Natl Univ Singapore, Dept Business Policy, Singapore 0511, Singapore		ANDERSON E, 1986, J INT BUS STUD, V17, P1; BARKEMA HG, 1996, ACAD MANAGE J, V41, P7; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1997, JAPANESE MULTINATION; BERGER PL, 1967, SOCIAL CONSTRUCTION; BIKHCHANDANI S, 1996, INFORMATIONAL CASCAD; BURNS LR, 1993, ACAD MANAGE J, V36, P106; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CONELL C, 1995, AM J SOCIOL, V101, P366; DATTA DK, 1997, AC INT BUS 1997 ANN; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; DELIOS A, 2000, ACAD MANAGE J, V43, P305; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DIMAGGIO PJ, 1991, NEW I ORG ANAL, P1; ERRAMILLI MK, 1997, J INT BUS STUD, V28, P735; FLIGSTEIN N, 1985, AM SOCIOL REV, V50, P377; FOMBRUN C, 1990, ACAD MANAGE J, V33, P233; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERLACH M, 1992, ALLIANCE CAPITALISM; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOODRICK E, 1996, ADMIN SCI QUART, V41, P1; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GUILLEN MF, 2002, STRUCTURAL INERTIA I; HAUNSCHILD PR, 1993, ADMIN SCI QUART, V38, P564; HAUNSCHILD PR, 1997, ADMIN SCI QUART, V42, P472; HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P593; HENISZ WJ, 2000, EC POLITICS, V12, P1; HENISZ WJ, 2001, IN PRESS ADM SCI Q; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; ISOBE T, 2000, ACAD MANAGE J, V43, P468; MAKINO S, 1996, J INT BUS STUD, V27, P905; MAKINO S, 1998, J INT BUS STUD, V29, P797; MARCH JG, 1981, PERSPECTIVES ORG DES, P205; MARTINEZ RJ, 1999, J MANAGE, V25, P75; MEYER JW, 1977, AM J SOCIOL, V83, P340; MEZIAS SJ, 1990, ADMIN SCI QUART, V35, P431; ROBERTS PW, 1997, ACAD MANAGE REV, V22, P346; SCOTT W, 1995, I ORG; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE DJ, 1981, MULTINATIONAL ENTERP; TOLBERT PS, 1983, ADMIN SCI QUART, V28, P22; ZUCKER LG, 1977, AM SOCIOL REV, V42, P726; ZUCKER LG, 1987, ANNU REV SOCIOL, V13, P443	46	25	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				19	37			19	Business; Management	530ZA	ISI:000174388600002
J	Gaba, V; Pan, YG; Ungson, GR			Timing of entry in international market: An empirical study of US fortune 500 firms in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; FINANCIAL PERFORMANCE; COMPETITIVE STRATEGY; JOINT VENTURES; ORDER; SURVIVAL; MODE; DETERMINANTS; OWNERSHIP	This study attempts to explain the timing of entry of firms in international markets, Based on the existing literature, we propose a framework that consists of firm-specific factors, industry/market factors, and host country factors, Empirical results, based on the entry information of U.S. Fortune 500 firms in China between 1979 and 1996 show that larger firms with greater level of internalization and scope economies are likely to enter this foreign market earlier. In addition, non-equity modes, competitors' behavior in the product market, and lower levels of country risk are significantly associated with early entry.	Univ Oregon, Lundquist Coll Business, Eugene, OR 97403 USA; York Univ, Schulich Sch Business, N York, ON M3J 1P3, Canada; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China; San Francisco State Univ, Coll Business, San Francisco, CA 94132 USA; Univ Oregon, LCB, Eugene, OR 97403 USA	Gaba, V, Univ Oregon, Lundquist Coll Business, Eugene, OR 97403 USA		AGARWAL S, 1992, J INT BUS STUD, V23, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BELL M, 1993, 107 INT MON FUND; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BREWER TL, 1993, J INT BUS STUD, V24, P101; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CASSON M, 1987, FIRM MARKET STUDIES; CHANDLER AD, 1962, STRATEGY STRUCTURE C; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; COHEN WM, 1996, REV ECON STAT, V78, P232; DECASTRO J, 1995, J BUS RES, V33, P165; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EVANS WM, 1976, ORG THEORY STRUCTURE; GREEN DH, 1995, J MARKETING, V59, P1; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HSIAO C, 1986, ANAL PANEL DATA; HYMER S, 1976, INT OPERATIONS NATL; ISOBE T, 2000, ACAD MANAGE J, V43, P468; KALBFLEISCH JD, 1980, STAT ANAL FAILURE TI; KEEFER P, 1997, ECON INQ, V35, P590; KERIN RA, 1992, J MARKETING, V56, P33; KIM WC, 1992, J INT BUS STUD, P29; KIMBERLY JR, 1976, ADM SCI Q, V21, P571; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1994, MANAGE SCI, V40, P123; LAMBKIN M, 1988, STRATEGIC MANAGE J, V9, P127; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LIEBERMAN MB, 1998, STRATEGIC MANAGE J, V19, P1111; LILIEN GL, 1990, MANAGE SCI, V36, P568; LUO Y, 1998, THUNDERBIRD INT BUSI, V40, P141; LUO YD, 1998, J INT BUS STUD, V29, P391; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MASCARENHAS B, 1992, STRATEGIC MANAGE J, V13, P237; MASCARENHAS B, 1997, J BUS VENTURING, V12, P287; MITCHELL W, 1989, ADMIN SCI QUART, V34, P208; MITCHELL W, 1991, STRATEGIC MANAGE J, V12, P85; OKSENBERG ML, 1998, CHINESE FUTURE; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1999, J INT BUS STUD, V30, P81; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PAN YG, 2000, J INT BUS STUD, V31, P535; PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95; REDDY SK, 1994, J MARKETING RES, V31, P243; RIVOLI P, 1996, J INT BUS STUD, V27, P335; ROBINSON WT, 1992, STRATEGIC MANAGE J, V13, P609; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TAN B, 1996, J INT BUS STUD, V27, P655; TUMA NB, 1979, SOCIOL METHODOL, P209; TUMA NB, 1984, SOCIAL DYNAMICS MODE; WERNERFELT B, 1987, STRATEGIC MANAGE J, V8, P187; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	55	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				39	55			17	Business; Management	530ZA	ISI:000174388600003
J	Blumentritt, TP; Nigh, D			The integration of subsidiary political activities in multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL-BUSINESS; DEVELOPING-COUNTRIES; GLOBAL STRATEGIES; BARGAINING POWER; OWNERSHIP; POLICY; RISK; PARTICIPATION; ENVIRONMENTS; RESTRICTIONS	Just as the competitive activities of MNC subsidiaries exhibit differentiation as well as integration, so might MNC political activities. This paper combines the literatures on international business-government interactions and on multinational corporations, with resource dependence theory as a foundation. 1476 develop and test hypotheses on factors that might influence the degree to which subsidiary political activities are integrated with affiliated organizations, We find that subsidiary strategic integration and the economic integration of the host country significantly influence integration of subsidiary political activities.	Marquette Univ, Coll Business Adm, Milwaukee, WI 53233 USA; Univ S Carolina, Moore Sch Business, Columbia, SC 29208 USA	Blumentritt, TP, Marquette Univ, Coll Business Adm, Milwaukee, WI 53233 USA		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; BARON DP, 1995, CALIF MANAGE REV, V37, P47; BARON DP, 1995, SLOAN MANAGE REV, V37, P73; BARON DP, 1997, CALIF MANAGE REV, V39, P145; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1992, NEW DIRECTIONS INT B; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BREWER TL, 1983, J INT BUS STUD, V14, P147; BREWER TL, 1985, POLITICAL RISKS INT; BREWER TL, 1992, J INT BUS STUD, V23, P295; DECORDOBA J, 2000, WALL STREET J, V29, A3; DEFIGUEIREDO JM, 2001, J ECON MANAGE STRAT, V10, P91; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; ENCARNATION DJ, 1986, COMPETITION GLOBAL I; FAGRE N, 1982, J INT BUS STUD, V13, P9; FENNELL ML, 1987, ACAD MANAGE J, V30, P456; GHOSHAL S, 1988, J INT BUS STUD, V19, P65; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GOODNIGHT J, 1972, ECONOMETRICA, V40, P699; GRIER KB, 1991, SOUTH ECON J, V57, P727; GRIER KB, 1994, AM POLIT SCI REV, V88, P911; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HILLMAN A, 1995, ACAD MANAGE REV, V20, P193; HILLMAN AJ, 1999, ACAD MANAGE REV, V24, P825; JACOBSON CK, 1993, J MANAGE STUD, V30, P453; JAIN AK, 1989, J INT BUS STUD, V20, P349; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; KIM WC, 1988, STRATEGIC MANAGEMENT, V9, P289; KOBRIN SJ, 1979, J INT BUS STUD, V10, P67; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOGUT B, 1985, SLOAN MANAGE REV, V27, P27; KOGUT B, 1989, STRATEGIC MANAGE J, V10, P383; KOGUT B, 1994, MANAGE SCI, V40, P123; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LENWAY SA, 1991, ACAD MANAGE J, V34, P893; LOREE DW, 1995, J INT BUS STUD, V26, P281; MAHINI A, 1986, COMPETITION GLOBAL I; MAHINI A, 1988, MAKING DECISIONS MUL; NIGH DW, 1987, MANAGE INT REV, V27, P4; ODONNELL S, 1999, J INT MANAGEMENT, V5, P187; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; OLSON M, 1965, LOGIC COLLECTIVE ACT; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PORTER ME, 1990, COMPETITIVE ADVANTAG; POTTER W, 1980, INT ORGAN, V34, P405; POYNTER TA, 1982, J INT BUS STUD, V13, P9; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; ROBOCK SH, 1971, COLUMBIA J WORLD BUS, V6, P6; ROTH K, 1990, J INT BUS STUD, V21, P541; RUGMAN AM, 1998, J INT BUS STUD, V29, P115; RUGMAN AM, 2001, STRATEGIC MANAGE J, V22, P237; SALORIO E, 1993, RES GLOBAL COMPETITI; SARASOHN J, 2001, BRIDGESTONE FIRESTON; TOLBERT PS, 1985, ADMIN SCI QUART, V30, P1; VACHANI S, 1995, J INT BUS STUD, V26, P159; WALLACE TD, 1972, ECONOMETRICA, V40, P689; WILLIAMSON OE, 1993, IND CORP CHANGE, V2, P107	64	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				57	77			21	Business; Management	530ZA	ISI:000174388600004
J	Kotabe, M; Srinivasan, SS; Aulakh, PS			Multinationality and firm performance: The moderating role of R&D and marketing capabilities	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL DIVERSIFICATION; COMPETITIVE ADVANTAGE; PROFIT PERFORMANCE; PRODUCT; STRATEGY; INNOVATION; INDUSTRY	Researchers in international business have long been interested in understanding the relationship between the multinationality of a firm and its market performance. This article contributes to this research stream by incorporating firm heterogeneity in examining the multinationality-performance relationship. The findings, based on a time series cross-sectional analysis of firms from 12 different industries over a seven-year period, indicate that the impact of multinationality on both financial and operational performance is moderated by firm's R&D and marketing capabilities.	Temple Univ, Fox Sch Business & Management, Washburn Chair Int Business & Mkt, Philadelphia, PA 19122 USA; Temple Univ, Fox Sch Business & Management, Inst Global Management Studies, Philadelphia, PA 19122 USA; Drexel Univ, Philadelphia, PA 19104 USA	Kotabe, M, Temple Univ, Fox Sch Business & Management, Washburn Chair Int Business & Mkt, Philadelphia, PA 19122 USA		*SAS I INC, SAS ETS US GUID VERS; ALOBAIDAN AM, 1995, APPL ECON, V27, P231; AULAKH PS, 2000, ACAD MANAGE J, V43, P342; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1989, MANAGING ACROSS BORD; BUCKLEY PJ, 1985, EC THEORY MULTINATIO; BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25; CAPON N, 1990, MANAGE SCI, V36, P1143; DANIELS JD, 1989, MANAGE INT REV, V29, P46; DAY GS, 1999, J MARKETING, V63, P3; DECAROLIS DM, 1999, STRATEGIC MANAGE J, V20, P953; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; DIELMAN TE, 1983, AM STAT, V37, P111; DUNNING JH, 1988, J INT BUS STUD, V19, P1; FULLER WA, 1974, J ECONOMETRICS, V2, P67; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GERINGER JM, 2000, STRATEGIC MANAGE J, V21, P51; GOMES L, 1999, J INT BUS STUD, V30, P173; GRANT RM, 1987, J INT BUS STUD, V22, P249; HELSEN K, 1993, J MARKETING, V57, P60; HITT MA, 1994, J MANAGE, V20, P297; HITT MA, 1997, ACAD MANAGE J, V40, P767; HUFBAUER GC, 1970, TECHNOLOGY FACTOR IN, P145; JACCARD J, 1990, INTERACTION EFFECTS; KATRISHEN FA, 1998, J INT BUS STUD, V29, P305; KIM WC, 1989, STRATEGIC MANAGE J, V10, P45; KOGUT B, 1985, SLOAN MANAGE REV, V27, P15; KOTABE M, 1990, J INT BUS STUD, V21, P623; KOTABE M, 1990, J MARKETING, V54, P19; LEVITT T, 1983, HARVARD BUS REV, V61, P92; MANSFIELD E, 1981, REV ECON STAT, V63, P610; MISHRA CS, 1998, J INT BUS STUD, V29, P583; PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179; PORTER ME, 1986, COMPETITION GLOBAL I; RAMASWAMY K, 1995, J INT MANAGEMENT, V1, P231; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TAKEUCHI H, 1986, COMPETITION GLOBAL I, P111; TALLMAN S, 1996, ACAD MANAGE J, V39, P179	39	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				79	97			19	Business; Management	530ZA	ISI:000174388600005
J	Chui, ACW; Lloyd, AE; Kwok, CCY			The determination of capital structure: Is national culture a missing piece to the puzzle?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		OWNERSHIP STRUCTURE; AGENCY COSTS; FIRMS; PERFORMANCE; BEHAVIOR; FINANCE	Why does knowing the nationality of the company help predict its financial leverage? Differences in institutional backgrounds provide only a partial answer to this question. This study suggests that national culture affects corporate capital structures. Empirical hypotheses, drawn from financial models and cross-cultural psychology, are tested against a sample of 5591 firms across 22 countries. Results show that countries with high scores on the cultural dimensions of "conservatism" and "mastery" tend to have lower corporate debt ratios. The effects are strong and remain significant even after accounting for differences in economic performance, legal systems, financial institutions, and some other well-known determinants of debt ratios.	Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China; Univ S Carolina, Columbia, SC 29208 USA	Chui, ACW, Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China		ADLER N, 1997, INT DIMENSIONS ORG B; AGGARWAL R, 1981, MANAGE INT REV, V21, P75; BORIO C, 1990, 27 BANK INT SETTL; CHUL LK, 1988, J INT BUS STUD, V19, P195; COLLINS J, 1983, FINANCIAL MANAGE AUT, P45; DEMIRGUCKUNT A, 1999, J FINANC ECON, V54, P295; DUFFY PJ, 1977, J APPL PSYCHOL, V62, P214; FRANKE RH, 1991, STRATEGIC MANAGE J, V12, P165; GRINBLATT M, 1998, FINANCIAL MARKETS CO; GRINBLATT M, 2000, IN PRESS J FINANCE; HARRIS M, 1991, J FINANC, V46, P297; HARRISON GL, 1994, J INT FINANCIAL MANA, V5, P242; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1988, ORGAN DYN, V15, P4; HOMER PM, 1988, J PERS SOC PSYCHOL, V54, P638; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1986, AM ECON REV, V76, P323; JOHNSON JP, 1998, J WORLD BUS, V33, P332; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KELLEY L, 1987, J INT BUS STUD, V18, P17; KESTER WC, 1986, FINANC MANAGE, V15, P5; LAPORTA R, 1997, J FINANC, V52, P1131; LAURENCE B, 2001, J FINANC, V56, P87; MOROSINI P, 1998, J INT BUS STUD, V29, P137; MYERS SC, 1977, J FINANC ECON, V5, P147; MYERS SC, 1984, J FINANC ECON, V13, P187; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; RAJAN RG, 1995, J FINANC, V50, P1421; RIDDLE DI, 1992, ADV SERV MARKET MAN, V1, P297; ROSS SA, 1977, BELL J ECON, V8, P23; ROTTER JB, 1966, PSYCHOL MONOGRAPHS G, V80, P1; SAMIEE S, 1994, J ACAD MARKET SCI, V22, P205; SCHULER RS, 1998, J INT BUS STUD, V29, P159; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SEKELY WS, 1988, J INT BUSINESS S SPR, P87; SINGELIS TM, 2000, J CROSS CULT PSYCHOL, V31, P76; STONEHILL A, 1969, CALIFORNIA MANAGEMEN, P91; TITMAN S, 1984, J FINANC ECON, V13, P137; TRIANDIS HC, 1986, AUST J PSYCHOL, V38, P257; WALD JK, 1999, J FINANC RES, V22, P161	41	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				99	127			29	Business; Management	530ZA	ISI:000174388600006
J	Mansi, SA; Reeb, DM			Corporate international activity and debt financing	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EMPIRICAL-EXAMINATION; CAPITAL STRUCTURE; FIRM PERFORMANCE; DIVERSIFICATION; RISK; BONDS	The literature provides conflicting evidence on the relation between corporate international activity and the cost and level of debt financing. Based on this evidence, we explore the impact of firm internationalization on debt financing. Using a market-based sample of U,S. firms, we find significant evidence of a non-monotonic relation between firm international activity and both the cost and level of debt financing. Specifically, we find that, contrary to prior research, firm international activity is, on average, associated with a 13% reduction in the cost of debt financing and a 30% increase in firm leverage.	Texas Tech Univ, Lubbock, TX 79409 USA; American Univ, Kogod Sch Business, Washington, DC 20016 USA	Mansi, SA, Texas Tech Univ, Lubbock, TX 79409 USA		AGGARWAL R, 1981, MANAGE INT REV, V21, P75; AGMON T, 1977, J FINANC, V32, P1049; AGRAWAL A, 1996, J FINANC QUANT ANAL, V31, P377; BEIM D, 1992, ESTIMATING BOND LIQU; BURGMAN TA, 1996, J INT BUS STUD, V27, P553; CHEN CJP, 1997, J INT BUS STUD, V28, P563; ELTON EJ, 2001, J FINANC, V56, P247; ERRUNZA V, 1984, J FINANC, V34, P727; ERRUNZA VR, 1981, J FINANC, V36, P401; FABBOZI F, 2000, BOND MARKETS ANAL ST; FATEMI AM, 1988, J BUS RES, V16, P17; FOSS G, 1995, FINANCIAL ANAL J, V51, P29; GOLDFELD SM, 1973, ANN ECON SOC MEAS, V2, P475; GOMES L, 1999, J INT BUS STUD, V30, P173; GREEN RC, 1997, J FINANC, V52, P609; GREENE WH, 1999, ECONOMETRIC ANAL; HITT MA, 1997, ACAD MANAGE J, V40, P767; HUGHES JS, 1975, J FINANCIAL QUANTITA, V10, P627; JEWELL J, 1998, J FINANC RES, V21, P185; KWOK CCY, 2000, J INT BUS STUD, V31, P611; LAMY RE, 1988, J BANK FINANC, V12, P585; LEE KC, 1988, J INT BUS STUD, V19, P195; MEGGINSON W, 1997, CORPORATE FINANCE TH; NELSON C, 1987, J BUS, V6, P473; REEB DM, 2001, J FINANC QUANT ANAL, V36, P395; REEB DN, 1998, J INT BUS STUD, V29, P263; SHAPIRO A, 1978, J FINANCIAL QUANTITA, V13, P211; SULLIVAN D, 1994, J INT BUS STUD, V25, P325	28	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				129	147			19	Business; Management	530ZA	ISI:000174388600007
J	Olsen, SO; Olsson, UH			Multientity scaling and the consistency of country-of-origin attitudes	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		IMAGE; CONSTRUCT; METAANALYSIS; VALIDITY; CONTEXT; SCALES; HALO	This study was particularly designed to respond to Jaffe and Nebenzahl's (1984) suggestion to test whether and how entity-based and attribute-based semantic differential scaling formats could predict purchasing behaviour within a country-of-origin setting. The study includes recent research on survey context effects in order to explain and extend our analysis, and uses attitude consistency theory as a conceptual framework. A comparison of the fit statistics between the two scaling formats on each entity (country) indicates that the attribute-based format estimates a higher attitude response consistency and predictive validity by giving better predictors of global country image (evaluation) and buying frequency of products from the different countries investigated. This study uses data collected from a probability sample of industrial buyers within the seafood industry.	Univ Tromso, Norwegian Coll Fishery Sci, Tromso, Norway; Norwegian Inst Fisheries & Aquaculture Ltd, Tromso, Norway; Norwegian Sch Management, Dept Econ, Oslo, Norway	Olsen, SO, Univ Tromso, Norwegian Coll Fishery Sci, Tromso, Norway		AGARWAL S, 1997, INT MARKET REV, V19, P486; ALWIN DF, 1997, SOCIOL METHOD RES, V25, P318; BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421; BALZER WK, 1992, J APPL PSYCHOL, V77, P975; BENTLEY J, 1990, 12TH P INT C EL MICR, V2, P400; EAGLY A, 1993, PSYCHOL ATTITUDES; EISER J, 1990, SOCIAL JUDGEMENT; FISHBEIN M, 1975, BELIEF ATTITUDE INTE; FORNELL C, 1981, J MARKETING RES, V18, P39; HALEY RI, 1979, J MARKETING, V43, P20; HAN CM, 1989, J MARKETING RES, V26, P222; HAN CM, 1994, J BUS RES, V29, P151; HEIDER F, 1958, PSYCHOL INTERPERSONA; JACCARD J, 1975, J EXPT SOCIAL PSYCHO, V11, P149; JAFFE ED, 1984, J MARKETING RES, V21, P463; JOHANSSON JK, 1985, J MARKETING RES, V22, P88; JORESKOG K, 1993, LISREL 8 STRUCTURAL; KRAFT FB, 1992, INT MARKET REV, V9, P59; KRAUS SJ, 1995, PERS SOC PSYCHOL B, V21, P58; LEE D, 1999, INT MARKET REV, V16, P18; MAIO GR, 1996, BASIC APPL SOC PSYCH, V18, P171; MARTIN IM, 1993, J BUS RES, V28, P191; MCGUIRE WJ, 1960, ATTITUDE ORGAN CHANG, P65; OSTROM TM, 1968, PSYCHOL FDN ATTITUDE, P373; PAPADOPOULOS N, 1993, PRODUCT COUNTRY IMAG; PARAMESWARAN R, 1994, J ADVERTISING, V23, P43; PETERSON R, 1996, J INT BUS STUD, V26, P883; RANKIN WL, 1980, EUROPEAN J SOCIAL PS, V10, P233; ROTH MS, 1992, J INT BUS STUD, V23, P477; SAMIEE S, 1994, J INT BUS STUD, V25, P579; SCHWARTZ N, 1996, ANSWERING QUESTIONS; SUDMAN S, 1996, THINKING ANSWERS APP; TEAS RK, 1992, J CONSUM RES, V18, P536; TEAS RK, 1996, INT J RES MARK, V13, P17; VERLEGH PWJ, 1999, J ECON PSYCHOL, V20, P521; WANOUS JP, 1997, J APPL PSYCHOL, V82, P247; WU BTW, 1987, J ACAD MARKET SCI, V15, P44	37	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				149	167			19	Business; Management	530ZA	ISI:000174388600008
J	Luo, YD			Stimulating exchange in international joint ventures: An attachment-based view	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COOPERATION; ALLIANCES; KNOWLEDGE	This study distinguishes between personal and structural attachments and examines how these two types of attachments stimulate exchange in IJVs. Analysis of archival and survey data from 255 IJVs in China suggests that both personal and structural attachments contribute to IJV performance, but the rates of contribution of these attachments to IJV profitability diminish as the attachments increase. Moreover, personal and structural attachments strengthen each other in their respective influences on IJV performance.	Univ Miami, Coral Gables, FL 33124 USA	Luo, YD, Univ Miami, Coral Gables, FL 33124 USA		AIKEN LS, 1991, MULTIPLE REGRESSION; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BURT RS, 1997, ADMIN SCI QUART, V42, P339; CULLEN JB, 1995, J INT BUS STUD, V26, P91; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; GALASKIEWICZ J, 1985, ANNU REV SOCIOL, V11, P281; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GULATI R, 1995, ACAD MANAGE J, V38, P85; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1997, COOPERATIVE STRATEGI; LEBLEBICI H, 1982, ADM SCI Q, V27, P227; LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345; MAKINO S, 1996, J INT BUS STUD, V27, P905; PARKHE A, 1993, ACAD MANAGE J, V36, P794; RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1; SEABRIGHT MA, 1992, ACAD MANAGE J, V35, P122; WELDON E, 1995, 9510 CARN BOSCH I; WILLIAMSON OE, 1985, EC I CAPITALISM	19	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				169	181			13	Business; Management	530ZA	ISI:000174388600009
J	Edwards, R; Ahmad, A; Moss, S			Subsidiary autonomy: The case of multinational subsidiaries in Malaysia	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CORPORATIONS; MANDATES; STRATEGY	This paper argues that the nature and extent of the benefits that FDI confers on host economies depends in part on the degree of autonomy enjoyed by subsidiary management. Survey evidence of multinational subsidiaries in Malaysia indicates that the autonomy conferred on local management is limited. Even where subsidiary management categorise their organisations as "decentralised", their autonomy is limited to local operational matters. In general, the more integrated the subsidiaries in the global activities of the parent, the less their autonomy, which implies limits to their contribution to the Malaysian economy.	Monash Univ, Dept Management, Clayton, Vic 3168, Australia; Monash Univ, Dept Psychol, Clayton, Vic 3168, Australia	Edwards, R, Monash Univ, Dept Management, Peninsula Campus, Clayton, Vic 3168, Australia		*GOV MAL, 1999, MAL INV MAN SECT POL; *UN C TRAD DEV, 1999, WORLD INV REP 1999 T; BARTLETT C, 1989, STRATEGIC MANAGEMENT, V12, P5; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; CAVES R, 1982, MULTINATIONAL ENTERP; DOZ Y, 1984, J INT BUS STUD, V15, P55; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P130; FORSGREN M, 1992, SCANDINAVIAN INT BUS, V1, P41; FORSGREN M, 1999, INT BUSINESS REV, V8, P181; HEDLUND G, 1981, AUTONOMY SUBSIDIARIE; KIAT TS, 1999, MALAYSIA FOREIGN INV; MARTINEZ J, 1991, J INT BUS STUD, V3, P429; PEARCE R, 1989, INT RES DEV MULTINAT; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN A, 1996, THEORY MULTINATIONAL; STOPFORD J, 1972, MANAGING MULTINATION; VACHANI S, 1999, INT BUSINESS REV, V8, P535	18	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2002	33	1				183	191			9	Business; Management	530ZA	ISI:000174388600010
J	Leamer, EE; Storper, M			The economic geography of the Internet age	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CITIES; DIVERSITY; SPECIALIZATION; INFORMATION; INNOVATION	This paper combines the perspective of an international economist with that of an economic geographer to reflect on how and to what extent the Internet will affect the location of economic activity. Even after the very substantial transportation and communication improvements during the 20th Century, most exchanges of physical goods continue to take place within geographically-limited "neighborhoods." Previous rounds of infrastructure improvement always have had a double effect, permitting dispersion of certain routine activities but also increasing the complexity and time-dependence of productive activity, and thus making agglomeration more important. We argue that the Internet will produce more of the same: certain forces for deagglomeration, but offsetting and possibly stronger tendencies toward agglomeration. Increasingly the economy is dependent on the transmission of complex uncodifiable messages, which require understanding and trust that historically have come from face-to-face contact. This is not likely to be affected by the Internet, which allows long distance "conversations" but not "handshakes."	Univ Calif Los Angeles, Anderson Sch Management, Los Angeles, CA 90024 USA; Univ Calif Los Angeles, Sch Publ Policy & Social Res, Los Angeles, CA 90024 USA; Univ Paris Marne la Vallee, Paris, France	Leamer, EE, Univ Calif Los Angeles, Anderson Sch Management, Los Angeles, CA 90024 USA		ALMEIDA P, 1997, SMALL BUS ECON, V9, P21; ARNDT SW, 2001, FRAGMENTATION PRODUC; ARTHUR WB, 1989, ECON J, V99, P116; AUDRETSCH D, 2000, REGIONS GLOBALIZATIO, P63; BATESON G, 1973, STEPS ECOLOGY MIND; BECKERMAN W, 1956, REV ECON STAT, V38, P31; BLACK D, 1998, URBAN EVOLUTION US; BREZIS E, 1997, J ECON GROWTH, V2, P369; DEVRIES J, 1984, EUROPEAN URBANIZATIO; DUMAIS G, 1997, NATL BUREAU EC RES W, V6270; DURANTON G, 2000, URBAN STUD, V37, P533; EATON J, 1997, REG SCI URBAN ECON, V27, P443; FEENSTRA RC, 1996, AM ECON REV, V86, P240; FELDMAN MP, 1999, EUR ECON REV, V43, P409; FISHLOW A, 1985, AM RAILROADS TRANSFO; FRANKEL J, 1993, NATL BUREAU EC RES W, V4335; GARFINKEL H, 1987, STUDIES ETHNOMETHOLO; GASPAR J, 1998, J URBAN ECON, V43, P136; GOFFMAN E, 1982, INTERACTION RITUALS; HALL P, 1998, CITIES CIVILIZATION; HASSERL E, 1968, IDEAS PHENOMENOLOGY; HENDERSON V, 1997, REG SCI URBAN ECON, V27, P583; HUMMELS D, 1999, UNPUB GEOGRAPHY TRAD; HUMMELS D, 1999, UNPUB HAVE INT TRANS; HUMMELS D, 1999, UNPUB TIME TRADE BAR; JACOBS J, 1960, EC CITIES; JAFFE AB, 1993, Q J ECON, V108, P577; KIM S, 1995, Q J ECON, V110, P881; KLEIN K, 1981, MED DECIS MAKING, V1, P181; KOGUT B, 1993, EMBEDDED FIRM SOCIOE; KRUGMAN P, 1991, INT EC THEORY POLICY; LAKOFF G, 1980, METAPHORS WE LIVE; LEAMER E, 1997, LESSONS EC TRANSITIO, P503; LEAMER EE, 1993, N AM J EC FINCANCE, V4, P51; LEAMER EE, 1999, J POLIT ECON, V107, P1127; LINNEMANN H, 1966, ECONOMETRIC STUDY IN; LORENZ E, 1992, PATHWAYS IND REGIONA; MARSHALL A, 1919, IND TRADE; NELSON P, 1974, J POLIT ECON, V82, P729; NISBET R, 1969, SOCIAL CHANG HIST AS; NONAKA I, 1994, ORGAN SCI, V5, P1; POLANYI M, 1966, TACIT DIMENSION; POLLARD J, 1996, ECON GEOGR, V72, P1; POYHONEN P, 1963, WELTWIRTSCHAFTLICHES, V90, P93; PRED A, 1966, SPATIAL DYNAMICS URB; PRED A, 1974, URBAN GROWTH CIRCULA; ROSE AK, 1999, NATL BUREAU EC RES W, V7432; SASSEN S, 1991, GLOBAL CITIES NEW YO; SCOTT AJ, 1988, METROPOLIS DIVISION; SCOTT AJ, 1993, TECHNOPOLIS HIGH TEC; SCOTT AJ, 2001, GLOBAL CITY REGIONS; SEARLE JR, 1969, SPEECH ACTS ESSAY PH; SMITH A, 1776, WEALTH NATIONS; STIGLER GJ, 1961, J POLIT ECON, V69, P213; STORPER M, 1989, CAPITALIST IMPERATIV; STORPER M, 1997, REGIONAL WORLD TERRI; TADESCHI R, 2001, NY TIMES        0726; TEAFORD J, 1986, 20 CENTURY AM CITY P; TINBERGEN J, 1962, SHAPING WORLD EC SUG; VERNON R, 1966, Q J ECON, V80, P190; WILLIAMSON O, 1985, EC I CAPITALISM; YOUNG A, 1928, ECON J, V38, P527; ZUCKER L, 1994, NATL BUREAU EC RES W, V9496; ZUCKER LG, 1998, AM ECON REV, V88, P290	64	49	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				641	665			25	Business; Management	505CH	ISI:000172893400003
J	Zaheer, S; Manrakhan, S			Concentration and dispersion in global industries: Remote electronic access and the location of economic activities	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		KNOWLEDGE	We explore how the possibility of remote electronic access to markets, resources and knowledge, enabled by the new information and communication technologies (ICTs), might change the motivations of firms to locate activities internationally, and in turn affect worldwide dispersion and concentration in an industry. Preliminary results from an exploratory analysis of the spatial distribution of firms in financial services suggest that the introduction of a business-to-business (B2B) trading network increases the global market participation of firms from peripheral countries, but does not appear to reduce the importance of locational clusters. A set of propositions is derived that provide guidance for more detailed research on the impact of ICTs on the strategy and structure of global industries.	Univ Minnesota, Carlson Sch Management, Minneapolis, MN USA	Zaheer, S, Univ Minnesota, Carlson Sch Management, Minneapolis, MN USA		AUDRETSCH D, 2000, REGIONS GLOBALIZATIO, P63; AUDRETSCH DB, 1998, OXFORD REV ECON POL, V14, P18; BRANDENBURGER AM, 1995, HARVARD BUS REV, V73, P57; BUCKLEY PJ, 1997, MULTINATIONAL FIRMS; BURT R, 1992, STRUCTURAL HOLES SOC; CHO DS, 2000, UCLA UW E COMM GLOB; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1998, J INT BUS STUD, V29, P45; DUNNING JH, 2001, INT J EC BUSINESS, V8, P273; EISENHARDT KM, 1989, ACAD MANAGE J, V32, P543; EVANS P, 1999, BLOWN BITS NEW EC IN; FUJITA M, 1999, SPATIAL EC CITIES RE; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; HAMEL G, 1985, HARVARD BUS REV, V63, P139; HIRSHLEIFER J, 1973, AM ECON REV, V63, P31; KAPLAN S, 2000, HARVARD BUS REV, V78, P97; KAPUR D, 2001, ACAD MANAGE EXEC, V15, P20; KRUGMAN P, 1991, GEOGRAPHY TRADE; MALONE TW, 1998, HARVARD BUS REV, V76, P144; MARKUSEN A, 1996, ECON GEOGR, V72, P293; MOSAKOWSKI E, 1999, ORGAN SCI, V10, P401; MUCCHIELLO JL, 1997, MULTINATIONAL FIRMS, P5; NAYYAR PR, 1994, ADV STRATEGIC MANA A, V10, P193; PORTER M, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1998, BUSINESS EC, V33, P7; QUINN JB, 1992, ACADEMY MANAGEMENT E, V6, P48; ROSECRANCE R, 1999, RISE VIRTUAL STATE W; SAXENIAN AL, 1994, REGIONAL ADVANTAGE C; SLAUGHTER MJ, 1999, WORLD ECON, V22, P609; VERNON R, 1974, EC ANAL MULTINATIONA; WHEELER J, 1998, EC GEOGRAPHY; ZAHEER A, 1997, MANAGE SCI, V43, P1493; ZAHEER S, 2000, INNOVATIONS INT MANA, P339; ZAHEER S, 2001, STRATEGIC MANAGE J, V22, P859; ZANDER U, 1995, ORGAN SCI, V6, P76; ZUCKER LG, 1998, ECON INQ, V36, P65	36	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				667	686			20	Business; Management	505CH	ISI:000172893400004
J	Kobrin, SJ			Territoriality and the governance of cyberspace	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			The issue of how to regulate transactions in cyberspace is central to the future of international electronic commerce. This paper is based on four assumptions: (1) the Internet and e-commerce cannot exist apart from the social order; (2) attempts to regulate and tax activities on the Internet through existing territorial jurisdiction will be problematic; (3) cyberspace and e-commerce are inherently international, thus any successful governance regime will involve significant and substantial international cooperation; and (4) effective governance of cyberspace will require public-private sector cooperation, i.e., hybrid or integrative schemes combining self-regulation with government oversight and enforcement capabilities. The paper discusses the first three of these assumptions then explores taxation in more detail as a case study that typifies the issues raised by e-commerce in a global context, Next, I develop a framework for understanding the governance of cyberspace as an evolving process involving growing formalization and an increase in the number of actors involved over time. The paper concludes with a discussion of several issues that require further research.	Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA	Kobrin, SJ, Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA		2000, FISCAL AFFAIRS; 2000, NUA INTERNET SURVEYS; 2000, OXFORD ANAL     0308; 2001, ECONOMIST       0811, P20; *COMM FISC AFF, 1998, EL COMM TAX FRAM CON; *COMM FISC AFF, 2000, IMPL OTT TAX FRAM CO; *COMM FISC AFF, 2001, CONS TAX ASP EL COMM; *NAT AC SCI, 2000, INT COM AG; *OECD TAX STAT, 2000, WORLD TAX; *OFF TAX POL, 1996, SEL TAX POL IMPL GLO; *US INT COUNC, 2000, STAT INT 2000; ANDERSON J, 1986, RISE MODERN STATE; BOWE C, 2000, FINANCIAL TIMES 0324, P1; BURK DL, 1996, FEDERALISM CYBERSPAC; CLARK T, 1997, ENTERPRISE COMP 0124; CLINTON WJ, 1997, FRAMEWORK GLOBAL ELE; COHEN SS, 2000, 138 BRIE; DRYDEN J, 2000, WORK OECD ELECT COMM; EAGLESHAM J, 2000, FINANCIAL TIMES 1121, P20; EAGLESHAM J, 2001, FINANCIAL TIMES 0104, P5; GOOLSBEE A, 1999, EVALUATING COSTS BEN; GOOLSBEE A, 2000, Q J ECON, V115, P561; GRUENWALD J, 2000, INTERACTIVE WEE 1030; HINES JR, 1999, NATL TAX J, V52, P305; JOHNSON DR, 1996, SHALL NET GOVERNED; JOHNSON DR, 1997, LAW BORDERS CYBERSPA; KAFKA SJ, 2000, FORRESTER BRIEF 0207; KANG J, 1998, STANFORD LAW REV, V50, P1193; KAUL I, 1999, GLOBAL PUBLIC GOODS, R19; KOBRIN SJ, 1997, FOREIGN POLICY   SUM, P65; KOBRIN SJ, 1998, FOREIGN POLICY   FAL, P97; KOBRIN SJ, 2001, OXFORD HDB INT BUSIN; LESSIG L, 1996, STANFORD LAW REV, V48, P1403; MANGION J, 1999, AM J HUM GENET, V65, P427; MARQUAND D, 1996, PROSPECT         JUL; POLANYI K, 1957, GREAT TRANSFORMATION; POST DG, 1996, WAYNE L REV, V43, P155; PRINCE F, 2000, FORRESTER BRIEF; REINICKE WH, 1999, FOREIGN POLICY   WIN, P44; ROSENAU JN, 1992, GOVERNANCE GOVT ORDE, P1; ROSENAU JN, 1999, INFORMATION REVOLUTI; RUGGIE JG, 1983, WORLD POLIT, V35, P271; SANDERS MR, 2000, SIZING GLOBAL ONLINE; SAWYER AJ, 1999, VIRGINIA TAX REV, V19, P73; SHARRARD J, 2000, MAKING NET SALES TAX; SLAUGHTER AM, 1997, FOREIGN AFF, V75, P183; SMITH M, 2000, FINANCIAL TIMES 0315, P7; SUMMERS L, 2000, 34 GEN ASS INT CTR T; TANZI V, 1996, IS THERE NEED WORLD	49	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				687	704			18	Business; Management	505CH	ISI:000172893400005
J	Oxley, JE; Yeung, B			E-commerce readiness: Institutional environment and international competitiveness	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		GOVERNANCE	A systematic cross-country analysis of e-commerce activity reveals that although physical infrastructure explains much of the variation in basic Internet use, e-commerce activity also depends significantly on a supportive institutional environment. Chief among the characteristics of such an environment are national respect for the "rule of law" and, secondarily, the availability of credible payment channels such as credit cards. These results suggest that an institutional environment that facilitates the building of transactional integrity is critical to the development of e-commerce.	Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA; NYU, Stern Sch Business, New York, NY USA	Oxley, JE, Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA		1997, ECONOMIST       0510, E14; 1999, WASHINGTON POST 0519, C4; 1999, WASHINGTON POST 1223, E1; 2000, COMPUTERWORLD   1031, P6; 2000, ECONOMIST       0226, S49; 2000, NY TIMES        0318, C1; *CONS INT, 1999, CONS SHOPP INT COMP; *FAULKN GRAY, 2000, GLOB CARD DIR; *INT TEL UN, 2000, YB STAT 2000; *PRS GROUP, 1996, INT COUNTR RISK GUID; *WORLD BANK, 1999, WORLD DEV IND; *WTO COMM TRAD DEV, 1999, SEM EL COMM DEV 23 M; AKERLOF GA, 1970, Q J ECON, V84, P488; BIERSDORFER JD, 1999, NY TIMES        1007, G1; CAIRNCROSS F, 1997, DEATH DISTANCE; DALTON G, 1999, INFORMATIONWEEK 0927, P382; DAVIS LE, 1971, I CHANGE AM EC GROWT; FISMAN R, 1998, 98076 HARV BUS SCH; GREIF A, 1993, AM ECON REV, V83, P525; HENISZ WJ, 1999, UNPUB I ENV TELECOMM; LAPORTA R, 1997, J FINANC, V52, P1131; LARSSON M, 1998, TRANSPARENT MARKET; LEVY B, 1994, J LAW ECON ORGAN, V10, P201; MOCRK R, 1999, 99030 U MICH; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NORTH DC, 1986, J INST THEOR ECON, V142, P230; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; WEINGAST BR, 1993, J INST THEOR ECON, V149, P286	28	23	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				705	723			19	Business; Management	505CH	ISI:000172893400006
J	Lynch, PD; Beck, JC			Profiles of Internet buyers in 20 countries: Evidence for region-specific strategies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		WEB	The prospect of an emerging global Internet consumer entices many internationalizing organizations as it would enable standardization of Internet strategies on a worldwide basis. A sample of advanced Internet users from 20 countries shows differences in beliefs, attitudes, perceptions, and Internet buying behavior depending on user experience, and home country or region. There were important differences after controlling for social, cultural and macro-economic variables. Implications for a regional approach to global e-commerce strategies are discussed.				*EM, 1999, EGL REP; *EM, 2001, EGL REP; *JUP COMM, 2000, ONL SHOPP REP STRAT; ALDEN DL, 1999, J MARKETING, V63, P75; APPADURAI A, 1990, GLOBAL CULTURE NATL, P295; BELLMAN S, 2000, INT SURVEY CONCERNS; BOOTE AS, 1983, J ADVERTISING RES, V22, P19; CROFT M, 1998, MARKETING WEEK, V21, P36; DARIAN JC, 1987, J RETAILING, V63, P163; DEMOOIJ M, 1991, ADVERTISING WORLDWID; DEMOOIJ M, 1998, GLOBAL MARKETING ADV; DONTHU N, 1999, J ADVERTISING RES, V39, P52; FORTIN DR, 1999, ADVERTISING WORLD WI, P115; GOULD SJ, 1999, J ADVERTISING RES, V39, P7; HAMEL G, 1998, FORTUNE         1207, P52; HAMPDENTURNER C, 1993, 7 CULTURES CAPITALIS; HANNERZ U, 1990, GLOBAL CULTURE NATL, P295; HASSAN SS, 1994, GLOBALIZATION CONSUM, P47; HOERNER J, 1999, ADVERT CONS, P135; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; JAIN SC, 1989, J MARKETING, V53, P70; JARVENPAA SL, 1999, INFORMATION TECHNOLO, V1, P45; KAMAKURA WA, 1991, J CONSUM RES, V18, P208; KAMBIL A, 2000, SLOAN MANAGE REV, V41, P55; KOUFARIS M, 1999, CUSTOMER RETENTION U; LARSEN RJ, 1992, EMOTION, P25; LEE AY, 1999, J CONSUM RES, V26, P115; MCGOLDRICK PJ, 1998, J BUS RES, V42, P189; MCQUARRIE EF, 1992, ADV CONSUM RES, V19, P108; MOSKOWITZ H, 1994, J GLOB MARK, V8, P73; OLIVER RL, 1997, J RETAILING, V73, P311; QUELCH JA, 1996, SLOAN MANAGE REV, V37, P60; RICE M, 1997, MARKETING NEWS, V31, P12; SMITH PB, 1993, SOCIAL PSYCHOL CULTU; SPOOL JM, 1998, WEB SITE USABILITY D; SWEENEY JC, 1999, J RETAILING, V75, P77; TERHOFSTEDE F, 1999, J MARKETING RES, V36, P1; TRACTINSKY N, 1999, ANTECEDENTS CONSEQUN; WALKER C, 1996, AM DEMOGR, V18, P42; WATSON D, 1985, PSYCHOL BULL, V98, P219; WEINSTEIN A, 1994, MARKET SEGMENTATION; WRIGHT RE, 1997, READING UNDERSTANDIN, P217; YIN JF, 1999, J ADVERTISING RES, V39, P25	44	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				725	748			24	Business; Management	505CH	ISI:000172893400007
J	Globerman, S; Roehl, TW; Standifird, S			Globalization and electronic commerce: Inferences from retail brokering	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HOME BIAS; MARKETS	E-commerce has contributed to the retail brokerage industry becoming more global and more contestable. By examining the different stages of the value chain, we can analyze the differential impact of the information and communication technology (ICT) revolution on each segment of the industry. To date, the primary drivers of globalization have been manifested at the 'wholesale' stage of the industry. In contrast, important features of the broker-customer interface have perpetuated a multi-locational competitive structure at the retail stage of the industry. Nevertheless, actual and potential competition has been significantly increased by the spread of e-commerce at all stages of the industry. E-commerce innovations encourage both standardization and variety within an increasingly competitive industry.	Western Washington Univ, Ctr Int Business, Bellingham, WA 98225 USA; Western Washington Univ, Dept Finance Mkt & Decis Sci, Bellingham, WA 98225 USA	Globerman, S, Western Washington Univ, Ctr Int Business, Bellingham, WA 98225 USA		1999, BUSINESS WEEK   1213, P162; 1999, DISTRIBUTION MA 0811; 1999, QUALISTREAM; 2001, ECONOMIST       0609, P79; 2001, FINANCE NETWATCH FEB; *CNBET, 2000, US BANC PIP JAFFR DE; *EM, 2001, CONS INT 2000 HOL; *INT, 2000, US ONL TRAD VOL GROW; *STENT, 1993, INF HIGHW; *UCLA, 2000, UCLA INT REP SURV DI; *YAH FINA, 2001, ONL SAL INCR 54 PERC; BAKOS JY, 1993, J ORG COMPUTING, V3, P301; BALL CA, 1999, TRUE SPREADS EQUILIB; BAUMOL W, 1982, CONTESTABLE MARKETS; BOOTH J, 2000, WALL STREET J   0612, A23; BRYNJOLFSSON E, 2000, INFORMATION TECHNOLO; CARRICK R, 1999, GLOBE MAIL      1021, B19; CHOI SY, 1997, EC ELECT COMMERCE, P373; COVAL JD, 1999, J FINANC, V54, P2045; CURRIE A, 1999, EUROMONEY        JUL, P47; DUBOFF RB, 1980, BUS HIST REV, V54, P459; DUBOFF RB, 1983, RES EC HIST, V8, P253; FUHRMANS V, 1999, WALL STREET J   0729, A23; GARBADE KD, 1978, J FINANC, V33, P819; GLOBERMAN S, IN PRESS CONVERGENCE; GLOBERMAN S, 1998, 24 IND CAN; GOLDMAN S, 1999, E FINANCE ISSUES OUT; GREENBERG L, 1999, WALL STREET J   1028, A18; JAFFE AB, 1993, Q J ECON, V108, P577; JENKINS H, 2000, WALL STREET J   0308, A23; KAUFFMAN RJ, 2000, U MINNESOTA MANAGEME; KIM M, 2001, KOREA ONLINE TRADING; KLEIN B, 1981, J POLITICAL EC, V89, P615; KOBRIN S, 1995, TRANSNATIONAL CORPOR, V4, P15; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOBRIN SJ, 1997, INT BUSINESS EMERGIN, P242; LANG K, 1986, Q J ECON, V101, P365; MAKHIJA MV, 1997, J INT BUS STUD, V28, P679; MALONE TW, 1987, COMMUN ACM, V30, P484; MATTHEWS J, 1994, STRUGGLE SURVIVAL WA; MONROE A, 1999, INVESTMENT DEAL 0621; OPDYKE JD, 2000, WALL STREET J   0515, C1; OSAKI S, 1999, CAPITAL MARKETS  NOV, P19; PORTER ME, 1986, COMPETITION GLOBAL I, P15; SAMPLER JL, 1998, STRATEGIC MANAGE J, V19, P343; SCARFF D, 1985, CHANGING STRUCTURE S, P183; SCHLENDER B, 2001, FORTUNE         0319, P84; TSCHOEGL AE, 1987, J INT BUS STUD, V18, P67; TSE Y, 1999, J BANK FINANC, V23, P1831; WHITE LJ, 1985, CHANGING STRUCTURE S, P211; WILLIS A, 1999, GLOBE MAIL      0423, B14; YIP G, 1995, TOTAL GLOBAL STRATEG	52	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				749	768			20	Business; Management	505CH	ISI:000172893400008
J	Kotha, S; Rindova, VP; Rothaermel, FT			Assets and actions: Firm-specific factors in the internationalization of US Internet firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; COMPETITIVE ADVANTAGE; NATIONAL CULTURE; STRATEGY; ENTRY; REPUTATION; RESOURCES; CHOICE	By providing a nearly instant connection among parties at opposite corners of the world and enabling a variety of commercial exchanges, the Internet emerged as the technology expected to create a truly global market space. Internet firms faced the challenge of capitalizing on this development. In this paper we examine what firm-specific factors are associated with the propensity of pure U.S.-based Internet firms to enhance their international presence on the Internet by developing country-specific websites. Despite the assertion that all Internet firms are born global, our findings show that the pursuit of internationalization by Internet firms is related to the levels of their intangible assets and strategic activity. Two types of intangible assets-reputation and website traffic-are positively related to the degree of internationalization: so are the levels of competitive and cooperative activity, and the interaction effects between reputation and competitive and cooperative activity. These findings suggest that ideas from both resource-based theory and research on competitive dynamics can contribute to understanding the internationalization of Internet firms.	Univ Washington, Sch Business, Seattle, WA 98195 USA; Univ Maryland, R H Smith Sch Business Adm, College Pk, MD 20742 USA; Michigan State Univ, Eli Broad Grad Sch Management, E Lansing, MI 48824 USA	Kotha, S, Univ Washington, Sch Business, Seattle, WA 98195 USA		*CHESK RES, 2000, BUSINESS 2 0     JUL, P165; AMIT R, 1993, STRATEGIC MANAGE J, V14, P33; AMIT R, 2000, STRATEGIC MANAGEMENT, V22, P493; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; BARNEY J, 1991, J MANAGE, V17, P99; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BUCKLEY P, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CAVES RE, 1996, MULTINATIONAL ENTERP; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHEN CC, 1991, ADMIN SCI QUART, V36, P521; CHEN MJ, 1996, ACAD MANAGE REV, V21, P100; DAVENI RA, 1994, HYPERCOMPETITION MAN; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNBAR RLM, 2000, ADV INT COM, V13, P149; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DYER JH, 1998, ACAD MANAGE REV, V23, P660; FERRIER WJ, 1999, ACAD MANAGE J, V42, P372; FOMBRUN C, 1990, ACAD MANAGE J, V33, P233; FOMBRUN CJ, 1996, REPUTATION REALIZING; GARUD R, 1998, ADV STRAT M, V15, P205; GRIMM C, 1997, STRATEGY ACTION; GULATI R, 1999, STRATEGIC MANAGE J, V20, P397; HALL R, 1992, STRATEGIC MANAGE J, V13, P135; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HENNART JF, 1982, THEORY MULTINATIONAL; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HYMER S, 1976, INT OPERATIONS NATL; KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD 6; KLEINBAUM DG, 1988, APPL REGRESSION ANAL; KOBRIN S, 1999, BLUE PRINT DIGITAL E, P355; KOGUT B, 1983, MULTINATIONAL CORPOR, P35; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1992, ORGAN SCI, V3, P383; KOTHA S, 1998, ADV STRAT M, V15, P239; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; MCCLAIN D, 1983, MULTINATIONAL CORPOR, P35; MELEWAR TC, 1999, J INT BUS STUD, V30, P583; MILLER D, 1996, STRATEGIC MANAGE J, V17, P419; PARDUE JH, 2000, ENG ECON, V45, P144; PENROSE ET, 1959, THEORY GROWTH FIRM; PLUMLEY DJ, 2000, GLOBAL E COMMERCE MA; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; PUGEL T, 1985, IND DETERMINANTS FOR; RAJGOPAL S, 2000, RELEVANCE WEB TRAFFI; RAJGOPAL S, 2001, IN PRESS J ACCOUNTIN; RINDOVA V, 2000, BUILDING REPUTATIONA; RINDOVA V, 2001, IN PRESS ACAD MANAGE; RINDOVA V, 2001, IN PRESS EUROPEAN J; ROTHAERMEL FT, 2000, TECHNOL ANAL STRATEG, V12, P149; ROTHAERMEL FT, 2001, STRATEGIC MANAGE J, V22, P687; SCHUMPETER JA, 1942, CAPITALISM SOCIALISM; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; SHAPIRO C, 1999, INFORMATION RULES; SHAY JP, 1999, LONG RANGE PLANN, V32, P559; TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1; WERNERFELT B, 1984, STRATEGIC MANAGEMENT, V5, P71; WHITE H, 1980, ECONOMETRICA, V48, P817; YOON ES, 1993, J BUS RES, V27, P215; YOUNG G, 1996, ORGAN SCI, V7, P243; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	64	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				769	791			23	Business; Management	505CH	ISI:000172893400009
J	Pantzalis, C; Simkins, BJ; Laux, PA			Operational hedges and the foreign exchange exposure of US multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RISK; FIRMS; DETERMINANTS; MARKET; PRICE	This paper examines the impact of operational hedges of US multinational corporations (MNCs) on their exchange rate exposure. The two important contributions of this study are: First, it documents the importance of operational hedges as significant determinants of exchange rate risk, as measured by "breadth" and "depth" dimensions of the MNC foreign subsidiary network. Second, this finding remains robust even after examining the impact of operational hedges on exposure separately for negatively and positively exposed MNCs.	Univ S Florida, Tampa, FL 33620 USA; Oklahoma State Univ, Stillwater, OK 74078 USA; Case Western Reserve Univ, Cleveland, OH 44106 USA	Pantzalis, C, Univ S Florida, Tampa, FL 33620 USA		1992, DIRECTORY INT AFFILI; ADLER M, 1980, CURRENCY RISK CORPOR, P145; ADLER M, 1984, FINANC MANAGE, V13, P41; ALLAYANNIS G, 1996, TIME VARIATION EXCHA; ALLAYANNIS G, 2001, J INT MONEY FINANC, V20, P273; ALLAYANNIS G, 2001, REV FINANC STUD, V14, P243; ALLEN L, 1996, J INT BUS STUD, V27, P633; ARTUS JR, 1981, IMF STAFF PAPERS, V28, P275; BARTOV E, 1994, J FINANC, V44, P1755; BARTOV E, 1996, J FINANC ECON, V42, P105; BODNAR GM, 1993, J INT MONEY FINANC, V12, P29; BODNAR GM, 1998, FINANC MANAGE, V27, P70; BODNAR GM, 2000, NBER WORKING PAPER, V7497; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUTLER K, 1997, MULTINATIONAL FINANC; CHAUVIN KW, 1993, FINANC MANAGE, V22, P128; CHOI JJ, 1995, FINANC MANAGE, V24, P77; CHOW EH, 1997, J FINANC RES, V20, P191; CHOWDHRY B, 1999, EUROPEAN FINANCE REV, V2, P229; CORNELL B, 1983, MIDLAND CORPORAT FAL, P16; COUGHLIN C, 1996, FEDERAL RESERVE  JUL, P3; COX M, 1986, ECON REV, V67, P20; DOUKAS J, 1999, J INT FINANCIAL MANA, V10, P1; DUMAS B, 1995, J FINANC, V50, P445; DUNNING JH, 1985, AM ECON REV, V75, P228; FLOOD E, 1986, FINANC MANAGE, V15, P25; GARMAN MB, 1980, J BUS, V53, P67; GECZY C, 1997, J FINANC, V52, P1323; GREENE WH, 2000, ECONOMETRIC ANAL; HE J, 1998, J FINANC, V53, P733; HESTON SL, 1994, J FINANC ECON, V36, P3; JORION P, 1990, J BUS, V63, P331; JORION P, 1991, J FINANC QUANT ANAL, V26, P363; KOGUT B, 1994, MANAGE SCI, V40, P123; LOGUE D, 1995, J APPL CORPORATE FIN, V8, P39; MELLO A, 1995, J INT ECON, V33, P41; PRINGLE J, 1991, J APPL CORPORATE FIN, V6, P73; SIMKINS B, 1996, 2 INT FIN C GEORG TU; SMITH CW, 1985, J FINANC QUANT ANAL, V20, P391; STULZ R, 1994, J FINANCIAL QUANTITA, V19, P127; WHITE H, 1980, ECONOMETRICA, V48, P817	41	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				793	812			20	Business; Management	505CH	ISI:000172893400010
J	Jacque, LL; Vaaler, PM			The international control conundrum with exchange risk: An EVA framework	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STRATEGY	Principal-agent problems between corporate parent and subsidiary operations are frequently exacerbated in international settings by exchange rate fluctuations between the foreign subsidiary's local currency and the parent multinational corporation's reference currency. We develop a conceptual solution to this international control conundrum using Economic Value Added as the sole performance numeraire. Our framework facilitates assessment of foreign subsidiary performance in emerging-market countries in the presence of unexpected, exchange-related shocks.	Tufts Univ, Fletcher Sch, Medford, MA 02155 USA	Jacque, LL, Tufts Univ, Fletcher Sch, Medford, MA 02155 USA		ABDALLAH WM, 1984, INTERNAL ACCOUNTABIL; BIDDLE GC, 1997, J ACCOUNT ECON, V24, P301; BOOTH L, 1990, J INT FINANCIAL MANA, V2, P1; BORKOWSKI SC, 1999, J INT BUS STUD, V30, P533; BRICKLEY JA, 1995, J APPL CORPORATE FIN, V8, P60; COCHRANE JH, 1999, NBER WORKING PAPER, V7169; EHRBAR A, 1999, STRATEGY LEADERSHIP, V27, P20; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; JACQUE LL, 1984, J INT BUS STUD, V15, P185; JACQUE LL, 1996, MANAGEMENT CONTROL F; JENSEN MC, 1976, J FINANC ECON, V3, P305; KNETTER MM, 1994, J INT MONEY FINANC, V13, P55; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; LESSARD DR, 1977, ACCOUNT REV, V52, P628; LESSARD DR, 1984, MIDLAND CORPORATE FI, V2, P18; LESSARD DR, 1996, J APPL CORPORATE FIN, V6, P535; MILLER KD, 1998, STRATEGIC MANAGE J, V19, P497; MURTHA TP, 1998, STRATEGIC MANAGE J, V19, P97; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; OBRYNE S, 1997, STUDIES INT CORPORAT; ODONNELL S, 1999, MANAGE INT REV, V39, P149; OXELHEIM L, 1997, MANAGING TURBULENT W; PERSEN W, 1979, EVALUATING FINANCIAL; ROTH K, 1996, ACAD MANAGE J, V39, P678; STEWART, 1990, QUEST VALUE EVA MANA; WACK P, 1985, HARVARD BUS REV, V63, P73	26	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				813	832			20	Business; Management	505CH	ISI:000172893400011
J	Weller, CE; Scher, M			Multinational bank credit in less industrialized economies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; INTERNATIONAL BANKING; FOREIGN BANKS	Multinational bank loans have grown in emerging and transition economies in recent years. This paper looks at the determinants of multinational bank (MNB) loans for 72 countries from 1985 to 1998 using data from the Bank for International Settlements and the International Monetary Fund. We find that MNB loans are greater where MAT deposits are larger, where the past presence of MNBs has been larger, where better profit opportunities exist, where current account deficits are larger, where inflows of FDI are larger, and where the currency is more undervalued in real terms.	UN, Dept Econ & Social Affairs, Finance & Dev Branch, New York, NY 10017 USA			1983, BUSINESS WEEK   0822, P102; 1997, WALL STREET J   1009, A15; *BIS, CONS INT BANK STAT; *BIS, 2000, GUID INT BANK STAT; *IMF, EXCH ARR RESTR; *IMF, INT FIN STAT; ALIBER RZ, 1984, J MONEY CREDIT BANK, V16, P661; ANDERSON RW, 1998, TRANSITION BANKING F; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BRAITENBERG V, 1990, NETWORK, V1, P1; CALVO GA, 1993, INT MONET FUND S PAP, V40, P32; CHO KR, 1990, J DEV STUD, V27, P98; CORNELLI F, 1996, 1392 CEPR; DEAN JW, 1981, BANCA NAZL LAVORO Q, V137, P191; DEMIRGUCKUNT A, 1999, ANN WORLD BANK C DEV; DUNNING JH, 1980, J INT BUS STUD, V11, P9; EICHENGREEN B, 1995, ECON POLICY, V21, P251; ENGWALL L, 1988, ACAD MANAGE REV, V14, P532; EUH Y, 1990, KOREA BANKING SYSTEM; FIELEKE N, 1977, FEDERAL RESERVE BANK, V18, P9; FRY M, 1982, PROBLEMS POLICIES SM; GOLDBERG LG, 1980, J MONEY CREDIT BANK, V12, P630; GOLDBERG LG, 1981, J BANK FINANC, V5, P678; GRANGER CWJ, 1969, ECONOMETRICA, V37, P424; GRAY JM, 1981, J BANK FINANC, V5, P33; GROSSE R, 1997, TRANSNATIONAL CORPOR, V6, P29; GUILLEN MF, 1999, UNPUB NEW CONQUISTAD; HEINKEL RL, 1992, J INT MONEY FINANC, V11, P251; HUERTAS TF, 1990, BANKS MULTINATIONALS; HULTMAN CW, 1989, J BANK FINANC, V13, P383; JACOBSEN SF, 1999, IND CORP CHANGE, V8, P137; JAIN AK, 1986, J INT BUS STUD, V17, P73; JONES G, 1992, MULTINATIONAL INT BA; KAMINSKY GL, 1999, AM ECON REV, V89, P473; KHOURY S, 1979, J INT BUS STUD, V9, P36; KHOURY S, 1980, DYNAMICS INT BANKING; KIM IK, 1982, J EC DEV, V7, P175; KIM T, 1990, J EC DEV, V15, P63; KINDLEBERGER CP, 1983, J BANK FINANC, V7, P583; LINDGREN C, 1996, BANK SOUNDNESS MACRO; MAHAJAN A, 1996, J BANK FINANC, V20, P283; NICKELL S, 1981, ECONOMETRICA, V49, P1417; PETROCHILOS GA, 1985, NATL WESTMINISTE FEB, P57; SABI M, 1988, J INT BUS STUD, V19, P443; SABI M, 1994, SOC ECON STUD, V43, P91; SABIN TD, 1996, NEUROLOGIST, V2, P176; SIMS CA, 1980, ECONOMETRICA, V48, P1; TERRELL H, 1979, FEDERAL RESERVE  SUM, P18; TERRELL H, 1986, FINANCIAL POLICY REF; TSCHOEGL A, 1982, NEW THEORIES MUTLINA; URSACKI T, 1992, J BANK FINANC, V16, P405; WELLAND B, 2000, MATER WORLD, V8, P3	52	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				833	851			19	Business; Management	505CH	ISI:000172893400012
J	Buck, T; Dyomina, N; Wright, M; Buck, T			Effects of post-privatization governance and strategies on export intensity in the former Soviet Union	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EMERGING ECONOMIES; INTERNATIONALIZATION PROCESS; CORPORATE GOVERNANCE; PERFORMANCE; FIRMS; INNOVATION; OWNERSHIP; DETERMINANTS; INVESTMENT; KNOWLEDGE	The fall of the Soviet Union brought new enterprise opportunities whose exploitation required the development of entirely new strategies. Simultaneously, enterprises faced crucial constraints in their governance structures. This paper analyzes the impact of governance structures of privatized firms on one key outcome of new strategies: export intensity. Using a longitudinal, multi-industry dataset of privatized firms in Russia, Ukraine and Belarus, we analyze how export intensity is mediated by strategies involving product development, acquisitions and links with foreign partners.	Univ London Birkbeck Coll, London WC1E 7HX, England; Univ Nottingham, Sch Business, Nottingham NG7 2RD, England; De Montfort Univ, Leicester LE1 9BH, Leics, England	Buck, T, Univ London Birkbeck Coll, London WC1E 7HX, England		ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ARELLANO M, 1995, J ECONOMETRICS, V68, P29; AULAKH PS, 2000, ACAD MANAGE J, V43, P342; BALTAGI BH, 1995, ECONOMETRICA ANAL PA; BARBERIS N, 1996, J POLIT ECON, V104, P764; BARRETT NJ, 1985, EUR J MARKETING, V19, P53; BAYSINGER B, 1990, ACAD MANAGE REV, V15, P72; BERGMANN WB, 1995, J IES, V38, P6; BLASI JR, 1997, KREMLIN CAPITALISM P; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; BUCK T, 1999, J COMP ECON, V27, P459; BUCK T, 2000, J DEV STUD, V37, P44; CASTANIAS RP, 1991, J MANAGE, V17, P155; CLAESSENS S, 1998, POLITICIANS FIRMS 7; CUERVO A, 2000, ACAD MANAGE REV, V25, P581; DHARWADKAR R, 2000, ACAD MANAGE REV, V25, P650; DICHTL E, 1990, J INT BUS STUD, V21, P23; DJANKOV S, 1999, COMP EC STUDIES, V41, P75; DOMINGUEZ LV, 1993, J INT BUS STUD, V24, P19; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ESTRIN S, 1998, UNPUB CO RESTRUCTURI; ESTRIN S, 1999, J COMP ECON, V27, P398; FILATOTCHEV I, 1996, CALIF MANAGE REV, V38, P87; FILATOTCHEV I, 2000, ACAD MANAGE J, V43, P286; FRYDMAN R, 1999, Q J ECON, V114, P1153; HITT MA, 1996, ACAD MANAGE J, V39, P1084; HITT MA, 1997, ACAD MANAGE J, V40, P767; HOOLEY G, 1996, J INT BUS STUD, V27, P683; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JOHNSON S, 2000, ECON TRANSIT, V8, P1; JONES C, 1999, CRIT CARE MED, V27, P3; KHANNA T, 2000, ACAD MANAGE J, V43, P268; LAPORTA R, 1997, J FINANC, V52, P1131; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; LUO YD, 1999, J INT BUS STUD, V30, P269; MAKINO S, 1996, J INT BUS STUD, V27, P905; MCDOUGALL PP, 1996, J BUSINESS VENTURING, V11, P34; MONE MA, 1998, ACAD MANAGE REV, V23, P115; MORCK R, 1988, J FINANC ECON, V20, P293; OBRIEN RG, 1985, PSYCHOL BULL, V97, P316; PENG M, 2000, BUSINESS STRATEGIES; PENG MW, 1998, J INT BUS STUD, V29, P609; POHL G, 1997, 368 WORLD BANK; SHAVER JM, 1998, MANAGE SCI, V44, P571; SHLEIFER A, 1994, Q J ECON, V109, P995; THOMAS LG, 1999, STRATEGIC MANAGE J, V20, P729; WELSH L, 1988, J GEN MANAGE, V14, P36; ZAHRA SA, 1988, INT J MANAGEMENT, V5, P229	48	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				853	871			19	Business; Management	505CH	ISI:000172893400013
J	Marshall, RS; Boush, DM			Dynamic decision-making: A cross-cultural comparison of US and Peruvian export managers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STRATEGIC ALLIANCES; JOINT VENTURES; UNITED-STATES; TRUST; COOPERATION; NEGOTIATIONS; ANTECEDENTS; COMMITMENT; COGNITION; BEHAVIOR	Export managers from the U.S. and Peru completed a survey designed measure cooperative decisions ring a sequence of three simulated interactions with business partners. During the initial stage of the relationship the decisions of Peruvian export managers reflect less trust than do those of their U.S. counterparts. During the second hostage Peruvian exporters respond differently to weak cheating. Results generally are consistent with cultural differences in attitudes toward in-group v. out-group members. However, the influence of cultural differences gradually erodes in favor of personal characteristics and relationship-specific history, suggesting that cultural differences between business partners decline in importance as they get to know each other.	Portland State Univ, Portland, OR 97207 USA; Univ Oregon, Eugene, OR 97403 USA	Marshall, RS, Portland State Univ, Portland, OR 97207 USA		ADLER NJ, 1992, STRATEGIC MANAGE J, V13, P449; ANDERSON E, 1992, J MARKETING RES, V29, P18; ANTONIDES G, 1994, J ECON PSYCHOL, V15, P351; AXELROD R, 1984, EVOLUTION COOPERATIO; BRETT JM, 1998, ACAD MANAGE J, V41, P495; BRISLIN RW, 1976, INT J PSYCHOL, V11, P215; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; DELUQUE MS, 1999, CROSS CULTURAL CONST; ELG U, 2000, J INT BUS STUD, V31, P169; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GEANAKOPLOS J, 1989, GAME ECON BEHAV, V1, P60; GILBERT JA, 1998, PUBLIC PERS MANAGE, V27, P321; GRAHAM JL, 1988, J CONSUM RES, V15, P48; GREENE WH, 2000, ECONOMETRIC ANAL; GULATI R, 1994, SLOAN MANAGE REV, V35, P61; HALL E, 1959, SILENT LANGUAGE; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; LEWIS JD, 1985, SOC FORCES, V63, P967; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MCALLISTER DJ, 1995, ACAD MANAGE J, V38, P24; MILLER LP, 1985, STUD AM FICTION, V13, P1; MORGAN RM, 1994, J MARKETING, V58, P20; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; SCOTT AM, 1994, DIVISIONS SOLIDARITI; SHANK RC, 1977, SCRIPTS PLANS GOALS; SIMONIN BL, 1999, J INT BUS STUD, V30, P463; SINHA D, 1994, INDIVIDUALISM COLLEC, P85; SINHA JBP, 1990, 8 C WORLD ASS DYN PS; SMITH KG, 1995, ACAD MANAGE J, V38, P7; STEENSMA KH, 2000, J INT BUS STUD, V31, P591; THOMPSON A, 1996, J INT BUS STUD, P375; TRIANDIS HC, 1972, ANAL SUBJECTIVE CULT; TRIANDIS HC, 1985, J RES PERS, V19, P395; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; WAGNER SL, 2000, J SOC PSYCHOL, V140, P379; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; YAN AM, 1994, ACAD MANAGE J, V37, P1478	40	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	4				873	893			21	Business; Management	505CH	ISI:000172893400014
J	Luo, YD			Toward a cooperative view of MNC-host government relations: Building blocks and performance implications	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-ENTERPRISE; INTERNATIONAL-BUSINESS; DEVELOPING-COUNTRIES; CORPORATIONS; OWNERSHIP	This study examines cooperation-based relations between MNCs and host governments. We theorize that resource commitment, personal relations, political accommodation, and organizational credibility are four building blocks for improving an MNC's cooperative relationships with governments. Analysis of 131 MNCs in China validates the importance of these blocks in shaping MNC-government relations and the importance of these relations in shaping the performance of MNC subsidiaries.	Univ Miami, Coral Gables, FL 33124 USA	Luo, YD, Univ Miami, Coral Gables, FL 33124 USA		AXELROD R, 1984, EVOLUTION COOPERATIO; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BREWER TL, 1992, J INT BUS STUD, V23, P295; BUCKLEY P, 1988, COOPERATIVE STRATEGI; BURT RS, 1997, ADMIN SCI QUART, V42, P339; DOZ Y, 1980, HARVARD BUSINESS MAR, P149; DUNNING JH, 1993, MULTINATIONALS GLOBA; DUNNING JH, 1997, GOVT GLOBALIZATION I; DUNNING JH, 1998, NEW POLIT ECON, V3, P280; FAGRE N, 1982, J INT BUS STUD, P9; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; GROSSE R, 1996, INT TRADE J, V10, P467; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUO YP, 1991, ASIA PACIFIC J MANAG, V8, P159; KIM WC, 1988, STRATEGIC MANAGEMENT, V9, P289; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOFELEKALE N, 1992, LAW POLICY INT BUSIN, V23, P619; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; MORAN T, 1985, MULTINATIONAL CORPOR; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; OLIVER C, 1996, ADV STRATEG MANAGE, V13, P163; PENG MW, 2000, ACAD MANAGE J, V43, P486; POYNTER TA, 1985, MULTINATIONAL ENTERP; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; STOPFORD JM, 1994, TRANSNATIONAL CORPOR, V3, P53; UZZI B, 1997, ADMIN SCI QUART, V42, P35; VACHANI S, 1995, J INT BUS STUD, V26, P159; VERNON R, 1971, SOVEREIGNTY BAY MULT	34	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				401	419			19	Business; Management	478HL	ISI:000171340900002
J	Feinberg, SE; Majumdar, SK			Technology spillovers from foreign direct investment in the Indian pharmaceutical industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		R-AND-D; PRODUCTIVITY GROWTH; FIRMS; INNOVATION; EFFICIENCY	We examine whether knowledge spillovers from MNCs' local R&D activities benefit domestic firms in the Indian pharmaceutical industry from 1980-1994. In a policy environment that restricted FDI and provided weak intellectual property protection, we find that the only significant R&D spillovers in the Indian pharmaceutical sector were between MNCs and each other, We explore the implications of our findings in light of India's economic and industrial policy goals and implementation.	Univ Maryland, Robert H Smith Sch Business, College Pk, MD 20742 USA; Univ London Imperial Coll Sci Technol & Med, Sch Management, London SW7 2AZ, England	Feinberg, SE, Univ Maryland, Robert H Smith Sch Business, College Pk, MD 20742 USA		AHTREYE S, 2000, PRIVATE FOREIGN INVE; AITKEN BJ, 1999, AM ECON REV, V89, P605; ALMEIDA P, 1994, TECHNOLOGY GEOGRAPHY; ANAND J, 1997, J INT BUS STUD, V28, P445; AUDRETSCH DB, 1996, AM ECON REV, V86, P630; BASANT R, 1996, REV ECON STAT, V78, P187; BERNSTEIN JI, 1989, REV ECON STUD, V56, P249; BERNSTEIN JI, 1996, CAN J ECON 2, V29, S463; BHAGWATI J, 1993, INDIA TRANSITION FRE; BLOMSTROM M, 1983, WORLD DEV, V11, P493; CANTWELL J, 1993, GROWTH GLOBAL BUSINE; CAVES RE, 1974, ECONOMICA, P176; CHHIBBER PK, 1999, J LAW ECON 1, V42, P209; CHUNG W, 2001, HETEROGENEOUS INVEST; CHUNG W, 2001, J INT BUSINESS STUDI, V32; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; FEINBERG S, 2000, AC MAN P, D1; FEINBERG S, 2001, INT R D INVESTMENTS; FORS G, 1998, GEOGRAPHY MULTINATIO; GARG R, 1996, MCKINSEY Q, V4, P132; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GRILICHES Z, 1979, BELL J ECON, V10, P1; GRILICHES Z, 1992, SCANDINAVIAN J EC, V94, P29; HADDAD M, 1993, J DEV ECON, V42, P51; JAFFE AB, 1993, Q J ECON, V108, P577; JALAN B, 1991, INDIAS EC CRISIS WAY; KAMBHAMPATI US, 1996, IND CONCENTRATION PE; KOKKO A, 1994, J DEV ECON, V43, P279; KOKKO A, 1996, J DEV STUD, V32, P602; KUMAR N, 1994, MULTINATIONAL ENTERP; LEE JY, 1996, REV ECON STAT, V78, P181; MAIRESSE J, 1992, SCI TECHNOLOGY I APR, V8; MAJUMDAR SK, 1996, J INST THEOR ECON, V152, P380; MAJUMDAR SK, 1998, INT J IND ORGAN, V16, P377; MOHNEN P, 1990, R D PRODUCTIVITY GRO; RAUT LK, 1995, J DEV ECON, V48, P1; SRIVASTAVA V, 1996, LIBERALIZATION PRODU; TURNER A, 1997, 97151 INT MON FUND; VERNON R, 1971, FOREIGN TRADE RE JAN	39	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				421	437			17	Business; Management	478HL	ISI:000171340900003
J	Christmann, P; Taylor, G			Globalization and the environment: Determinants of firm self-regulation in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INDUSTRY; TRADE; ATTITUDES; COUNTRIES; NETWORKS; POLICIES; PROGRAM; GREEN; US	Critics assert that globalization is detrimental to the environment because it encourages location of polluting industries in countries with low environmental regulations. We suggest that globalization might also have positive environmental effects because global ties increase self-regulation pressures on firms in low-regulation countries. Using survey data from firms in China we find that multinational ownership, multinational customers, and exports to developed countries increase self-regulation of environmental performance.	Univ Virginia, Darden Sch, Charlottesville, VA 22903 USA; Univ Hawaii, Coll Business Adm, Honolulu, HI 96822 USA	Christmann, P, Univ Virginia, Darden Sch, Charlottesville, VA 22903 USA		2000, BUSINESS WEEK   0210, P122; *UNCTAD, 1993, ENV SER, V4; *WTO, 2000, SPEC STUD TRAD ENV; ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487; ARORA S, 1995, J ENVIRON ECON MANAG, V28, P271; BANSAL P, 2000, ACAD MANAGE J, V43, P717; BELSLEY D, 1980, REGRESSION DIAGNOSTI; BOLDERO J, 1995, J APPL SOC PSYCHOL, V25, P440; CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81; CHRISTMANN P, 1998, 9816 CIBER; CORBETT C, 2000, ISO 9000PLUSISO14000, V9; DASGUPTA S, 1997, 1761 WORLD BANK; DASGUPTA S, 2000, J ENVIRON ECON MANAG, V39, P39; DELMAS M, 2000, DUKE ENV LAW POLICY, V11, P1; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOWELL G, 2000, MANAGE SCI, V46, P1059; DREZNER DW, 2000, FOREIGN POLICY   NOV, P64; DUNNING JH, 1993, MULTINATIONAL ENTERP; EPSTEIN M, 2000, ENV QUALITY MANAGEME, V9, P37; FERRANTINO MJ, 1997, WORLD ECON, V20, P43; GULATI R, 2000, STRATEGIC MANAGE J, V21, P203; HARTMAN RS, 1997, 1710 WORLD BANK; HETTIGE H, 1996, WORLD DEV, V24, P1891; HOFFMAN AJ, 1999, ACAD MANAGE J, V42, P351; JAFFE AB, 1995, J ECON LIT, V33, P132; KALT JP, 1988, INT COMPETITIVENESS, P221; KING AA, 2000, ACAD MANAGE J, V43, P698; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KRAATZ MS, 1998, ACAD MANAGE J, V41, P621; LEONARD HJ, 1980, COLUMBIA J WORLD BUS, V15, P54; LEONARD HJ, 1988, POLLUTION STRUGGLE W; LOW P, 1992, INT TRADE ENV; MARCUS AA, 1988, ACAD MANAGE J, V31, P235; MONTABON F, 2000, J SUPPLY CHAIN MANAG, V36, P4; NEHRT C, 1998, ACAD MANAGE REV, V23, P77; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; PORTER ME, 1995, HARVARD BUS REV, V73, P120; PRAKASH A, 1999, BUSINESS STRATEGY EN, V8, P322; QU GP, 1991, ENV MANAGEMENT CHINA; RAPPAPORT A, 1992, CORPORATE RESPONSES; ROHTARRIAZA N, 1997, J ENV DEV, V6, P292; RONDINELLI DA, 1996, CALIF MANAGE REV, V39, P106; RONDINELLI DA, 2000, EUROPEAN MANAGEMENT, V18, P70; RUGMAN A, ENV REGULATIONS CORP; RUGMAN AM, 1998, J INT BUS STUD, V29, P819; SALANCIK GR, 1977, ADM SCI Q, V22, P427; TOBEY JA, 1990, KYKLOS, V43, P191; UZUMERI MV, 1997, ACAD MANAGEMENT EXEC, V11, P21; VANBEERS C, 1997, KYKLOS, V50, P29; WALTER I, 1982, ENV TRADE; WALTON S, 1998, J SUPPLY CHAIN MANAG, V34, P2; WANG H, 1996, 1644 WORLD BANK; WANG H, 1999, 2198 WORLD BANK; WANG H, 2000, 2337 WORLD BANK; WILSON RC, 1998, POLLUT ENG, V30, P37	55	28	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				439	458			20	Business; Management	478HL	ISI:000171340900004
J	Clougherty, JA			Globalization and the autonomy of domestic competition policy: An empirical test on the world airline industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INSTITUTIONS; ECONOMIES; INTERESTS; NETWORKS; POLITICS; RIVALRY; IMPACT	The globalization literature questions national autonomy in a world where MNEs spur increased international flows of capital and trade. This paper empirically tests whether globalization undermines the autonomy of domestic airline competition policy. A comprehensive panel data set, covering twenty-one nations over the 1983-92 period, yields two major findings: (1) globalization undermines domestic airline competition policy autonomy; (2) government institutions mediate globalization's impact.	Tilburg Univ, NL-5000 LE Tilburg, Netherlands	Clougherty, JA, Tilburg Univ, NL-5000 LE Tilburg, Netherlands		BAIN J, 1956, IND ORG; BARROS PP, 1994, EUR ECON REV, V38, P1041; BECKER GS, 1983, Q J ECON, V98, P371; BENTLEY AF, 1908, PROCESS GOVERNMENT; BHAGWATI J, 1997, FAIR TRADE HARMONIZA; BLISS C, 1997, FAIR TRADE HARMONIZA; BONER A, 1991, 160 WORLD BANK; BRANDER JA, 1985, J INT ECON, V18, P83; BRANDER JA, 1990, RAND J ECON, V21, P567; BRANDER JA, 1993, INT J IND ORGAN, V11, P407; BREWER TL, 2000, GLOBALIZING AM US WO; BRUECKNER JK, 1991, INT J IND ORGAN, V9, P323; BRUECKNER JK, 1992, RAND J ECON, V23, P309; BRUECKNER JK, 1994, J LAW ECON, V37, P379; BURGESS S, 1997, 1711 CTR EC POL RES; CARTER RG, 1999, INT TRADE J, V13, P53; CAVES RE, 1982, MULTINATIONAL ENTERP; CLOUGHERTY JA, 2000, AC MAN M TOR CAN; CLOUGHERTY JA, 2000, CONTEMP ECON POLICY, V18, P304; CLOUGHERTY JA, 2001, IN PRESS US DOMESTIC; COLLINS WJ, 1999, EXPLOR ECON HIST, V36, P246; DUNNING JH, 1997, GOVERNMENTS GLOBALIZ; EDEN L, 1996, INVESTMENT RULES GLO; EVANS P, 1995, EMBEDDED AUTONOMY ST; FINKEL SE, 1995, CAUSAL ANAL PANEL DA; FRIEDEN JA, 1991, INT ORGAN, V45, P425; FRIEDEN JA, 1996, INT DOMESTIC POLITIC; GARRETT G, 1996, INT DOMESTIC POLITIC; GARRETT G, 1998, PARTISAN POLITICS GL; GOLDSTEIN J, 1989, INT ORGAN, V43, P31; GOLDSTEIN J, 1989, INT STUD QUART, V33, P303; GOLDSTEIN J, 1993, IDEAS FOREIGN POLICY; GOLDSTEIN J, 1993, IDEAS INTERESTS AM T; GRAHAM EM, 1994, MULTINATIONALS N AM; GRAHAM EM, 1997, GLOBAL COMPETITION P; GREENE WH, 1995, LIMDEP VERSION 7 0; GUJARATI DN, 1988, BASIC ECONOMETRICS; HEAD K, 1995, INT MERGERS WELFARE; HORN H, 2000, MERGER POLICIES TRAD; KALT JP, 1984, AM ECON REV, V74, P279; KOBRIN SJ, 1997, GOVERNMENTS GLOBALIZ; KRUGMAN PR, 1994, IMPERFECT COMPETITIO; LEVINSOHN J, 1997, FAIR TRADE HARMONIZA; LEVINSON A, 1997, FAIR TRADE HARMONIZA; MILNER HV, 1996, INT DOMESTIC POLITIC; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NEVEN D, 1997, COMPETITION POLICY G; OSTRY S, 1997, COMPETITION POLICY G; OUM TH, 1993, J TRANSP ECON POLICY, V27, P171; PELTZMAN S, 1976, J LAW ECON, V19, P211; PORTER ME, 1990, COMPETITIVE ADV NATI; PUSTAY MW, 1992, LOGISTICS TRANSPORTA, V28, P103; RAMAMURTI R, 1997, INT TRADE J, V11, P389; RODRIK D, 1997, GLOBALIZATION GONE T; SCHERER FM, 1980, IND MARKET STRUCTURE; SCHERER FM, 1996, ZEW IND EC INT MANAG; SCHMALENSEE R, 1986, HDB IND ORG; SCHUMPETER J, 1950, CAPITALISM SOCIALISM; SLAUGHTER M, 1997, 43 INT MON FUND; STOPFORD JM, 1991, RIVAL STATES RIVAL F; STOPFORD JM, 1997, GOVERNMENTS GLOBALIZ; TANZI V, 1996, 141 INT MON FUND; TIROLE J, 1992, THEORY IND ORG; VERNON R, 1971, SOVEREIGNTY BAY MULT; VERNON R, 1993, MULTINATIONALS GLOBA; VERNON R, 1994, MULTINATIONALS N AM; VERNON R, 1998, HURRICANES EYE TROUB; WALDMAN DE, 1985, EC ANTITRUST CASES A; WILLIAMSON JG, 1996, 5491 NAT BUR EC RES	69	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				459	478			20	Business; Management	478HL	ISI:000171340900005
J	Oxley, JE; Schnietz, KE			Globalization derailed? Multinational investors' response to the 1997 denial of fast-track trade negotiating authority	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EVENT; PERFORMANCE; ISSUES	Is globalization being derailed by opponents? Results of this event study analysis of the 1997fast-track denial suggest that investors (1) may have perceived fast-track as a debate on globalization and (2) appear to have expected financial losses to result from the failure to enact fast-track. Regression results further support the event study findings.	Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA; Rice Univ, Jones Sch Management, Houston, TX 77251 USA	Oxley, JE, Univ Michigan, Sch Business, Ann Arbor, MI 48109 USA		BALDWIN RE, 2000, C TRAD VOT NAFTA APP; BARDWELL K, 2000, LEGIS STUD QUART, V25, P591; BHAGWATI J, 1991, WORLD TRADING SYSTEM; BHAGWATI J, 1995, N AM J EC FINANCE, V6, P149; BHAGWATI J, 1999, TRADING BLOCS; BHAGWATI J, 2000, WORLD ECON, V23, P145; BROWN SJ, 1980, J FINANC ECON, V8, P205; BROWN WV, 1992, CLIN CARDIOL, V15, P15; CHUNG K, FINANCIAL MANAGEMENT, V23, P70; CLAUSING KA, 2000, ECON INQ, V38, P190; DESTER IM, 1999, NEW POLITICS US TRAD; FAMA EF, 1969, INT ECON REV, V10, P1; GILLIGAN M, 1997, EMPOWERING EXPORTERS; GRUBERT H, 1991, REV ECON STAT, V73, P285; HANSON RC, 1998, INT REV EC FINANCE, V7, P209; HARRISON GW, 1997, ECON J, V107, P1405; LENWAY SA, 1985, POLITICS US INT TRAD; MCWILLIAMS A, 1997, ACAD MANAGE J, V40, P626; MORCK R, 1992, J INT ECON, V33, P41; MUTTI J, 2000, CONTEMP ECON POLICY, V18, P59; PRABHALA NR, 1997, REV FINANC STUD, V10, P1; REUER JJ, 2000, J INT BUS STUD, V31, P1; SCHATTSCHNEIDER EE, 1963, POLITICS PRESSURES T; SCHNIETZ KE, 1999, BUSINESS POLITICS, V1, P233; SCHNITZER T, 2000, AGING-CLIN EXP RES, V12, P1; THOMAS A, 1995, ENERG CONVERS MANAGE, V37, P1; THOMPSON A, 1994, J INT ECON, V35, P1; VERNON R, 1998, HURRICANES EYE TROUB; VINER J, 1950, CUSTOMS UNION ISSUE; WOLF M, 2000, GLOBALIZATION READER	30	0	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				479	496			18	Business; Management	478HL	ISI:000171340900006
J	Newburry, W			MNC interdependence and local embeddedness influences on perceptions of career benefits from global integration	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HUMAN-RESOURCE MANAGEMENT; ATTENTION; FOCUS	This manuscript examines when global integration is perceived as being beneficial and/or detrimental to employee careers. Study results demonstrate that employees of more interdependent offices generally perceive greater career benefits from global integration, while employees of more locally embedded offices perceive negative career consequences. Hypotheses are guided by a theory of attention focus.	Rutgers State Univ, Piscataway, NJ 08855 USA	Newburry, W, Rutgers State Univ, Piscataway, NJ 08855 USA		ADLER NJ, 1992, ACADEMY MANAGEMENT E, V6, P52; ANDERSSON U, 1996, INT BUSINESS REV, V5, P487; BLACK JS, 1992, SLOAN MANAGE REV, V33, P61; DEVINNEY TM, 2000, ORGAN SCI, V11, P674; DUNNING JH, 1995, J INT BUS STUD, V26, P461; GARDNER DG, 1987, J APPL BEHAV SCI, V23, P351; GARDNER DG, 1989, J OCCUP PSYCHOL, V62, P61; GRABHER G, 1993, EMBEDDED FIRM SOCIOE; GRANOVETTER M, 1992, NETWORKS ORG STRUCTU; HITT MA, 2001, ACAD MANAGE J, V44, P13; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JANZ BD, 1997, PERS PSYCHOL, V50, P877; MCGAUGHEY SL, 1999, INT J HUM RESOUR MAN, V10, P235; MEYER JW, 1977, AM J SOCIOL, V83, P340; MURTHA TP, 1998, STRATEGIC MANAGE J, V19, P97; NOHRIA N, 1997, DIFFERENTIATED NETWO; OCASIO W, 1997, STRATEGIC MANAGE J, V18, P187; PABLO AL, 1994, ACAD MANAGE J, V37, P803; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROBERTS K, 1998, ACAD MANAGEMENT EXEC, V12, P93; ROBINSON P, 1995, ACAD MANAGEMENT BEST, P192; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; SCHEIN E, 1985, ORG CULTURE LEADERSH; STAAR S, 1999, INT JOINT VENTURES T; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TSAI WP, 1998, ACAD MANAGE J, V41, P464; UZZI B, 1997, ADMIN SCI QUART, V42, P35	27	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				497	507			11	Business; Management	478HL	ISI:000171340900007
J	Vernon, R			Big business and national governments: Reshaping the compact in a globalizing economy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This paper was written by Raymond Vernon for the conference, "Mapping the Multinationals, " organized by Bruce Mazlish and Alfred Chandler in October 1999. Professor Vernon died on August 26, 1999, at the age of 85, before the paper was finished and presented. It was the last paper he wrote. We are pleased to be able to publish it posthumously in this symposium, with the permission of his daughter Heidi Vernon. The paper was subject to minimal copyediting by the editor of JIBS.				1996, WASHINGTON POST 0704, A28; 1999, ECONOMIST       0306, P59; *US C BUDG OFF, 1999, 106 C HOUS REPR 1 SE; *US EX OFF PRES, 1999, BUDG US GOV FISC YEA; BARFIELD C, 1997, AM ENTERPRISE, V8, P76; FUKUYAMA F, 1992, END HIST LAST MAN; FUKUYAMA F, 1999, GREAT DISRUPTION HUM; KNICKERBOCKER B, 1997, CHRISTIAN SCI M 0731, P3; MORTISHED C, 1999, TIMES LONDON    0622; OWEN D, FINANCIAL TIMES 0618; PETERSON PG, 1999, GRAY DAWN; RODRIK D, 1997, HAS GLOBALIZATION GO; SCHRODER LPG, 1999, INDEPENDENT     0227, P17	13	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				509	518			10	Business; Management	478HL	ISI:000171340900008
J	Shenkar, O			Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		INTERNATIONAL JOINT VENTURES; FOREIGN DIRECT-INVESTMENT; HUMAN-RESOURCE MANAGEMENT; ENTRY-MODE CHOICE; UNITED-STATES; MULTINATIONAL-CORPORATIONS; ORGANIZATIONAL CULTURE; NATIONAL CULTURE; SERVICE FIRMS; EXPERIENCE	Cultural distance is a widely used construct in international business, where it has been applied to foreign investment expansion, entry mode choice, and the performance of foreign invested affiliates, among others. The present paper presents a critical review of the cultural distance construct, outlining its hidden assumptions and challenging its theoretical and methodological properties. A comprehensive framework for the treatment of the construct is developed and concrete steps aimed at enhancing rigor are delineated.	Ohio State Univ, Fisher Coll Business, Ford Motor Co Chair Global Business Management, Columbus, OH 43210 USA	Shenkar, O, Ohio State Univ, Fisher Coll Business, Ford Motor Co Chair Global Business Management, Columbus, OH 43210 USA		2000, WORLD COMPETITIVENES; ADLER NJ, 1981, GROUP ORGAN STUD, V6, P341; AGARWAL S, 1994, J INT MARKETING, V2, P63; ALPANDER GG, 1976, MANAGE INT REV, V16, P71; ANDERSON CK, 1986, APPL ERGON, V17, P2; AU KY, 2000, J INT MANAGEMENT, V6, P217; AXELSSON B, 1992, IND NETWORKS NEW VIE, P218; BALABANIS GI, 2000, J INT BUS STUD, V31, P83; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 1991, J MANAGE, V17, P99; BEAMISH PW, 1987, J INT BUSINESS S SUM, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BENITO RG, 1992, J INT BUS STUD, V3, P461; BERRY JW, 1980, HDB CROSS CULTURAL P, V5, P211; BILKEY WJ, 1978, J INT BUS STUD, V9, P33; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BLACK JS, 1991, J INT BUS STUD, V22, P225; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BOYACIGILLER N, 1996, HDB INT MANAGEMENT R; BREWSTER C, 1995, EXPATRIATE MANAGEMEN; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1979, EUROPEAN RES INT BUS; CAVES RE, 1986, COMPETITION GLOBAL I; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHO KR, 1995, J INT MANAGEMENT, V1, P255; CHOWDHURY J, 1992, MANAGE INT REV, V32, P115; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DICKSON PH, 1997, ACAD MANAGE J, V40, P404; DRENTH PJD, 1983, HUMAN ASSESSMENT CUL; DUBIN M, 1975, THESIS HARVARD U; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ENGWALL L, 1984, UPPSALA CONTRIBUTION; ENGWALL L, 1988, SCANDINAVIAN J MANAG, V4, P147; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FINKELSTEIN S, 1992, ACAD MANAGE J, V35, P505; FORGSREN M, 1989, MANAGING INT PROCESS; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1998, ORGAN STUD, V19, P119; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMEZMEIJIA LR, 1997, J INT BUS STUD, P309; GOODNOW JD, 1972, J INT BUS STUD, V3, P33; GOODSTEIN LD, 1981, ORGAN DYN, V10, P49; GOULD P, 1966, 9 U MICH DEP GEOGR; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HENNART JF, 1991, MANAGE SCI, V37, P483; HERGERT M, 1988, COOPERATIVE STRATEGI, P99; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1989, EUROPEAN MANAGEMENT, V7, P390; HOFSTEDE G, 1990, ADM SCI Q, V35, P386; HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHNSON JL, 1991, P E AC MAN 4 BIENN I; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; LARIMO J, 1993, 32 OECD U VAAS; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LI JT, 1991, J INT BUS STUD, V22, P209; LORANGE P, 1991, J BUS STRAT, V12, P25; LUOSTARINEN R, 1980, INT FIRM HELSINKI; MARIOTTI S, 1995, J INT BUS STUD, V26, P815; MORGAN G, 1986, IMAGES ORG; MOROSINI P, 1998, MANAGING CULTURAL DI; NAHAVANDI A, 1988, ACAD MANAGE REV, V13, P79; OGRADY S, 1996, J INT BUS STUD, V27, P309; OZAWA T, 1979, OXFORD EC PAPERS OXF, V31, P72; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; PAN Y, 1996, J INT BUS STUD, V77, P1; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1991, J INT BUS STUD, V22, P579; RICHMAN BM, 1972, INT MANAGEMENT EC DE; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROOT F, 1987, ENTRY STRATEGIES INT; ROTH K, 1996, ACAD MANAGE J, V39, P678; SACKMANN S, 1983, GRUPPENDYNAMIK, V14, P393; SALES MS, 1984, MANAGING ORG TRANSIT; SCHNEIDER SC, 1988, HUMAN RESOURCE MANAG, V27, P231; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SHANE SA, 1992, AC MAN BEST PAP P; SHENKAR O, 1992, CORPORATE NATL CULTU; SHENKAR O, 1992, J INT BUS STUD, V23, P55; STOPFORD JM, 1972, MANAGING MULTINATION; SULLIVAN D, 1990, MANAGE INT REV, V30, P19; TALLMAN SB, 1988, J INT BUS STUD, V19, P219; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; THUNNELL LH, 1977, POLITICAL RISK INT B; TURNBULL PW, 1987, MANAGING EXPORT ENTR, P21; VACHANI S, 1991, J INT BUS STUD, V22, P307; VEIGA J, 2000, HUM RELAT, V53, P539; VEIGA JF, 2000, J INT BUS STUD, V31, P223; WEBBER R, 1969, COLUMBIA J WORLD BUS, V4, P3; WEBER Y, 1996, MANAGE SCI, V42, P1215; WELCH LS, 1988, J GEN MANAGE, V14, P34; WILLIAMSON O, 1985, EC I CAPITALISM; YOSHINO MY, 1976, JAPANS MULTINATIONAL	105	50	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				519	535			17	Business; Management	478HL	ISI:000171340900009
J	Begley, TM; Tan, WL			The socio-cultural environment for entrepreneurship: A comparison between East Asian and Anglo-Saxon countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		NATIONAL CULTURE; SELF-EFFICACY; INDIVIDUALISM; COLLECTIVISM; ISSUES; FACE	This study uses a theory of face to identify predictors of interest in entrepreneurship in six East Asian and four Anglo-Saxon countries. At the cultural level, social status of entrepreneurship and shame from business failure predict interest in entrepreneurship better in East Asian than Anglo countries. At the individual level, social status predicts interest in entrepreneurship in the entire sample.	Northeastern Univ, Boston, MA 02115 USA; Singapore Management Univ, Sch Business, Singapore, Singapore	Begley, TM, Northeastern Univ, Boston, MA 02115 USA		AJZEN I, 1991, ORGAN BEHAV HUM, V50, P179; AUTIO E, 1997, BABS KAUFFM ENTR RES; BANDURA A, 1986, SOCIAL FDN THOUGHT A; BENEDICT R, 1946, CHRYSANTHEMUM SWORD; BERGER B, 1991, CULTURE ENTREPRENEUR, P1; BLAU PM, 1967, AM OCCUPATIONAL STRU; CARLAND JW, 1984, ACAD MANAGE REV, V9, P354; CARROLL SJ, 1997, ETHICAL DIMENSIONS I; COHEN J, 1983, APPL MULTIPLE REGRES; CRANE PS, 1978, KOREAN PATTERNS; DAVIDSSON P, 1995, ENTREP REGION DEV, V7, P41; DONLON JP, 1998, CHIEF EXECUTIVE, V134, P56; EARLEY P, 1997, FACE HARMONY SOCIAL; EARLEY PC, 1994, ADMIN SCI QUART, V39, P89; ENGLAND GW, 1986, J CROSS CULTURAL PSY, V17, P399; FURNHAM A, 1984, J SOC PSYCHOL, V122, P157; GEERTZ C, 1963, PEDDLERS PRINCES SOC; GOFFMAN E, 1959, PRESENTATION SELF EV; HAYASHI SJ, 1988, CULTURE MANAGEMENT J; HO DYF, 1976, AM J SOCIOL, V81, P867; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOFSTEDE G, 1993, ORGAN STUD, V14, P483; HSU F, 1953, AM CHINESE 2 WAYS LI; HU HC, 1944, AM ANTHROPOL, V46, P45; HWANG KK, 1987, AM J SOCIOL, V92, P944; KOLVEREID L, 1994, INT SMALL BUSINESS J, V12, P14; KRUEGER N, 1994, ENTREP THEORY PRACT, V18, P91; LEE C, 1994, J APPL PSYCHOL, V79, P364; LILES PR, 1974, NEW BUSINESS VENTURE; LIN YT, 1936, MY COUNTRY MY PEOPLE; LOW MB, 1988, J MANAGE, V14, P139; LYNCH F, 1973, 4 READINGS PHILIPPIN, P1; MCGRATH RG, 1992, J BUS VENTURING, V7, P115; MCGRATH RG, 1992, J BUS VENTURING, V7, P441; MEAD M, 1928, COMING AGE SAMOA; MOLE RL, 1973, THAI VALUES BEHAV PA; MORRIS MH, 1994, J INT BUS STUD, V25, P65; MUNAN H, 1991, CULTURE SHOCK MALAYS; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; PENG TK, 1991, J ORGAN BEHAV, V12, P87; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RAY DM, 1994, J BUS VENTURING, V9, P157; REDDING S, 1993, SPIRIT CHINESE CAPIT; REDDY PS, 1982, MOL PHYSL, V3, P201; REYNOLDS PD, 1991, ENTREP THEORY PRACT, V16, P47; ROHWER J, 1995, ASIA RISING; SCHLOSSSTEIN S, 1991, ASIAS NEW LITTLE DRA; SCHUMPETER J, 1934, THEORY EC DEV; SHANE S, 1993, J BUS VENTURING, V8, P59; SHAPERO A, 1982, ENCY ENTREPRENEURSHI, P72; TINGTOOMEY S, 1988, THEORIES INTERCULTUR, P213; TRIANDIS HC, 1990, J PERS SOC PSYCHOL, V59, P1006; TUSHMAN ML, 1997, STRATEGY LEADERSHIP, V25, P14; VESPER KH, 1990, NEW VENTURE STRATEGI; WILSON SR, 1992, COMMUNICATION NEGOTI, P176; WORTMAN MS, 1987, J MANAGE, V13, P259; YAN HR, 1995, PROVERBIUM, V12, P357; ZUCKER LG, 1991, NEW I ORG ANAL, P103	60	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				537	553			17	Business; Management	478HL	ISI:000171340900010
J	Sivakumar, K; Nakata, C			The stampede toward Hofstede's framework: Avoiding the sample design pit in cross-cultural research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CLUSTERING COUNTRIES; ECONOMIC-GROWTH; ENTRY MODE; MANAGEMENT; IMPACT; CHOICE	We propose a method to design better multi-country samples for international business studies using Hofstede's framework and aimed at determining the effects of national culture on various business phenomena. We describe typical research scenarios, then develop sets of algorithms that calculate indexes reflecting the power of different samples for hypotheses testing. The indexes were computed from Hofstede's data, then rank ordered. The top multi-country samples are presented in tables for selection when designing studies.	Lehigh Univ, Coll Business & Econ, Bethlehem, PA 18015 USA; Univ Illinois, Coll Business Adm, Dept Managerial Studies, Chicago, IL USA	Sivakumar, K, Lehigh Univ, Coll Business & Econ, Bethlehem, PA 18015 USA		ADLER NJ, 1983, J INT BUS STUD, V14, P29; ADLER NJ, 1992, J INT BUS STUD, V23, P551; ALASUUTARI P, 1995, RES CULTURE QUALITAT; ALDEN D, 1999, J MARKETING; ARMSTRONG RW, 1996, J BUS ETHICS, V15, P1199; BERRY JW, 1980, HDB CROSS CULTURAL P, V2, P1; BOHANNAN P, 1988, HIGH POINTS ANTHR; BRYAN NB, 1995, J END USER COMPUTING, V7, P22; CAVUSGIL ST, 1997, MANAGE INT REV, V37, P71; CHANDY PR, 1994, J INT BUS STUD, V25, P715; COHEN JR, 1993, ACCOUNTING HORIZONS, V7, P1; COSTA JA, 1995, MARKETING MULTICULTU; DAWAR N, 1994, J MARKETING, V58, P81; DESHPANDE R, 1997, MARKETING SCI I WORK, P97; DOUGLAS SP, 1983, INT MARKETING RES; EKELEDO I, 1998, J ACAD MARKET SCI, V26, P274; FERNANDEZ DR, 1997, J SOC PSYCHOL, V137, P43; GRIFFETH RW, 1985, HUM RELAT, V38, P813; HALL E, 1976, CULTURE; HENNART JF, 1998, J INT BUS STUD, V29, P515; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, EXPISCATIONS CROSS C; HOFSTEDE G, 1988, ORGAN DYN, V16, P5; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOLZGREVE W, 1994, CURR OPIN OBSTET GYN, V6, P3; INGLEHART R, 1998, HUMAN VALUES BELIEFS; INKELES A, 1969, HDB SOCIAL PSYCHOL, V4; JOHNSON JP, 1998, J WORLD BUS, V33, P332; KOGUT B, 1988, J INT BUS STUD, V19, P411; NAKATA C, 1996, J MARKETING, V60, P61; NASIF EG, 1991, MANAGE INT REV, V31, P79; RAO A, 1996, J INT BUS STUD, V27, P443; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SAMIEE S, 1994, J ACAD MARKET SCI, V22, P205; SAMIEE S, 1998, J BUS RES, V3, P79; SCHOLLHAMMER H, 1994, MANAGE INT REV, V34, P5; SEKARAN U, 1983, J INT BUS STUD, V14, P61; SMITH PB, 1997, HDB CROSS CULTURAL P, V3, P77; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; STEENKAMP JBEM, 1999, J MARKETING, V63, P55; TERHOFSTEDE F, 1999, J MARKETING RES, V36, P1; VANDEVIJVER FJR, 1997, HDB CROSS CULTURAL P, V1, P257	42	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				555	574			20	Business; Management	478HL	ISI:000171340900011
J	Meyer, KE; Estrin, S			Brownfield entry in emerging markets	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ACQUISITION; INVESTMENT; FIRM; MODE	This paper focuses on the brown-field entry mode, as a special case of acquisition, in which the resources transferred by the investor dominate over those provided by the acquired firm. We see this mode as having particular relevance for entry strategies in emerging markets. The choice of entry mode is analyzed on the basis of a framework utilizing both resource-based and transaction-cost theories. The resource requirements have to be matched with resources available to the investor through an acquired firm, and the decision has to account for the costs of acquiring and integrating the resources.	Ctr E European Studies, Copenhagen Business Sch, Copenhagen, Denmark; London Business Sch, London, England	Meyer, KE, Ctr E European Studies, Copenhagen Business Sch, Copenhagen, Denmark		1997, ECONOMIST       1004, P77; *EBRD, 1999, EUR BANK REC DEV TRA; ANDERSSON T, 1994, SCAND J ECON, V96, P551; ANTALMOKOS Z, 1998, PRIVATISATION POLITI; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BIRKINSHAW J, 2000, J MANAGEMENT STUDIES, V37; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; BUONO AF, 1989, HUMAN SIDE MERGERS A; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1986, COMPETITION GLOBAL I; CAVES RE, 1995, MULTINATIONAL ENTERP; CHATTERJEE S, 1990, ACAD MANAGE J, V33, P780; CHEN SF, 1996, 9727 U CAL AND GRAD; ESTRIN S, 1997, FOREIGN DIRECT INVES; FORSGREN M, 1989, ADV INT MARKETING, V3, P141; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HENNART JF, 1993, MANAGE SCI, V39, P1054; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, J INT BUS STUD, V24, P625; LIEBERMAN MB, 1998, STRATEGIC MANAGE J, V19, P1111; MEYER K, 1998, EUROPEAN MANAGEMENT, V16, P411; MEYER KE, 1998, DIRECT INVESTMENT EC; MEYER KE, 2001, IN PRESS HDB INT BUS; NAHAVANDI A, 1988, ACAD MANAGE REV, V13, P79; PENG MW, 2000, BUSINESS STRATEGIES; PENROSE E, 1959, THEORY GROWTH FIRM; TERPSTRA V, 1990, INT MARKET REV, V7, P52; YIP GS, 1982, STRATEGIC MANAGE J, V3, P331	29	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				575	584			10	Business; Management	478HL	ISI:000171340900012
J	Miller, JS; Hom, PW; Gomez-Mejia, LR			The high cost of low wages: Does maquiladora compensation reduce turnover?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		NATIONAL CULTURE; BORDER; WORK; QUIT; HEALTH; IMPACT; WOMEN	We determined which compensation practices of American-owned plants in Mexico reduced turnover. Regression revealed that profit-sharing and saving plans lowered turnover, while most pay forms did not. We discussed these findings within a national culture approach to compensation administration.	Univ Wisconsin, Milwaukee, WI 53201 USA; Arizona State Univ, Tempe, AZ 85287 USA	Miller, JS, Univ Wisconsin, Milwaukee, WI 53201 USA		BAKER S, 1993, BUSINESS WEEK    APR, V19, P84; BUTLER M, 2000, READINGS CASES INT H; CATANZARITE LM, 1993, IND RELAT, V32, P133; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; CRAVEY A, 1998, WOMEN WORK MEXICOS M; DEFOREST ME, 1994, ACAD MANAGEMENT EXEC, V8, P33; DOUGHERTY J, 1998, PHOENIX NEW TIME JUL, V9, P10; DOUGHERTY J, 1998, PHOENIX NEW TIME JUL, V9, P13; DOUGHERTY J, 1998, PHOENIX NEW TIME JUL, V9, P16; DOUGHERTY J, 1998, PHOENIX NEW TIME JUL, V9, P18; DOUGHERTY J, 1998, PHOENIX NEW TIME JUL, V9, P22; DOWLING P, 1994, INT DIMENSIONS HUMAN; ELENKOV DS, 1998, CALIF MANAGE REV, V40, P133; GALIZZI M, 1998, J LABOR ECON, V16, P367; GAREN J, 1988, RES LABOR EC; GOMEZMEIJIA L, 1992, COMPENSATION ORG STR; GOMEZMEIJIA L, 2001, MANAGING HUMAN RESOU; GUENDELMAN S, 1993, AM J PUBLIC HEALTH, V83, P37; GUENDELMAN S, 1998, AM J IND MED, V33, P501; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOM P, 1995, EMPLOYEE TURNOVER; IPPOLITO R, 1997, PENSION PLANS EMPLOY; KOPINAK K, 1996, DESERT CAPITALISM; LENCKUS D, 1993, BUSINESS INSURA 1004, P3; LEONARD J, 1987, J LABOR ECON, V5, P136; LINCOLN J, 1989, CALIFORNIA MANAGEMEN, V31, P89; MAERTZ C, AC MAN ANN M CINC OH; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; PHATAK A, 1992, INT DIMENSIONS MANAG; PICOU A, 1995, J BORDERLAND STUDIES, V10, P75; POWELL I, 1994, IND RELAT, V33, P229; SARGENT J, 1997, J BORDERLANDS STUDIE, V12, P17; SCHULER R, 1996, BUS HORIZONS, V39, P55; SCHULER RS, 1998, J INT BUS STUD, V29, P159; SHAW JD, 1998, ACAD MANAGE J, V41, P511; SUNOO BP, 2000, WORKFORCE, V79, P40; TIANO S, 1994, PATRIARCHY LINE LABO; TIANO S, 1999, ENVIRON PLANN A, V31, P305; TULLY K, 1999, CORPORATE LOCATI SEP, P104; WILSON N, 1991, IND LABOR RELAT REV, V44, P454	40	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				585	595			11	Business; Management	478HL	ISI:000171340900013
J	Griffith, DA; Harvey, MG			A resource perspective of global dynamic capabilities	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; POWER; FIRM; VIEW	Global dynamic capabilities is used to integrate resource- and market-based views of the firm to enhance understanding of a firm's power in international business relationships. Regression is used to model resource- and market-based assets influencing power in international relationships, with a sample of distributors from Canada, Chile, Great Britain, and the Philippines. Results indicate that asset specificity, predictability and market knowledge gap influence a distributor's power. Implications are presented.	Univ Hawaii, Coll Business Adm, Honolulu, HI 96822 USA; Univ Mississippi, Sch Business Adm, University, MS 38677 USA	Griffith, DA, Univ Hawaii, Coll Business Adm, Honolulu, HI 96822 USA		*COMM SERV INT CON, 1995, NAT TRAD DAT BANK; ARMSTRONG JS, 1977, J MARKETING RES, V24, P396; BARNEY J, 1991, J MANAGE, V17, P99; BROWN JR, 1983, J RETAILING, V59, P53; BUTANEY G, 1988, J MARKETING, V36, P85; COASE RH, 1937, ECONOMICA, V4, P386; DAVENI RA, 1999, SLOAN MANAGE REV, V40, P127; DIELMAN TE, 1991, APPL REGRESSION ANAL; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DYER JH, 1998, ACAD MANAGE REV, V23, P660; DYER JH, 2000, STRATEGIC MANAGE J, V21, P345; EISENHARDT KM, 2000, STRATEGIC MANAGE J, V21, P1105; GASKI JF, 1986, J MARKETING RES, V23, P62; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; GRANT RM, 1996, STRATEGIC MANAGE J, V17, P109; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; INKPEN A, 1997, ACAD MANAGE REV, V20, P177; KALE SH, 1986, J MARKETING RES, V23, P387; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111; LEONARDBARTON D, 1995, WELLSPRINGS KNOWLEDG; PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179; SHETH JN, 1992, SCANDINAVIAN INT BUS, V1, P71; SPERBER AD, 1994, J CROSS CULT PSYCHOL, V25, P501; SRIVASTAVA RK, 1998, J MARKETING, V62, P2; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WILLIAMSON OE, 1985, EC I CAPITALISM FIRM	30	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	3				597	606			10	Business; Management	478HL	ISI:000171340900014
J	Chung, W			Identifying technology transfer in foreign direct investment: Influence of industry conditions and investing firm motives	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RESEARCH-AND-DEVELOPMENT; UNITED-STATES; EFFICIENCY; SPILLOVERS; KNOWLEDGE; LABORATORIES; CAPABILITIES; COMPETITION; PERFORMANCE	Firms have different motives for investing abroad, most notably to exercise existing capabilities, but also to build new capabilities by accessing knowledge located abroad. Recognizing this heterogeneity helps determine whether foreign investments transfer technology to their host industries. Using host industries' initial level of competition to differentiate when each of these dichotomous motives is more likely, I examine change in productivity resulting from inward FDI in US manufacturing industries for 1987 through 1991. While controlling for change in industry competition, I find that relatively uncompetitive industries experience productivity growth while competitive industries experience productivity stagnation from FDI. This differential outcome is consistent with heterogeneous investment motives.	NYU, Stern Sch Business, New York, NY 10012 USA	Chung, W, NYU, Stern Sch Business, New York, NY 10012 USA		BALDWIN R, 1995, DYNAMICS IND COMPETI; BARRELL R, 1997, ECON J, V107, P1770; BARTELSMAN EJ, 1996, NBER TECHNICAL WORKI, V205; BLOMSTROM M, 1986, J IND ECON, V35, P97; BLOMSTROM M, 1998, NBER WORKING PAPER, V6816; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1996, MULTINATIONAL ENTERP; CHUNG W, 2001, J ECON BEHAV ORGAN, V45, P187; CLARK KB, 1991, PRODUCT DEV PERFORMA; FLORIDA R, 1997, RES POLICY, V26, P85; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; HADDAD M, 1993, J DEV ECON, V42, P51; HALL RE, 1988, J POLITICAL EC, V96, P921; JAFFE AB, 1993, Q J ECON, V108, P577; KANG N, 1995, THESIS U MICHIGAN AN; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1992, ORGAN SCI, V3, P383; KOKKO A, 1994, J DEV ECON, V43, P279; KUEMMERLE W, 1999, J INT BUS STUD, V30, P1; LEVINSOHN J, 1993, J INT ECON, V35, P1; MANSFIELD E, 1980, Q J ECON, V95, P737; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; NICKELL SJ, 1996, J POLIT ECON, V104, P724; PEARCE R, 1999, RES POLICY, V28, P23; PORTER ME, 1990, HARVARD BUS REV, V68, P73; POWELL WW, 1990, RES ORGAN BEHAV, V12, P295; SCHMALENSEE R, 1989, HDB IND ORG; SHAVER JM, 1998, MANAGE SCI, V44, P571; TYBOUT J, 1991, J INT ECON, V31, P231; WESSON T, 1993, THESIS HARVARD U BOS	30	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				211	229			19	Business; Management	439JX	ISI:000169114700001
J	Birkinshaw, J; Toulan, O; Arnold, D			Global account management in multinational corporations: Theory and evidence	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMMUNICATION	This paper uses two theoretical perspectives, information processing and resource dependency, to examine global account management (the co-ordination of activities involved in serving a single customer in multiple countries), If is hypothesized that global account management structures allow the multinational corporation (MNC) to increase its information processing capacity as well as its bargaining power vis-a-vis the global customer. Using data on 106 global accounts in 16 MNCs, we find support for both perspectives individually. Furthermore, evidence is presented for an interaction effect in which the effectiveness of structures for increasing information processing is conditional upon the presence of high customer dependence.	London Business Sch, London, England; McGill Univ, Montreal, PQ H3A 2T5, Canada	Birkinshaw, J, London Business Sch, London, England		ACHROL RS, 1999, J MARKETING, V63, P146; ALLEN TJ, 1986, IEEE T ENG MANAGE, V33, P212; ANCONA DG, 1992, ORGAN SCI, V3, P321; BASTIEN DT, 1987, HUM RESOURCE MANAGE, V26, P17; CARTER JR, 1989, DECISION SCI, V20, P759; DAY GS, 1994, J MARKETING, V58, P37; DAY GS, 1999, J MARKETING, V63, P3; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; EGELHOFF WG, 1992, J INT BUS STUD, V23, P341; EMERSON RM, 1962, AM SOCIOL REV, V27, P31; GALBRAITH J, 1973, DESIGNING COMPLEX OR; GALBRAITH J, 1977, ORG DESIGN; GHOSHAL S, 1990, ACAD MANAGE REV, V10, P323; HAKANSSON H, 1982, INT MARKETING PURCHA; KLEIN B, 1978, J LAW ECON, V21, P297; KUMAR N, 1993, ACAD MANAGE J, V36, P1633; MCDONALD M, 1997, J MARKETING MANAGEME, V13, P737; MILLMAN T, 1999, THEXIS, V4, P2; MOMANI F, 1999, THEXIS, V4, P44; MONTGOMERY D, 1998, 1481 STANF BUS SCH; MONTGOMERY D, 1999, THEXIS, V4, P10; NAHAPIET J, 1994, 14 ANN STRAT MAN SOC; NAPOLITANO L, 1998, NAMA J, V34, P3; NISHIGUCHI T, 1994, STRATEGIC IND SOURCI; PFEFFER JR, 1978, EXTERNAL CONTROL ORG; PORTER ME, 1980, COMPETITIVE STRATEGY; SENN C, 1999, 15 IND MARK PURCH C; SHAPIRO B, 1982, NATL ACCOUNT MANAGEM; SHAPIRO B, 1984, SUPPORT SYSTEMS NATL; THOMPSON JD, 1967, ORG ACTION; WEBSTER FE, 1972, J MARKETING, V36, P2; WEILBAKER DC, 1997, J PERSONAL SELLIN 17, V4, P24; WILSON KJ, 1999, THEXIS, V4, P30; YIP GS, 1996, INT MARKET REV, V13, P24	34	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				231	248			18	Business; Management	439JX	ISI:000169114700002
J	Laroche, M; Kirpalani, VH; Pons, F; Zhou, LX			A model of advertising standardization in multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Although there have been several studies concerning the issue of advertising standardization, few authors have proposed an integrated model of the determinants of advertising standardization Even if the extent of control of Multinational Corporations (MNC) over their subsidiaries is often cited as a key element in the determination of the level of advertising standardization adopted by the MNCs, there is no consistent view concerning the role of this variable. This paper attempts to clarify these points by proposing, at the MNC level, a measurement model and a structural model for the determinants of the degree of advertising standardization. in this model, the mediation effect of the MNC's degree of control over the subsidiary is tested and validated, In addition, the measurement instruments used for the determinants are confirmed.	Concordia Univ, John Molson Sch Business, Montreal, PQ, Canada; Univ Guelph, Guelph, ON N1G 2W1, Canada	Laroche, M, Concordia Univ, John Molson Sch Business, Montreal, PQ, Canada		AGRAWAL SP, 1995, RES IND, V40, P1; BANERJEE A, 1994, INT J ADVERTISING, V13, P95; BENTLER P, 1989, STRUCTURAL EQUATIONS; BODDEWYN JJ, 1991, J ADVERTISING, V20, P25; BOLLEN K, 1989, STRUCTURAL EQUATIONS; BRITT SH, 1974, COLUMBIA J WORLD BUS, P39; BROWNE MW, 1989, MULTIVAR BEHAV RES, V24, P445; BUZZELL RD, 1968, HARVARD BUS REV, V46, P102; CARMINES EG, 1981, SOCIAL MEASUREMENT C, P65; CHASE D, 1987, ADV AGE         0820, P142; CHIN WW, 1998, MIS Q, V22, P1; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; DAVIDSON WH, 1989, TRADE POLICY CORPORA; DELATORRE J, 1975, ATLANTIC EC REV, V9, P9; DOUGLAS SP, 1986, INT MARKETING MANAGE, P157; DOZ Y, 1980, SLOAN MANAGE REV, V22, P27; DOZ Y, 1984, J INT BUS STUD, V15, P55; DUNCAN T, 1995, J ADVERTISING, V24, P55; DUNN S, 1976, J MARKETING, V40, P50; ELINDER E, 1961, INT ADVERTISER   DEC, P12; FORNELL C, 1981, J MARKETING RES, V18, P39; GERBING D, 1993, TESTING STRUCTURAL E; GUILBERT M, 1985, THESIS U DE LILLE LI; HAMILTON R, 1999, MANAGE INT REV, V39, P167; HARVEY M, 1993, J ADVERTISING RE JUL, P57; HARZING AW, 2000, J INT BUS STUD, V31, P101; HENZLER H, 1986, MCKINSEY Q       WIN, P52; HILL JS, 1990, CURRENT ISSUES RES A, V12, P135; HITE RE, 1988, J ADVERTISING RE AUG, P9; HULBERT J, 1980, MANAGING MULTINATION; JAIN SC, 1989, J MARKETING, V53, P70; KANSO A, 1992, J ADVERTISING RES, V32, P10; KILLOUGH J, 1978, HARVARD BUS REV, V56, P102; KIRPALINI VH, 1988, INT J ADVERTISING, V7, P323; KUSTIN R, 1995, LEADERSHIP ORG DEV J, V16, P11; MARTENSON R, 1987, INT J ADVERTISING, V6, P133; MCCRACKEN G, 1988, CULTURE CONSUMPTION; MICHELL P, 1995, INT J ADVERTISING, V14, P183; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; NUNNALLY J, 1978, PSYCHOMETRIC THEORY; ONKVISIT S, 1987, COLUMBIA J WORLD BUS, V22, P43; ONKVISIT S, 1999, J ADVERTISING RES, V39, P19; PAPAVASSILIOU N, 1997, EUR J MARKETING, V31, P504; PEDHAZUR E, 1991, MEASUREMENT DESIGN A; PEEBLES DM, 1978, J MARKETING, V42, P28; POYNTER TA, 1980, WORKING PAPER SERIES, V238; PRAHALAD CK, 1981, MULTINATIONAL MISSIO, P157; RAU PA, 1987, INT MARKET REV, V4, P18; RUTENBERG DP, 1982, MULTINATIONAL MANAGE; SANDLER DM, 1992, INT MARKET REV, V9, P18; SOLBERG CA, 2000, J INT MARKETING, V8, P78; STEENKAMP JB, 1991, INT J RES MARK, V12, P97; SYNODINOS NE, 1989, J ADVERTISING RES, V29, P43; TAI SH, 1998, J MANAGERIAL ISSUES, V10, P318; TANAKA JS, 1993, TESTING STRUCTURAL E, P10; TSE DK, 1988, J MARKETING, V52, P81; VARDAR N, 1992, GLOBAL ADVERTISING R; WALTERS PGP, 1986, J INT BUS STUD, V17, P55; WILLS JR, 1977, EUR J MARKETING, V11, P577	59	18	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				249	266			18	Business; Management	439JX	ISI:000169114700003
J	van Tulder, R; Kolk, A			Multinationality and corporate ethics: Codes of conduct in the sporting goods industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CHARACTER	The international operations of firms have substantial impact on the formulation and implementation of business ethical principles such as codes of conduct. The international sporting goods industry hers been a pioneer in setting up codes and thus provides much relevant experience. Different sourcing strategies, degrees of multinationality and national backgrounds affect the contents of codes. Moreover, international (non-governmental) organizations prove equally effective in triggering sophisticated codes.	Erasmus Univ, Rotterdam Sch Management, NL-3000 DR Rotterdam, Netherlands; Univ Amsterdam, Fac Econ, Dept Accountancy & Informat Management, NL-1012 WX Amsterdam, Netherlands	van Tulder, R, Erasmus Univ, Rotterdam Sch Management, NL-3000 DR Rotterdam, Netherlands		*CEP, 1998, SREEN 1998 CEPS INT; *ILO, 1998, OVERVIEW GLOBAL DEV; *OECD, 1999, COD CORP COND INV; *US DOL, 1997, SWEAT TOLL CHILDR; BOWIE NE, 1997, ETHICAL THEORY BUSIN, P522; BROOKES B, 1995, GLOBE TROTTING SPORT; BULLER PF, 1999, J WORLD BUS, V34, P326; DONALDSON T, 1989, ETHICS INT BUSINESS; DONALDSON T, 1996, HARVARD BUSINESS SEP, P48; GRIFFIN JJ, 1997, BUS SOC, V36, P5; HEMPHILL TA, 1999, BUSINESS SOC REV, V104, P121; JACKSON KT, 1997, J BUS ETHICS, V16, P1227; JACKSON KT, 2000, J BUS ETHICS, V23, P123; KOLK A, 1999, TRANSNATIONAL CORPOR, V8, P143; KOLK A, 2000, EC ENV MANAGEMENT; KOLK A, 2001, ESB, V86, P160; LANGLOIS CC, 1990, J INT BUS STUD, V21, P519; PAULY LW, 1997, INT ORGAN, V51, P1; PRAKASH A, 2000, BUS SOC, V39, P183; QUINN JB, 1994, SLOAN MANAGE REV, V35, P43; ROSIER M, 1997, PRODUCENTEN SPORTART; RUIGROK W, 1995, LOGIC INT RESTRUCTUR; SAJHAU JP, 1997, BUSINESS ETHICS TEXT; VOGEL DJ, 1992, CALIFORNIA MANAGEMEN, V37, P30; WARTICK SL, 1998, INT BUSINESS SOC; WHITLEY R, 1999, DIVERGENT CAPITALISM; YALLOP D, 1999, THEY STOLE GAME	27	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				267	283			17	Business; Management	439JX	ISI:000169114700004
J	Manev, IM; Stevenson, WB			Nationality, cultural distance, and expatriate status: Effects on the managerial network in a multinational enterprise	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORGANIZATIONS; PERFORMANCE; STRATEGY; CORPORATIONS; SEARCH; FIRMS; POWER	We study the role of three characteristics of international managers-nationality, cultural distance, and expatriate status, for their network ties. A network analysis of cross-subsidiary interactions among 457 managers in an MNE demonstrates that managers form strong expressive ties with peers with smaller cultural distance and from the same status group. However, managers form strong instrumental ties with peers who are different on these background characteristics. The implications for international management theory and practice are discussed.	Univ Maine, Orono, ME 04469 USA; Boston Coll, Chestnut Hill, MA 02167 USA	Manev, IM, Univ Maine, Orono, ME 04469 USA		ADLER NJ, 1997, INT DIMENSIONS ORG B; BAKER WE, 1992, NETWORKS ORG STRUCTU, P397; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BARTLETT CA, 1989, MANAGING NATL BORDER; BIRDSEYE MG, 1995, J INT BUS STUD, V26, P787; BLACK J, 1992, J INT BUS STUD, V22, P225; BORGATTI SP, 1997, UCINET 5 0 WINDOWS; BOYACIGILLER NA, 1990, J INT BUS STUD, V31, P357; BUCKLEY PJ, 1985, EC THEORY MULTINATIO; BURKHARDT ME, 1994, ACAD MANAGE J, V37, P869; DIMAGGIO P, 1992, NETWORKS ORG STRUCTU, P118; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; DUBABCOCK B, 1996, J BUS COMMUN, V33, P141; EDSTROM A, 1977, ADM SCI Q, V22, P248; ERICKSON BH, 1988, SOCIAL STRUCTURES NE; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GRANOVET.MS, 1973, AM J SOCIOL, V78, P1360; GREGERSEN HB, 1996, J INT BUS STUD, V27, P711; HANSEN MT, 1999, ADMIN SCI QUART, V44, P82; HARVEY MG, 1989, J INT BUS STUD, V20, P131; HEDLUND G, 1990, MANAGING GLOBAL FIRM; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; HOFSTEDE GH, 1983, EXPISCATIONS CROSS C; IBARRA H, 1992, ADMIN SCI QUART, V37, P422; IBARRA H, 1993, ADMIN SCI QUART, V38, P277; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; KILDUFF M, 1992, J INT BUS STUD, V23, P133; KOBRIN SJ, 1988, HUMAN RESOURCE MANAG, V27, P63; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; KOGUT B, 1988, J INT BUS STUD, V19, P411; KRACKHARDT D, 1988, SOC NETWORKS, V10, P359; LAUMANN EO, 1983, APPL NETWORK ANAL; LEIBAOSULLIVAN S, 1999, J INT BUS STUD, V30, P709; LINCOLN JR, 1981, ADM SCI Q, V26, P93; MARSCHANPIEKKAR.R, 1999, INT J HUM RESOUR MAN, V10, P377; MARSDEN PV, 1984, SOC FORCES, V63, P482; MARSDEN PV, 1988, SOC NETWORKS, V10, P56; MCPHERSON JM, 1987, AM SOCIOL REV, V52, P370; MEHRA A, 1998, ACAD MANAGE J, V41, P441; MENDENHALL ME, 1986, ACAD MANAGE REV, V10, P39; MOROSINI P, 1998, J INT BUS STUD, V29, P137; NOHRIA N, 1997, DIFFERENTIATED NETWO; PETERSEN RB, 2000, THUNDERBIRD INT BUSI, V42, P145; PETTIGREW AM, 1972, SOCIOLOGY, V6, P187; RUGMAN AM, 1981, INSIDE MULTINATIONAL; TICHY NM, 1979, ACAD MANAGE REV, V4, P507; TSAI WP, 1998, ACAD MANAGE J, V41, P464; TSUI AS, 1989, ACAD MANAGE J, V32, P402	49	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				285	303			19	Business; Management	439JX	ISI:000169114700005
J	Lenartowicz, T; Roth, K			Does subculture within a country matter? A cross-cultural study of motivational domains and business performance in Brazil	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		VALUES	This study examines the effects of within-country subcultures on business outcomes. We first argue that individuals' values vary across subcultures. We then suggest that values, as expressed through motivational domains, influence business performance. Finally, joining these two propositions, we posit that business performance will vary by subculture. Based on data from four regional subcultures in Brazil, a subculture effect was found for both motivational domains and business performance. The results suggest that it is important to consider the cultural Variation within a country when examining business outcomes.	Univ Texas, Austin, TX 78712 USA; Univ S Carolina, Columbia, SC 29208 USA	Lenartowicz, T, Univ Texas, Austin, TX 78712 USA		ADLER NJ, 1984, ADV INT COMP MANAGEM, V1, P31; ADLER NJ, 1986, J MANAGE, V12, P295; ARCHER MS, 1996, CULTURE AGENCY PLACE; BASTIDE R, 1964, BRESIL TERRE CONTRAS; CANTER D, 1985, FACET THEORY; CHURCHILL GA, 1991, MARKETING RES METHOD; CLARK T, 1990, J MARKETING, V54, P66; DAVIDSON WR, 1966, RETAILING MANAGEMENT; DAVIS WL, 1967, J PERS, V35, P547; DIAS F, 1985, CIENCIA TROPICO, V13, P73; ENGLAND GW, 1975, MANAGER HIS VALUES I; EREZ M, 1993, CULTURES SELF IDENTI; EREZ M, 1996, ACAD MANAGE J, V39, P1513; FILHO PH, 1985, CIENCIA TROPICO, V3, P91; FREYRE G, 1959, CULTURE MODERN BRAZI; GOVINDARAJAN V, 1989, STRATEGIC MANAGE J, V10, P251; HANNERZ U, 1992, CULTURAL COMPLEXITY; HEBERT RF, 1988, ENTREPRENEUR MAINSTR; HOFSTEDE G, 1980, CULTURE CONSEQUENCES; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOUAISS C, 1985, CIENCIA TROPICO J, V13, P99; INGENE CA, 1982, J MARKETING, V46, P75; JANZ WR, 1992, J ARCHITECTURAL PLAN, V9, P48; JOHNSTON H, 1993, SOCIOL RELIG, V54, P237; KAHLE LR, 1984, ATTITUDES SOCIAL ADA; KAHLE LR, 1986, J MARKETING, V50, P37; KAMAKURA WA, 1991, J CONSUM RES, V18, P208; KUJAWSKI GD, 1985, CIENCIA TROPICO, V13, P111; LENARTOWICZ T, 1999, J INT BUS STUD, V30, P781; LUEBKE FC, 1987, GERMANS BRAZIL; MOMSEN RP, 1968, BRAZIL GIANT STIRS; MULLER TE, 1989, J INT CONSUMER MARKE, V1, P57; MUNSON JM, 1979, J MARKETING RES, V16, P48; PINES HA, 1972, J PERS, V40, P407; PORZECANSKI T, 1983, DESARROLLO COMUNIDAD; REDINBAUGH LD, 1976, RETAILING MANAGEMENT; ROKEACH M, 1973, NATURE HUMAN VALUES; SCHEIN EH, 1990, AM PSYCHOL, V45, P109; SCHERER R, 1989, J ORGAN CHANGE MANAG, V2, P16; SCHNEIDER B, 1975, PERS PSYCHOL, V28, P447; SCHWARTZ SH, 1987, J PERS SOC PSYCHOL, V53, P550; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC; SMITH TL, 1972, BRAZIL PEOPLE I; TRIANDIS HC, 1972, ANAL SUBJECTIVE CULT; WEBB KE, 1964, BRAZIL; WELLINGTON RA, 1974, BRAZILIANS THEY LIVE; WOLFGANG ME, 1982, SUBCULTURE VIOLENCE	50	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				305	325			21	Business; Management	439JX	ISI:000169114700006
J	Peng, MW; York, AS			Behind intermediary performance in export trade: Transactions, agents, and resources	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRM; CHANNEL; COST	Integrating transaction cost, agency, and resource-based theories, this study extends the work of Peng and Ilinitch (1998) by undertaking the first empirical efforts to explore the determinants of export intermediary performance. We suggest that given the transaction cost constraints and principal-agent conflicts, export intermediaries' performance depends on their possession of valuable, unique, and hard-to-imitate resources which help minimize their clients' transaction and agency costs. Survey results from 166 firms largely support our hypotheses.	Ohio State Univ, Columbus, OH 43210 USA; Univ N Carolina, Chapel Hill, NC USA	Peng, MW, Ohio State Univ, Columbus, OH 43210 USA		*DEP COMM, 1985, COMP EDG US EXP; AABY NE, 1989, INT MARKET REV, V6, P7; ANDERSON E, 1987, J MARKETING, V51, P71; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AULAKH PS, 1997, J INT BUS STUD, V28, P145; BARNEY J, 1991, J MANAGE, V17, P99; BARNEY J, 1997, GAINING SUSTAINING C; BEAMISH P, 1999, MANAGE INT REV, V39, P37; BELLO DC, 1985, J INT BUS STUD, V16, P65; BILKEY WJ, 1982, J INT BUS STUD, V13, P39; BRASCH JJ, 1978, J INT BUS STUD, V9, P59; CAMPA JM, 1999, MANAGE SCI, V45, P1463; CAVUSGIL ST, 1987, IND MARKETING PURCHA, V2, P19; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CONNER KR, 1991, J MANAGE, V17, P121; DILLMAN D, 1978, MAIL TELEPHONE SURVE; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519; HAIGH RW, 1994, COLUMBIA J WORLD BUS, V29, P66; HEIDE JB, 1988, J MARKETING, V52, P20; HENISZ WJ, 1999, BUSINESS POLITICS, V1, P261; ILINITCH AY, 1994, DEV INTANGIBLE RESOU; JENSEN MC, 1976, J FINANC ECON, V3, P305; KATSIKEAS C, 1996, J GLOB MARK, V9, P23; KLEINBAUM D, 1988, APPL REGRESSION ANAL; LEONIDOU LC, 1995, J INT MARKETING, V3, P29; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; LEONIDOU LC, 1998, INT MARKET REV, V15, P373; LEWICKI R, 1994, NEGOTIATION; MADSEN TK, 1987, ADV INT MARKETING, V2, P177; MASTEN SE, 1993, MANAGERIAL DECISION, V14, P119; PENG MW, 1998, BEHIND SUCCESS FAILU; PENG MW, 1998, J INT BUS STUD, V29, P609; PENG MW, 2000, J MANAGE STUD, V37, P167; PENG MW, 2001, IN PRESS STRATEGIES; PERRY A, 1992, EVOLUTION US INT TRA; ROOT F, 1994, ENTRY STRATEGIES INT; ROSENFELD L, 1997, CLIN CHEM, V43, P680; SHIPLEY D, 1988, SERV IND J, V8, P176; SHOHAM A, 1998, J INT MARKETING, V6, P59; SPENCE A, 1973, MARKET SIGNALING; TROH L, 1996, EXPORTER         MAY, P2; TUNG RL, 1988, ADV INT COMP MANAGEM, V3, P203; WEISS SE, 1994, SLOAN MANAGE REV, V35, P51; WILLIAMSON O, 1985, EC I CAPITALISM; WILLIAMSON OE, 1988, J FINANC, V43, P567; WILLIAMSON OE, 1999, STRATEGIC MANAGE J, V20, P1087; ZOU SM, 1998, J INT MARKETING, V6, P37	49	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				327	346			20	Business; Management	439JX	ISI:000169114700007
J	Duysters, G; Hagedoorn, J			Do company strategies and stuctures converge in global markets? Evidence from the computer industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FORMAL-STRUCTURE; ORGANIZATIONS	This note examines isomorphism and diversity in a global industry. We study how the ongoing internationalisation process has affected companies from various regions of the world. Empirical research is focussed on the international computer industry. We find that companies in this sector have become more divergent and that there is little evidence of a process of isomorphism.	Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands; Maastricht Univ, MERIT, Maastricht, Netherlands	Duysters, G, Eindhoven Univ Technol, NL-5600 MB Eindhoven, Netherlands		*GARTN GROUP, 1995, YARDST WORLDW TOP 10; *IFR SEC, 1995, IFR SEC DAT; *MERIT, 1998, CATI DAT BANK; ALDRICH HE, 1979, ORG ENV; BOEKER WP, 1988, ECOLOGICAL MODELS OR; BURNS T, 1961, MANAGEMENT INNOVATIO; CANTWELL J, 1991, GLOBAL RES STRATEGY; CARROLL GR, 1987, PUBLISH PERISH ORG E; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNNING JH, 1988, MULTINATIONALS TECHN; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUYSTERS G, 1996, RES POLICY, V25, P1; FLAMM K, 1988, CREATING COMPUTER GO; HAGEDOORN J, 1997, 1997 AC MAN M BOST; HANNAN MT, 1984, AM SOCIOL REV, V49, P149; HANNAN MT, 1989, ORG ECOLOGY; HAWLEY A, 1968, INT ENCYCL SOC SCI, P328; HU YS, 1992, CALIF MANAGE REV, V34, P107; LAWRENCE PR, 1967, ORG ENV; MANSELL R, 1993, NEW TELECOMMUNICATIO; MEYER JW, 1977, AM J SOCIOL, V83, P340; NELSON RR, 1982, EVOLUTIONARY THEORY; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADV NATI; REICH RB, 1991, WORK NATIONS; SINGH JV, 1990, ANNU REV SOCIOL, V16, P161; STINCHCOMBE AL, 1965, HDB ORG; TOLBERT PS, 1983, ADMIN SCI QUART, V28, P22; WINTER SG, 1990, ORG EVOLUTION NEW DI, P269	29	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				347	356			10	Business; Management	439JX	ISI:000169114700008
J	Meyer, KE			Institutions, transaction costs, and entry mode choice in eastern Europe	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		SUBSIDIARIES; STRATEGY	The process of change from a centrally planned system to a market economy generates an institutional framework that is only partially reformed, and therefore inconsistent and unstable. This leads to high transaction costs for economic agents. Multinational enterprises entering transition countries have to adapt their strategies to the local institutions and reduce exposure to highly imperfect markets. This paper analyzes how the costs of organizing business in transition environments influence entry mode choice. The empirical results show that host country institutions in transition economies, have an impact on the choice of entry modes. Moreover, different mechanisms determine the internalization of managerial and technological knowledge.	Copenhagen Business Sch, Dept Int Econ & Management, Copenhagen, Denmark	Meyer, KE, Copenhagen Business Sch, Dept Int Econ & Management, Copenhagen, Denmark		*EBRD, 1999, TRANS REP 1999; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ARROW KJ, 1971, ESSAYS THEORY RISK B; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1996, MULTINATIONAL ENTERP; CHILD J, 1996, ORGAN STUD, V17, P167; CLAGUE C, 1997, I EC DEV GROWTH GOVE; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHEMAWAT P, 1999, INT J IND ORGAN, V17, P847; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JOHANSON J, 1977, J INT BUSINESS S SPR; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1996, CORPORATE GOVT CENTR, V1, P293; MEYER KE, 1998, DIRECT INVESTMENT EC; MEYER KE, 2001, IN PRESS J INT BUSIN; MEYER KE, 2001, IN PRESS OXFORD HDB; NEWMAN K, 2000, ACAD MANAGE REV, V26, P602; NORTH DC, 1990, I I CHANGE EC PERFOR; OXLEY JE, 1999, J ECON BEHAV ORGAN, V38, P283; PENG MW, 2000, BUSINESS STRATEGIES; PUFFER S, 1996, BUSINESS MANAGEMENT; STARK D, 1996, AM J SOCIOL, V101, P993; SWAAN W, 1997, TRANSITION MARKET EC, V2, P53	28	30	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				357	367			11	Business; Management	439JX	ISI:000169114700009
J	Jun, S; Gentry, JW; Hyun, YJ			Cultural adaptation of business expatriates in the host marketplace	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CONSUMER ACCULTURATION; ADJUSTMENT; ANTECEDENTS; COMMITMENT; ANXIETY	Satisfaction with the host culture has been found to influence the expatriate's commitment to the local operation and to the parent company. This paper investigates the role that the expatriate's consumer experiences play in the determination of his/her satisfaction with the new culture. Market alienation has a negative effect on satisfaction, but it is reduced by participation in the host marketplace. Further, cultural knowledge was not found to be directly related to satisfaction with the host culture, but rather was related indirectly through its association with participation in the host marketplace.	Hannam Univ, Taejon, South Korea; Univ Nebraska, Lincoln, NE 68583 USA; Ajou Univ, Suwon 441749, South Korea	Jun, S, Hannam Univ, Taejon, South Korea		ALLISON NK, 1978, J MARKETING RES, V15, P565; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BENNETT MJ, 1986, INT J INTERCULT REL, V10, P179; BERGER CR, 1975, HUMAN COMMUNICATION, V1, P99; BERRY JW, 1987, INT MIGR REV, V21, P491; BIRDSEYE MG, 1995, J INT BUS STUD, V26, P787; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; FELDMAN DC, 1992, J INT BUS STUD, V23, P271; FELDMAN DC, 1993, J INT BUS STUD, V24, P507; GAO GE, 1990, INT J INTERCULT REL, V14, P301; GILLY MC, 1995, ADV CONSUM RES, V22, P506; GREGERSEN HB, 1992, ACAD MANAGE J, V35, P65; GUDYKUNST WB, 1983, HDB INTERCULTURAL TR, V1, P118; GUDYKUNST WB, 1986, HUM COMMUN RES, V12, P525; GUDYKUNST WB, 1988, CROSS CULTURAL ADAPT, P107; HARZING AW, 2000, IND MARKET MANAG, V29, P243; JORESKOG KG, 1989, LISREL7 GUIDE PROGRA; JUN S, 1997, INT BUSINESS REV, V6, P519; KOTABE M, 1998, GLOBAL MARKETING MAN; LEE WN, 1989, ADV CONSUM RES, V16, P771; MATHIEU JE, 1990, PSYCHOL BULL, V108, P171; OBERG K, 1960, PRACTICAL ANTHR, V7, P177; PENALOZA L, 1994, J CONSUM RES, V21, P32; PRUDEN HO, 1974, J ACAD MARKET SCI, V2, P610; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; SCHILD EO, 1962, J SOC ISSUES, V18, P41; SELMER J, 1999, J WORLD BUS, V34, P41; STEPHAN CW, 1992, INT J INTERCULT REL, V16, P89; THOMAS KM, 1996, LEADERSHIP QUART, V7, P215; TORBIORN I, 1982, LIVING ABROAD PERSON; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TUNG RL, 1981, COLUMBIA J WORLD SPR, P68; WARD C, 1992, INT J INTERCULT REL, V16, P175; WEIMANN G, 1984, INT J INTERCULT REL, V8, P185	35	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	2				369	377			9	Business; Management	439JX	ISI:000169114700010
J	Child, J; Tse, DK			China's transition and its implications for international business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSFORMATION; ECONOMY; ISSUES; ORDER; ENTRY	This paper focuses on institutional change as the central and most consequential contextual aspect of China's transition. Identification of key characteristics of China's emergent institutions leads to propositions on their relevance for international business practice. China's transition also raises issues for theory development, including the way that transition is modeled, the need to draw upon multiple perspectives, and the concomitants of a contextual approach.	Univ Hong Kong, Sch Business, Chinese Management Ctr, Hong Kong, Hong Kong, Peoples R China	Child, J, Univ Hong Kong, Sch Business, Chinese Management Ctr, Hong Kong, Hong Kong, Peoples R China		1998, EC INFORMATION  1021; 1999, ECONOMIST       0828, P58; 1999, MING PAO        0826; 1999, QIJI COM        1006; 2000, CHINA EC NEWS   0612, P1; *EBRD, 1999, TRANS REP 1999 10 YE; *HKTDC, 1998, CHIN CONS MARK; *HKTDC, 1999, EXP CHIN DISTR CHANN; *IFC, 2000, PRIV ENT CHIN; *NAT BUR STAT, 1999, CHIN STAT YB 1999; *STAT BMA COMM, STAT MBA ED ADV COMM; *UNCTAD, 1999, WORLD INV REP 1999; *UNDP, 1999, CHIN HUM DEV REP; *WORLD BANK, 1996, WORLD DEV REP PLAN M; *WORLD EC FOR, 2000, GLOB COMP REP 2000; ALDRICH HE, 1979, ORG ENV; BECKER J, 1999, S CHINA MORNGIN 0828, P1; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BOISOT M, 1999, ORGAN SCI, V10, P237; CAI KG, 1999, CHINA Q, V160, P856; CHILD J, 1994, MANAGEMENT CHINA AGE; CHILD J, 1996, ORGAN STUD, V17, P167; CHILD J, 2000, ADV INT COM, V13, P27; DEJONQUIERES G, 2000, FINANCIAL TIMES 0526, P12; DERNBERG RF, 1999, CHINA Q, V159, P606; DIMAGGIO PJ, 1991, NEW I ORG ANAL, P1; FRAZER AJ, 1999, CHINA BUSINESS R JAN, P44; HOSKISSON RE, 2000, ACAD MANAGE J, V43, P249; JOHNSON I, 2000, ASIAN WALL STRE 0323, P1; JOHNSON I, 2000, ASIAN WALL STRE 0323, P5; KEISTER LA, 2000, CHINESE BUSINESS GRO; LI SM, 1999, VISIBLE INVISIBLE HA; LIN ZW, 1998, HETEROCYCL COMMUN, V4, P7; LUBMAN S, 1995, CHINA Q, V141, P1; LUO YD, 2000, MULTINATIONAL CORPOR; MCGRATH RG, 1999, ACAD MANAGE REV, V24, P13; NAUGHTON B, 1994, GROWING OUT PLAN; NEE V, 1992, ADMIN SCI QUART, V37, P1; NOLAN P, 1995, CHINAS RISE RUSSIAS; NOLAN P, 1999, RESTRUCTURING CHINAS; NORTH DC, 1990, I I CHANGE EC PERFOR; PAN YG, 1999, J INT BUS STUD, V30, P81; PEI MX, 1999, ASIAN WALL STRE 0728, P10; PENG MW, 2000, BUSINESS STRATEGIES; RALSTON DA, 1999, J INT BUS STUD, V30, P415; RAWSKI TG, 1998, CHINA PERSPECTIV NOV, P8; RICHET X, 1999, INT C EM STRUCT CORP; SCOTT WR, 1995, I ORG; TOYNE B, 1998, J INT BUS STUD, V29, P863; TSE DK, 1997, J INT BUS STUD, V28, P779; TSE DK, 1999, 199900301 U HONG KON, V5; VANHONACKER W, 1997, HARVARD BUS REV, V75, P130; WALDER AG, 1995, AM J SOCIOL, V101, P263; WARNER M, 1995, MANAGEMENT HUMAN RES; ZAHRA SA, 2000, ACAD MANAGE REV, V25, P509; ZHANG RM, 2000, FINANCIAL TIMES 0224, P8	56	21	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				5	21			17	Business; Management	411KY	ISI:000167500300002
J	Ramamurti, R			The obsolescing 'bargaining model'? MNC-host developing country relations revisited	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		OWNERSHIP; POWER	The traditional bargaining model of MNC-host developing country relations has become obsolete. Today, those relations are better understood as the result of a two-tier, multi-party bargaining process. Tier-1 bargaining, between the governments of host and home countries, occurs bilaterally or through multilateral institutions. It produces macro rules on FDI that affect micro negotiations in Tier-2 (per the traditional bargaining model). The extent of FDI liberalization resulting from Tier-1 bargaining varies predictably across home-host country pairs and industries, Suggestions for testing the two-tier bargaining model are also presented.	Northeastern Univ, Boston, MA 02115 USA	Ramamurti, R, Northeastern Univ, Boston, MA 02115 USA		*UN, 1999, WORLD INV REP 1999 F; *US INT TRAD COMM, 1998, OV AN CURR US UN EC; *US TRAD REPR OFF, 1999, US BIL INV TREAT PRO; *WORLD BANK, 1992, 10870 WORLD BANK OP; *WORLD TRAD ORG, 1995, GEN AGR SERV; BABAI D, 1988, PROMISE PRIVATIZATIO, P254; BAYARD TO, 1994, KRECIPROCITY RETALIA; BHAGWATI J, 1990, AGGRESSIVE UNILATERA; DUNNING JH, 1998, NEW POLIT ECON, V3, P280; FAGRE N, 1982, J INT BUS STUD, V13, P9; GANESAN AV, 1998, 134 UNCTAD; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GUISINGER SE, 1985, INVESTMENT INCENTIVE; IIDA A, 1997, MIGA STANDARD SETTER; KENNOVIN GD, 1993, ENDOTHELIUM, V1, P1; KOBRIN SJ, 1987, INT ORGAN, V41, P609; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LUO YD, 2000, 1 ANN INT BUS RES FO; MINOR MS, 1994, J INT BUS STUD, V25, P177; RAMAMURTI R, 1996, PRIVATIZING MONOPOLI; ROOT F, 1978, J INT BUS STUD, V9, P81; SADER F, 1995, 5 WORLD BANK FOR INV; SALACUSE JW, 1990, INT LAW, V24, P655; VANDIJK AA, 1993, BIOTECHNOL ADV, V11, P1; VERNON R, 1977, STORM MULTINATIONALS; VERNON R, 1998, HURRICANES EYE; WEIGEL DR, 1997, FOREIGN DIRECT INVES; WELLS LT, 1990, 1 FIAS; WELLS LT, 1995, HARVARD BUSINESS SEP; WELLS LT, 1998, MANAGING INT POLITIC	30	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				23	39			17	Business; Management	411KY	ISI:000167500300003
J	Luo, YD; Shenkar, O; Nyaw, MK			A dual parent perspective on control and performance in international joint ventures: Lessons from a developing economy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; CHINA; MANAGEMENT; DYNAMICS; PARTNER	This study compares the control performance relationship for foreign versus local parents in international joint ventures in China. Transaction cost analysis is found more applicable to foreign than to Chinese parents. Both overall and specific controls are associated with performance for foreign parents, while only specific control is for Chinese parents. Under goal incongruity, Chinese parent control is associated with foreign parent dissatisfaction with venture performance, but not vice-versa. Having a majority stake improves performance from a foreign parent perspective, but not from that of the Chinese parent.	Univ Miami, Coral Gables, FL 33124 USA; Ohio State Univ, Columbus, OH 43210 USA; Lingnan Univ, Hong Kong, Hong Kong, Peoples R China	Luo, YD, Univ Miami, Coral Gables, FL 33124 USA		BAIRD IS, 1990, ORG MANAGEMENT CHINA, P125; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; CHILD J, 1997, COOPERATIVE STRATEGI, P403; CONTRACTOR F, 1988, COOPERATIVE STRATEGI, P1; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EISENHARDT KM, 1985, MANAGE SCI, V31, P134; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1989, J INT BUS STUD, V20, P235; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL RC, 1994, ORGAN SCI, V5, P594; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LEWIS ID, 1990, PARTNERSHIP PROFITS; LUO Y, 1997, ORG SCI, V8, P630; LUO YD, 1998, J INT BUS STUD, V29, P391; MJOEN H, 1997, ORGAN SCI, V8, P257; NAUGHTON B, 1995, GROWING OUT PLAN CHI; NEE V, 1992, ADMIN SCI QUART, V37, P1; PARK SH, 1996, ORGAN STUD, V17, P795; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PRAHALAD C, 1990, HARVARD BUS REV, V66, P79; RALSTON DA, 1993, J INT BUS STUD, V24, P249; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; VANDEVEN AH, 1984, ADMIN SCI QUART, V29, P598; WILLIAMSON OE, 1985, EC I CAPITALISM; YAN AM, 1994, ACAD MANAGE J, V37, P1478	33	23	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				41	58			18	Business; Management	411KY	ISI:000167500300004
J	Fey, CF; Bjorkman, I			The effect of human resource management practices on MNC subsidiary performance in Russia	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORGANIZATIONAL PERFORMANCE; COMPETITIVE ADVANTAGE; NATIONAL CULTURE; UNITED-STATES; IMPACT; PRODUCTIVITY; TURNOVER; IDEOLOGY; STRATEGY; MODEL	This study investigates the relationship between human resource management (HRM) and the performance of 101 foreign-owned subsidiaries in Russia. The study's results provide support for the assertion that investments in HRM practices can substantially assist a firm in improving performance. Further, different HRM practices for managerial and non-managerial employees are found to be significantly related to firm performance. Only limited support, however, is obtained for the hypothesized relationship between efforts at aligning HRM practices with firm strategy and subsidiary performance.	Stockholm Sch Econ, St Petersburg, Sweden; Swedish Sch Econ, Helsinki, Finland; INSEAD, EuroAsia Ctr, Fontainebleau, France	Fey, CF, Stockholm Sch Econ, St Petersburg, Sweden		ARTHUR JB, 1994, ACAD MANAGE J, V37, P670; BARNEY J, 1991, J MANAGE, V17, P99; BECKER B, 1996, ACAD MANAGE J, V39, P779; BECKER BE, 1998, RES PERS H, V16, P53; BOLLINGER D, 1994, J MANAGEMENT DEV, V13, P49; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DELERY JE, 1996, ACAD MANAGE J, V39, P802; DOYLE M, 1997, HUMAN RESOURCE MANAG; ELENKOV DS, 1997, INT STUDIES MANAGEME, V28, P85; ELENKOV DS, 1998, CALIF MANAGE REV, V40, P133; FERNER A, 1997, HUMAN RESOURCE MANAG, V7, P19; FEY C, 1999, ORGAN DYN, V28, P69; GERINGER MJ, 1991, J INT BUS STUD, V28, P249; GUEST D, 1994, HUMAN RESOURCE MANAG, V5, P1; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOLT DH, 1994, CALIF MANAGE REV, V36, P124; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; JUKOVA M, 1998, PEOPLE LABOR, V8, P88; JUPLEV AV, 1998, HUMAN RESOURCE MANAG, V8, P44; KOCH MJ, 1996, STRATEGIC MANAGE J, V17, P335; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAURENCE PR, 1990, FACTORY WALLS DECISI; LONGENECKER CO, 1994, BUS HORIZONS, V37, P35; MAGURA MI, 1998, HUMAN RESOURCE MANAG, V11, P20; MAY R, 1998, EUROPEAN MANAGEMENT, V16, P447; MILES RE, 1978, ORG STRATEGY STRUCTU; MORRISON EW, 1997, ACAD MANAGE REV, V22, P226; NGO HY, 1998, J INT HUMAN RESOURCE, V9, P632; NUNNALLY J, 1978, PSYCHOMETRIC THEORY; PFEFFER J, 1994, COMPETITIVE ADVANTAG; PFEFFER J, 1995, ACAD MANAGEMENT EXEC, V9, P55; PFEFFER J, 1998, HUMAN EQUATION BUILD; PORTER ME, 1980, COMPETITIVE STRATEGY; POWELL TC, 1992, STRATEGIC MANAGE J, V13, P551; PUFFER SM, 1993, EUROPEAN MANAGEMENT, V11, P473; PUFFER SM, 1994, COMPENSATION BENEFIT, V26, P1; PUFFER SM, 1997, INT BUSINESS REV, V6, P453; RADKO S, 1999, PEOPLE LABOR, V7, P81; RALSTON DA, 1997, J INT BUS STUD, V28, P177; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; ROTH K, 1996, ACAD MANAGE J, V39, P678; SHEKSHNIA S, 1994, EUROPEAN MANAGEMENT, V12, P298; SHEKSHNIA S, 1998, EUROPEAN MANAGEMENT, V16, P460; SNELL SA, 1996, RES PERS H, V14, P61; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; ULRICH D, 1990, ORG CAPABILITY COMPE; VIKHANSKI O, 1993, EUROPEAN MANAGEMENT, V11, P102; VROOM V, 1964, WORK MOTIVATION; WELSH DHB, 1993, ACAD MANAGE J, V36, P58; WRIGHT PM, 1992, J MANAGE, V18, P295; YOUNDT MA, 1996, ACAD MANAGE J, V39, P836	51	18	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				59	75			17	Business; Management	411KY	ISI:000167500300005
J	Andrews, TG; Chompusri, N			Lessons in 'cross-vergence': Restructuring the Thai subsidiary corporation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGERIAL WORK; CULTURE; VALUES; IMPACT; TRUST	This paper explores the impact of indigenous business culture upon the corporate restructuring program initiated in the Thai subsidiary of a Western multinational. Defined in terms of behavioral institutionalization, change implementation tvas largely resisted by one of two key strategic departments. Using a conceptual framework developed from existing cross-cultural business research we examine the key determinants of local opposition and trace the emergence of 'cross-vergent' business practices acceptable to both 'Thai-market' and 'Western-corporate' agendas. Implications for the management of western corporate subsidiaries in the developing economy of Thailand are then discussed.	Univ W England, Bristol Business Sch, Bristol BS16 1QY, Avon, England	Andrews, TG, Univ W England, Bristol Business Sch, Bristol BS16 1QY, Avon, England		*INF CO LTD, 1998, THAI ATT WORK; ABELL P, 1996, RATION SOC, V8, P433; ACHAKULWISOT A, 1997, BANGKOK POST    1030; ADLER NJ, 1991, INT DIMENSIONS ORG B; BARDACKE T, 1998, FINANCIAL TIMES 0701; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; BROWN AD, 1995, ORG CULTURE; CHANDRANOI K, 1998, BANGKOK POST    0920; COOPER R, 1993, THAIS MEAN BUSINESS; DEAL TE, 1982, CORPORATE CULTURES R; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; GOODMAN PS, 1979, RES ORG BEHAV; GOODMAN PS, 1982, CHANGE ORG NEW PERSP; GOODSTEIN LD, 1991, ORGAN DYN, V19, P5; HALLINGER P, 1998, INT C REENG THAI U C; HAMMER M, 1993, REENGINEERING CORPOR; HENNART JF, 1998, J INT BUS STUD, V29, P515; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOLMES H, 1995, WORKING THAIS; JOHANSEN R, 1994, UPSIZING INDIVIDUAL; KIND S, 1997, BANGKOK POST    0222; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LAWLER JJ, 1996, INT J MANPOWER, V17, P711; LUBATKIN MH, 1997, J INT BUS STUD, V28, P711; MEAD R, 1998, INT MANAGEMENT; MISHRA AK, 1998, ACAD MANAGE REV, V23, P567; NEAL M, 1998, CULTURE FACTOR CROSS; NIRATPATTANASAI K, 1997, THAILAND TALES   MAR; NIVATPUMIN C, 1997, BANGKOK POST    0605; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RUIGROK W, 1995, LOGIC INT RESTRUCTUR; SANTIMATANEDOL A, 1999, BANGKOK POST    0112; SCHEIN EH, 1985, ORG CULTURE LEADERSH; SCHNEIDER SC, 1997, MANAGING CULTURES; SIAMWALLA A, 1998, THAIL DEV RES I TDRI; SILAON A, 1999, JOINT BRIT AM CHAMBE; SMITH M, 1998, MANAGE ACCOUNTING, V76, P60; STIGLITZ J, 1998, FINANCIAL TIMES 1203; ZUCKER LG, 1991, NEW I ORG ANAL	41	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				77	93			17	Business; Management	411KY	ISI:000167500300006
J	Lau, CM; Ngo, HY			Organization development and firm performance: A comparison of multinational and local firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HUMAN-RESOURCE MANAGEMENT; NATIONAL CULTURE; IRON CAGE; HONG-KONG; SUBSIDIARIES; CORPORATIONS; STRATEGY; DETERMINANTS; PERCEPTIONS; INDUSTRY	This study examines the usage and outcomes of organization development (OD) interventions in multinational firms. We test competing hypotheses derived from the cultural and institutional/isomorphic perspectives Data from firms operating in Hong Kong show that Western firms (U.S. and European) are more receptive to OD interventions than Asian firms (local and Japanese), which supports the cultural explanation. However, the local isomorphism explanation is valid in predicting organizational outcomes that OD interventions have similar effects regardless of a firm's country origins. Hence, neither perspective alone is sufficient to explain both usage and outcomes. This implies that local adaptation of OD interventions is a complex issue for managing multinational firms.	Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China	Lau, CM, Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China		ADLER NJ, 1983, J APPL BEHAV SCI, V19, P349; BAILEY D, 1993, J ORGAN CHANGE MANAG, V6, P43; BARON JN, 1999, AM SOCIOL REV, V64, P527; BEECHLER S, 1994, J INT BUS STUD, V25, P467; BIRD A, 1995, J INT BUS STUD, V26, P23; BIRD A, 1998, HUM RESOURCE MANAGE, V37, P159; BLUNT P, 1988, ACADEMY MANAGEMENT E, V2, P235; BURKE WW, 1992, J MANAGE, V18, P523; CHOW CW, 1995, ASIA PACIFIC J ACCOU, V2, P85; CHURCH AH, 1994, GROUP ORGAN MANAGE, V19, P5; CHURCH AH, 1995, RES ORG CHANGE DEV, V8, P1; COX CJ, 1985, J GEN MANAGE, V11, P27; DELANEY JT, 1996, ACAD MANAGE J, V39, P949; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; EVANS PAL, 1989, RES ORG CHANGE DEV, V3, P1; FARH JL, 1995, COLUMBIA J WORLD BUS, V30, P52; FRENCH WL, 1995, ORG DEV BEHAV SCI IN; GOLEMBIEWSKI RT, 1991, INT J HUM RESOUR MAN, V2, P39; GOLEMBIEWSKI RT, 1994, INT J ORG ANAL, V2, P295; HANNON JM, 1995, J INT BUS STUD, V26, P531; HARZING AW, 1996, RES SOCIOLOGY ORG, V14, P297; HEAD TC, 1993, LEADERSHIP ORG DEV J, V14, P3; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOFSTEDE G, 1993, ORGAN STUD, V14, P483; JAEGER AM, 1986, ACAD MANAGE REV, V11, P178; JOHNSON K, 1992, INT J HUM RESOUR MAN, V3, P71; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P308; KRUGMAN P, 1991, AM ECON REV, V81, P80; LAU CM, 1996, INT BUSINESS REV, V5, P469; LAU CM, 1996, J ORGAN CHANGE MANAG, V9, P4; LAU CM, 1996, RES ORG CHANGE DEV, V9, P49; LAWLER JJ, 1995, INT J HUM RESOUR MAN, V6, P319; LIN CYY, 1996, ASIA PACIFIC J HUMAN, V34, P26; MARSHAK RJ, 1993, J APPL BEHAV SCI, V29, P395; MCMAHAN GC, 1992, GROUP ORGAN MANAGE, V17, P117; MILLIMAN J, 1998, ADV INT COM, V12, P157; NGO HY, 1996, HONG KONG J BUSINESS, V14, P21; OCONNOR NG, 1995, ACCOUNT ORG SOC, V20, P383; PETER MG, 1997, FRONTIERS BIOSENSORI, V1, P63; RICHARDS D, 1991, J MANAGEMENT DEV, V10, P7; ROBERTSON PJ, 1993, RES ORG CHANGE DEV, V7, P1; RODGERS RA, 1996, INT J HUM RESOUR MAN, V7, P455; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROSENZWEIG PM, 1994, INT EXECUTIVE, V36, P393; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; SCHULER RS, 1998, J INT BUS STUD, V29, P159; SCOTT RW, 1995, I ORG; SPARROW P, 1994, INT J HUM RESOUR MAN, V5, P267; TAYLOR S, 1996, ACAD MANAGE REV, V21, P959; TAYLOR S, 1998, ADV INT COM, V12, P207; TEAGARDEN MB, 1997, MANAGE INT REV, V37, P7; TOMASKOVICDEVEY D, 1994, ADMIN SCI QUART, V39, P439; TOWNSEND AM, 1990, J INT BUS STUD, V21, P667; WRIGHT PM, 1992, J MANAGE, V18, P295; YOUNDT MA, 1996, ACAD MANAGE J, V39, P836; YUEN EC, 1993, MANAGE INT REV, V33, P361; ZAHEER S, 1995, J INT BUS STUD, V26, P699	57	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				95	114			20	Business; Management	411KY	ISI:000167500300007
J	Li, J; Lam, K; Qian, GM			Does culture affect behavior and performance of firms? The case of joint ventures in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; MULTINATIONAL-CORPORATIONS; NATIONAL CULTURE; SURVIVAL; ENTRY	This study applies a resource-based view of the firm to analyze data from a sample of 898 joint-venture firms in China, including both joint ventures established by overseas Chinese and by firms from Western cultures. It is hypothesized that culture could influence the timing of entry of joint ventures, their investment preferences, and performance. ANOVAs and regressions were conducted and the results suggest the impact of cultural as Mall as technological resources. This paper concludes with a discussion on the implications of the findings.	Hong Kong Baptist Univ, Dept Management, Hong Kong, Hong Kong, Peoples R China; Chinese Univ Hong Kong, Sch Accountancy, Hong Kong, Hong Kong, Peoples R China	Li, J, Hong Kong Baptist Univ, Dept Management, Hong Kong, Hong Kong, Peoples R China		*DEP FOR AFF TRAD, 1995, OV CHIN BUS NETW CHI, P240; ADLER NJ, 1986, INT DIMENSIONS ORG B, P46; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BOULTON WB, 1997, ELECT MANUFACTURING; CHENG AT, 1997, GAMBLING GUANXI, P30; CONNER KR, 1991, J MANAGE, V17, P121; CREEL HG, 1953, CHINESE THOUGHT CONF; DUNNING JH, 1997, MULTINATIONAL BUSINE, V5, P1; DUTTA PK, 1995, J ECON MANAGE STRAT, V4, P563; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HILL CWL, 1995, ORGAN SCI, V6, P119; HOFSTEDE G, 1980, CULTURAL CONSEQUENCE; HOFSTEDE G, 1991, CULTURE ORG SOFTWARE; HOFSTEDE G, 1999, ORGAN DYN, V28, P34; HOUSE RJ, 1999, ADV GLOBAL LEADERSHI, V1, P175; KOGUT B, 1988, J INT BUS STUD, V19, P411; LI J, 1999, J GLOBAL BUSINESS, V10, P73; LI J, 1999, MANAGE DECIS, V37, P445; LI J, 2000, IN PRESS J APPL MANA; LI J, 2000, J HIGH TECHNOLOGY MA, V10, P295; LI J, 2000, LONG RANGE PLANN, V33, P675; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P319; LUO Y, 1995, MANAGE INT REV, V35, P241; LUO Y, 1998, THUNDERBIRD INT BUSI, V40, P141; LUO YD, 1998, J INT BUS STUD, V29, P391; NORTH DC, 1981, STRUCTURE CHANGE EC; OLIVER C, 1997, STRATEGIC MANAGE J, V18, P697; PAN Y, 1997, J ASIA PACIFIC BUSIN, V2, P23; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179; PFEFFER J, 1976, ADM SCI Q, V21, P398; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95; PUFFER SM, 1993, EUROPEAN MANAGEMENT, V11, P473; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SELMER J, 1996, MANAGE INT REV, V36, P231; TEECE DJ, 1986, RES POLICY, V15, P285; TUNG RL, 1982, J INT BUSINESS S FAL, P23; YANG KS, 1986, PSYCHOL CHINESE PEOP, P106	41	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				115	131			17	Business; Management	411KY	ISI:000167500300008
J	Pantzalis, C			Does location matter? An empirical analysis of geographic scope and MNC market valuation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CORPORATE INTERNATIONAL DIVERSIFICATION; MULTINATIONAL-CORPORATION; EQUITY OWNERSHIP; TOBINS-Q; STRATEGY; PERFORMANCE; FIRM; ACQUISITIONS	This study examines the relationship between market valuation and the geographic scope of U.S. multinational corporations ' (MNCs) foreign operations by focusing on the importance of the location of MNC operations. The location factors utilized here capture the degree of segmentation/in tegration between the United States and the foreign regions where the MNC operates. The results indicate that MNCs with presence in countries with developing economies have significantly higher market values than MNCs that operate only in countries with advanced economies. Furthermore, the market value impact of intangible assets increases with the degree of an MNC's expansion into developing locations only; this result is consistent with the notion that internalizing markets for the cross-border transfer of intangibles leads to competitive advantages.	Univ S Florida, Dept Finance, Tampa, FL 33620 USA	Pantzalis, C, Univ S Florida, Dept Finance, Tampa, FL 33620 USA		ADLER M, 1983, J FINANC, V38, P925; AGMON T, 1977, J FINANC, V32, P1049; ALLEN L, 1996, J INT BUS STUD, V27, P633; BEKAERT G, 1997, J FINANC ECON, V43, P29; BEKAERT G, 1998, J PORTFOLIO MANAGEME, V21; BELKAOUI A, 1992, MANAGERIAL DECISION, V13, P343; BERGER PG, 1995, J FINANC ECON, V37, P39; BETTIS RA, 1982, ACAD MANAGE J, V25, P254; BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; BUTLER KC, 2000, MULTINATIONAL FINANC; CASSON M, 1979, ALTERNATIVES MULTINA; CHRISTENSEN HK, 1981, STRATEGIC MANAGEMENT, V2, P327; CHRISTOPHE SE, 1997, J BUS, V70, P435; CHUNG KH, 1994, FINANC MANAGE, V23, P70; COMMENT R, 1995, J FINANC ECON, V37, P67; DOUKAS J, 1988, J FINANC, V43, P1161; DOUKAS J, 1995, J BANK FINANC, V19, P1285; DOUKAS J, 1999, J INT FINANCIAL MANA, V10, P1; DUNNING JH, 1973, OXFORD ECON PAP, V25, P289; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1998, J INT BUS STUD, V29, P45; ERRUNZA VR, 1981, J FINANC, V36, P401; ERRUNZA VR, 1984, J FINANC, V39, P727; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GRANT RM, 1987, J INT BUS STUD, V18, P79; HUGHES JS, 1975, J FINANCIAL QUANTITA, V10, P627; JACQUILLAT B, 1978, J PORTFOLIO MANAGE, V4, P8; KIM WS, 1986, J INT BUS STUD, V17, P119; KOGUT B, 1983, MULTINATIONAL CORPOR; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1994, MANAGE SCI, V40, P123; KUMAR MS, 1984, J ECON STUD, V11, P26; LANG LHP, 1994, J POLIT ECON, V102, P1248; LUBATKIN M, 1993, STRATEGIC MANAGE J, V14, P433; MCCONNELL JJ, 1990, J FINANC ECON, V27, P595; MCCONNELL JJ, 1995, J FINANC ECON, V39, P131; MICHEL A, 1986, J INT BUS STUD, V17, P80; MIKHAIL AD, 1979, J INT BUS STUD, V10, P53; MONTGOMERY C, 1982, ACAD MANAGE J, V25, P299; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239; ROUWENHORST GK, 1998, LOCAL FACTORS TURNOV; RUGMAN AM, 1980, J WORLD EC, V2, P365; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1995, COMPETITIVE COOPERAT, P107; RUMELT RP, 1974, STRATEGY STRUCTURE E; RUMELT RP, 1982, STRATEGIC MANAGE J, V3, P359; SAMBHARYA RB, 1995, MANAGE INT REV, V35, P197; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	55	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				133	155			23	Business; Management	411KY	ISI:000167500300009
J	Balabanis, G; Diamantopoulos, A; Mueller, RD; Melewar, TC			The impact of nationalism, patriotism and internationalism on consumer ethnocentric tendencies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CAUSAL ATTRIBUTION; MODEL	The study investigates the impact of patriotism, nationalism and internationalism as antecedents to consumer ethnocentrism in Turkey and the Czech Republic. Controlling for demographics, the findings indicate that the impact of patriotism and nationalism is not consistent across ie two countries. Consumer ethnocentrism in Turkey is fueled by patriotism, and in the Czech Republic by nationalism. Internationalism does not have a significant effect on consumer ethnocentrism in either country. Managerial implications of these findings are considered and future research directions are identified.	City Univ London, Sch Business, London EC1V 0HB, England; Loughborough Univ Technol, Sch Business, Loughborough LE11 3TU, Leics, England; Coll Charleston, Charleston, SC 29424 USA; Warwick Business Sch, Warwick, England	Balabanis, G, City Univ London, Sch Business, London EC1V 0HB, England		1914, ECONOMIST       0316, P318; 1996, ECONOMIST       0608, V339, P1; 1996, FINANCIAL TIMES 1206, P3; 1997, FINANCIAL TIMES 0526, P3; 1999, ECONOMIST, V350, P14; ADORNO TW, 1950, AUTHORITARIAN PERSON; ANDERSON RRO, 1983, IMAGINED COMMUNITIES; BAKER TH, 1995, OECD OBSERVER    FEB, V192, P13; BAUGHN CC, 1993, PRODUCT COUNTRY IMAG, P89; BAUGHN CC, 1996, POLIT PSYCHOL, V17, P759; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BUSH AJ, 1985, J MARKETING RES, V22, P158; CALHOUN C, 1993, ANNU REV SOCIOL, V19, P211; CANNON M, 1994, ANN M AC INT BUS; CARMI S, 1996, ANNU REV SOCIOL, V22, P223; CRAWFORD JC, 1982, PSYCHOL REP, V50, P859; DOOB LW, 1964, PATRIOTISM NATL THEI; DOUGLAS SP, 1983, INT MARKETING RES; DRUCKMAN D, 1994, INT STUD QUART, V38, P43; FESHBACH S, 1990, J SOC ISSUES, V46, P183; GOOD LK, 1995, INT MARKET REV, V12, P35; HEAVEN PCL, 1989, J SOC PSYCHOL, V125, P181; HERCHE J, 1992, J ACAD MARKET SCI, V20, P261; HERCHE J, 1994, INT MARKET REV, V11, P4; HEWSTONE M, 1985, J PERS SOC PSYCHOL, V48, P614; HILTON DJ, 1986, PSYCHOL REV, V93, P75; JACKSON JW, 1993, PSYCHOL REC, V43, P395; JORESKOG KG, 1983, LISREL 8 USERS REFER; JUDD CM, 1993, PSYCHOL REV, V100, P109; KLEIN JG, 1998, J MARKETING, V62, P89; KOHLBERG L, 1984, ESSAYS MORAL DEV, V2; KOKER L, 1995, ANN AM ACAD POLIT SS, V540, P51; KOSTERMAN R, 1989, POLIT PSYCHOL, V10, P257; MALHOTRA NK, 1991, J GLOB MARK, V4, P63; MIHALYI LJ, 1984, HUMBOLDT J SOCIAL RE, V12, P95; MIN HC, 1988, J ADVERTISING RES, P25; NAYAR BR, 1997, ECON POLIT WEEKLY, V32, P93; NETEMEYER RG, 1991, J MARKETING RES, V28, P320; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; OLKIN I, 1995, PSYCHOL BULL, V118, P155; PAPADOPOULOS N, 1993, PRODUCT COUNTRY IMAG; PARAMESWARAN R, 1987, J INT BUS STUD, V18, P35; PETERSON RA, 1995, J INT BUS STUD, V26, P883; RAWWAS MYA, 1996, INT MARKET REV, V13, P20; RAY JJ, 1983, J SOC PSYCHOL, V119, P293; RONIGER L, 1995, CAN REV SOC ANTHROP, V32, P259; SHARMA S, 1995, J ACAD MARKET SCI, V23, P26; SIDANIUS J, 1997, PUBLIC OPIN QUART, V61, P102; SMITH AD, 1995, NATIONS NATL GLOBAL; SMITH HP, 1958, J PERS, V26, P170; SMITH KD, 1996, IMMUNOGENETICS, V43, P27; SMITH MB, 1992, J HUMANIST PSYCHOL, V32, P76; SUMNER WG, 1906, FOLKWAYS SOCIOLOGICA; TERENCE AS, 1984, ADV CONSUM RES, V11, P285; TERENCE AS, 1987, J MARKETING RES, V24, P280; TERHUNE KW, 1964, J CONFLICT RESOLUT, V8, P256; VANDEVIJVER F, 1997, METHODS DATA ANAL CR; WHITE PA, 1989, BRIT J PSYCHOL, V80, P431	58	19	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				157	175			19	Business; Management	411KY	ISI:000167500300010
J	Brouthers, KD; Brouthers, LE			Explaining the national cultural distance paradox	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; ENTRY-MODE CHOICE; SERVICE FIRMS; LOCATION; UNCERTAINTY; EXPERIENCE; OWNERSHIP	Past studies of the relationship between national cultural distance and entry mode choice have produced conflicting results. Some scholars find cultural distance associated with choosing wholly owned modes; others find cultural distance linked to a preference for joint ventures. in this paper we provide both theoretical and empirical evidence to explain the discrepant findings and thus, help to resolve the national cultural distance paradox.	Univ E London, Strateg & Int Management Dept, London E15 4LZ, England; Univ Texas, Div Management & Mkt, San Antonio, TX 78285 USA	Brouthers, KD, Univ E London, Strateg & Int Management Dept, London E15 4LZ, England		AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; ANAND J, 1997, J INT BUS STUD, V28, P579; ANDERSON E, 1987, J MARKETING, V51, P71; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BOWEN DE, 1986, ACAD MANAGE REV, V11, P428; CHU W, 1992, INT J RES MARK, V9, P149; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; ERRAMILLI MK, 1997, J INT BUS STUD, V28, P735; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; HAIR JF, 1995, MULTIVARIATE DATA AN; HARZING AW, 1996, KRES SOCIOLOGY ORG; HENNART JF, 1989, J INT BUS STUD, V20, P211; HENNART JF, 1997, STAT MODELS STRATEGI; HESSELS KJ, 1996, THESIS VRIJE U AMSTE; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1989, EUROPEAN MANAGEMENT, V7, P390; JOHN G, 1988, J LAW ECON ORGAN, V4, P337; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN S, 1990, J MARKETING RES, V27, P196; KOGUT B, 1988, J INT BUS STUD, V19, P411; LACHMAN R, 1994, MANAGE SCI, V40, P40; MILLER KD, 1992, J INT BUS STUD, V23, P311; MOROSINI P, 1998, J INT BUS STUD, V29, P137; NAKATA C, 1996, J MARKETING, V60, P61; OGRADY S, 1996, J INT BUS STUD, V27, P309; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; STOTTINGER B, 1998, INT MARKET REV, V15, P357; SUTCLIFFE KM, 1998, STRATEGIC MANAGE J, V19, P1; TSE DK, 1997, J INT BUS STUD, V28, P779; WERNER S, 1996, J INT BUS STUD, V27, P571	35	35	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				177	189			13	Business; Management	411KY	ISI:000167500300011
J	Inkpen, AC			A note on ranking the international business journals	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article							DUBOIS FL, 2000, J INT BUS STUD, V31, P689; DUNNING JH, 1989, J INT BUS STUD, V20, P411; INKPEN AC, 1994, J INT BUS STUD, V25, P703; MORRISON AJ, 1991, J INT BUS STUD, V22, P143; TAHAI A, 1999, STRATEGIC MANAGE J, V20, P279; TOYNE B, 1998, INT BUSINESS INQUIRY	6	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2001	32	1				193	196			4	Business; Management	411KY	ISI:000167500300012
J	Rangan, S			Search and deliberation in international exchange: Microfoundations to some macro patterns	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; NETWORK; LINKS; HYPOTHESIS	In this era of globalization how do we explain the "home bias," unexpectedly large distance effects, and lagged adjustment patterns visible international exchange? In this per, I argue that in the real world, re identity and reliability of potential exchange partners are seldom the data that most economists take them to be. In fact, firms confront formidable problems of search and deliberation. In these circumstances, firms' social networks can provide a key recourse. Yet, for historical reasons, most firms' social networks still tend to be local or national, And, absent institutional solutions, even in the face of apparent cross-border economic opportunities, firms' responses appear overly sticky and lagged. I explore these arguments in an empirical study that contrasts multinational and domestic firms' trade responses to changes in real exchange rates.	INSEAD, Fontainebleau, France	Rangan, S, INSEAD, Fontainebleau, France		*IMFS STAT DEP, 1997, INT FIN STAT YB, V50; *ORG EC COOP DEV, 1997, GLOB SMALL MED ENT, V1; BERGSTEN CF, 1978, AM MULTINATIONALS AM; BURT RS, 1992, STRUCTURAL HOLES SOC; CAMPA JM, 1998, UNPUB EXCHANGE RATES; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1996, MULTINATIONAL ENTERP; CHEN HM, 1998, J INT BUS STUD, V29, P445; CHO KR, 1990, J INT BUS STUD, V21, P319; DEARDORFF AV, 1998, REGIONALIZATION WORL, P7; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1985, AM ECON REV, V75, P228; EDSTROM A, 1977, ADM SCI Q, V22, P248; EGAN ML, 1992, WORLD DEV, V20, P321; ENGEL C, 1996, AM ECON REV, V86, P1112; GEERTZ C, 1978, AM ECON REV, V68, P28; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GORDON RH, 1996, AM ECON REV, V86, P1057; GOULD DM, 1994, REV ECON STAT, V76, P302; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GREENE WH, 1990, ECONOMETRIC ANAL; GROSSMAN G, 1998, REGIONALIZATION WORL, P29; HELLEINER GK, 1978, EC INTRAINDUSTRY TRA, P159; HUMMELS D, 1999, UNPUB GEOGRAPHY TRAD; HUMMELS D, 1999, UNPUB TRANSPORTATION; HYMER SH, THESIS CAMBRIDGE; JUNZ HB, 1973, AM ECON REV, V63, P412; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KRUGMAN P, 1995, HDB INT EC, V3; KRUGMAN PR, 1987, BROOKINGS PAPERS EC, V1, P1; LAWRENCE RZ, 1990, BROOKINGS PAPERS EC, V2, P343; LESSARD DR, 1986, COMPETITION GLOBAL I, P147; LIANG N, 1997, J INT BUS STUD, P495; MARTIN X, 1995, STRATEGIC MANAGE J, V16, P589; MCCARTY M, 1995, DEV BIOL STAND, V85, P3; MONTGOMERY JD, 1992, AM SOCIOL REV, V57, P586; NORDSTROM KA, 1994, INT TRADE REGIONAL G; PRAHALAD CK, 1987, MULTINATI9NAL MISSIO; RAUCH JE, 1997, NETWORKS VERSUS MARK; STERN RM, 1976, PRICE ELASTICITIES I; STIGLER GJ, 1961, J POLIT ECON, V69, P213; TELSER LG, 1977, J POLITICAL EC, V85, P969; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WEBSTER FE, 1972, ORG BUYING BEHAV; WEI SJ, 1996, NATL BUREAU EC RES W, V5531; WILLIAMSON PJ, 1986, REV ECON STAT, V68, P359	47	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				205	222			18	Business; Management	394BL	ISI:000166504100001
J	Veiga, JF; Lubatkin, M; Calori, R; Very, P; Tung, YA			Using neural network analysis to uncover the trace effects of national culture	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE; BEHAVIOR; MERGERS; FIRMS	The primary objective of this paper an artificial intelligence technique known as neural network analysis as an aid to uncovering the underlying patterns, or trace effects, of national culture. To make our case, we provide an application of the technique's pattern recognition capability utilizing survey data from top executives in French and British firms. We conclude by interpreting rbe trace effects found and encouraging aging the use of this tool by crosscultural researchers in the future.	Univ Connecticut, Sch Business, Dept Management, Storrs, CT 06268 USA; Grp ESC Lyon, Lyon, France	Veiga, JF, Univ Connecticut, Sch Business, Dept Management, Storrs, CT 06268 USA		BOND M, 1997, BRAINMAKER VERSION 3; BOND MH, 1987, J CROSS CULTURAL PSY, V18, P143; BUONO AF, 1985, HUM RELAT, V38, P477; CALORI R, 1997, ORGAN SCI, V8, P681; CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P319; CHEN SC, 1994, J GASTROEN HEPATOL, V9, P1; COLLINS JM, 1993, PERS PSYCHOL, V46, P503; DATTA DK, 1991, STRATEGIC MANAGE J, V12, P281; DAVID K, 1977, WORL ANTHR; DENISON D, 1990, CORPORATE CULTURE OR; DEUTSCH M, 1973, RESOLUTION CONFLICT; DUTTA S, 1988, P IEEE INT C NEURAL, V2, P443; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; EDWARDS JR, 1994, ORG BEHAV HUMAN DECI, V58, P51; FAYOL H, 1918, GEN IND MANAGEMENT; GALLIE D, 1978, SEARCH NEW WORKING C; GALLIE D, 1983, SOCIAL INEQUALITY CL; HAMBRICK DC, 1993, ACAD MANAGE J, V36, P733; HASPESLAGH P, 1991, MANAGING ACQUISITION; HAYKIN S, 1994, NEURAL NETWORKS COMP; HOFSTEDE G, 1991, CULTURE ORG SOFTWARE; KOHONEN T, 1988, NEURAL NETWORKS, V1, P3; KROEBER AL, 1952, PAP PEABODY MUS, V47, P1; LAWRENCE J, 1994, INTRO NEURAL NETWORK; LI EY, 1994, INFORM MANAGE, V27, P303; LUBATKIN M, 1999, J MANAGE, V25, P55; LYTLE AL, 1995, RES ORGAN BEHAV, V17, P167; MEILICH O, 1996, ANN M AC MAN CINC OH; NAHAVANDI A, 1988, ACAD MANAGE REV, V13, P79; RAO V, 1995, CPLUS PLUS NEURAL NE; REVANS R, 1980, ACTION LEARNING; ROCHESTER JD, 1990, I S ANAL, V23, P1; SALES AL, 1984, MANAGING ORG TRANSIT; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHARDA R, 1994, INTERFACES, V24, P116; TRIANDIS HC, 1983, HDB INTERCULTURAL TR, V1, P82; VEIGA JF, IN PRESS HUMAN RELAT; VERY P, 1993, ADV STRATEG MANAGE, P323; VERY P, 1997, STRATEGIC MANAGE J, V18, P593; WELSTEAD ST, 1994, NEURAL NETWORK FUZZY	40	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				223	238			16	Business; Management	394BL	ISI:000166504100002
J	Davis, PS; Desai, AB; Francis, JD			Mode of international entry: An isomorphism perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; MULTINATIONAL-CORPORATIONS; FOREIGN ENTRY; STRATEGY; COMPLEXITY; CHOICE; FIRMS; INTERDEPENDENCE; MANAGEMENT; ENTERPRISE	The determination of entry-modes is examined using an institutional theory framework. Two sources of isomorphic pressures affect a strategic business unit's (SDU) entry-mode choice: (1) host country institutional environment, and (2) internal institutional environment (the parent organization). SBUs were hypothesized to adopt similar organizational forms, structures, policies, and practices, us becoming isomorphic, based on felt pressures to conform to behavioral norms within the environments. The results indicated that SBUs using wholly-owned ently-modes demonstrated high levels of internal (parent) isomorphism; those using exporting, joint ventures, or licensing agreements demonstrated external isomorphism; and those using multiple or mixed entry-mode demonstrated low levels of isomorphic pressures.	Univ Memphis, Fogelman Coll Business & Econ, Int MBA Program, Memphis, TN 38111 USA; Univ Wisconsin, Coll Business, Oshkosh, WI 54901 USA; Mississippi Coll, Clinton, MS 39058 USA	Davis, PS, Univ Memphis, Fogelman Coll Business & Econ, Int MBA Program, Memphis, TN 38111 USA		AGARWAL S, 1991, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P71; ANG S, 1997, ORGAN SCI, V8, P235; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BENITO G, 1993, J INT MARKETING, V2, P7; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; CAVES R, 1986, COMPETITION GLOBAL I; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; DALLI D, 1995, J BUS RES, V34, P107; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DESS GG, 1995, J MANAGE, V21, P357; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOUGLAS M, 1986, I THINK; DUFFY R, 1996, GLOBAL FINANCE 2000; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FLADMOELINDQUIS.K, 1995, MANAGEMENT SCI, V41; FLADMOELUNDQUIS.KM, 1991, THESIS U MINNESOTA; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P235; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAIR J, 1995, MULTIVARIATE DATA AN; HAVEMAN HA, 1993, ADMIN SCI QUART, V38, P593; HININGS B, 1988, I PATTERNS ORG CULTU; JEPPERSON R, 1991, NEW I ORG ANAL; KIM WC, 1989, STRATEGIC MANAGE J, V10, P45; KIM WC, 1992, J INT BUS STUD, V23, P29; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOGUT B, 1985, SLOAN MANAGEMENT SUM, P15; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOSTOVA T, 1999, ACAD MANAGE REV, V24, P64; KWON YC, 1993, INT MARKET REV, V10, P60; LASSAR W, 1995, AMA EDUC PR, V6, P566; LEGATSKY T, 1996, AC MAN ANN M CINC OH; LI J, 1995, STRATEGIC MANAGEMENT, V16, P335; MACHARZINA K, 1991, MANAGE INT REV, V31, P23; MEYER J, 1983, I ENV RITUALS RATION; MEYER J, 1987, ADMIN SCI QUART, V32, P186; NORTH DC, 1990, I I CHANGE EC PERFOR; NUNNALLY J, 1967, PSYCHOMETRIC METHODS; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; PORTER ME, 1985, COMPETITIVE ADV; PORTER ME, 1990, COMPETITIVE ADV NATI; ROBERTS PW, 1997, ACAD MANAGE REV, V22, P346; ROBINSON P, 1995, P AC MAN M VANC BC, P192; ROBOCK S, 1989, INT BUSINESS MULTINA; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; STIMPERT JL, 1997, STRATEGIC MANAGE J, V18, P111; VADLAMANI B, 1996, AC MAN ANN M CIN OH; ZUCKER LG, 1983, RES SOCIOLOGY ORG, P1	49	20	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				239	258			20	Business; Management	394BL	ISI:000166504100003
J	Dyer, JH; Chu, WJ			The determinants of trust in supplier-automaker relationships in the US, Japan, and Korea	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; UNITED-STATES; INTERPERSONAL-TRUST; TRANSACTION COSTS; COOPERATION; ORGANIZATION; GOVERNANCE; EXCHANGE; MARKET; FORMS	We examine the determinants of trust in 453 supplier-automaker relationships in the U.S., Japan, and Korea. We define trust and derive a model of its determinants drawing upon (1) an embeddedness (relationship-based) perspective, (2) a process-based perspective, and (3) an economic (hostage-based) perspective. Our findings indicate strong support for the process-based perspective in all countries; embeddedness was only important in Japan, and the economic hostage-based variable (stock ownership) was not important in any country.	Brigham Young Univ, Marriott Sch, Provo, UT 84602 USA; Seoul Natl Univ, Sch Management, Seoul, South Korea	Dyer, JH, Brigham Young Univ, Marriott Sch, Provo, UT 84602 USA		1986, BUSINESS WEEK   0714, P45; 1992, BUSINESS WEEK   0127, P52; 1995, ECONOMIST       1216, P61; ANDERSON JC, 1990, J MARKETING, V54, P42; AOKI M, 1988, INFORMATION INCENTIV; ARGYLE M, 1991, COOPERATION BASIS SO; ARROW KJ, 1974, LIMITS ORG; ASANUMA B, 1989, J JAPANESE INT EC, V3, P1; AXELROD R, 1984, EVOLUTION COOPERATIO; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175; BOLTON MK, 1994, J MANAGE STUD, V31, P653; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BUTLER JK, 1991, J MANAGE, V17, P643; CAMERER C, 1988, AM J SOCIOL, V94, P180; CASSON M, 1990, ENTERPRISE COMPETITI; CLARK KB, 1991, PRODUCT DEV PERFORMA; DAFT RL, 1986, MANAGE SCI, V32, P554; DEUTSCH M, 1958, J CONFLICT RESOLUT, V2, P265; DORE R, 1983, BRIT J SOCIOL, V34, P459; DUBINSKY AJ, 1994, J BUS RES, V30, P175; DYER JH, 1993, SLOAN MANAGE REV, V35, P51; DYER JH, 1996, HARVARD BUS REV, V74, P42; DYER JH, 1996, ORGAN SCI, V7, P649; DYER JH, 1996, STRATEGIC MANAGE J, V17, P271; DYER JH, 1997, STRATEGIC MANAGE J, V18, P535; FRUIN WM, 1992, JAPANESE ENTERPRISE; FUDENBERG D, 1986, ECONOMETRICA, V54, P533; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GERLACH ML, 1992, ALLIANCE CAPITALISM; GOULDNER AW, 1960, AM SOCIOL REV, V25, P161; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GREENE WH, 1998, ECONOMETRIC ANAL; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAMILTON GG, 1988, AM J SOCIOL, V94, P52; HARRIGAN K, 1985, STRATEGIC FLEXIBILIT; HEIDE JB, 1988, J MARKETING, V52, P20; HEIDE JB, 1992, ACAD MANAGE J, V35, P265; HELPER S, 1991, SLOAN MANAGEMENT SUM; HELPER S, 1995, SLOAN MANAGEMENT SPR; HENNART JF, 1993, ORGAN SCI, V4, P529; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; HILL CWL, 1995, ORGAN SCI, V6, P119; HIRSCHMAN A, 1970, EXIT VOICE LOYALTY; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P497; KLEIN B, 1978, J LAW ECON, V21, P297; KLEIN B, 1980, AM ECON REV, V70, P356; KOGUT B, 1989, J IND ECON, V38, P183; KUMAR N, 1993, ACAD MANAGE J, V36, P1633; LARSON A, 1992, ADMIN SCI QUART, V37, P76; LARZELERE RE, 1980, J MARRIAGE FAM, V42, P595; LIGHT E, 1972, ETHNIC ENTERPRISE AM; LINCOLN JR, 1992, AM SOCIOL REV, V57, P361; LORENZ EH, 1988, TRUST MAKING BREAKIN, P194; MADDALA GS, 1983, LTD DEPENDENT QUALIT; MALINOWSKI B, 1932, ARGONAUTS W PACIFIC; MAUSS M, 1967, GIFT FORMS FUNCTIONS; MAYER RC, 1995, ACAD MANAGE REV, V20, P709; NISHIGUCHI T, 1994, STRATEGIC IND SOURCI; OUCHI WG, 1980, ADM SCI Q, V25, P124; OUCHI WG, 1984, M FORM SOC; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PISANO GP, 1989, J LAW ECON ORGAN, V1, P109; PORTER ME, 1990, COMPETITIVE ADV NATI; POWELL WW, 1990, RES ORGAN BEHAV, V12, P295; RAWLS J, 1985, PHILOS PUBLIC AFF, V14, P223; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; SABEL CF, 1993, HUM RELAT, V46, P1133; SAHLINS M, 1972, STONE AGE EC; SAKO M, 1991, RICERCHE EC, V45, P449; SAKO M, 1992, PRICES QUALITY TRUST; SAKO M, 1997, J ECON BEHAV ORGAN, V34, P3387; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; SMITH KG, 1995, ACAD MANAGE J, V38, P7; SMITH RJ, 1983, JAPANESE SOC TRADITI; SMITKA MJ, 1991, COMPETITIVE TIES SUB; SOHN JHD, 1994, J INT BUS STUD, V25, P295; TELSER LG, 1980, J BUS, V53, P27; UZZI B, 1993, THESIS SOCIOLOGY DEP; UZZI B, 1997, ADMIN SCI QUART, V42, P35; WILLIAMSON OE, 1983, AM ECON REV, V73, P519; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1993, J LAW ECON, V36, P453; WOMACK JP, 1990, MACHINE CHANGED WORL; YAMAGISHI T, 1994, MOTIV EMOTION, V18, P129; ZAHEER A, 1995, STRATEGIC MANAGE J, V16, P373; ZAHEER A, 1998, ORGAN SCI, V9, P141; ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53	87	38	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				259	285			27	Business; Management	394BL	ISI:000166504100004
J	Thomas, AS; Mueller, SL			A case for comparative entrepreneurship: Assessing the relevance of culture	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRMS; PERFORMANCE	As international entrepreneurship gains momentum as a significant and relevant field of research, scholars need to address methodological issues that can facilitate the triangulation of research results. In this paper, we examine the relationship between culture and four personality characteristics commonly associated with entrepreneurial motivation. By demonstrating systematic variation in entrepreneurial characteristics across cultures, we raise important questions about the boundaries of international entrepreneurship research and;the challenges I of transcending them.	Florida Int Univ, Miami, FL 33199 USA	Thomas, AS, Florida Int Univ, Miami, FL 33199 USA		ADLER NJ, 1991, INT DIMENSIONS ORG B; AHMED SU, 1985, PERSONALITY INDIVIDU, V6, P781; AUDRETSCH DB, 1991, 5 WORKSH RES ENTR VA; BAUM JR, 1993, J BUS VENTURING, V8, P499; BAUMOL WJ, 1986, J BUSINESS VENTURING, V1, P141; BEGLEY TM, 1987, J BUS VENTURING, V2, P79; BIRCH DL, 1979, JOB GENERATION PROCE; BIRD B, 1989, ENTREPRENEURIAL BEHA; BIRLEY S, 1986, STRATEGIC MANAGE J, V7, P361; BROCKHAUS RH, 1982, ENCY ENTREPRENEURSCH; CONVERSE P, 1972, USE TIME; CROMIE S, 1983, J OCCUPATIONAL BEHAV, V4, P317; DAVIDSSON P, 1997, J ECON PSYCHOL, V18, P179; DEVRIES MFR, 1977, J MANAGE STUD, V14, P34; DUNKELBERG WC, 1982, FRONTIERS ENTREPRENE; ETZIONI A, 1987, J ECON BEHAV ORGAN, V8, P175; FERNALD LW, 1987, J CREATIVE BEHAV, V21, P235; GARTNER WB, 1988, AM J SMALL BUSINESS, V12, P11; GIBB AA, 1993, J BUS VENTURING, V8, P461; HAGEN EE, 1962, THEORY SOCIAL CHANGE; HARPER M, 1991, ENTREPRENEURSHIP THE, V15, P7; HISRICH RD, 1988, J SMALL BUSINESS MAN, V26, P1; HISRICH RD, 1990, AM PSYCHOL, V45, P209; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HORNADAY JA, 1971, PERS PSYCHOL, V24, P141; HUISMAN D, 1985, EUROPEAN RES, V13, P10; HULL DL, 1985, J SMALL BUSINESS MAN, V22, P10; JACKSON DN, 1994, JACKSON PERSONALITY; JAEGER AM, 1990, MANAGEMENT DEV COUNT; JOHNSON BR, 1990, ENTREPRENEURSHIP THE, V14, P39; KANUNGO RN, 1990, MANAGEMENT DEV COUNT; KIGGUNDU MN, 1983, ADMIN SCI QUART, V28, P66; KILBY P, 1971, ENTREPRENEURSHIP EC; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOLVEREID L, 1994, INT SMALL BUSINESS J, V12, P14; LUMPKIN GT, 1996, ACAD MANAGE REV, V21, P135; MARTIN MJC, 1984, MANAGING TECHNOLOGIC; MCCLELLAND DC, 1961, ACHIEVING SOC; MCCLELLAND DC, 1987, J CREATIVE BEHAV, V21, P219; MCGRATH RG, 1992, J BUS VENTURING, V7, P115; MCGRATH RG, 1992, J BUSINESS VENTURING, V7; PUGH DS, 1997, WRITERS ORG; REDDING SG, 1980, J MANAGE STUD, V17, P127; REYNOLDS PD, 1987, J BUS VENTURING, V2, P231; ROTTER JB, 1966, PSYCHOL MONOGR, V80, P609; SCHUMPETER JA, 1934, THEORY EC DEV; SCHUMPETER JA, 1965, EXPLORATIONS ENTERPR; SEXTON DL, 1983, FRONTIERS ENTREPRENE; SHANE SA, 1992, J BUS VENTURING, V7, P29; SHAPERO A, 1975, PSYCHOL TODAY, V9, P83; SWAIN FS, 1985, FRONTIERS ENTREPRENE, P400; THOMAS AS, 1994, J INT BUS STUD, V25, P675; TIESSEN JH, 1997, J BUS VENTURING, V12, P367; TIMMONS JA, 1978, AM J SMALL BUSINESS, V3, P5; VANDEVEN AH, 1992, STATE ART ENTREPRENE, P214; WEBER M, 1904, M WEBER ESSAYS SOCIO; WEST P, 1997, ACAD MANAGEMENT P, P113; WORTMAN MS, 1987, J MANAGE, V13, P259	58	19	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				287	301			15	Business; Management	394BL	ISI:000166504100005
J	Griffith, DA; Hu, MY; Ryans, JK			Process standardization across intra- and inter-cultural relationships	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BUYER-SELLER RELATIONSHIPS; CROSS-NATIONAL RESEARCH; MARKETING CHANNELS; UNITED-STATES; TRUST; COMMITMENT; CONFLICT; POWER; DEPENDENCE; JAPANESE	Theory suggests that culture may der the ability to effectively standardize the process of relationship development strategies across intra- and inter-cultural relationships. Construct relationships between trust, commitment, conflict and satisfaction in manufacturer-distributor relationships are examined intra- (i.e., within a single cultural type) and inter-culturally (i.e,, between different cultural types) with a sample of distributors from Canada, Chile, Mexico and the United States, Results support theoretical differences in the consequences of the trust-commitment relationship between intra-cultural and in ter-cultural relationships. The results suggest process standardization based upon cultural type.	Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA; Kent State Univ, Grad Sch Management, Kent, OH 44242 USA	Griffith, DA, Univ Oklahoma, Michael F Price Coll Business, Norman, OK 73019 USA		1992, AM WHOLESALERS DISTR; *COMM SERV INT CON, 1995, NAT TRAD DAT BANK; ANDALEEB SS, 1995, INT J RES MARK, V12, P157; ANDALEEB SS, 1996, J RETAILING, V72, P77; ANDERSON E, 1987, J MARKETING, V51, P71; ANDERSON E, 1989, MARKET SCI, V8, P310; ANDERSON E, 1992, J MARKETING RES, V29, P18; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMSTRONG J, 1977, J MARKETING RES, V24, P366; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BAALBAKI IS, 1993, INT MARKET REV, V19, P19; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BROWN JR, 1981, J MARKETING RES, V18, P263; BROWN JR, 1983, J RETAILING, V59, P53; BROWN JR, 1991, INT J PHYS DISTRIB, V21, P15; BROWNE MW, 1993, TESTING STRUCTURAL E, P136; CALDWELL DF, 1990, J OCCUP PSYCHOL, V63, P245; CLARK T, 1990, J MARKETING, V54, P66; DETOCQUEVILLE A, 1946, DEMOCRACY AM; DONEY PM, 1997, J MARKETING, V61, P35; DONEY PM, 1998, ACAD MANAGE REV, V23, P601; DWYER FR, 1987, J MARKETING, V51, P11; EFRON B, 1983, AM STAT, V37, P36; FRAZIER GL, 1983, J MARKETING, V47, P68; FRAZIER GL, 1989, J MARKETING, V53, P50; FUKUYAMA F, 1995, TRUST SOCIAL VIRTUES; GASKI JF, 1984, J MARKETING, V48, P9; GEYSKENS I, 1996, INT J RES MARK, V13, P303; GUDYKUNST WB, 1983, INTERCULTURAL COMMUN; GUNDLACH GT, 1995, J MARKETING, V59, P78; HAGEN JM, 1998, ACAD MANAGE REV, V23, P589; HEIDE JB, 1988, J MARKETING, V52, P20; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1985, J MANAGE STUD, V22, P347; INKELES A, 1969, HDB SOCIAL PSYCHOL, V4; JAIN SC, 1989, J MARKETING, V53, P70; JOHNSON JL, 1993, J MARKETING, V57, P1; KALE SH, 1991, INT MARKET REV, V8, P31; KASULIS JJ, 1980, EUR J MARKETING, V14, P180; KITAYAMA S, 1997, J PERS SOC PSYCHOL, V72, P1245; KLEIN S, 1991, J GLOB MARK, V4, P21; KLUCKHOHN F, 1961, VARIATIONS VALUE ORI; KOGUT B, 1988, J INT BUS STUD, V19, P411; LINDSKOLD S, 1978, PSYCHOL BULL, V85, P772; LUSCH RF, 1996, J MARKETING, V60, P19; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MEAD M, 1967, COOPERATION COMPETIT; MITTAL V, 1998, J MARKETING, V62, P33; MOGHADDAM FM, 1993, SOCIAL PSYCHOL CROSS; MORGAN RM, 1994, J MARKETING, V58, P20; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OHBUCI K, 1994, J APPL SOC PSYCHOL, V24, P1345; ROBICHEAUX R, 1975, J RETAILING, V52, P13; ROBICHEAUX RA, 1975, J RETAILING, V52, P93; ROUSSEAU DM, 1998, ACAD MANAGE REV, V23, P393; SCHUL PL, 1987, J ACAD MARKET SCI, V15, P42; SHOHAM A, 1995, J GLOB MARK, V9, P91; SINGH J, 1995, J INT BUS STUD, V26, P597; SORENSON RZ, 1975, HARVARD BUS REV, V53, P38; SPERBER AD, 1994, J CROSS CULT PSYCHOL, V25, P501; TRIANDIS HC, 1987, PERSONALITY COGNITIO; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRUBISKY P, 1991, INT J INTERCULT REL, V15, P65; VERMA J, 1992, INNOVATIONS CROSS CU, P152; WILKINSON IF, 1981, INT J PHYS DISTRIB, V11, P20; WILLIAMS LK, 1966, IND RELAT, V5, P105; WILSON DT, 1995, J ACAD MARKET SCI, V23, P335	71	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				303	324			22	Business; Management	394BL	ISI:000166504100006
J	Madhok, A; Osegowitsch, T			The international biotechnology industry: A dynamic capabilities perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		KNOWLEDGE	This paper extends our understanding Of the diffusion of technology across firms and nations. The dynamic capabilities perspective in ifs micro and macro version provides the theoretical framework for an explanation of the international organization of the biotechnology industry. We address two interrelated aspects of the phenomenon of international diffusion: organizational; form and geographical flows. An examination of the empirical profile lends support to the dynamic capabilities argument.	Univ Utah, Salt Lake City, UT 84112 USA; Univ Western Australia, Nedlands, WA 6009, Australia	Madhok, A, Univ Utah, Salt Lake City, UT 84112 USA		ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; ARROW KJ, 1973, INFORMATION EC BEHAV; BARTHOLOMEW S, 1997, J INT BUS STUD, V28, P241; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DIBNER M, 1993, COMMUNICATION   1208; HILL CWL, 1988, STRATEGIC MANAGEMENT, V9, P93; KOGUT B, 1988, STRATEGEIS GLOBAL CO, P314; MADHOK A, 2000, BOUNDARIES INTEGRATI; PAVITT K, 1988, STRATEGIES GLOBAL CO, P126; PISANO G, 1991, RES POLICY, V15, P237; PISANO GP, 1988, INT COLLABORATIVE VE, P183; PISANO GP, 1990, ADMIN SCI QUART, V35, P153; PORTER M, 1990, COMPETITIVE ADV NATI; POWELL WW, 1998, CALIF MANAGE REV, V40, P228; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; VONHIPPEL E, 1987, RES POLICY, V16, P291; WILLIAMS TF, 1995, AGING, V7, P1; WILLIAMSON OE, 1985, EC I CAPITALISM	19	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				325	335			11	Business; Management	394BL	ISI:000166504100007
J	McNamara, G; Vaaler, PM			The influence of competitive positioning and rivalry on emerging market risk assessment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ISOMORPHISM	Rating agencies play a pivotal role international credit transactions, Their sovereign risk-assessments are largely thought to reflect objective evaluations of the creditworthiness of potential borrowers, We test this assumption by examining the role that competitive positioning Td dynamics play in the risk-assessments these agencies provide. rr analyses of agency risk-assessments for emerging-market sovereign borrowers indicate that they are significantly related to agency positioning as an incumbent of insurgent (new entrant), to agency specialization in sovereigns from particular geographic regions, and in some instances, to the level of agency rivalry in a specific sovereign market. Our findings suggest both significant general and contingent links between foreign investment risk-assessment and competitive positioning and rivalry among agencies.	Michigan State Univ, E Lansing, MI 48824 USA; Tufts Univ, Fletcher Sch, Medford, MA 02155 USA	McNamara, G, Michigan State Univ, E Lansing, MI 48824 USA		1997, CREDIT WEEK     0416; 1999, CREDIT WEEK     1222; *IFC, 1999, EM STOCK MARK FACTB; *IMF, 1997, INT FIN STAT YB; *OECD, 1998, FINANCIAL MARKET TRE, V69, P53; *SAS, 1989, SAS STAT US GUID VER, V2; *SEC, 1994, NAT REC STAT RAT ORG; *WORLD BANK, 1996, WORLD DEBT TABL 1995, V1; *WORLD BANK, 1997, WORLD DEV IND 1997; ABRAHAMSON E, 1991, ACAD MANAGE REV, V16, P586; CANTOR R, 1996, FEDERAL RESERVE  OCT, P37; CHEN MJ, 1996, ACAD MANAGE REV, V21, P100; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DEEPHOUSE DL, 1996, ACAD MANAGE J, V39, P1024; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ELLSBERG D, 1961, Q J ECON, V75, P643; FERSHTMAN C, 1986, RAND J ECON, V17, P214; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; JOHNSON RA, 1990, J INT BUS STUD, V21, P95; KARACADAG C, 1999, FLETCHER FORUM WORLD, V23, P131; LIEBERMAN MB, 1988, STRATEGIC MANAGE J, V9, P41; LYLES M, 1995, INT BUSINESS REV, V3, P459; MCNAMARA G, 1997, ACAD MANAGE J, V40, P1063; MITCHELL W, 1993, J INT BUS STUD, V24, P647; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PORTER M, 1980, COMPETITIVE STRATEGY; RADELET S, 1998, BROOKINGS PAPER EC A, V1, P1; RUMELT R, 1987, STRATEGY ORG IND INN, P137; SCHERER F, 1980, IND MARKET STRUCTURE; SINCLAIR T, 1995, THESIS YORK U NEW YO; VISCUSI K, 1995, EC REGULATION ANTITR; WATANABE S, 1993, CREDIT RATING JAPAN; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171	34	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				337	347			11	Business; Management	394BL	ISI:000166504100008
J	Ostergard, RL			The measurement of intellectual property rights protection	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This research improves upon empirical studies that examine the measurement of intellectual property rights (IPR) protection. Prior measures examine only one type of aw or lack a component that ad dresses the actual enforcement of these laws. The measure presented here uses three types of IPR laws and enforcement components for them.		Ostergard, RL, SUNY Binghamton, Inst Global Cultural Studies, New York, NY 13901 USA		1989, PROTECTING INTELLECT; *NAT ASS CRED MAN, 1975, DIG COMM LAW WORLD P, V1; *NAT ASS CRED MAN, 1975, DIG COMM LAW WORLD P, V2; *UN ED SCI CULT OR, 1956, COP LAWS TREAT WORLD; *US C OFF TECHN AS, 1986, CIT302 OTA US C; *US STAT DEP, 1989, COUNTR REP EC TRAD P; *WORLD BANK, 1988, WORLD DEV REP WORLD; *WORLD BANK, 1997, WORLD DEV IND; *WORLD INT PROP RI, 1990, IND PROP LAWS TREAT; BAND J, 1995, INTERFACES TRIAL INT; BANKS AS, 1996, CROSS NATL TIME SERI; BENKO RP, 1987, PROTECTING INTELLECT; BESEN SM, 1991, J ECON PERSPECT, V5, P3; COMANOR WS, 1986, J ECON LIT, V24, P1178; EBANKS KD, 1989, LAW POLICY INT BUSIN, V21, P33; GADBAW RM, 1988, INTELLECTUAL PROPERT, P39; GARSON D, 1976, HDB POLITICAL SCI ME; GOULD DM, 1996, J DEV ECON, V48, P323; HEISE DR, 1971, CAUSAL MODELS SOCIAL; HEMNES TMS, 1993, INTELLECTUAL PROPERT; HETTINGER EC, 1989, PHILOS PUBLIC AFF, V18, P31; JABOBS AJ, 1997, PATENTS WORLD; KRIPPENDORFF K, 1980, CONTENT ANAL INTRO I; MACRAE D, 1970, ISSUES PARTIES LEGIS; MCKIVER JP, 1981, UNIDIMENSIONAL SCALI; NOGUES J, 1990, J WORLD TRADE, V24, P81; NOONAN WD, 1990, J LEGAL MED, V11, P263; OSTERGARD RL, 1999, HUM RIGHTS QUART, V21, P156; POLITI JM, 1996, TRADEMARKS WORLD; RAPP R, 1990, J WORLD TRADE, V75, P75; SEYOUM B, 1996, COLUMBIA J WORLD BUS, V31, P51; SHERWOOD RM, 1997, IDEA, V37, P261; WICHTERMAN D, 1991, INTELLECTUAL PROPERT	33	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	2				349	360			12	Business; Management	394BL	ISI:000166504100009
J	Nachum, L			Economic geography and the location of TNCs: Financial and professional service FDI to the USA	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; AGGLOMERATION; CHOICE	This paper attempts to examine theoretically and empirically the explanatory power of concepts drawn from economic geography for the explanation of the location of TNCs. it combines concepts from economic geography and international business theories in a model that seeks to explain the location of Transnational Corporations (TNCs), and tests the model on financial and professional service FDI to the US. The findings suggest a need to extend the conventional location model of international business by acknowledging the processes taking place among films located in geographic proximity.				AMIN A, 1992, INT J URBAN REGIONAL, V16, P571; AMIN A, 1994, AREA, V26, P13; ARTHUR WB, 1989, ECON J, V99, P116; BAGCHISEN S, 1989, ECON GEOGR, V65, P113; BARTLETT CA, 1989, MANAGING BORDERS TRA; BAUM JAC, 1997, ADMIN SCI QUART, V42, P304; BRAUNERHJELM P, 1996, APPL ECON, V28, P833; CHANDLER A, 1997, BIG BUSINESS WEALTH; COUGHLIN CC, 1991, REV ECON STAT, V73, P675; DEVET JM, 1993, OECD STI REV     MAR, P89; DUNNING JH, 1989, UNCTC CURRENT STUD A, V9; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1997, ALLIANCE CAPITALISM; DUNNING JH, 1997, GOVT GLOBALISATION I; DUNNING JH, 1998, J INT BUS STUD, V29, P45; DUPUY C, 1999, CAMBRIDGE J ECON, V23, P207; ENRIGHT MJ, 1998, DYNAMIC FIRM; FRIEDMAN J, 1992, J REGIONAL SCI, V32, P403; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GONG HM, 1995, URBAN GEOGR, V16, P198; HARRISON B, 1994, LEAN MEAN CHANGING L; HEAD CK, 1999, REG SCI URBAN ECON, V29, P197; HEAD K, 1995, J INT ECON, V38, P223; HILL S, 1994, REGIONAL DISTRIBUTIO; KEEBLE D, 1998, 86 ESRC CTR BUS RES; KRUGMAN P, 1998, OXFORD REV ECON POL, V14, P7; LI J, 1994, MANAGE INT REV, V34, P217; MARKUSEN JR, 1999, EUR ECON REV, V43, P335; MARSHALL A, 1890, PRINCIPLES EC; MOOMAW RL, 1998, REG SCI URBAN ECON, V28, P199; NACHUM L, IN PRESS STRATEGIC M; NACHUM L, 1998, 114 ESRC CTR BUS RES; NACHUM L, 2000, IN PRESS TRANSNA APR; NOHRIA N, 1997, DIFFERENTIATED NETWO; OBRIAN R, 1992, GLOBAL FINANCIAL INT; OHMAE K, 1995, END NATION STATE RIS; PIORE MJ, 1984, 2 IND DIVIDE; PORTER ME, 1994, J ECON BUS, V1, P35; PORTER ME, 1998, HARVARD BUSINESS NOV, P77; SASSEN S, 1994, CITIES WORLD EC; SAXENIAN A, 1994, REGIONAL ADV CULTURE; SCOTT AJ, 1998, REGIONS WORLD EC CHA; SMITH DF, 1994, J URBAN ECON, V36, P23; STORPER M, 1997, REGIONAL WORLD TERRI; TAYLOR J, 1993, URBAN STUD, V30, P1209; THRIFT N, 1994, MONEY POWER SPACE; WEI Y, 1998, INT BUSINESS EMERGIN; WHEELER D, 1992, J INT ECON, V33, P57; YAMORI N, 1998, J BANK FINANC, V22, P109	49	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				367	385			19	Business; Management	394BR	ISI:000166504600001
J	Seth, A; Song, KP; Pettit, R			Synergy, managerialism or hubris? An empirical examination of motives for foreign acquisitions of US firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; SHAREHOLDER WEALTH; ACQUIRING FIRMS; VALUE CREATION; CORPORATE; PERFORMANCE; TAKEOVERS; MERGERS; TARGET; MARKET	This study examines the motives underlying foreign acquisitions of U.S. firms, estimates the extent of value creation associated with such acquisitions, and examines how total gains are shared between acquiring firms and targets. We show that the synergy hypothesis is the predominant explanation for our sample of foreign acquisitions of U.S. firms, However the hubris hypothesis coexists with the synergy hypothesis in explaining the acquisitions in our sample that are characterized by positive total gains. The evidence is also consistent with the managerialism hypothesis for the acquisitions in our sample with negative total gains. We show that the incidence of competition is associated with higher total gains, as well as higher gains to targets.	Univ Illinois, Urbana, IL 61801 USA; Prairie View A&M Univ, Prairie View, TX 77445 USA; Univ Houston, Houston, TX 77004 USA	Seth, A, Univ Illinois, Urbana, IL 61801 USA		ALIBER RZ, 1970, INT CORPORATION, P17; AMIHUD Y, 1981, BELL J ECON, V12, P605; BERKOVITCH E, 1993, J FINANC QUANT ANAL, V28, P347; BRADLEY M, 1988, J FINANC ECON, V21, P3; CAKICI N, 1996, J BANK FINANC, V20, P307; CASSON M, 1987, FIRM MARKET STUDIES; CAVES RE, 1982, MULTINATIONAL ENTERP; CONN RL, 1990, J BUSINESS FINANCE A, V17, P689; DOUKAS J, 1988, J FINANC, V43, P1161; EUN CS, 1996, J BANK FINANC, V20, P1559; HARRIS RS, 1991, J FINANC, V46, P825; HAYWARD MLA, 1997, ADMIN SCI QUART, V42, P103; KANG JK, 1993, J FINANC ECON, V34, P345; LESSARD D, 1973, J FINANCE        JUN, P619; MARRIS RL, 1964, EC THEORY MANAGERIAL; MITCHELL M, 1990, J APPL CORPORATE FIN, V3, P60; PENROSE ET, 1995, THEORY GROWTH FIRM; RAPOPORT C, 1988, FORTUNE          NOV, V21, P195; ROE MJ, 1993, DEAL DECADE WHAT TAK, P321; ROLL R, 1986, J BUS, V59, P197; RUGMAN AM, 1982, NEW THEORIES MULTINA; SETH A, 1990, STRATEGIC MANAGE J, V11, P431; SETH A, 1990, STRATEGIC MANAGE J, V11, P99; SEYHUN HN, 1990, J BUS, V63, P439; SHAKED I, 1991, J BUSINESS FINANCE A, V18, P431; SINGH H, 1987, STRATEGIC MANAGE J, V8, P377	26	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				387	405			19	Business; Management	394BR	ISI:000166504600002
J	Liu, XM; Siler, P; Wang, CQ; Wei, YQ			Productivity spillovers from foreign direct investment: Evidence from UK industry level panel data	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MODEL; TECHNOLOGY; SPECIFICATION; ECONOMETRICS; EFFICIENCY; GROWTH; FIRMS	This paper examines intra-industry productivity spillovers from foreign direct investment (FDI) in the UK manufacturing sector, The empirical analysis uses panel data for 48 UK industries over the period 1991-1995, A major contribution is empirical evidence on spillover effects in situations where the host country is developed. The results indicate that the very presence of FDI has a positive spillover impact on the productivity of UK-owned firms. The analysis also shows that the extent to which local firms benefit from the introduction of advanced technology depends largely on their own technological capabilities.	Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England; Univ Abertay, Dundee, Scotland; Univ Lancaster, Lancaster LA1 4YW, England	Liu, XM, Aston Univ, Aston Business Sch, Birmingham B4 7ET, W Midlands, England		BALTAGI BH, 1995, ECONOMETRIC ANAL PAN; BARRELL R, 1997, ECON J, V107, P1770; BLOMSTROM M, 1983, WORLD DEV, V11, P493; BLOMSTROM M, 1989, FOREIGN INVESTMENT S; BLOMSTROM M, 1994, CONVERGENCE PRODUCTI; BREUSCH TS, 1980, REV ECON STUD, V47, P239; CANTWELL J, 1989, TECHNICAL INNOVATION; CANTWELL J, 1993, GROWTH GLOBAL BUSINE; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1971, ECONOMICA, V38, P1; DAVIES S, 1987, BRITAINS PRODUCTIVIT; FINDLAY R, 1978, Q J ECON, V92, P1; GEROSKI PA, 1982, EUROPEAN EC REV, V19, P145; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GREENE WH, 1997, ECONOMETRIC ANAL; HADDAD M, 1993, J DEV ECON, V42, P51; HAUSMAN JA, 1978, ECONOMETRICA, V46, P1251; JUDGE GG, 1985, THEORY PRACTICE ECON; KOKKO A, 1994, J DEV ECON, V43, P279; KOKKO A, 1996, J DEV STUD, V32, P602; KOKKO A, 1996, J INT DEV, V8, P517; LAPAN H, 1973, J ECON THEORY, V6, P585; PEREZ T, 1997, J EVOL ECON, V7, P169; RAUT LK, 1995, J DEV ECON, V48, P1; WANG JY, 1992, EUR ECON REV, V36, P137	25	24	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				407	425			19	Business; Management	394BR	ISI:000166504600003
J	Markoczy, L			National culture and strategic change in belief formation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TOP MANAGEMENT; TEAM	This paper studies strategy related beliefs in five organizations in Hungary with substantial foreign participation. We find that one of the strongest determinants of similarity of beliefs was being a member of the functional area favored by the strategic change. The effect of being in the favored area was greater than the effect of all other individual characteristics, including nationality.	Univ Calif Riverside, Anderson Grad Sch Management, Riverside, CA 92521 USA	Markoczy, L, Univ Calif Riverside, Anderson Grad Sch Management, Riverside, CA 92521 USA		ALLISON GT, 1971, ESSENCE DECISION EXP; BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107; BARRY H, 1957, J ABNORMAL SOCIAL PS, V55, P327; BARRY H, 1976, ETHNOLOGY, V16, P191; BEM DJ, 1970, BELIEFS ATTITUDES HU; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; CHANDRA S, 1973, INT J PSYCHOL, V8, P37; CLAEYS W, 1967, INT J PSYCHOL, V2, P13; CYERT RM, 1963, BEHAV THEORY FIRM; DEARBORN DC, 1958, SOCIOMETRY, V21, P140; DUTTON JE, 1987, ACAD MANAGE REV, V12, P76; DUTTON JE, 1989, J MANAGE STUD, V26, P379; EFRON B, 1993, INTRO BOOTSTRAP; FISHER G, 1988, MINDSETS ROLE CULTUR; FISKE ST, 1991, MCGRAWHILL SERIES SO; GELETKANYCZ MA, 1997, STRATEGIC MANAGE J, V18, P615; GOVEKAR MA, 1994, M STRATEGIC MANAGEME; HAIRE M, 1966, MANAGERIAL THINKING; HAMBRICK DC, 1981, STRATEGIC MANAGEMENT, V2, P263; HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193; HOFSTEDE G, 1994, CULTURES ORG; HUANG LC, 1973, J CROSS CULTURAL PSY, V4, P427; IRELAND RD, 1987, STRATEGIC MANAGE J, V8, P469; KAHNEMAN D, 1973, ATTENTION EFFORT; KLUCKHOHN C, 1946, CULTURE BEHAV; KOTHA S, 1995, STRATEGIC MANAGE J, V16, P195; LAMBERT WE, 1979, CHILD REARING VALUES; LANGFIELDSMITH KM, 1992, J OPERATIONAL RES SO, V4312, P1135; LUBATKIN MH, 1997, J INT BUS STUD, V28, P711; MARKOCZY L, 1995, INT J HUM RESOUR MAN, V62, P249; MARKOCZY L, 1995, J MANAGE, V21, P305; MARKOCZY L, 1997, ACAD MANAGE J, V40, P1228; MARKOCZY L, 1997, MANAGERIAL DECISION, V18, P399; MARKOCZY L, 1998, BOARD, V352, P44; MARKOCZY L, 1998, INT J HUM RESOUR MAN, V405, P893; MICHEL JG, 1992, ACAD MANAGE J, V351, P9; MINTURN L, 1964, MOTHERS 6 CULTURES; MOONEY CZ, 1993, QUANTITATIVE APPL SO, V95; NARAYANAN VK, 1982, ACAD MANAGE REV, V7, P25; QUINN N, 1987, CULTURAL MODELS LANG, P3; SCHNEIDER SC, 1989, ORGAN STUD, V10, P149; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SCHUMAN H, 1989, AM SOCIOL REV, V54, P359; SMITH KG, 1994, ADMIN SCI QUART, V39, P412; TROMPENAARS F, 1993, RIDING WAVES CULTURE; WALSH JP, 1988, ACAD MANAGE J, V31, P873; WEEKS WH, 1982, MANUAL STRUCTURED EX; WELSH DHB, 1993, ACAD MANAGE J, V36, P58; WESTPHAL JD, 1995, ADMIN SCI QUART, V40, P60; WOOLDRIDGE B, 1989, STRATEGIC MANAGE J, V10, P295; YIN RK, 1994, CASE STUDY RES DESIG	51	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				427	442			16	Business; Management	394BR	ISI:000166504600004
J	Ellis, P			Social ties and foreign market entry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EXPORT BEHAVIOR; INTERNATIONALIZATION PROCESS; FIRMS; COOPERATION; GUIDELINES; KNOWLEDGE; EXCHANGE; VENTURES; BUSINESS; DECISION	The social dynamics which precede international exchange are considered in light of data collected on 133 foreign market entries from a sample of highly-internationalized manufacturing firms. Consistent with research done in the social network field, the findings support the hypothesis that knowledge of foreign market opportunities is commonly acquired via existing interpersonal links rather than collected systematically via market research. This study thus contributes towards an understanding of those antecedent conditions that lead to the formation of export exchange relationships.	Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China	Ellis, P, Hong Kong Polytech Univ, Dept Business Studies, Hong Kong, Hong Kong, Peoples R China		AABY NE, 1989, INT MARKET REV, V6, P7; ALSTON JP, 1989, BUSINESS HORIZON MAR, P26; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ANDERSEN O, 1996, AIB C BANFF SEPT 26; AXELSSON B, 1992, IND NETWORKS NEW VIE, P218; AXINN CN, 1988, INT MARKET REV, V5, P61; BAGOZZI RP, 1975, J MARKETING, V39, P32; BARKER A, 1992, EUR J MARKETING, V26, P27; BEAMISH P, 1993, MANAGE INT REV, V2, P121; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BILKEY WJ, 1978, J INT BUS STUD, V9, P33; BJORKMAN I, 1995, INT BUSINESS REV, V4, P519; BLANKENBURG D, 1992, SCANDINAVIAN INT BUS, V1, P5; BLANKENBURG D, 1995, BUSINESS MARKETING I; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; BROWN R, 1990, Q REV MARKETING  SPR, P1; BURT RS, 1992, STRUCTURAL HOLES SOC; BURT RS, 1997, ADMIN SCI QUART, V42, P339; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CAVUSGIL ST, 1984, J BUS RES, V12, P195; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHAN TS, 1987, MANAGING ENTRY EXPAN, P282; COVIELLO N, 1997, INT BUSINESS REV, V6, P361; CZINKOTA MR, 1982, EXPORT DEV STRATEGIE; CZINKOTA MR, 1987, DEV MARKETING SCI, V10, P157; DAVIES H, 1995, IND MARKET MANAG, V24, P207; DENG S, 1995, J BUS RES, V32, P41; DICHTL E, 1984, MARKETING ASPECTS IN, P119; DICHTL E, 1986, ADV INT MARKETING, V1, P233; DOUGLAS SP, 1983, INT MARKETING RES; DOUGLAS SP, 1992, INT J RES MARK, V9, P291; DWYER FR, 1987, J MARKETING, V51, P11; EASTON G, 1994, EUR J MARKETING, V28, P72; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; ELLIS P, IN PRESS J MARKETING; ELLIS P, 1995, THESIS U W AUSTR; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P470; FORD D, 1980, EUR J MARKETING, V14, P339; FORD D, 1982, EXPORT MANAGEMENT IN, P257; FORD D, 1987, MANAGING ENTRY EXPAN, P71; FORD D, 1991, NEW PERSPECTIVES INT, P3; GOULD DM, 1994, REV ECON STAT, V76, P302; GRANOVET.MS, 1973, AM J SOCIOL, V78, P1360; 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LIANG N, 1996, INT EXECUTIVE, V38, P779; LIANG N, 1997, J INT BUS STUD, V38, P495; MATTSSON J, 1986, ADV INT MARKETING, P93; MCCONNELL JE, 1979, ECON GEOGR, V55, P171; MCDOUGALL GHG, 1991, NZ J BUSINESS, P107; MELIN L, 1992, STRATEGIC MANAGE J, V13, P99; MENDENHALL M, 1993, INT J MANAGEMENT, V10, P146; MILLINGTON AI, 1990, MANAGE INT REV, V30, P151; MITCHELL JC, 1969, SOC NETWORKS URBAN, P1; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PAPADOPOLOUS N, 1987, MANAGING EXPORT ENTR, P128; PAPADOPOULOS N, 1988, INT MARKETING RE AUT, P38; PAVORD W, 1975, AKRON BUSINESS EC RE, V6, P6; PERKETT WO, 1963, THESIS U WASHINGTON; REDDING SG, 1991, BUSINESS NETWORKS EC, P30; REICHEL J, 1988, EUR J MARKETING, V22, P31; REID S, 1984, J BUS RES, V12, P141; REID S, 1986, RES INT MARKETING, P22; REID SD, 1981, J INT BUS STUD, V12, P101; REID SD, 1983, J ACAD MARKET SCI, V11, P323; REID SD, 1987, MANAGING EXPORT ENTR, P3; REUBER AR, 1997, J INT BUS STUD, V28, P807; ROGERS EM, 1969, MODERNIZATION PEASAN; ROGERS EM, 1981, COMMUNICATION NETWOR; ROOT FR, 1977, ENTRY STRATEGIES FOR; ROOT FR, 1994, ENTRY STRATEGIES INT; ROSSON P, 1982, J INT BUS STUD, V13, P57; SAIMEE S, 1993, INT MARKET REV, V10, P5; SERINGHAUS RFH, 1986, INT SMALL BUSINESS J, V5, P26; SHARMA D, 1987, INT MARKETING RE WIN, P20; SIMMONDS K, 1968, BRIT J MARKET, V2, P93; SIU WS, 1993, RES MULTINATIONAL BU, P308; SMITH A, 1993, BEST PAP P AC MAN C, P152; STRANDSKOV J, 1994, INT FIRM READER, P201; STYLES C, 1994, INT MARKET REV, V11, P23; SULLIVAN D, 1990, MANAGE INT REV, V30, P19; THOMAS MJ, 1985, EUR J MARKETING, V19, P42; THORELLI HB, 1990, INT MARKETING STRATE; TICHY NM, 1981, HDB ORG DESIGN, P225; TOYNE B, 1989, J INT BUS STUD, V20, P1; TURNBULL PW, 1987, MANAGING EXPORT ENTR, P21; WALTERS P, 1983, INT MARKET REV, V1, P34; WEIMANN G, 1989, HDB INT INTERCULTURA, P186; WELCH LS, 1980, J MANAGE STUD, V17, P333; WELCH LS, 1988, J GEN MANAGE, V14, P34; WILSON DT, 1991, NEW PERSPECTIVES INT, P87; WORTZEL LH, 1981, COLUMBIA J WORLD SPR, P51; YEUNG HWC, 1995, INT BUSINESS REV, V4, P313; YIN RK, 1982, AM BEHAV SCI, V26, P84; YIN RK, 1989, CASE STUDY RES DESIG; YOUNG S, 1989, INT MARKET ENTRY DEV; YOUNG S, 1996, MANAGE INT REV, V36, P295	119	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. 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J	Athanassiou, N; Nigh, D			Internationalization, tacit knowledge and the top management teams of MNCs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-CORPORATIONS; FIRM; INTERDEPENDENCE; ORGANIZATIONS; EXPERIENCE; PARADIGM	This study investigates the effects of several dimensions of internationalization on the behavior of MNCs' top management teams. The effects include top executives' personal presence in foreign markets, their participation in meetings about international strategic issues, and their tacit knowledge of the firms' international business activities.	Northeastern Univ, Boston, MA 02115 USA; Univ S Carolina, Columbia, SC 29208 USA	Athanassiou, N, Northeastern Univ, Boston, MA 02115 USA		ATHANASSIOU N, 1999, STRATEGIC MANAGE J, V20, P83; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1989, MANAGING BORDERS TRA; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BELSLEY DA, 1990, CONDITIONING DIAGNOS; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BURT RS, 1992, STRUCTURAL HOLES SOC; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; DAVENPORT TH, 1998, WORKING KNOWLEDGE OR; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; EDSTROM A, 1977, ADM SCI Q, V22, P248; FINKELSTEIN S, 1996, STRATEGIC LEADERSHIP; GUPTA AK, 1988, EXECUTIVE EFFECT CON; HAIR JF, 1987, MULTIVARIATE DATA AN; HALEBLIAN J, 1993, ACAD MANAGE J, V36, P844; HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193; HITT MA, 1991, STRATEGIC MANAGE J, V12, P327; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, INT FIRM READER, P217; KUTSCHKER M, 1997, MANAGE INT REV, V37, P103; LIN N, 1999, CONNECTIONS, V22, P28; LOHRKE FT, 1997, J INT MANAGEMENT, V3, P25; MARSHALL C, 1997, KNOWLEDGE ORG; MCKENNEY JL, 1992, NETWORKS ORG; MILLER D, 1996, ACAD MANAGE J, V39, P519; NAHAPIET J, 1998, ACAD MANAGE REV, V23, P267; NOHRIA N, 1992, NETWORKS ORG STRUCTU; NONAKA I, 1995, KNOWLEDGE CREATING C; OREILLY CA, 1993, ORG CHANGE REDESIGN, P147; PENROSE ET, 1980, THEORY GROWTH FIRM; PETTIGREW AM, 1992, STRATEGIC MANAGE J, V13, P163; PFEFFER J, 1983, RES ORGAN BEHAV, V5, P299; POLANYI M, 1962, PERSONAL KNOWLEDGE; POLANYI M, 1966, TACIT DIMENSION; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; REUBER AR, 1997, J INT BUS STUD, V28, P807; ROTH K, 1992, J BUS RES, V23, P1; ROTH K, 1995, ACAD MANAGE J, V38, P200; SAMBHARYA RB, 1996, STRATEGIC MANAGE J, V17, P739; STEWART DW, 1981, J MARKETING RES, V18, P51; TREVINO LK, 1987, COMMUN RES, V14, P553; WELCH LS, 1988, J GEN MANAGE, V14, P34; WINTER SG, 1987, COMPETITIVE CHALLENG	45	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				471	487			17	Business; Management	394BR	ISI:000166504600006
J	Harrison, GL; McKinnon, JL; Wu, A; Chow, CW			Cultural influences on adaptation to fluid workgroups and teams	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INDIVIDUALISM; COLLECTIVISM; SELF	We used structured questionnaires and interviews to explore cultural factors affecting adaptation to fluid workgroups and teams in Taiwan and Australia, proxying for Chinese and Anglo-American societies, Consistent with collectivist, high power distance culture, we find members of Taiwanese organizations to have more difficulty adapting to fluid teams with changing membership and leadership. The results have implications for the implementation of flexible organization structures and interaction patterns in different countries.	Macquarie Univ, Div Econ & Financial Studies, Sydney, NSW 2109, Australia; Natl Chengchi Univ, Sch Accounting, Taipei 11623, Taiwan; San Diego State Univ, Sch Accountancy, San Diego, CA 92182 USA	Harrison, GL, Macquarie Univ, Div Econ & Financial Studies, Sydney, NSW 2109, Australia		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ABERNETHY MA, 1995, ACCOUNT ORG SOC, V20, P241; BOND MH, 1991, CHINESE FACE; CHOW CW, 1991, ACCOUNT ORG SOC, V16, P209; FREDERIKSEN N, 1957, PSYCHOL MONOGR, V76, P438; GRAY R, 1995, ACCOUNTING AUDITING, V8, P78; HARRISON GL, 1992, ACCOUNT ORG SOC, V17, P1; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; HOFSTEDE GH, 1991, CULTURES ORG SOFTWAR; KRIPPENDORFF K, 1980, CONTENT ANAL INTRO I; LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95; MORRIS MH, 1994, J INT BUS STUD, V25, P65; NANNI AJ, 1992, J MANAGEMENT ACCOUNT, V4, P1; REDDING G, 1986, PSYCHOL CHINESE PEOP; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TSE DK, 1988, J MARKETING, V52, P81; TSE DK, 1994, J INT BUS STUD, V25, P537; WEBER RP, 1990, BASIC CONTENT ANAL; WHITLEY RD, 1991, ORGAN STUD, V12, P1	20	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				489	505			17	Business; Management	394BR	ISI:000166504600007
J	Thomas, A; Bendixen, M			The management implications of ethnicity in South Africa	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			The Hofstede (1994) dimensions of culture were measured for 586 middle managers in South Africa. A similarity on these dimensions was found between the ethnic groups, Both management culture and perceived management effectiveness were found to be independent of both race and the dimensions of culture. These findings suggest that employee diversity in the workplace should not adversely affect management performance.	Univ Witwatersrand, Grad Sch Business Adm, Johannesburg, South Africa	Thomas, A, Univ Witwatersrand, Grad Sch Business Adm, Johannesburg, South Africa		1995, GOVT GAZETTE; 1998, BREAKWATER MONIT SEP; 1998, GOVT GAZETTE; ADONISI M, 1993, AFRICAN MANAGEMENT P, P309; BENDIXEN M, 1995, P 5 S CROSS CULT CON, P1; BENDIXEN M, 1998, J BUS RES, V42, P107; BINEDELL N, 1993, AFRICAN MANAGEMENT P, P3; BOON M, 1996, AFRICAN WAY POWER IN; BOWMAKERFALCONE.A, 1994, PEOPLE DYNAMICS  JUL, P15; CHRISTIE P, 1993, AFRICAN MANAGEMENT P; COX T, 1993, CULTURAL DIVERSITY O; GOOSEN N, 1997, UNPUB HOLISTIC MANAG; HATCH MJ, 1997, ORG THEORY MODERN SY; HAYWARD A, 1999, UNPUB DEV MODEL MANA; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1994, VALUE SURVEY MODULE; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HUMAN P, 1993, AFRICAN MANAGEMENT P, P205; JOHNSON P, 1983, HIST MODERN WORLD; KAHLE LR, 1985, PSYCHOL MARKET, V2, P231; KHOZA R, 1993, AFRICAN MANAGEMENT P, P117; KOOPMAN A, 1993, AFRICAN MANAGEMENT P, P41; LESSEM R, 1990, DEV MANAGEMENT PRINC; LESSEM R, 1993, AFRICAN MANAGEMENT P, P17; MBIGI L, 1995, UBUNTU SPIRIT AFRICA; MCGOWAN PJ, 1995, GLOBAL INFORMATIONAL; MENKITI I, 1979, AFRICAN PHILOS; MORRISON AM, 1992, NEW LEADERS GUIDELIN; ROKEACH MJ, 1973, NATURE HUMAN VALUES; SCHEIN EH, 1992, ORG CULTURE LEADERSH; SCHNEIER C, 1997, P 6 S CROSS CULT CON, P157; SENGHOR L, 1965, AFRICAN SOCIALISM; SHUTTE A, 1993, PHILOS AFRICA; SIBIYA JT, 1997, UNPUB CORPORATE CULT; SINGELIS T, 1995, CROSS-CULT RES, V29, P240; SINGH S, 1998, BUSINESS DAY    0210, P15; SOLOMON AW, 1997, UNPUB MEASUREMENT MA; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; STRAUSS W, 1998, 4 TURNING; THOMAS A, 1996, AFFIRMATIVE ACTION M; THOMAS A, 1996, GOING AFFIRMATIVE AC; THOMAS DA, 1996, HARVARD BUSINESS SEP, P79; TROMPENAARS F, 1993, RIDING WAVES CULTURE; USUNIER JC, 1996, MARKETING CULTURES	44	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				507	519			13	Business; Management	394BR	ISI:000166504600008
J	Spencer, JW			Knowledge flows in the global innovation system: Do US firms share more scientific knowledge than their Japanese rivals?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; TECHNOLOGY; POLICY; INDUSTRY	In this paper, I test the common assumption that Japanese firms strive to appropriate knowledge from the global scientific community while sharing little in return. I found no support for this conventional perspective in the flat panel display industry. U.S. firms shared no more knowledge with their global scientific community than Japanese firms, Similarly, Japanese firms appropriated no more knowledge from the global community than their U.S. counterparts.	George Washington Univ, Washington, DC 20052 USA	Spencer, JW, George Washington Univ, Washington, DC 20052 USA		ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; AMSDEN AH, 1991, AM ECON REV, V81, P282; AUDRETSCH DB, 1988, REV ECON STAT, V70, P438; BERNSTEIN JI, 1998, J INT ECON, V44, P315; DOSI G, 1993, COUNTRY COMPETITIVEN; ERGAS H, 1987, TECHNOLOGY GLOBAL IN; ETO H, 1984, R D MANAGEMENT SYSTE; FRANSMAN M, 1995, CAMBRIDGE J ECON, V19, P95; GERSCHENKRON A, 1962, EC BACKWARDNESS HIST; GRILICHES Z, 1990, J ECON LIT, V28, P1661; LEPKOWSKI W, 1995, CHEM ENG NEWS, V73, P26; MANSFIELD E, 1988, MANAGE SCI, V34, P1157; MOWERY DC, 1989, TECHNOLOGY PURSUIT E; MOWERY DC, 1992, JAPANS GROWING TECHN; MOWERY DC, 1993, NATL INNOVATION SYST; MURTHA TP, 1996, ADV STRATEG MANAGE, V13, P247; REICH RB, 1986, HARVARD BUS REV, V64, P78; ROSENBERG N, 1988, AM EC REV PAP P  MAY, P229; ROSOVSKY H, 1961, CAPITAL FORMATION JA; SAMUELS RJ, 1994, RICH NATION STRONG A; SPENCER JW, IN PRESS ACAD MANAGE; SWINBANKS D, 1994, RES TECHNOL MANAGE, V37, P4; WESTNEY D, 1993, COUNTRY COMPETITIVEN; WESTNEY DE, 1985, 8503 MITJP	24	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	3				521	530			10	Business; Management	394BR	ISI:000166504600009
J	Pan, YG; Tse, DK			The hierarchical model of market entry modes	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; DIRECT-INVESTMENT; NATIONAL CULTURE; CHINA; CHOICE; OWNERSHIP; IMPACT; PERFORMANCE; KNOWLEDGE; LOCATION	In this study, we propose and test a hierarchical model of market entry modes. Entry modes can first be viewed as equity-based versus non-equity-based. Within equity-based modes, the choice is between wholly owned operations and equity joint ventures, while within non-equity-based modes, the choice is between contractual agreements and export. Empirically, we demonstrate that there are factors that exert substantial influences at the equity versus non-equity level, but rather weak influences at the lower level of choice hierarchy. The empirical results are based on a sample of over 10,000 foreign activities into China between 1979 to 1998. The findings provide supportive evidence for the hierarchical model of market entry modes.	York Univ, Schulich Sch Business, Toronto, ON M3J 2R7, Canada; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China; Univ Hong Kong, Chinese Management Ctr, Hong Kong, Hong Kong, Peoples R China	Pan, YG, York Univ, Schulich Sch Business, Toronto, ON M3J 2R7, Canada		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON DH, 1986, MISS AFES RES REP, V11, P1; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BENAKIVA M, 1987, DISCRETE CHOICE ANAL; BREWER TL, 1993, J INT BUS STUD, V24, P101; BROUTHERS KD, 1995, MANAGE INT REV, V35, P7; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; CAVES RE, 1982, MULTINATIONAL ENTERP; CHU W, 1992, INT J RES MARK, V9, P149; CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; COSSET JC, 1991, J INT BUS STUD, V22, P135; DAVIDSON WH, 1983, J BUS RES, V11, P439; DENIS JE, 1985, J INT BUS STUD, V16, P77; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; KUMAR V, 1997, J WORLD BUS, V32, P53; LI JT, 1991, J INT BUS STUD, V22, P209; LORANGE P, 1991, J BUS STRAT, V12, P25; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1996, J INT BUS STUD, V27, P929; PAN YG, 1997, STRATEGIC MANAGE J, V18, P247; PAN YG, 1999, J INT BUS STUD, V30, P81; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PEARSON MM, 1991, JOINT VENTURES PEOPL; ROOT FR, 1987, ENTRY STRATEGIES INT; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SIMON HA, 1955, Q J ECON, V69, P99; STEINBRUNER JD, 1974, CYBERNETIC THEORY DE; TSE DK, 1997, J INT BUS STUD, V28, P779; VANHONACKER W, 1997, HARVARD BUSINESS MAR, P130; WILLIAMSON OE, 1986, EC ORG FIRMS MARKETS; YIP GS, 1989, SLOAN MANAGE REV, V31, P29; ZHANG LY, 1994, WORLD DEV, V22, P45	52	26	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				535	554			20	Business; Management	394BU	ISI:000166504800001
J	Arora, A; Fosfuri, A			Wholly owned subsidiary versus technology licensing in the worldwide chemical industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL ENTRY-MODE; JOINT-VENTURES; MULTINATIONAL-ENTERPRISES; CHOICE; KNOWLEDGE; FIRM; STRATEGY; INFORMATION; SELECTION; CULTURE	This paper empirically analyzes the determinants of the choice between wholly owned subsidiary and technology licensing as a strategy for expansion abroad. We use a new and comprehensive database on worldwide plant level investments in the chemical industry during the 1981-1991 period. We find that both cultural distance and the presence of other potential licensors favor the use of licensing abroad, whereas, prior experience favors the choice of wholly owned subsidiary. An implication of this study is that competition in the market for technology can foster the international through the use of arm's length agreements.	Carnegie Mellon Univ, Heinz Sch Publ Policy & Management, Pittsburgh, PA 15213 USA; Univ Carlos III Madrid, Business Dept, Madrid, Spain	Arora, A, Carnegie Mellon Univ, Heinz Sch Publ Policy & Management, Pittsburgh, PA 15213 USA		ARORA A, 1994, RES POLICY, V23, P523; ARORA A, 2000, IN PRESS J DEV EC; BALAKRISHNAN S, 1993, J ECON BEHAV ORGAN, V20, P99; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BENITO GRG, 1992, J INT BUS STUD, V23, P461; CAVES RE, 1996, MULTINATIONAL ENTERP; CONTRACTOR FJ, 1981, INT TECHNOLOGY TRANS; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; CONTRACTOR FJ, 1998, J INT BUS STUD, V29, P325; CYERT RM, 1963, BEHAV THEORY FIRM; DAVIDSON WH, 1983, J BUS RES, V11, P439; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DUNNING JH, 1981, INT PRODUCTION MULTI; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FRANKO LG, 1989, J INT BUS STUD, V20, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; HENNART JF, 1998, J INT BUS STUD, V29, P515; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HYMER SH, 1960, THESIS MIT CAMBRIDGE; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KIM J, 1991, MANAGE INT REV, V31, P123; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, J INT BUS STUD, V24, P625; LIEBERMAN MB, 1987, INT J IND ORGAN, V5, P257; PORTER M, 1985, COMPETITIVE ADVANTAG; ROOT FR, 1987, ENTRY STRATEGIES INT; SHANE SA, 1996, ACAD MANAGE J, V39, P216; TEECE DJ, 1977, EC J             JUN; TEECE DJ, 1988, TECHNOLOGICAL CHANGE; VONHIPPEL E, 1994, MANAGE SCI, V40, P429; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; ZEJAN MC, 1990, J IND ECON, V38, P349	39	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				555	572			18	Business; Management	394BU	ISI:000166504800002
J	Lord, MD; Ranft, AL			Organizational learning about new international markets: Exploring the internal transfer of local market knowledge	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-NATIONAL RESEARCH; JOINT VENTURES; DIVERSIFIED FIRMS; FOREIGN ENTRY; PERFORMANCE; PERSPECTIVE; MANAGEMENT; EXPANSION; STRATEGY; MODEL	This study examines the transfer of local market knowledge within the diversified firm as its divisions expand into a new host country. Within the U.S.-based corporations in our sample, both the nature of local market knowledge itself and differences in organizational structures significantly influence the extent of internal knowledge transfer among divisions. The results suggest that as firms expand into new international markets, their organizational learning processes differ significantly.	Wake Forest Univ, Babcock Grad Sch Management, Winston Salem, NC 27109 USA; Wake Forest Univ, Calloway Sch Business & Accountancy, Winston Salem, NC 27109 USA	Lord, MD, Wake Forest Univ, Babcock Grad Sch Management, Winston Salem, NC 27109 USA		ANDERSEN O, 1993, J INT BUS STUD, V24, P209; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARTLETT CA, 1992, TRANSNATIONAL MANAGE; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAVIS SM, 1992, TRANSNATIONAL MANAGE, P607; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ETIENNEBENZ A, 1996, DISNEYLAND PARIS; FOWLER SW, 1998, MANAGING STRATEGICAL, P79; GUPTA AK, 1986, ACAD MANAGE J, V29, P695; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; HILL CWL, 1987, ACAD MANAGE REV, V12, P331; HILL CWL, 1988, J IND ECON, V37, P67; HILL CWL, 1992, ORGAN SCI, V3, P501; HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1998, ORGAN SCI, V9, P454; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KERR JL, 1985, ACAD MANAGE J, V28, P155; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LORD MD, 1999, ACAD MANAGEMENT BEST; LORSCH J, 1973, MANAGING DIVERSITY I; LUBATKIN M, 1993, STRATEGIC MANAGE J, V14, P433; MAKINO S, 1996, J INT BUS STUD, V27, P905; MARKIDES CC, 1996, ACAD MANAGE J, V39, P340; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NAYYAR PR, 1993, ACAD MANAGE REV, V18, P735; NONAKA I, 1995, KNOWLEDGE CREATING C; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; PODSAKOFF PM, 1986, J MANAGE, V12, P531; POLANYI M, 1962, PERSONAL KNOWLEDGE P; SINGH J, 1995, J INT BUS STUD, V26, P597; SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P45; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; WINTER SG, 1987, COMPETITIVE CHALLENG, P159; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	40	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				573	589			17	Business; Management	394BU	ISI:000166504800003
J	Steensma, HK; Marino, L; Weaver, KM			Attitudes toward cooperative strategies: A cross-cultural analysis of entrepreneurs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION COST THEORY; COMPETITIVE ADVANTAGE; NATIONAL CULTURE; COLLECTIVISM; INDIVIDUALISM; PERCEPTIONS; ALLIANCES; CHOICE	Because entrepreneurs mature within a societal context, their attitudes toward cooperation are likely to be influenced by the underlying values of their society. Using a seven-nation sample, we find that the entrepreneurs from feminine, collective, and uncertanity-avoiding societies have a greater appreciation for the strategic importance of cooperative strategies than their counterparts. Moreover, entrepreneurs from feminine societies place greater emphasis on partner commonality in terms of objectives and values to ensure cooperative success, whereas those from individualistic societies emphasize contractual safeguards.	Univ Washington, Seattle, WA 98195 USA; Univ Alabama, Small Business Inst, Tuscaloosa, AL 35487 USA	Steensma, HK, Univ Washington, Seattle, WA 98195 USA		1995, STATE SMALL BUSINESS; *EUR NETW SME RES, 1995, EUR OBS SMES 3 ANN R; *WORLD BANK, 1997, WORLD DEV REP; ALPAR P, 1989, ENTREPRENEURSHIP THE, V14, P31; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BARNEY JB, 1994, STRATEGIC MANAGE J, V15, P175; BECHERER RC, 1997, ENTREP THEORY PRACT, V22, P47; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2, P389; CARMINES EG, 1981, SOCIAL MEASUREMENT C, P65; CHEN CC, 1998, ACAD MANAGE REV, V23, P285; COVIN JG, 1989, STRATEGIC MANAGE J, V10, P75; COX TH, 1991, ACAD MANAGE J, V34, P827; DAS TK, 1996, J MANAGE STUD, V33, P827; DYER JH, 1998, ACAD MANAGE REV, V23, P660; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; FORNELL C, 1981, J MARKETING RES, V18, P39; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; GULATI R, 1993, THESIS HARVARD U CAM; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; HILL CWL, 1995, ORGAN SCI, V6, P119; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; JARILLO JC, 1989, J BUS VENTURING, V4, P133; KOGUT B, 1988, J INT BUS STUD, V19, P411; LARSON A, 1991, J BUS VENTURING, V6, P173; LOW MB, 1988, J MANAGE, V14, P139; MCGRATH RG, 1992, J BUS VENTURING, V7, P419; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PORTER M, 1985, COMPETITIVE ADVANTAG; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; SHANE SA, 1992, J BUS VENTURING, V7, P29; SUAREZVILLA L, 1998, SMALL BUS ECON, V10, P5; TIESSEN JH, 1997, J BUS VENTURING, V12, P367; TRIANDIS H, 1995, INDIVIDUALISM COLLEC; TRIANDIS HC, 1993, CROSS-CULT RES, V27, P155; TYLER BB, 1998, STRATEGIC MANAGE J, V19, P939; WHETTEN DA, 1981, J HIGH EDUC, V52, P1	41	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				591	609			19	Business; Management	394BU	ISI:000166504800004
J	Kwok, CCY; Reeb, DM			Internationalization and firm risk: An upstream-downstream hypothesis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CAPITAL STRUCTURE; DIVERSIFICATION	Corporate international diversification theory posits that multinational corporations (MNCs) should have lower risk and higher financial leverage than purely domestic corporations (DCs). We suggest an alternative upstream-downstream hypothesis according to which the overall effect of internationalization on the risk and leverage of MNCs is expected to vary with home and target market conditions. The empirical results are consistent with the suggested hypothesis.	Univ S Carolina, Columbia, SC 29208 USA; American Univ, Kogod Sch Business, Washington, DC 20016 USA	Kwok, CCY, Univ S Carolina, Columbia, SC 29208 USA		AGMON T, 1977, J FINANC, V32, P1049; BARTOV E, 1996, J FINANC ECON, V42, P105; BURGMAN TA, 1996, J INT BUS STUD, V27, P553; CHEN CJP, 1997, J INT BUS STUD, V28, P563; DIMSON E, 1979, J FINANC ECON, V7, P197; FATEMI AM, 1984, J FINANC, V39, P1325; GREEN W, 1997, ECONOMETRIC ANAL; HARRIS M, 1991, J FINANC, V46, P297; HUGHES JS, 1975, J FINANCIAL QUANTITA, V10, P627; KESTER WC, 1986, FINANC MANAGE, V15, P5; LEE KC, 1988, J INT BUS STUD, V19, P195; MODIGLIANI F, 1958, AM ECON REV, V48, P261; MYERS SC, 1984, J FINANC, V39, P575; PLASSCHAERT S, 1985, MULTINATIONALS TRANS; REEB DN, 1998, J INT BUS STUD, V29, P263; RUGMAN AM, 1976, J INT BUS STUD, V7, P75	16	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				611	629			19	Business; Management	394BU	ISI:000166504800005
J	Lee, J; Roehl, TW; Choe, S			What makes management style similar and distinct across borders? Growth, experience and culture in Korean and Japanese firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Using a survey database of Japanese and Korean firms, we compare the styles of two Asian business systems, with a Japanese rather than an American mirror. There are substantial differences in the two country styles. We introduce two sources of convergence, firm size as measured by sales, and globalization as measured, by export ratio, and find that both of these factors reduce the difference, with globalization the more significant of the two.	Sogang Univ, Coll Business Adm, Seoul, South Korea; Western Washington Univ, Coll Business & Econ, Bellingham, WA 98225 USA; Kookmin Univ, Sch Business Adm, Seoul, South Korea	Lee, J, Sogang Univ, Coll Business Adm, Seoul, South Korea		*JARD FLEM SEC LTD, 1992, KOR CO GUID; *KOR CRED RAT CO, 1991, DIR KOR CO HAHNK KIU; *TOYO KEIZ INC, 1992, JAP CO HDB; ABEGGLEN JC, 1985, KAISHA JAPANESE CORP; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ADLER NJ, 1986, J MANAGE, V12, P295; ALSTON JP, 1989, BUSINESS HORIZON MAR, P26; AMSDEN AH, 1988, COLUMBIA J WORLD BUS, V23, P37; AMSDEN AH, 1989, ASIAS NEXT GIANT S K; AOKI M, 1990, J ECON LIT, V28, P1; AOKI M, 1994, JAPANESE FIRM SOURCE; ASANUMA B, 1989, J JAPANESE INT EC, V3, P1; ASANUMA B, 1994, JAPANESE FIRM SOURCE; BARTLETT C, 1989, MANAGING BORDERS TRA; CHANDLER AD, 1962, STRATEGY STRUCTURE C; CHANDLER AD, 1986, COMPETITION GLOBAL I; CHANG CS, 1989, KOREAN MANAGEMENT DY; CHANG CS, 1994, KOREAN MANAGEMENT SY; CHO DS, 1992, LONG RANGE PLANN, V25, P48; CHUNG KE, 1989, KOREAN MANAGEMENT DY; CLARK KB, 1990, PRODUCT DEV PERFORMA; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DORE R, 1983, BRIT J SOCIOL, V34, P459; DORE R, 1987, TAKING JAPAN SERIOUS; DOYLE P, 1986, J INT BUS STUD, V17, P27; FAMA EF, 1983, J LAW ECON, V26, P301; FRUIN W, 1983, KIKKOMAN CO CLAN COM; FRUIN W, 1992, JAPANESE ENTERPRISE; GHOSHAL S, 1988, J INT BUSINESS S SPR, P69; HAMEL G, 1995, COMPETING FUTURE; HAMILTON GG, 1989, KOREAN MANAGEMENT DY; HANNAN MT, 1989, ORG ECOLOGY; HATTORI T, 1989, KOREAN MANAGEMENT DY; HOFSTEDE G, 1980, ORGAN DYN, V9, P42; HOFSTEDE G, 1991, CULTURES ORG; ITAMI H, 1987, MOBILIZING INVISIBLE; JANIS IL, 1972, VICTIMS GROUPTHINK; JOHANSSON JK, 1994, RES INT BUSINESS INT; JOHNSON C, 1982, MITI JAPANESE MIRACL; JOHNSON RA, 1992, APPL MULTIVARIATE ST; KAMATH RR, 1994, HARVARD BUS REV, V72, P4; KENNEY M, 1993, MASS PRODUCTION JAPA; KOTLER P, 1982, J BUS STRAT, V3, P3; LACHMAN R, 1994, MANAGE SCI, V40, P40; LEE HC, 1989, KOREAN MANAGEMENT DY; LIE J, 1988, KOREAN MANAGEMENT IN; LIE J, 1990, INT REV, V30, P113; LU DJ, 1987, INSIDE CORPORATE JAP; MCMILLAN CJ, 1984, JAPANESE IND SYSTEM; MEYER JW, 1983, ORG ENV RITUAL RATIO; MOSKOWITZ K, 1989, KOREAN MANAGEMENT DY; NEGANDHI AR, 1979, ORG ALIKE UNLIKE; NEGANDHI AR, 1985, MANAGING DIFFERENT C; NELSON R, 1982, EVOLUTIONARY THEORY; NISHIGUCHI T, 1993, STRATEGIC IND SOURCI; NONAKA I, 1988, SLOAN MANAGE REV, V29, P9; ODAGIRI H, 1992, GROWTH COMPETITION C; OHMAE K, 1989, HARVARD BUS REV, V89, P125; PASCALE RT, 1981, ART JAPANESE MANAGEM; PENROSE ET, 1959, THEORY GROWTH FIRM; PETERS TJ, 1982, SEARCH EXCELLENCE LE; PIORE M, 1984, 2 IND DIVIDE POSSIBI; PORTER ME, 1986, CALIF MANAGE REV, V28, P9; RHEE YS, 1985, ADM DYNAMICS DEV KOR; ROEHL TW, 1989, US JAPANESE EC RELAT; SAKO M, 1992, PRICES QUALITY TRUST; SAKO M, 1994, JAPANESE FIRM SOURCE; SAKONG I, 1993, KOREA WORLD EC; SANCHEZ R, 1996, STRATEGIC MANAGE J, V17, P63; SCHERER FM, 1990, IND MARKET STRUCTURE; SCHNEIDER SC, 1988, HUMAN RESOURCE MANAG, V27, P231; SERAPIO MG, RES INT BUSINESS INT; SHA NKS, 1991, DIRECTORY JAPANESE C; SHIN MS, 1989, THESIS U ILLINOIS CH; SHIN YK, 1985, STRUCTURE PROBLEMS K; SIMON H, 1992, HARVARD BUSINESS MAR, P137; SONG BN, 1990, RISE KOREAN EC; STEERS RM, 1989, CHAEBOL KOREAS NEW I; STOPFORD JM, 1972, MANAGING MULTINATION; TAKEUCHI H, 1988, HITOTSUBASHI J COMME, V23, P21; VANDEVEN AH, 1986, MANAGE SCI, V32, P590; VOGEL EF, 1979, JAPAN 1 LESS AM; WHITEHILL AM, 1991, JAPANESE MANAGEMENT; WILLIAMSON OE, 1985, EC I CAPITALISM; YAMAMURA K, 1986, STRATEGIC TRADE POLI; YOO SJ, 1987, CALIF MANAGE REV, V29, P95	87	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				631	652			22	Business; Management	394BU	ISI:000166504800006
J	Anakwe, UP; Igbaria, M; Anandarajan, M			Management practices across cultures: Role of support in technology usage	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HUMAN-RESOURCE MANAGEMENT; EMPIRICAL-TEST; PERFORMANCE; ACCEPTANCE; STRATEGY; OVERLOAD; TAIWAN; FIRMS	As global corporations pursue a dual strategy of global integration and local responsiveness, it becomes necessary to determine whether some management practices can be applied across borders. Using a sample of 143 employees from nine Nigerian organizations, we found that organizational support contributed to technology usage. However, only employees with low computer training associated support with aspects of technology usage such as daily use frequency of use, and total application.	Pace Univ, Lubin Sch Business, New York, NY 10038 USA; Tel Aviv Univ, Leon Recanati Grad Sch Business Adm, IL-69978 Tel Aviv, Israel; Claremont Grad Univ, Claremont, CA USA; Drexel Univ, LeBeau Coll Business, Philadelphia, PA 19104 USA	Anakwe, UP, Pace Univ, Lubin Sch Business, New York, NY 10038 USA		ADLER NJ, 1980, TRENDS PRACTICE OD C; ADLER NJ, 1990, RES GLOBAL STRATEGIC, V1, P179; ADLER NJ, 1997, INT DIMENSIONS ORG B; AVGEROU C, 1996, GLOBAL INFORMATION T, P147; BAILEY JR, 1989, J INT BUS STUD, V28, P605; BARLETT CA, 1989, MANAGING ACROSS BORD; BARTLETT CA, 1995, TRANSNATIONAL MANAGE; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; BLACK JS, 1991, J INT BUS STUD, V22, P99; BOYACIGILLER N, 1996, HDB INT MANAGEMENT R, P157; CALOF JL, 1994, BUSINESS Q       AUT, P105; CHENEY PH, 1982, ACAD MANAGE J, V25, P170; COHEN J, 1983, APPL MULTIPLE REGRES; ELENKOV DS, 1997, INT STUDIES MANAGEME, V27, P85; ELSAYEDELKHOULY S, 1997, INT J COMMERCE MANAG, V7, P102; ENGLAND GW, 1983, J INT BUS STUD, V14, P49; EVANS PA, 1986, MANAGEMENT FORUM, V6, P105; FELDMAN GM, 1992, BUS AM, V113, P37; FUERST W, 1982, DECISION SCI, V17, P329; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GOMEZMEJIA LR, 1997, J INT BUS STUD, V28, P309; HAGGER E, 1992, EUROMONEY, P129; HANNON JM, 1995, J INT BUS STUD, V26, P531; HARPAZ I, 1996, HDB INT MANAGEMENT R, P37; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; IGBARIA M, 1990, OMEGA, V16, P637; IGBARIA M, 1992, INFORM MANAGE, V22, P19; IGBARIA M, 1993, OMEGA-INT J MANAGE S, V21, P73; IGBARIA M, 1995, J MANAGEMENT INFORMA, V11, P87; IGBARIA M, 1996, J MANAGEMENT INFORMA, V13, P127; IGBARIA M, 1997, MIS QUART, V21, P279; JASON P, 1995, AFRICAN BUSINESS, V203, P38; JASON P, 1997, AFRICAN BUSINESS, V219, P40; JASON P, 1997, AFRICAN BUSINESS, V226, P56; KELLEY L, 1987, J INT BUS STUD, V18, P17; KORPELA M, 1996, INFORMATION TECHNOLO, V7, P29; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LAWLER EE, 1994, EXECUTIVE EXCELLENCE, V11, P18; LEE DMS, 1986, MIS QUART, V10, P313; LEONG SM, 1993, J INT BUS STUD, V24, P449; MARTINEZ JI, 1991, J INT BUS STUD, V22, P429; MICHELINI PW, 1992, BUS AM, V113, P40; MORRIS T, 1992, J INT BUS STUD, V23, P169; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NOBEL D, 1997, SUPPLY MANAGEMENT, V2, P22; NORD GD, 1994, J SYSTEM MANAGEMENT, V45, P12; ODEDRA M, 1993, COMMUN ACM, V36, P25; OKUWOGA O, 1990, INFORMATION TECHNOLO, P101; PAIK Y, 1996, HUMAN RESOURCE MANAG, V6, P20; PETERSON MF, 1995, ACAD MANAGE J, V38, P429; SCHNEIDER SC, 1988, HUMAN RESOURCE MANAG, V27, P231; SCHOLLHAMMER H, 1994, MANAGE INT REV, V34, P5; STAMPS D, 1997, TRAINING, V34, P28; STRAUB D, 1995, MANAGE SCI, V41, P1328; THOMPSON J, 1993, AFRICAN BUSINESS, V183, P25; THOMPSON J, 1994, AFRICAN BUSINESS, V190, P1; THOMPSON J, 1995, AFRICAN BUSINESS, V190, P1; VANDEVLIERT E, 1996, ACAD MANAGE J, V39, P986; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	60	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				653	666			14	Business; Management	394BU	ISI:000166504800007
J	Bowman, D; Farley, JU; Schmittlein, DC			Cross-national empirical generalization in business services buying behavior	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CORPORATION	We examine cross-national generalization of the relative importance of factors that affect supplier selection and level of usage for global business services providers. Tests indicate that the majority of the response coefficients for a model of foreign exchange markets are equal across the four countries studied - U.S., Canada, U.K., and Germany. Inter-country differences in buyer response seem most related to competitiveness and identifiable country-specific institutional factors.	Emory Univ, Goizueta Business Sch, Atlanta, GA 30322 USA; Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA	Bowman, D, Emory Univ, Goizueta Business Sch, Atlanta, GA 30322 USA		*ORG EC COOP DEV, 1982, REG AFF INT BANK OP; ANDERSON E, 1989, MARKET SCI, V8, P310; BERRY JW, 1989, INT J PSYCHOL, V5, P211; BERRY LL, 1990, MARKETING SERVICES C; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2; CRAIG C, 1987, ADV INT MARKETING, V2; FARLEY JU, 1990, MARKET LETT, V2, P71; FARLEY JU, 1994, MANAGE SCI, V40, P111; GALASKIEWICZ J, 1989, ADMIN SCI QUART, V34, P454; GILLIGAN T, 1984, J MONETARY ECON, V13, P393; GROSS AC, 1993, BUSINESS MARKETING; HALL MJB, 1993, BANKING REGULATION S; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JANSSENS M, 1995, ACAD MANAGE J, V38, P364; KALE SH, 1992, J INT BUS STUD, V23, P101; KETTEL B, 1985, BUSINESSMANS GUIDE F; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; SEKARAN U, 1983, J INT BUSINESS S FAL, P61; SINGH J, 1995, J INT BUS STUD, V26, P597; STEENKAMP JBEM, 1998, J CONSUM RES, V25, P78; TURNBULL PW, 1989, INT J BANK MARKETING, V5, P36; WEBSTER FE, 1992, J MARKETING, V56, P1; WIND Y, 1970, J MARKETING RES, V7, P450; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZAHEER S, 1997, J INT BUS STUD, V28, P77	28	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				667	685			19	Business; Management	394BU	ISI:000166504800008
J	DuBois, FL; Reeb, D			Ranking the international business journals	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This study seeks to assess and rank the relative quality of 30 international business journals using both a citation analysis and a survey approach. Journal rankings are presented using both approaches in addition to a composite ranking. The rankings provide an objective analysis of journal quality for tenure and promotion committees, for IB researchers considering journal submission options and provide the academic community with a better understanding of which international business publication outlets are the most influential in guiding research in this discipline.	American Univ, Kogod Sch Business, Washington, DC 20016 USA	DuBois, FL, American Univ, Kogod Sch Business, Washington, DC 20016 USA		CABELL DW, 1997, CABELLS DIRECTORY PU; CHANDY PR, 1994, J INT BUS STUD, V25, P715; INKPEN AC, 1994, J INT BUS STUD, V25, P703; PHENE A, 1998, J INT BUS STUD, V29, P621; PIERCE B, 1995, J INT BUS STUD, V26, P69; TAHAI A, 1999, STRATEGIC MANAGE J, V20, P279; TOYNE B, 1997, INT BUSINESS EMERGY; VOKURKA RJ, 1996, J OPERATIONS MANAGEM, V14, P345; WING C, 1997, CONSTRUCTION MANAGEM, V15, P387; ZIVNEY TL, 1994, FINANCIAL PRACTICE E, V4, P77	10	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				689	704			16	Business; Management	394BU	ISI:000166504800009
J	Makino, S; Neupert, KE			National culture, transaction costs, and the choice between joint venture and wholly owned subsidiary	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ENTRY MODE; OWNERSHIP; PERFORMANCE; STRATEGY	Transaction cost theory posits that culture plays a limited role-in the choice between JV and WOS. In contrast, research suggests that firms' preferred level of ownership in their foreign subsidiaries is influenced primarily by cultural traits. This study provides additional evidence in this ongoing debate by replicating Hennart's transaction cost model of entry mode choice in two different national contexts : Japanese firms and the U.S. firms investing in Japan. The results suggest that the transaction for the ownership choice holds in the both national contexts. Yet, the propensity to choose JV or WOS significantly varied between Japanese and the U.S. firms.	Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China; Boise State Univ, Dept Management, Boise, ID 83725 USA	Makino, S, Chinese Univ Hong Kong, Dept Management, Hong Kong, Hong Kong, Peoples R China		ANDERSON E, 1986, J INT BUS STUD, V17, P1; BEAMISH PW, 1997, JAPANESE MULTINATION; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P539; DELIOS A, 1999, STRATEGIC MANAGE J, V20, P915; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1998, J INT BUS STUD, V29, P515; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; KEIZAI T, 1997, GAISHIKEI KIGYO SORA; KIM WC, 1992, J INT BUS STUD, V23, P29; MAKINO S, 1998, ASIA PACIFIC J MANAG, V15, P119; MAKINO S, 1998, J INT BUS STUD, V29, P797; PARKHE A, 1993, ORGAN SCI, V4, P301; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	18	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				705	713			9	Business; Management	394BU	ISI:000166504800010
J	Glaum, M; Brunner, M; Himmel, H			The DAX and the dollar: The economic exchange rate exposure of German corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONALS	This paper examines the economic exposure of German corporations to changes in the DM/US-dollar exchange-rate. Our work contributes to the existing body of literature in the following ways. Firstly, we point out conceptual problems of previous attempts to estimate economic exposure. Secondly, we find that German firms are significantly exposed to changes in the DM/US-dollar rate. However, our results are unstable over time.	Univ Giessen, D-35394 Giessen, Germany	Glaum, M, Univ Giessen, Licher Str 62, D-35394 Giessen, Germany		ADLER M, 1986, J PORTFOLIO MANA WIN, P44; ALLAYANNIS G, 1996, EXCHANGE RATE EXPOSU; BARTON S, 1994, AM PSYCHOL, V49, P5; BODNAR GM, 1999, ESTIMATING EXCHANGE; BOOTH L, 1990, J INT FINANCIAL MANA, V2, P1; CHOI JJ, 1995, FINANC MANAGE, V24, P77; ENGEL C, 1990, AM ECON REV, V80, P689; GAO T, 2000, J INT MONEY FINANC, V19, P117; GOPPL, 1996, GERMAN EQUITY MARKET; JORION P, 1990, J BUS, V63, P331; MILLEMANN Y, 1998, VET RES, V29, P3; MILLER KD, 1998, STRATEGIC MANAGE J, V19, P1183; NEWEY WK, 1987, ECONOMETRICA, V55, P703; OXELHEIM L, 1998, MANAGING TURBULENT W; REES W, 1999, EXCHANGE RATE EXPOSU; SRINIVASULU SL, 1981, J WORLD BUS, V16, P13; TAYLOR MP, 1995, J ECON LIT, V33, P13	17	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				715	724			10	Business; Management	394BU	ISI:000166504800011
J	Wilkinson, TJ; Brouthers, LE			Trade shows, trade missions and state governments: Increasing FDI and high-tech exports	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPENSATION; PERFORMANCE	In this paper we propose that states which attract comparatively more FDI should concentrate on activities designed to draw additional foreign investment rather than on activities designed to promote exports. Results indicate that states with comparatively more FDI have greater success in their use of trade missions for the purpose of inward FDI attraction and in their use of trade shows to promote high-tech exports.	Univ Akron, Dept Mkt, Akron, OH 44325 USA; Univ Texas, Div Management & Mkt, San Antonio, TX 78285 USA	Wilkinson, TJ, Univ Akron, Dept Mkt, Akron, OH 44325 USA		*NAT ASS STAT DEV, 1992, STAT EXP PROGR DAT 1; *US DEP COMM, 1994, EXP MAN EST 1990 199; *US DEP COMM, 1996, FOR DIR INV OP US AF; ARMINGTON C, 1986, TECHNOLOGY REGIONS P; BARTIK TJ, 1991, BENEFITS STATE LOCAL; BONOMA TV, 1983, HARVARD BUS REV, V61, P75; COUGHLIN CC, 1987, J REGIONAL SCI, V27, P439; DENIS JE, 1985, J INT BUS STUD, V16, P77; EISINGER PK, 1988, RISE ENTREPRENEURIAL; GLEJSER H, 1969, AM STAT ASS J    MAR, P317; GOMEZMEJIA LR, 1987, ACAD MANAGE J, V30, P51; JARAMILLO C, 1992, INT TRADE FORUM  JUL, P18; KOTABE M, 1993, J BUS RES, V27, P131; LOVETT S, 1999, J INT BUS STUD, V30, P231; MAHONE CE, 1994, J GLOB MARK, V7, P133; MARKUSEN A, 1986, HIGH TECH AM WHAT WH; MENDENHALL W, 1986, 2 COURSE BUSINESS ST; ONEILL H, 1990, P ACAD POLITICAL SCI, V37, P181; PARK RE, 1966, ECONOMETRICA, V34, P888; PEPPAS SC, 1979, THESIS GEORGIA STATE; REID S, 1984, J BUS RES, V12, P141; SCHMANDT J, 1991, REGIONAL INNOVATION; SERINGHAUS FH, 1989, GOVT EXPORT PROMOTIO; SHAVER JM, 1998, J INT BUS STUD, V29, P469; STUDENMUND AH, 1992, USING ECONOMETRICS P; TANNER J, 1995, CURRICULUM GUIDE TRA; WILKINSON TJ, 2000, J BUS RES, V47, P229; ZAJAC EJ, 1990, STRATEGIC MANAGE J, V11, P217	28	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	4				725	734			10	Business; Management	394BU	ISI:000166504800012
J	Reuer, JJ			Parent firm performance across international joint venture life-cycle stages	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STRATEGIC MANAGEMENT RESEARCH; EVENT HISTORY ANALYSIS; CORPORATE MULTINATIONALISM; ALLIANCES; ACQUISITIONS; STATES; ENTRY; INSTABILITY; INDUSTRY; IMPACT	The benefits that firms obtain from investing in international joint ventures (IJVs) can be reinforced or reduced by the management of later Stages of collaboration. This paper presents an analysis of the shareholder wealth effects of IJV formation and five types of IJV termination. The empirical findings challenge common assumptions in the IJV literature, contrast prior evidence on the performance implications of market entry and exit through acquisitions and divestitures, and demonstrate the value of integrating IJV life-cycle stages in future research.	INSEAD, F-77305 Fontainebleau, France	Reuer, JJ, INSEAD, F-77305 Fontainebleau, France		DIRECTORY INT AFFILI; REGISTER CORPORATION; *GAL RES INC, WORLD TRAD CTR ASS W; *GAL RES INC, WORLDW BRANC LOC MUL; ALFORD A, 1998, J CORPORATE FINANCE, V4, P31; ARINO A, 1998, ORGAN SCI, V9, P306; BALAKRISHNAN S, 1993, J ECON BEHAV ORGAN, V20, P99; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARTLETT C, 1995, TRANSNATIONAL MANAGE; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BLACK BS, 1988, J APPL CORP FIN, V1, P5; BLEEKE J, 1991, HARVARD BUS REV, V69, P127; BLEEKE J, 1995, HARVARD BUS REV, V73, P97; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BROMILEY P, 1988, TECHNOVATION, V8, P25; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BROWN SJ, 1980, J FINANC ECON, V8, P205; BURETH A, 1997, J ECON BEHAV ORGAN, V32, P519; CHANG SJ, 1996, STRATEGIC MANAGE J, V17, P587; CHEN HY, 1991, FINANC MANAGE, V20, P31; CHOWDHURY J, 1992, MANAGE INT REV, V32, P115; CHUNG IY, 1993, Q REV ECON FINANC, V33, P275; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; CRUTCHLEY CE, 1991, FINANC MANAGE, V20, P22; DAS S, 1998, ACAD MANAGE J, V41, P27; DODD P, 1984, J ACCOUNT ECON, V6, P3; DOUKAS J, 1988, J FINANC, V43, P1161; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DOZ YL, 1998, ALLIANCE ADVANTAGE A; DYMSZA WA, 1988, COOPERATIVE STRATEGI; FINNERTY JE, 1986, MANAGE INT REV, V26, P14; FRANKO LG, 1971, JOINT VENTURE SURVIV; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GLAISTER KW, 1996, J MANAGE STUD, V33, P301; GOMESCASSERES B, 1987, COLUMBIA J WORLD BUS, V22, P97; GOMESCASSERES B, 1988, COOPERATIVE STRATEGI; GOMESCASSERES B, 1996, ALLIANCE REVOLUTION; GUPTA A, 1991, FINANCIAL REV, V26, P387; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HARRIGAN KR, 1988, COOPERATIVE STRATEGI; HEIDE JB, 1994, J MARKETING, V58, P71; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HU MY, 1992, MANAGE INT REV, V32, P135; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; KANTER RM, 1994, HARVARD BUS REV, V72, P96; KAPLAN SN, 1992, J FINANC, V47, P107; KILLING JP, 1983, STRATEGIES JOINT VEN; KLEIN A, 1986, J FINANC, V41, P685; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1989, J IND ECON, V38, P183; KOGUT B, 1991, MANAGE SCI, V37, P19; KOH J, 1991, ACAD MANAGE J, V34, P869; LEE I, 1990, FINANCIAL REV, V25, P641; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LUBATKIN M, 1986, ACAD MANAGE REV, V11, P497; LUMMER SL, 1990, PACIFIC BASIN CAPITA; MADHAVAN R, 1995, ACAD MANAGE J, V38, P900; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MCCONNELL JJ, 1985, J FINANC, V40, P519; MCWILLIAMS A, 1997, ACAD MANAGE J, V40, P626; MERCHANT H, 1997, COOPERATIVE STRATEGI; MILLER JP, 1997, J SPORT REHABIL, V6, P1; MITCHELL W, 1992, J ECON BEHAV ORGAN, V18, P347; NANDA A, 1995, HARVARD BUS REV, V73, P119; NEWBURRY W, 1997, J WORLD BUS, V32, P87; PARK SH, 1996, MANAGE SCI, V42, P875; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PARKHE A, 1996, HDB INT MANAGEMENT R; PFEFFER J, 1976, ADM SCI Q, V21, P398; PORTER ME, 1987, HARVARD BUS REV, V65, P43; REUER JJ, 1997, STRATEGIC MANAGE J, V18, P425; REUER JJ, 2000, STRATEGIC MANAGE J, V21, P81; REYNOLDS JI, 1979, INDIA AM JOINT VENTU; RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1; SERAPIO MG, 1996, ACAD MANAGEMENT EXEC, V10, P62; SHAMA A, 1995, CALIF MANAGE REV, V37, P90; SINGH K, 1996, STRATEGIC MANAGE J, V17, P99; SPEKMAN RE, 1997, ALLIANCE PARTNERSHIP; STUCKEY JA, 1983, VERTICAL INTEGRATION; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; WILD KL, 1994, ANN M AC INT BUS BOS; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	87	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				1	20			20	Business; Management	314WT	ISI:000087081100001
J	Driffield, N; Munday, M			Industrial performance, agglomeration, and foreign manufacturing investment in the UK	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; COMPARATIVE ADVANTAGE; SURVIVAL; FIRMS; ENTRY	This paper examines the relationship between the comparative advantage of UK industries, and new inward investment into these industries. The paper demonstrates that the extent of foreign manufacturing investment in an industry, and the spatial agglomeration of that industry are significant determinants of industry comparative advantage, thus providing evidence of agglomeration benefits to both domestic and foreign firms. The paper then shows that industry comparative advantage itself, together with a series of industry specific characteristics, are important determinants of new foreign manufacturing investment, thus presiding evidence of the dynamic benefits of foreign direct investment in the UK economy.	Cardiff Univ, Cardiff Business Sch, Cardiff, S Glam, Wales	Driffield, N, Univ Birmingham, Birmingham Business Sch, Birmingham B15 2TT, W Midlands, England		*EUR COMM, 1998, EUR UN DIR INV YB 19; BALLANCE RH, 1987, REV ECON STAT, V69, P157; BARRELL R, 1997, ECON J, V107, P1770; BLOMSTROM M, 1986, J IND ECON, V35, P97; BUCKLEY PJ, 1987, FUTURE MULTINATIONAL; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1996, MULTINATIONAL ENTERP; COMANOR WS, 1967, REV ECON STAT, V49, P423; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1993, MULTINATIONAL ENTERP; GEROSKI PA, 1991, ENTRY MARKET CONTEST; GEROSKI PA, 1995, INT J IND ORGAN, V13, P421; GREENAWAY D, 1988, OXFORD B ECON STAT, V50, P313; HANNAN MT, 1995, AM SOCIOL REV, V60, P509; HEAD K, 1995, J INT ECON, V38, P223; HILL S, 1994, REGIONAL DISTRIBUTIO; JONES CD, 1986, 97 GES; KOGUT B, 1983, MULTINATIONAL CORPOR; KRUGMAN P, 1991, J POLIT ECON, V99, P483; LALL S, 1982, ECON J, V92, P668; LEAMER EE, 1983, AM ECON REV, V73, P31; LEAMER EE, 1985, AM ECON REV, V75, P308; MILNER C, 1996, APPL ECON, V28, P605; NACHUM L, 1998, 103 U CAMBR ESRC CTR; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1996, INT REGIONAL SCI REV, V19, P85; ROSEN S, 1992, CHINESE SOC ANTHROP, V24, P3; SHAPIRO D, 1987, INT J IND ORGAN, V5, P15; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SHAVER JM, 1998, J INT BUS STUD, V29, P469; WEBSTER A, 1991, APPL ECON, V23, P937; WEBSTER A, 1995, APPL ECON, V27, P327; WHEELER D, 1992, J INT ECON, V33, P57; ZAHEER S, 1997, STRATEGIC MANAGE J, V18, P439	34	29	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				21	37			17	Business; Management	314WT	ISI:000087081100002
J	Brouthers, LE; Werner, S; Matulich, E			The influence of Triad nations' environments on price-quality product strategies and MNC performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		UNITED-STATES; MULTINATIONAL-ENTERPRISES; BUSINESS PERFORMANCE; MARKETING STRATEGIES; JAPAN; REPUTATION; SIGNALS; POLICY; FIRMS; TRADE	Is there a relationship between home-country competitive advantages, MNC price/quality product strategies, and firm performance? A cross-national contingency framework is developed, identifying three "regional stereotypes" of price/quality relationships, fueled by history and consumer perceptions, which appear to result in superior MNC performance. Findings indicate that the "stereotypes" influences have diminished over time (as MNCs shift from home country advantages to global firm-specific advantages). However, Triad MNCs that use these product strategies (Japan [superior value], EU [premium] and U.S. [economy]) still, on average, demonstrate superior performance.	Univ Houston, Dept Management, Houston, TX USA; Univ Tampa, Tampa, FL 33606 USA			*AM QUAL FDN ERNST, 1991, INT QUAL STUD; *COMM EUR COMM, 1991, OP INT MARK; *IFO PROMETEIA, 1988, BASIC FINDINGS BRUSS, V14; *NAT CTR MAN SCI, 1991, FOCUS            NOV, P2; AAKER DA, 1988, DEV BUSINESS STRATEG; ABEGGLEN J, 1985, JAPANESE CORPORATION; ANDERSON CR, 1984, ACAD MANAGE J, V27, P5; ARCHIBALD RB, 1983, J CONSUM RES, V9, P347; BALDWIN RE, 1989, EC POLICY        OCT, P9; BARICH H, 1991, SLOAN MANAGE REV, V32, P94; BELLANGER S, 1987, BANKERS MAGAZINE JUL, V171, P50; BERRY J, 1993, BRANDWEEK, V34, P22; BROUTHERS LE, 1990, COLUMBIA J WORLD BUS, V25, P5; BROUTHERS LE, 1995, INT BUSINESS REV, V1, P355; BROUTHERS LE, 1997, INT BUSINESS REV, V6, P53; BUFFA ES, 1984, CALIF MANAGE REV, V26, P29; CABRAL LMB, 1994, ECONOMETRICA, V62, P1115; CLARK R, 1979, JAPANESE CO; COLCHESTER N, 1990, ESSENTIAL GUIDE EURO; CORDELL VV, 1992, J INT BUS STUD, V23, P251; CURRY DJ, 1986, J CONSUM RES, V13, P134; DACIN PA, 1994, J MARKETING RES, V31, P229; DARROW WP, 1987, INTERFACES, V17, P86; DAWAR N, 1994, J MARKETING, V58, P81; DAY GS, 1990, MARKET DRIVEN STRATE; DESHPANDE R, 1993, J MARKETING, V57, P23; DIELMAN TE, 1983, AM STAT, V37, P111; DOUGLAS SP, 1983, J INT BUS STUD, V14, P51; DOUGLAS SP, 1989, J INT BUS STUD, V20, P437; DOYLE P, 1986, J INT BUS STUD, V17, P27; DUNNING JH, 1998, J INT BUS STUD, V29, P45; EDEN L, 1996, INT EXECUTIVE, V3, P501; FALVEY RE, 1989, INT ECON REV, V30, P607; FARRIS PW, 1979, HARVARD BUS REV, V57, P173; FINGLETON E, 1990, ATLANTIC MONTHLY OCT, P72; GALE BT, 1985, J BUS STRAT, V5, P21; GARVIN DA, 1986, ACAD MANAGE J, V29, P653; GEISTFELD LV, 1982, J CONSUM AFF, V16, P334; GERSTNER E, 1985, J MARKETING RES, V22, P209; GHEMAWAT P, 1985, HARVARD BUSINESS MAR, P143; GRIFFITHS WE, 1993, LEARNING PRACTICING; HAAR J, 1989, MANAGE INT REV, V29, P5; HAIR JF, 1995, MULTIVARIATE DATA AN; HAMBRICK DC, 1988, STRATEGIC MANAGEMENT; HAX AC, 1982, INTERFACES, V12, P50; HAYES RH, 1979, HARVARD BUS REV, V57, P133; HAYES RH, 1984, RESTRUCTURING OUR CO; HILL CWL, 1988, ACADEMY MANAGEMENT E, V2, P51; HILL CWL, 1997, ACAD MANAGEMENT EXEC, V11, P7; HJORTHANDERSEN C, 1984, J CONSUM RES, V11, P708; JACOBSON R, 1987, J MARKETING, V51, P31; JOHNSTON J, 1984, ECONOMETRIC METHODS; KATSUTO U, 1987, JAPAN Q          JAN, P2; KOGUT B, 1985, SLOAN MANAGEMENT SUM, P15; KONO T, 1984, STRATEGY STRUCTURE J; KOTABE M, 1990, J MARKETING, V54, P19; KOTABE M, 1990, MANAGE INT REV, V30, P353; KOTABE M, 1991, J MARKETING, V55, P26; KUMAR M, 1984, J ECON STUD, V4, P26; LANE C, 1989, MANAGEMENT LABOUR EU; LAZER W, 1985, J MARKETING, V49, P69; LEVIN IP, 1984, J CONSUM RES, V11, P593; LICHTENSTEIN DR, 1989, J MARKETING RES, V26, P429; LILIEN GL, 1989, IEEE T ENG MANAGE, V36, P3; LODGE G, 1990, COMP BUSINESS GOVT R; MAJUMDAR BA, 1990, COLUMBIA J WORLD BUS, V25, P13; MARKIDES CC, 1988, HARVARD BUS REV, V66, P113; MARKIDES CC, 1994, STRATEGIC MANAGE J, V15, P149; MILGROM P, 1986, J POLIT ECON, V94, P796; MILLER D, 1983, STRATEGIC MANAGE J, V4, P221; MILLER D, 1988, ACAD MANAGE J, V31, P280; MILLER DJ, 1995, ACAD MANAGE J, V38, P1361; MINTZ B, 1985, POWER STRUCTURE AM B; MURPHY C, 1997, MARKETING       0313, P6; NEFF J, 1997, ADVERTISING AGE, V68, P19; OHMAE K, 1988, HARVARD BUS REV, V66, P149; OLIFF MD, 1989, MANAGING INT MANUFAC, P41; PATEL P, 1991, J INT BUS STUD, V21, P1; PETERSON RA, 1985, PERCEIVED QUALITY CO, P247; PHILLIPS LW, 1983, J MARKETING, V47, P26; POOLE M, 1986, NEW IND DEMOCRACY WO; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P79; PRESCOTT J, 1986, ACAD MANAGE J, V20, P329; RAO A, 1988, J CONSUM RES, V15, P253; REITSPERGER WD, 1990, J INT BUS STUD, V21, P289; ROGERSON WP, 1983, BELL J ECON, V14, P508; RUGMAN AM, 1983, MANAGE INT REV, V23, P4; SAMIEE S, 1987, J BUS RES, V15, P1; SCHLESINGER LA, 1991, HARVARD BUSINESS SEP, P71; SEABRIGHT P, 1996, EUR ECON REV, V40, P541; SHAH A, 1996, ADV MARKETING    SPR, P137; SHIMIZU N, 1996, TOKYO BUSINESS TODAY, V64, P36; SHOWERS L, 1993, INT MARKET REV, V10, P53; SIVAKUMAR K, 1995, MARKET LETT, V6, P265; STALK G, 1988, KAISHA JAPANESE CORP; SUZUKI Y, 1980, MONEY BANKING CONT J; SUZUKI Y, 1987, AM BANKER        NOV, V152, P10; TELLIS GJ, 1989, STRATEGIC MANAGE J, V10, P569; THUROW L, 1992, HEAD HEAD; TSE DK, 1993, J INT MARKETING, V1, P57; UNO K, 1987, JAPANESE IND PERFORM; VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1; ZEITHAML VA, 1988, J MARKETING, V52, P2	105	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				39	62			24	Business; Management	314WT	ISI:000087081100003
J	Fahy, J; Hooley, G; Cox, T; Beracs, J; Fonfara, K; Snoj, B			The development and impact of marketing capabilities in Central Europe	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; STRATEGIC MANAGEMENT; PERFORMANCE; ORIENTATION; FIRM; STANDARDIZATION; INDUSTRY; BUSINESS; HISTORY	The industrial organisation and evolutionary economics traditions in international business and the resource-based view of the firm in strategic management provide a rich and related set of perspectives on the question of performance in an international environment. This paper draws on these perspectives to examine the nature of marketing capabilities across a range of firm types in Hungary Poland and Slovenia. A number of key strategic capabilities are examined including market orientation, the time horizon of strategic decision making and positioning capability. The study finds that firms with foreign participation have been able to develop a sophisticated level of marketing capability with a resulting positive impact on financial and market peformance. Wholly-owned subsidiaries and international joint ventures emerge as equally effective mechanisms for the transfer of marketing capability. Conclusions are drawn and implications fi om the research are outlined.	Univ Limerick, Limerick, Ireland; Budapest Univ Econ Sci, Dept Mkt, Budapest, Hungary; Univ Maribor, SLO-2000 Maribor, Slovenia	Fahy, J, Univ Limerick, Limerick, Ireland		1997, ECONOMIST, V345, S1; APPIAHADU K, 1998, J STRATEGIC MARKETIN, V6, P25; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1989, MANAGING BORDERS TRA; BARTLETT CA, 1991, STRATEGIC MANAGE J, V12, P5; BODDEWYN JJ, 1986, BUS HORIZONS, V29, P69; BUCKLEY PJ, 1991, MANAGE INT REV, V31, P7; CAVES RE, 1971, ECONOMICA, V38, P1027; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; COOK P, 1996, INT BUSINESS EUROPE, P168; COX T, 1995, J E W BUSINESS, V1, P47; DAY GS, 1990, MARKET DRIVEN STRATE; DAY GS, 1994, J MARKETING, V58, P37; DENG S, 1994, J MARKETING MANAGEME, V10, P725; DESHPANDE R, 1989, J MARKETING, V58, P3; DICKSON PR, 1992, J MARKETING, V56, P69; DOUGLAS S, 1987, J WORLD BUS, V12, P19; DOYLE P, 1992, INT J RES MARK, V9, P59; DOYLE P, 1994, EUROPEAN MANAGEMENT, V12, P123; DUNNING JH, 1981, EXPLAINING INT PRODU; DUNNING JH, 1989, J INT BUS STUD, V20, P411; ECCLES RG, 1991, HARVARD BUS REV, V69, P131; FAHY J, 1998, J BUSINESS IND MARKE, V13, P155; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; GRAY BJ, 1998, P 27 EMAC C STOCKH S, P297; GREENWALD P, 1995, BAS CLIN ON, V6, P1; HAMEL G, 1989, HARVARD BUS REV, V67, P63; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399; HENZLER H, 1986, MCKINSEY Q       WIN, P52; HOOLEY G, 1993, COMPETITIVE POSITION; HOOLEY G, 1994, MAKETING UNITY DIVER, P512; HOOLEY G, 1996, J INT BUS STUD, V27, P683; HOOLEY GJ, 1993, EUR J MARKETING, V27, P80; HUNT SD, 1995, J MARKETING, V59, P1; HYMER S, 1976, INT OPERATIONS NATL; JAWORSKI BJ, 1993, J MARKETING, V57, P53; KAPLAN RS, 1992, HARVARD BUS REV, V70, P71; KASHANI K, 1989, HARVARD BUS REV, V67, P91; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD 6; KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V26, P417; KOHLI AK, 1990, J MARKETING, V54, P1; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LEWIS WW, 1992, MCKINSEY Q, V2, P114; LODGE GC, 1986, IDEOLOGY NATL COMPET; MAIJOOR S, 1996, STRATEGIC MANAGE J, V17, P549; MORGAN RM, 1994, J MARKETING, V58, P20; NARVER JC, 1990, J MARKETING, V54, P20; NUNALLY JC, 1967, PSYCHOMETRIC THEORY; PASCALE RT, 1982, ART JAPANESE MANAGEM; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1996, HARVARD BUS REV, V74, P61; REED R, 1990, ACAD MANAGE REV, V15, P88; RIES A, 1982, POSITIONING BATTLE Y; ROBINSON RD, 1986, ADV INT MARKETING, P1; SAMIEE S, 1992, J MARKETING, V56, P1; SHOHAM A, 1995, J GLOB MARK, V9, P91; SIMON H, 1992, HARVARD BUS REV, V70, P115; SLATER SF, 1994, J MARKETING, V58, P46; TEECE DJ, 1997, STRATEGIC MANAGE J, V18, P509; VANWOLFEREN K, 1989, ENIGMA JAPANESE POWE; WEBSTER FE, 1992, J MARKETING, V56, P1; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; YIP GS, 1989, SLOAN MANAGE REV, V31, P29	68	20	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				63	81			19	Business; Management	314WT	ISI:000087081100004
J	Balabanis, GI			Factors affecting export intermediaries' service offerings: The British example	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DIVERSIFICATION STRATEGY; COMPANIES	This study attempts to determine and explain the service-offering behavior of British export intermediaries (EIs). It was empirically confirmed that EIs offer two categories of services: transaction-creating and physical-fulfillment services. It was postulated that the extent to which an EI offers these types of services is influenced by a set of factors that are internally-, product-, market-, supplier-, and buyer-related. Empirical tests on a sample of 135 British EIs established that an EI's exporting role, number of employees, amount of undiffrerentiated products carried, number of suppliers, and number of countries served all have a direct impact on an EI's service-offering behavior.	Univ Wales, European Business Management Sch, Swansea, W Glam, Wales	Balabanis, GI, Univ Wales, European Business Management Sch, Swansea, W Glam, Wales		ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; BELLO DC, 1985, J INT BUS STUD, V16, P65; BELLO DC, 1985, J MARKETING, V49, P123; BELLO DC, 1989, EUR J MARKETING, V23, P68; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BOWERSOX DJ, 1978, LOGISTICAL MANAGEMEN; BRASCH JJ, 1978, J INT BUS STUD, V9, P59; CAO AD, 1981, BUSINESS         OCT, P32; CASTALDI RM, 1992, INT MARKET REV, V9, P21; CATEORA PR, 1993, INT MARKETING; CHALMIN P, 1987, TRADERS MERCHANTS PA; CHO DS, 1987, GEN TRADING CO CONCE; DENOBLE AF, 1989, J SMALL BUS MANAGE, V27, P33; HAIGH RW, 1994, COLUMBIA J WORLD BUS, V29, P66; HOSKISSON RE, 1993, STRATEGIC MANAGE J, V14, P215; HUNT SD, 1982, J MARKETING RES, V19, P269; JORESKOG KG, 1993, LISREL 8 USERS REFER; KAPLAN D, 1990, MULTIVAR BEHAV RES, V25, P137; MURPHY RP, 1993, J GLOB MARK, V6, P53; PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239; PERRY AC, 1990, J INT BUS STUD, V21, P133; PERRY AC, 1992, INT MARKET REV, V9, P7; ROEHL T, 1983, HITOTSUB J ECON, V24, P119; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROSENBLOOM B, 1989, EUR J MARKETING, V23, P31; TERPSTRA V, 1992, J GLOB MARK, V6, P29; WISEMAN G, 1987, IND MARKETING DIGEST, V12, P159; YOSHINO MY, 1986, INVISIBLE LINK JAPAN	28	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				83	99			17	Business; Management	314WT	ISI:000087081100005
J	Harzing, AW			An empirical analysis and extension of the Bartlett and Ghoshal typology of multinational companies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STRATEGY; CORPORATIONS	This study offers an empirical test and extension of the Bartlett and Ghoshal typology of multinational companies (MNCs) A three-fold typology of multinational companies: Global, Multidomestic and Transnational is developed from the literature. This typology is tested using data from 166 subsidiaries of 37 MNCs, headquartered in 9 different countries. Subsidiaries in the three types of MNCs are shown to differ significantly in aspects of interdependence and local responsiveness.	Univ Bradford, Ctr Management, Bradford BD7 1DP, W Yorkshire, England	Harzing, AW, Univ Bradford, Ctr Management, Bradford BD7 1DP, W Yorkshire, England		ADLER NJ, 1990, HUMAN RESOURCE MANAG; BARTLETT CA, 1986, COMPETITION GLOBAL I; BARTLETT CA, 1989, MANAGING BORDERS TRA; BARTLETT CA, 1992, TRANSNATIONAL MANAGE; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; DOZ Y, 1980, SLOAN MANAGE REV, V21, P27; GERPOTT TJ, 1990, BETRIEBSWIRTSCHAFTLI, V5, P439; GHOSHAL S, 1993, SLOAN MANAGE REV, V34, P23; GHOSHAL S, 1997, INT BUSINESS EMERGIN; HARZING AWK, 1997, INT BUSINESS REV, V6, P641; HARZING AWK, 1999, MANAGING MULTINATION; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEDLUND G, 1997, INT BUSINESS EMERGIN; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; LEONG SM, 1993, J INT BUS STUD, V24, P449; MACHARZINA K, 1991, MANAGE INT REV, V31, P23; MACHARZINA K, 1993, GLOBALISIERUNG WIRTS; MARTIN JB, 1991, J BEHAV THER EXP PSY, V22, P3; PERLMUTTER HV, 1969, COLUMBIA J WORLD JAN, P9; PORTER ME, 1986, CALIFORNIA MANAGEMEN, V27, P9; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RALL W, 1989, Z BETRIEBSWIRT, V59, P1074; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROTH K, 1990, J INT BUS STUD, V21, P541; ROTH K, 1991, J INT BUS STUD, V22, P369; STOPFORD JM, 1972, MANAGING MULTINATION; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; THOMPSON JD, 1967, ORG ACTION; WELGE MK, 1996, HDB UNTERNEHMUNGSFUH; WHITE RE, 1990, MANAGING GLOBAL FIRM; WOLF J, 1996, 22 EIBA C STOCKH SWE	31	20	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				101	120			20	Business; Management	314WT	ISI:000087081100006
J	Neelankavil, JP; Mathur, A; Zhang, Y			Determinants of managerial performance: A cross-cultural comparison of the perceptions of middle-level managers in four countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HUMAN-RESOURCE MANAGEMENT; UNITED-STATES; HONG-KONG; STRATEGY; VALUES; ORGANIZATION; CONGRUENCE; FRAMEWORK; CHINA	This paper examines differences in what affects managerial performance of middle-level managers in four countries-China (N = 204), India (N = 184), the Philippines (N = 220), and the United States (N = 176). Important differences were predicted and found in factors affecting managerial performance as perceived by the respondents. While East-West differences exist, significant differences are noted among the three Asian countries. Specifically, Chinese and American managers represented two extremes in their beliefs about what determines managerial performance of middle-level managers. Both Filipino and Indian managers were found more similar to their U.S. counterparts than their Chinese counterparts. Implications of the findings are discussed.	Hofstra Univ, Hempstead, NY 11550 USA	Neelankavil, JP, Hofstra Univ, Hempstead, NY 11550 USA		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ADLER NJ, 1986, HUM RESOURCE MANAGE, V25, P73; ADLER S, 1998, PERS PSYCHOL, V51, P1009; BARTLETT C, 1992, HARVARD BUSINESS SEP, P124; BHAGWATI J, 1970, INDIA PLANNING IND; BIGONESS WJ, 1996, J INT BUS STUD, V27, P739; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1991, J INT BUS STUD, V22, P99; BOURGEOIS LJ, 1984, STRATEGIC MANAGE J, V5, P241; CHAKRABORTY SK, 1991, MANAGEMENT VALUES CU; EARLEY PC, 1997, TRANSPLANTED EXECUTI; EDSTROM A, 1984, J INT BUS STUD, V15, P125; ENGLAND GW, 1974, J APPL PSYCHOL, V59, P411; EVANS WA, 1987, J GEN MANAGE, V13, P52; GARG PK, 1986, MANAGE INT REV, V26, P50; GOMEZMEJIA L, 1987, J MANAGEMENT DEV, V6, P7; GRIMSLEY G, 1973, PERS PSYCHOL, V26, P31; HART SL, 1992, ACAD MANAGE REV, V17, P327; HEISKANEN TA, 1985, J OCCUPATIONAL BEHAV, V6, P273; HO D, 1979, CROSS CULTURAL CONTR; HOFSTEDE G, 1980, ORGAN DYN, V9, P42; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; HSU FLK, 1981, AM CHINESE PASSAGE D; JOHNSON RA, 1986, BUS HORIZONS, V29, P29; JONES S, 1989, MANAGE ACCOUNTING, V67, P32; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KYI KM, 1988, ASIA PACIFIC J MANAG, V5, P207; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LENGNICKHALL CA, 1988, ACAD MANAGE REV, V13, P454; LI DJ, 1978, AGELESS CHINESE; LOEVINGER J, 1976, EGO DEV CONCEPTIONS; MCCLELLAND DC, 1995, HARVARD BUSINESS JAN, P126; MILLIMAN J, 1991, ACAD MANAGE REV, V16, P318; MISUMI J, 1985, BEHAV SCI LEADERSHIP; MORAIS R, 1993, FORBES          0607, P90; MORRIS MH, 1994, J INT BUS STUD, V25, P65; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; OH TK, 1976, CALIFORNIA MANAGEMEN, V19, P77; PUNNETT BJ, 1990, INT STUDIES MANAGEME, V20, P149; RALSTON DA, 1992, J APPL PSYCHOL, V77, P664; SPENCE JT, 1985, AM PSYCHOL, V40, P1285; TAYEB MH, 1988, ORG NATL CULTURE COM; TAYEB MH, 1995, INT BUSINESS REV, V4, P75; THOMAS AS, 1994, INT STUDIES MANAGEME, V24, P91; TIGLAO R, 1992, FAR E EC REV, V155, P44; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TRIANDIS HC, 1990, NEBR S MOT LINC; TUNG RL, 1984, HUMAN RESOURCE MANAG, V23, P129; WAGER J, 1986, GROUP ORGAN STUD, V11, P280; WELGE MK, 1994, MANAGE INT REV, V34, P33; WESTLEY FR, 1990, STRATEGIC MANAGE J, V11, P337	53	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				121	140			20	Business; Management	314WT	ISI:000087081100007
J	Birkinshaw, J; Hood, N			Characteristics of foreign subsidiaries in industry clusters	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-CORPORATIONS; INNOVATION; STRATEGY; FIRMS	This paper examines the characteristics of foreign-owned subsidiaries in export-intensive "leading-edge industry clusters" as defined by Porter [1990]. Using a sample of 229 subsidiaries from three countries, we show that subsidiaries in such clusters are more embedded, more autonomous, and more internationally-oriented than subsidiaries in other industry sectors. We also show that there are significant differences in the roles of foreign-owned subsidiaries from one leading-edge cluster to the next, that are associated with the dynamism of the cluster and the overall level of foreign ownership. The results indicate (1) that typologies of subsidiary roles should give increased consideration to environmental factors, and (2) that thinking on industry clusters, instead of treating them identically, should recognize that they have heterogeneous characteristics.	London Business Sch, London, England; Univ Strathclyde, Strathclyde Int Business Unit, Glasgow, Lanark, Scotland	Birkinshaw, J, London Business Sch, London, England		*MON CO, 1993, COMP ADV SCOTL ID PO; *SCI COUNC CAN, 1980, MULT IND STRAT ROL W; ANDERSSON U, 1997, THESIS UPPSALA U; AYDALOT P, 1986, MILIEUX INNOVATEURS; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BARTLETT CA, 1989, MANAGING BORDERS TRA; BEIGIE CE, 1986, MANAGING MULTINATION, P23; BIRKINSHAW J, 1997, STRATEGIC MANAGE J, V18, P207; BIRKINSHAW J, 1998, STRATEGIC MANAGE J, V19, P221; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CROOKELL HH, 1986, MANAGING MULTINATION; DICKEN P, 1994, ECON GEOGR, V70, P101; DUNNING JH, 1993, MULTINATIONAL ENTERP; ETEMAD H, 1986, MANAGING MULTINATION; FORSGREN M, 1995, J MANAGE STUD, V32, P475; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GRABHER G, 1993, EMBEDDED FIRM; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; HOOD N, 1988, MULTINATIONALS EUROP; KOBRIN SJ, 1999, GLOBALIZATION MULTIN; KOGUT B, 1983, MULTINATIONAL CORPOR; KRUGMAN P, 1991, GEOGRAPHY TRADE; MALMBERG A, 1996, GEOGRAFISKA ANN B, V78, P85; MARSHALL A, 1890, PRINCIPLES EC INTRO; NARULA R, 1993, MANAGE INT REV, V2, P85; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PIORE M, 1984, 2 IND DIVIDE; PORTER ME, BUSINESS Q, V56, P6; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1991, CANADA CROSSROADS RE; PORTER ME, 1998, HARVARD BUS REV, V76, P77; POUDER R, 1996, ACAD MANAGE REV, V21, P1192; PRAHALAD CK, 1981, SLOAN MANAGEMENT SUM, P5; ROBINSON WS, 1950, AM SOCIOL REV, V15, P351; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN A, 1991, BUSINESS Q, V55, P61; SAXENIAN A, 1994, REGINAL ADVANTAGE CU; SOLVELL O, 1998, ORJAN ANDERS MALMBER; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WESTNEY E, 1990, MANAGING GLOBAL FIRM; WHITE RE, 1984, BUSINESS Q       SUM, P59	45	22	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				141	154			14	Business; Management	314WT	ISI:000087081100008
J	Feinberg, SE			Do world product mandates really matter?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This paper examines whether MNC subsidiaries with world product mandates fared better than nonspecialized subsidiaries in the face of Canada-U.S. trade liberalization. Using confidential affiliate-level panel data on 445 Canadian subsidiaries of U.S. MNCs, empirical analysis finds that affiliates with higher levels of R&D and human capital resources grew relatively more when trade was liberalized. However, R&D- and human-capital-intensive affiliates experienced systematically different gran th patterns. The findings imply that world product mandates do reduce affiliates' vulnerability to downsizing, and that human capital development and R&D may be equally important in building world product mandates.	Univ Maryland, Sch Business, College Pk, MD 20742 USA	Feinberg, SE, Univ Maryland, Sch Business, College Pk, MD 20742 USA		*SCI COUNC CAN, 1980, MULT IND STRAT ROL W; BALDWIN JR, 1986, ROLE SCALE CANADA US; BEAMISH P, 1993, 893G003 W BUS SCH; BIRKINSHAW J, 1997, J INT BUS STUD, V3, P443; CAVES RE, 1982, MULTINATIONAL ENTERP; CROOKELL HH, 1986, MANAGING MULTINATION; CROOKELL HH, 1990, CANADIAN AM TRADE IN; DCRUZ JR, 1986, MANAGING MULTINATION; ETEMAD H, 1986, MANAGING MULTINATION; FEINBERG S, 1998, CANADIAN J EC, V4, P749; HSAIO C, 1988, ANAL PANEL DATA; MCFETRIDGE DG, 1989, TRADE LIBERALIZATION; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN AM, 1982, COLUMBIA J WORLD BUS, V17, P58; RUGMAN AM, 1986, MANAGING MULTINATION; SAFARIAN AE, 1966, FOREIGN OWNERSHIP CA; SAFARIAN AE, 1983, GOVT MULTINATIONALS; STYKOLT S, 1960, ECON J, V70, P336	18	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				155	167			13	Business; Management	314WT	ISI:000087081100009
J	Elg, U			Firms' home-market relationships: Their role when selecting international alliance partners	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; STRATEGIC ALLIANCES; ORGANIZATIONS; DETERMINANTS; DEPENDENCE; NETWORK; TRUST; TIES	The importance of taking account of a firm's home-market relationships in efforts to explain its choice of partners for international alliances is discussed. Liberating and moderating relationships are proposed as two alternative types of alliances that firms may form in response to the influence of home-market dependencies. Propositions suggesting explanatory factors that predict which type of relationship is formed then are presented; these propositions are based on the complementary aspects of transaction cost theory the network approach, and resource dependence theory.	Univ Lund, Lund Sch Econ & Management, Lund, Sweden	Elg, U, Univ Lund, Lund Sch Econ & Management, Lund, Sweden		ANDERSON BH, 1994, BEHAV RES ACCOUNTING, V6, P1; ASTLEY WG, 1989, STRATEGY ORG DESIGN; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI; ELG U, 1996, EUR J MARKETING, V30, P61; EMERSON RM, 1962, AM SOCIOL REV, V27, P31; GANESAN S, 1994, J MARKETING, V58, P1; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HEIDE JB, 1988, J MARKETING, V52, P20; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31; MORGAN RM, 1994, J MARKETING, V58, P20; OLIVER C, 1990, ACAD MANAGE REV, V15, P241; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PFEFFER J, 1976, ADM SCI Q, V21, P398; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; POWELL WW, 1990, RES ORG BEHAV, V12; PROVAN KG, 1989, ACAD MANAGE J, V32, P202; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; ROWLEY TJ, 1997, ACAD MANAGE REV, V22, P887; STERN LW, 1980, J MARKETING, V44, P52; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; ULRICH D, 1984, ACAD MANAGE REV, V9, P471; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1993, J LAW ECON, V36, P221	30	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				169	177			9	Business; Management	314WT	ISI:000087081100010
J	Pan, YG; Li, XL			Joint venture formation of very large multinational firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; CHINA; PERFORMANCE; STRATEGY; DETERMINANTS; JAPANESE; SIZE	Large firms differ from smaller firms in many aspects. In this research note, we investigate the relationship between the size of firm and the characteristics of equity joint ventures (EJVs). Empirically, we found that very large firms are more likely to have a higher equity stake in their EJVs, seek alignment with other foreign firms, engage in global industries, and invest in large-scale EJV's than smaller firms. They are also less affected by the risk conditions of the host country. Empirical testing is based on a sample of 1,298 foreign EJVs in the People's Republic of China between 1981 and 1998. Interesting differences exist among firms that are U.S., Japan, and Europe.	York Univ, Schulich Sch Business, N York, ON M3J 1P3, Canada; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong, Peoples R China	Pan, YG, York Univ, Schulich Sch Business, N York, ON M3J 1P3, Canada		*UN, 1993, SMALL MED SIZ TRANSN; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1989, MANAGE INT REV, V29, P57; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BREWER TL, 1990, J MONEY CREDIT BANK, V22, P357; CHILD J, 1998, STRATEGIES COOPERATI; COHEN WM, 1996, REV ECON STAT, V78, P232; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; COSSET JC, 1991, J INT BUS STUD, V22, P135; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; DUNNING JH, 1992, TRANSNATIONAL CORPOR, V1, P7; FAGRE N, 1982, J INT BUS STUD, P9; FRANKO LG, 1989, J INT BUS STUD, V20, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HAMEL G, 1985, HARVARD BUSINESS JUL, P139; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HENNART JF, 1991, MANAGE SCI, V37, P483; IMAI H, 1994, CHINA BUSINESS R JAN, P14; KILLING PJ, 1983, STRATEGIES JOINT VEN; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1996, J INT BUS STUD, V27, P929; PAN YG, 1997, STRATEGIC MANAGE J, V18, P247; PAN YG, 1999, STRATEGIC MANAGE J, V20, P359; PORTER ME, 1987, HARVARD BUS REV, V65, P43; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SETHI SP, 1986, CALIF MANAGE REV, V28, P57; SMITH KG, 1989, ORGAN STUD, V10, P63; TSE DK, 1997, J INT BUS STUD, V28, P779; YAN AM, 1994, ACAD MANAGE J, V37, P1478	34	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		2000	31	1				179	189			11	Business; Management	314WT	ISI:000087081100011
J	Ralston, DA; Van Thang, N; Napier, NK			A comparative study of the work values of north and south Vietnamese managers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; UNITED-STATES; HONG-KONG; PERFORMANCE; FIRMS	We examine managerial work values and subsequent behaviors of Vietnamese managers that foreign rs may face doing business in Vietnam. To establish a global reference-point, we compare the managerial values of Vietnamese mangers with those of Chinese and U.S. managers. The findings from this exploratory study, while not always intuitive, should help foreign investors to better understand Vietnam. Furthermore, the study raises important theoretical issues concerning Individualism and Collectivism as cross-cultural measures.	Univ Oklahoma, Norman, OK 73019 USA; Natl Econ Univ, NEU Business Sch, Hanoi, Vietnam; Boise State Univ, Coll Business & Econ, Int Business Consortium, Boise, ID 83725 USA	Ralston, DA, Univ Oklahoma, Norman, OK 73019 USA		BEAMISH PW, 1998, MANAGE INT REV, V34, P60; BOND MH, 1985, INT J INTERCULT REL, V9, P351; EARLEY PC, 1998, J MANAGE, V24, P265; ENGHOLM C, 1995, DOING BUSINESS NEW V; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; HIEBERT M, 1995, VIETNAM NOTEBOOK; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HUI CH, 1986, J CROSS CULTURAL PSY, V17, P222; HUNG CL, 1991, J SE ASIA BUSINESS, V7, P46; LEE C, 1995, J INT BUS STUD, V26, P637; LEONG TC, 1993, VIETNAM BUSINESS INV; LORANGE P, 1991, J BUS STRAT, V12, P25; LORANGE P, 1992, STRATEGIC ALLIANCES; MADHOK A, 1995, J INT BUS STUD, V26, P117; MARKOCZY L, 1994, INT STUDIES MANAGEME, V24, P5; MEAD R, 1994, INT MANAGEMENT CROSS; MOBIUS JM, 1996, TEMPLETON VIETNAM OP; NAISBITT J, 1996, MEGATRENDS ASIA; QUINLAN JP, 1995, VIETNAM BUSINESS OPP; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1996, J INT MANAGEMENT, V2, P79; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RALSTON DA, 1999, J INT BUS STUD, V30, P415; RICKS DA, 1990, J MANAGE, V16, P219; ROBINSON JW, 1995, DOING BUSINESS VIETN; ROSTEN KA, 1991, CALIF MANAGE REV, V33, P88; SCHULTZ CJ, 1995, BUS HORIZONS, P21; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, P1; SHAMA A, 1995, CALIF MANAGE REV, V37, P90; SHAN WJ, 1991, J INT BUS STUD, V22, P555; TRIANDIS HC, 1986, AUSTR J PSYCHOL; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; YANG KS, 1990, J PERS SOC PSYCHOL, V58, P1087	35	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				655	672			18	Business; Management	298ZG	ISI:000086170900002
J	Whitman, ME; Townsend, AM; Hendrickson, AR			Cross-national differences in computer-use ethics: A nine-country study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CULTURAL-ANALYSIS; SYSTEMS; PERCEPTIONS; DIMENSIONS; MANAGERS; PEOPLE; CODES	This study examines computer-use ang nine countries (Singapore, Hong Kong, United States, Great Britain, Australia, Sweden, Wales, and the Netherlands). Based dice [1990], an instrument was developed containing three scales focusing on ethical attitudes toward software license infringement, use of virus programs, and misuse of corporate computing resources. Analysis indicates that there are significant differences in ethical values among nationalities for each of these scales.	Kennesaw State Coll, Kennesaw, GA 30144 USA; Univ Delaware, Newark, DE 19716 USA; Iowa State Univ, Ames, IA 50011 USA	Whitman, ME, Kennesaw State Coll, Kennesaw, GA 30144 USA		1994, ECONOMIST, V338, P70; *SPA BSA, 1997, SOFTW PUBL ASS BUS S; *SPSS INC, 1997, SPSS ADV STAT 7 5; AKERS JF, 1984, SLOAN MANAGE REV, V26, P53; ALLEN MJ, 1979, INTRO MEASUREMENT TH; BAGOZZI RP, 1991, J CONSUM RES, V17, P426; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; COUGER JD, 1984, J SYST MANAGE, V35, P40; COUGER JD, 1989, MIS QUART, V13, P211; DEJOIE RM, 1991, ETHICAL ISSUES INFOR; DOLECHECK MM, 1987, HONG KONG MANAGE APR, P28; EINING MM, 1991, ETHICAL ISSUES INFOR; FERRATT TW, 1986, MIS QUART, V10, P377; FRANKS RR, 1988, GENE DEV, V1, P1; HARRINGTON SJ, 1996, MIS QUART, V20, P257; HEGARTY WH, 1978, J APPL PSYCHOL, V63, P451; HUBBARD R, 1987, J BUS RES, V15, P173; IM JH, 1990, MIS QUART, V14, P1; JOHN F, 1985, MAT APL COMPUT, V4, P3; KIM JO, 1978, FACTOR ANAL STAT MET; LECHAT MR, 1986, AI MAG, V7, P70; LEDERER AL, 1992, J MANAGEMENT INFORMA, V9, P25; MCDONALD GM, 1988, J BUS ETHICS, V7, P835; MILLER A, 1991, ETHICAL ISSUES INFOR; MOORE GC, 1991, INFORMATION SYSTEMS, V2, P192; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OVERALL JE, 1972, APPL MULTIVARIATE AN; OZ E, 1992, MIS QUART, V16, P423; PARADICE DB, 1990, INFORM MANAGE, V18, P143; PARADICE DB, 1991, J BUS ETHICS, V10, P1; PIERCE MA, 1996, J BUS ETHICS, V15, P425; RACHELS J, 1975, PHILOS PUBLIC AFFAIR, V4; RALSTON DA, 1994, J BUS ETHICS, V13, P989; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHULMAN RS, 1992, STAT PLAIN ENGLISH C; SETHI V, 1991, DECISION SCI, V22, P455; SHIM JP, 1991, ETHICAL ISSUES INFOR; SMITH HJ, 1996, MIS QUART, V20, P167; SOLOMON SL, 1990, J COMPUTER INFORMATI, V30, P40; SPECTOR PE, 1992, SUMMATED RATING SCAL; STRAUB DW, 1989, MIS QUART, V13, P147; SUMMERS C, 1992, J SYST SOFTWARE, V17, P91; SWINYARD WR, 1990, J BUS ETHICS, V9, P655; THUROW LC, 1996, FUTURE CAPITALISM; TOWNSEND AM, 1990, J INT BUS STUD, V21, P667; TREVINO LK, 1990, J APPL PSYCHOL, V75, P378; WALDROP MM, 1987, MAN MADE MINDS PROMI; WHITE LP, 1992, J BUS ETHICS, V11, P663; WHITMAN ME, 1996, ETHICS CRITICAL THIN, V38, P60	49	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				673	687			15	Business; Management	298ZG	ISI:000086170900003
J	Cadogan, JW; Diamantopoulos, A; de Mortanges, CP			A measure of export market orientation: Scale development and cross-cultural validation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RESEARCH PROPOSITIONS; CONCEPTUAL-FRAMEWORK; NATIONAL RESEARCH; ORGANIZATIONS; CONSEQUENCES; ANTECEDENTS; ISSUES	This study reports on the construction and psychometric assessment of a measure of export market orientation. Four multi-item scales were developed showing strong evidence of reliability and convergent, discriminant, and nomological validity in samples of U.K. and Dutch exporters. Further analysis revealed full invariance of the final measure across the two country samples. Several suggestions for applying the measure in substantive research are offered.	Aston Univ, Birmingham B4 7ET, W Midlands, England; Univ Loughborough, Sch Business, Loughborough, Leics, England; Maastricht Univ, Maastricht, Netherlands; Univ Liege, B-4000 Liege, Belgium	Cadogan, JW, Aston Univ, Birmingham B4 7ET, W Midlands, England		ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ATUAHENEGIMA K, 1995, J PROD INNOVAT MANAG, V12, P275; ATUAHENEGIMA K, 1996, J BUS RES, V35, P93; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BELICH TJ, 1995, J BUS RES, V33, P1; BIJMOLT THA, 1994, J SMALL BUS MANAGE, V32, P69; CADOGAN JW, 1995, J STRATEGIC MARKETIN, V3, P41; CADOGAN JW, 1996, THESIS U WALES SWANS; CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81; CAVUSGIL ST, 1994, J MARKETING, V56, P1; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; CHURCHILL GA, 1995, MARKETING RES METHOD; CROSS EM, 1982, EDUC PSYCHOL MEAS, V42, P25; DALGIC T, 1994, ADV INT MARKETING, V6, P69; DENG S, 1994, J MARKETING MANAGEME, V10, P725; DESHPANDE R, 1993, J MARKETING, V57, P23; DESHPANDE R, 1996, 96125 MARK SCI I; DEVELLIS RF, 1991, APPL SOCIAL RES METH, V26; DIAMANTOPOULOS A, 1994, ADV INT MARKETING, V6, P161; DIAMANTOPOULOS A, 1996, J STRATEGIC MARKETIN, V4, P23; DIAMANTOPOULOS A, 1998, J INT MARKETING, V6, P3; DOUGLAS SP, 1983, INT MARKETING RES; EVANGELISTA FC, 1994, ADV INT MARKETING, V6, P2407; FRANZAK F, 1993, AMA WINTER EDUC CONF, V4, P420; GREENLEY GE, 1995, J MANAGE STUD, V32, P47; GREENWALD P, 1995, BAS CLIN ON, V6, P1; HAIR JF, 1992, MULTIVARIATE DATA AN; JAWORSKI B, 1992, ACCOUNT ORG SOC, V17, P17; JAWORSKI BJ, 1993, J MARKETING, V57, P53; JOBBER D, 1987, Q REV MARKETING, V12, P7; JORESKOG KG, 1993, LISREL 8 USERS REFER; KOHLI AK, 1990, J MARKETING, V54, P1; KOHLI AK, 1993, J MARKETING RES, V30, P467; KOLB DM, 1992, J ORGAN BEHAV, V13, P311; KOYS DJ, 1991, HUM RELAT, V44, P265; LESLIE LL, 1972, SOC SCI RES, V1, P323; MATHYSSENS P, 1996, ADV INT MARKETING, V8, P85; MILLER KD, 1993, J INT BUS STUD, V24, P693; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NARVER JC, 1990, J MARKETING, V54, P20; NARVER JC, 1993, 93121 MARK SCI I; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; PARAMESWARAN R, 1987, J INT BUS STUD, V18, P35; PINTO MB, 1993, MANAGE SCI, V39, P1281; PULENDRAN S, 1996, J MARKETING MANAGEME, V12, P53; RAVEN PV, 1994, J INT MARKETING, V2, P37; RUEKERT RW, 1987, J MARKETING, V51, P1; SALNES F, 1996, SCANDINAVIAN J MANAG, V12, P139; SIGUAW JA, 1994, J MARKETING RES, V31, P106; SINGH J, 1995, J INT BUS STUD, V26, P597; SLATER SF, 1996, J MARKET FOCUSED MAN, V1, P159; SOUCHON AL, 1996, J INT MARKETING, V4, P49; SPECTOR PE, 1992, QUANTITATIVE APPL SO; TJOSVOLD D, 1990, CANADIAN J ADM SCI, V7, P48; TUOMINEN M, 1996, MARKETING EXPANDED F, V2, P1161; VICTOR B, 1990, J ORGAN BEHAV, V11, P187; WEBSTER FE, 1990, 90111 MARK SCI I; WISEMAN F, 1984, J MARKETING RES, V21, P167	59	24	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				689	707			19	Business; Management	298ZG	ISI:000086170900004
J	Leiba-O'Sullivan, S			The distinction between stable and dynamic cross-cultural competencies: Implications for expatriate trainability	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGERS; ADJUSTMENT; MODEL	Existing research fails to distinguish; between stable cross-cultural (C/C) competencies (e.g., personality traits) and dynamic ones. Yet, stable competencies may constrain trainability in the dynamic C/C skills that are critical for C/C adjustment. Accordingly, this distinction is drawn using Black & Mendenhall's (1990) 3-dimensional typology of C/C competencies as a framework. Operationalizations for the C/C competencies are suggested. The practical and theoretical implications for expatriate management are then discussed.	Univ Ottawa, Ottawa, ON K1N 6N5, Canada; Concordia Univ, Montreal, PQ H3G 1M8, Canada	Leiba-O'Sullivan, S, Univ Ottawa, Ottawa, ON K1N 6N5, Canada		AYCAN Z, 1997, INT J HUM RESOUR MAN, V8, P434; BANDURA A, 1986, SOCIAL FDN THOUGHT A; BERNARDIN HJ, 1981, ACAD MANAGE REV, V6, P205; BIRD A, 1993, INT J INTERCULT REL, V17, P415; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1991, J INT BUS STUD, V22, P225; BORSTORFF PC, 1997, ANN M AC MAN ASS BOS; BRISCOE DR, 1995, INT HUMAN RESOURCE M; BRISLIN RW, 1979, PERSPECTIVE CROSS CU; BRISLIN RW, 1994, INTERCULTURAL COMMUN, V2; CALIGIURI PM, 1997, ANN M AC MAN ASS BOS; CALIGIURI PM, 1997, EXPATRIATE MANAGEMEN, V4; CARLSON NR, 1984, PSYCHOL SCI BEHAV; COSTA PT, 1992, REVISED NEO PERSONAL; DELLER J, 1997, EXPATRIATE MANAGEMEN, V4; DESHPANDE SP, 1992, INT J INTERCULT REL, V16, P295; DOWLING PJ, 1996, INT DIMENSIONS HUMAN; DUNBAR E, 1992, INT J INTERCULT REL, V16, P1; EREZ M, 1993, CULTURE SELF IDENTIT; FISHER R, 1991, GETTING YES; FOLLETT MP, 1951, CREATIVE EXPERIENCE; GATEWOOD RD, 1994, HUMAN RESOURCE SELEC; HAMMER MR, 1978, INT J INTERCULTURAL, V2, P382; HARRIS DM, 1994, HUMAN RESOURCE DEV; HAWES F, 1981, INT J INTERCULTURAL, V4, P239; HAYS RD, 1974, J INT BUS STUD, V5, P25; HENEMAN HG, 1997, STAFFING ORG; HOGAN R, 1992, HOGAN PERSONALITY IN; IJZENDOORN MH, 1989, J SOC PSYCHOL, V129, P37; KANFER R, 1989, J APPL PSYCHOL, V74, P657; KEALEY DJ, 1989, INT J INTERCULT REL, V13, P387; KEALEY DJ, 1996, HDB INTERCULTURAL TR; KOZAN MK, 1989, HUM RELAT, V42, P787; KRAIGER K, 1993, J APPL PSYCHOL, V78, P311; LANDIS D, 1985, J APPL SOC PSYCHOL, V15, P466; LATHAM GP, 1975, J APPL PSYCHOL, V60, P550; LATHAM GP, 1980, J APPL PSYCHOL, V65, P422; LATHAM GP, 1994, INCREASING PRODUCTIV; LOCKSLEY A, 1982, J EXPT SOCIAL PSYCHO, V18, P23; MEICHENBAUM D, 1985, STRESS INNOCULATION; MENDENHALL M, 1985, ACAD MANAGE REV, V10, P39; MISCHEL W, 1979, AM PSYCHOL, V34, P740; MITCHELL TR, 1981, RES ORG BEHAV; OBERG K, 1960, PRACTICAL ANTHR, V7, P177; ONES DS, 1997, EXPATRIATE MANAGEMEN, V4; PARKER B, 1993, INT J INTERCULT REL, V17, P355; PETERS LH, 1997, BLACKWELL ENCY DICT; REISS AD, 1996, ANN M AM PSYCH ASS D; RONEN S, 1989, TRAINING DEV ORG; RUBEN B, 1979, INT J INTERCULTURAL, V3, P15; STEVENS CK, 1993, J APPL PSYCHOL, V78, P723; SUUTARI V, 1994, P EIASM C CROSS CULT; TANNENBAUM SI, 1992, ANNU REV PSYCHOL, V43, P399; THOMAS K, 1975, HDB IND ORG PSYCHOL, V2; TRIANDIS HC, 1976, INTERPERSONAL BEHAV; WALTON SJ, 1990, INT J INTERCULT REL, V14, P507	56	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				709	725			17	Business; Management	298ZG	ISI:000086170900005
J	Agarwal, S; DeCarlo, TE; Vyas, SB			Leadership behavior and organizational commitment: A comparative study of American and Indian salespersons	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		WORK ALIENATION; UNITED-STATES; ROLE STRESS; SALESPEOPLE; SATISFACTION; MODEL; FORMALIZATION; ANTECEDENTS; PERFORMANCE; CULTURE	Many studies have examined the impact of leadership behaviors on salespersons' organizational commitment. Unfortunately, little is known about how leadership behaviors impact salespersons' organizational commitment in countries other than United States. The lack of re-search is problematic given that many firms today operate globally. This study fills the gap and presents I a framework for understanding the role of culture on relationships between leadership behaviors and organizational commitment.	Iowa State Univ, Dept Mkt, Ames, IA 50011 USA; MARC Grp, New Delhi, India	Agarwal, S, Iowa State Univ, Dept Mkt, Ames, IA 50011 USA		ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ADLER NJ, 1986, HUM RESOURCE MANAGE, V25, P73; ADLER NJ, 1986, J MANAGE, V12, P295; AGARWAL S, 1993, J INT BUS STUD, V24, P715; AGARWAL S, 1993, J PERSONAL SELLING S, V13, P49; ANDERSON PF, 1985, J MARKETING, V49, P7; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BASS BM, 1979, ASSESSMENT MANAGERS; BATEMAN TS, 1984, ACAD MANAGE J, V27, P95; COHEN J, 1983, APPL MULTIPLE REGRES; DOUGLAS S, 1983, INT MARKETING RES; DUBINSKY AJ, 1992, J INT BUS STUD, V23, P77; ENGLAND GW, 1974, J APPL PSYCHOL, V59, P411; GIBSON JL, 1973, ORG STRUCTURE PROCES; GRAVES D, 1972, ORGAN DYN, V1, P46; HOFSTEDE G, 1984, ACAD MANAGE REV, V9, P389; HONEYCUTT ED, 1995, IND MARKET MANAG, V24, P135; HUNT JW, 1981, ORGAN DYN, V10, P55; JAWORSKI BJ, 1991, J MARKETING RES, V28, P190; JOHNSTON MW, 1988, J BUS RES, V16, P67; JOHNSTON MW, 1990, J MARKETING RES, V27, P333; KAHN RL, 1964, ORG STRESS; KAKAR S, 1971, ADM SCI Q, V16, P298; KANUNGO R, 1990, MANAGEMENT DEV COUNT, P193; KANUNGO RN, 1983, INT STUDIES MANAGEME, V13, P119; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KOHLI AK, 1989, J MARKETING, V53, P40; KUMAR U, 1976, INDIAN J PSYCHOL, V51, P275; MCGEE GW, 1987, J APPL PSYCHOL, V72, P638; MICHAELS RE, 1988, J MARKETING RES, V25, P376; MORRIS JH, 1981, ACAD MANAGE J, V24, P512; MOWDAY RT, 1979, J VOCAT BEHAV, V14, P224; NETER J, 1985, APPL LINEAR STAT MOD; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; NUNNALY JC, 1978, PSYCHOMETRIC THEORY; OLIVER RL, 1980, J MARKETING RES, V17, P460; PAREEK U, 1968, INT SOC SCI J, V20, P464; PARIKH IJ, 1990, MANAGEMENT DEV COUNT, P175; RIZZO JR, 1970, ADM SCI Q, V15, P150; RONEN S, 1986, COMP MULTINATIONAL M; SEKARAN U, 1983, J INT BUS STUD, V14, P51; SINHA JBP, 1984, INT STUDIES MAN ORG, V14, P86; STOGDILL RM, 1963, MANUAL LEADER BEHAV, V12; TEAS KR, 1983, J MARKETING RES, V20, P84; TEAS RK, 1981, J MARKETING RES, V18, P209; VERMA N, 1982, INDIAN J PSYCHOL, V51, P87; WILLIAMS LK, 1966, IND RELAT, V5, P105	47	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				727	743			17	Business; Management	298ZG	ISI:000086170900006
J	Oliver, EG; Cravens, KS			Cultural influences on managerial choice: An empirical study of employee benefit plans in the United States	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		NATIONAL CULTURE; MANAGEMENT; ATTITUDES; SYSTEMS	The objective of this study is to determine the effect of culture on the provision of employee benefits. Cultural influences have been investigated from a variety of perspectives, but not in the context of pension and welfare benefits. Using unique data, this study analyzes the level of coverage of employee benefits in the United States. Results indicate that culture does have an effect on the provision of these benefits.	Washington & Lee Univ, Lexington, VA 24450 USA; Univ Tulsa, Tulsa, OK 74104 USA	Oliver, EG, Washington & Lee Univ, Lexington, VA 24450 USA		1990, FORBES          0723, P356; *SOC SEC ADM, 1995, SSA PUBL; ADLER NJ, 1983, J INT BUS STUD, V14, P29; BIRNBERG JG, 1988, ACCOUNT ORG SOC, V13, P447; BLOOM R, 1989, INT J ACCOUNTING, V24, P70; CHOW CW, 1994, ACCOUNT ORG SOC, V19, P381; CONOVER WJ, 1980, PRACTICAL NONPARAMET, P229; CULLINAN CP, 1994, J ACCOUNT PUBLIC POL, V13, P49; DAILEY LM, 1991, PENSION POLICY INT P, P9; DALEY L, 1985, J INT BUS STUD, V16, P91; DUKES J, 1989, BESTS REV, V90, P64; DUKES J, 1989, BESTS REV, V90, P93; FLANNERY TP, 1996, PEOPLE PERFORMANCE P; GRAY SJ, 1988, ABACUS, V24, P1; GULLAND DW, 1990, BESTS REV, V90, P96; HARRISON GL, 1992, ACCOUNT ORG SOC, V17, P1; HARRISON GL, 1993, ACCOUNT ORG SOC, V18, P319; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOPPE M, 1990, THESIS U N CAROLINA; KAMIENIECKI J, 1990, BESTS REV, V90, P78; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KIM J, 1990, METAPHILOSOPHY, V21, P1; LEITCH RA, 1992, J ACCOUNTING LIT, V11, P47; MEEK GK, 1989, J INT BUS STUD, V20, P315; NEEDLES BE, 1991, INT J ACCOUNTING, V26, P190; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SALTER SB, 1995, J INT BUS STUD, V26, P379; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SEKELY WS, 1988, J INT BUS STUD, V19, P87; SNODGRASS C, 1986, ADV STRATEG MANAGE, V4, P205; WHITELY W, 1977, ACAD MANAGE J, V20, P439; WOODGER J, 1992, PERS MANAGE, V24, P30; ZARZESKI MT, 1996, ACCOUNTING HORIZONS, V10, P18	34	2	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				745	762			18	Business; Management	298ZG	ISI:000086170900007
J	Pillai, R; Scandura, TA; Williams, EA			Leadership and organizational justice: Similarities and differences across cultures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PROCEDURAL JUSTICE; MEMBER EXCHANGE; SATISFACTION; PERSPECTIVE; MANAGEMENT; DECISIONS	International management scholars and practitioners agree that managers cannot simply assume that leadership behaviors effective in one culture can be readily transferred to other cultures. This study examines the relationship of transformational leadership and leader member exchange to organizational justice and job satisfaction in jive separate cultures. Results indicate that while there is consistent support for some of the proposed linkages, there are also some interesting differences across cultures. Implications for theory and future research on international business are discussed.	Calif State Univ San Marcos, Coll Business, Ctr Serv Sector Management, San Marcos, CA USA; Univ Miami, Coral Gables, FL 33124 USA; Univ Colorado, Colorado Springs, CO 80309 USA	Pillai, R, Calif State Univ San Marcos, Coll Business, Ctr Serv Sector Management, San Marcos, CA USA		ALEXANDER S, 1987, SOCIAL JUSTICE RES, V1, P177; AVOLIO B, 1996, 961 CTR LEAD STUD; BADAWY MK, 1980, CALIFORNIA MANAGEMEN, V22, P51; BASS B, 1990, BASS STODGILLS HDB L; BASS B, 1997, AM PSYCHOL, V2, P130; BHAL KT, 1996, J APPL SOC PSYCHOL, V26, P945; BIES RJ, 1986, RES NEGOTIATION ORG, V1, P43; CLARK A, 1970, J APPL PSYCHOL, V54, P1; DORFMAN PW, 1988, ADV INT COMP MANAGEM, V3, P127; DORFMAN PW, 1996, HDB INT MANAGEMENT R, P267; FOLGER R, 1989, ACAD MANAGE J, V32, P115; GRAEN GB, 1995, LEADERSHIP QUART, V6, P219; GREENBERG J, 1995, QUEST JUSTICE JOB ES; GUDYKUNST WB, 1987, COMMUN RES, V14, P7; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOWELL J, 1994, LEADERSHIP W ASIAN C; JAEGER AM, 1990, MANAGEMENT DEV COUNT, P131; JORESKOG K, 1989, LISREL 7 USERS REFER; KANTER RM, 1991, HARVARD BUSINESS MAY, P151; KHADRA B, 1990, INT STUDIES MANAGEME, V20, P37; KIM WC, 1993, ACAD MANAGE J, V36, P502; LEUNG K, 1990, J APPL PSYCHOL, V75, P613; LEUNG K, 1996, J INT BUS STUD, V27, P947; LIND AE, 1992, INT J PSYHOL, V37, P227; LIND E, 1988, SOCIAL PSYCHOL PROCE; LIND EA, 1978, J CONFLICT RESOLUT, V22, P318; MANOGRAN P, 1994, NAT AC MAN P DALL TX; MCFARLIN DB, 1992, ACAD MANAGE J, V35, P626; MEDSKER G, 1994, J MANAGE, V2, P439; MEINDL JR, 1989, ADMIN SCI QUART, V34, P252; MILLIMAN J, 1995, ADV INT COMP MANAGEM, V10, P227; NIEHOFF BP, 1993, ACAD MANAGE J, V36, P527; NIEHOFF BP, 1996, INT J PUBLIC ADMIN, V19, P941; PEREIRA D, 1986, T TRANSFORMATIONAL L; PILLAI R, 1996, M NAT AC MAN CINC OH; SARROS J, 1993, LEADERSHIP ORG DEV J, V14, P3; SCANDURA TA, 1986, J APPL PSYCHOL, V71, P579; SCANDURA TA, 1999, LEADERSHIP QUART, V10, P25; SCHNEIDER SC, 1997, MANAGING CULTURES, P157; SINGH J, 1995, J INT BUS STUD, V26, P597; SINHA JBP, 1984, INT STUDIES MAN ORG, V14, P86; SINHA JBP, 1990, MANAGEMENT DEV COUNT, P252; TAKENISHI M, 1990, WHY JAPANESE CITIZEN; THOMAS AS, 1994, J INT BUS STUD, V25, P667; TYLER T, 1986, JUSTICE SOCIAL RELAT; TYLER T, 1990, WHY PEOPLE OBEY LAW; TYLER TR, 1981, J PERS SOC PSYCHOL, V41, P643; WAKABAYASHI M, 1988, J APPL PSYCHOL, V73, P217; WAYNE SJ, 1997, ACAD MANAGE J, V40, P82; WEISS D, 1967, MANUAL MINNESOTA SAT	50	18	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				763	779			17	Business; Management	298ZG	ISI:000086170900008
J	Lenartowicz, T; Roth, K			A framework for culture assessment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-NATIONAL RESEARCH; MANAGEMENT RESEARCH; REPLICATIONS	Understanding the nature and influences of culture is central to international business. Such inquiry presupposes knowing that the cultural grouping(s) of a study is a valid unit of analysis, which is critical in that the estimation of culture effects can vary based on the unit on. Unfortunately, perhaps out of convenience, international studies often simply use a country-based definition of culture. In a desire to facilitate further development in understanding culture effects, in this paper, we propose a framework by which valid cultural groupings may be assessed.	Univ Texas, Austin, TX 78712 USA; Univ S Carolina, Columbia, SC 29208 USA	Lenartowicz, T, Univ Texas, Austin, TX 78712 USA		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ADLER NJ, 1983, J INT BUS STUD, V14, P29; ADLER NJ, 1984, ADV INT COMP MANAGEM, V1, P31; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ADLER NJ, 1992, J INT BUS STUD, V23, P551; AULAKH PS, 1993, J INT MARKETING, V1, P5; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BRONOWSKI J, 1988, SCI HUMAN VALUES; CAVUSGIL ST, 1997, MANAGE INT REV, V37, P71; CHILDERS TL, 1992, J CONSUM RES, V19, P198; CLARK T, 1990, J MARKETING, V54, P66; DOUGLAS SP, 1983, INT MARKETING RES; DUNNING JH, 1997, INT BUSINESS EMERGIN; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; EREZ M, 1993, CULTURE SELF IDENTIT; FEATHER NT, 1975, VALUES ED SOC; FRANKE RH, 1991, STRATEGIC MANAGE J, V12, P165; FRANKLIN W, 1992, MAPPING AM CULTURE; HAMPDENTURNER C, 1997, MASTERING INFINITE G; HAVILAND WA, 1990, CULTURE ANTHR; HFOSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HUNTER DE, 1976, NECY ANTHR; JICK TD, 1979, ADM SCI Q, V24, P602; KAMAKURA WA, 1991, J CONSUM RES, V18, P208; KLUCKHOHN C, 1954, CULTURE BEHAV; KLUCKHOHN C, 1961, VARIATIONS VALUE ORI; KOLDE EJ, 1982, ENV INT BUSINESS; KROEBER AL, 1952, CULTURE CRITICAL REV; LEE C, 1991, J INT BUS STUD, V22, P289; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; MASLOW AH, 1954, MOTIVATION PERSONALI; MULLEN MR, 1995, J INT BUS STUD, V26, P573; MURDOCK GP, 1967, ETHNOGRAPHIC ATLAS; RICKS DA, 1990, J MANAGE, V16, P219; ROBERTS KH, 1970, PSYCHOL BULL, V74, P327; ROKEACH M, 1973, NATURE HUMAN VALUES; SAMIEE S, 1994, J ACAD MARKET SCI, V22, P205; SCHMWARTZ SH, 1994, INDIVIDUALISM COLLEC; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC; SEKARAN U, 1983, J INT BUS STUD, V14, P61; SEKARAN U, 1987, ASIAN PACIFIC J MANA, V5, P38; SINGH J, 1995, J INT BUS STUD, V26, P597; SMITH PB, 1996, J INT BUS STUD, V27, P115; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; SPRADLEY JP, 1975, ANTHR CULTURAL PERSP; TAYEB MN, 1988, ORG NATL CULTURE COM; TRIANDIS HC, 1980, HDB CROSS CULTURE PS; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TRIANDIS HC, 1994, HDB ORG IND PSYCHOL, V4; ZAVALLONI M, 1980, HDB CROSS CULTURE PS, V5	54	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				781	798			18	Business; Management	298ZG	ISI:000086170900009
J	Au, KY			Intra-cultural variation: Evidence and implications for international business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-NATIONAL RESEARCH; IMPACT	This paper discusses the methodological and theoretical significance of intra-cultural variation (ICV)-the population distribution of a characteristic within a culture. A Monte Carlo study shows that ICV has substantial influence on the statistical power of cross-cult ural tests, Therefore, studying ICV is methodologically important if we are to understand inconsistent findings and design cross-cultural studies with enough statistical power. Moreover, an examination of the cultural means and ICVs of 42 cultures shows that ICV Is as large as the variation of cultural means across cultures and its relationship to cultural means is not definite. A model based on multiple disciplines is proposed to cast ICV in a nomological net and to illuminate several avenues for future research. Practical implications are also discussed.	Chinese Univ Hong Kong, Sha Tin 100083, Hong Kong, Peoples R China	Au, KY, Chinese Univ Hong Kong, Sha Tin 100083, Hong Kong, Peoples R China		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ABRAMSON P, 1995, VALUE CHANGE GLOBAL; AU K, 1997, INT J HUM RESOUR MAN, V8, P743; AU KY, 1996, M AC MAN CINC; BERRY JW, 1994, ETHNICITY CULTURE CA; BLACK JS, 1992, GLOBAL ASSIGNMENTS S; BLAU PM, 1977, INEQUALITY HETEROGEN; BOCK PK, 1988, RETHINKING PSYCHOL A; BOND MH, 1982, J CROSS CULTURAL PSY, V13, P186; BOND MH, 1996, ANNU REV PSYCHOL, V47, P205; BRYK AS, 1992, HIERARCHICAL LINEAR; BUCK JL, 1991, TEACH PSYCHOL, V17, P255; CHAN DKS, 1996, INT J PSYCHOL, V31, P1; COHEN J, 1988, STAT POWER ANAL BEHA; COX T, 1993, CULTURAL DIVERSITY O; EARLEY PC, 1996, HDB INT MANAGEMENT R; ENGLAND GW, 1975, MANAGER HIS VALUES; ESTER P, 1994, INDIVIDUALIZING SOC; FERNANDEZ JP, 1993, DIVERSITY ADV; FINE GA, 1979, AM J SOCIOL, V85, P1; GABRENYA WK, 1995, CROSS CULTURAL P MAR, P10; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOFSTEDE G, 1993, ORGAN STUD, V14, P483; JAMES K, 1992, JUSTICE WORKPLACE; KIRKMAN BL, 1997, ACAD MANAGE REV, V22, P730; LANDAUER AA, 1982, INT REV APPL PSYCHOL, V31, P417; LEUNG K, 1997, NEW PERSPECTIVES INT; LINVILLE PW, 1986, PREJUDICE DISCRIMINA; MALPASS R, 1986, FIELD METHODS CROSS; MARTIN J, 1992, CULTURE ORG 3 PERSPE; MARUYAMA M, 1994, MINDSCAPES MANAGEMEN; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NOBLE GW, 1992, CALIF MANAGE REV, V34, P127; OBRIEN RG, 1981, PSYCHOL BULL, V89, P570; PELTO PJ, 1968, TRANSACTION, V5, P37; SAIGE G, 1996, KEY ISSUES CROSS CUL; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC; SINGH J, 1995, J INT BUS STUD, V26, P597; STAYMAN DM, 1989, J CONSUM RES, V16, P361; TSUI AS, 1989, ACAD MANAGE J, V32, P402; WHETTEN DA, 1989, ACAD MANAGE REV, V14, P490; YANG KS, 1988, CROSS CULTURAL CHALL	43	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				799	812			14	Business; Management	298ZG	ISI:000086170900010
J	Tsurumi, Y; Tsurumi, H			Fujifilm-Kodak duopolistic competition in Japan and the United States	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET; GOODS	This article analyzes the duopolistic competition of Fujifilm and Kodak according to the product life cycle and "game theoretic" exchange-of-hostage hypothesis of international trade and investment. It shows how each firm used ifs home-team and first-mover advantages to compete with the other. It shows that Fujifilm's strategic use of marketing logistics and innovative products reduced Kodak's market shore in Japan and elsewhere. This article has implications for the global competition of multinationals' policies and for market competition and trade policies of the U.S., Japan, and other countries.	CUNY Bernard M Baruch Coll, Zicklin Sch Business, New York, NY 10010 USA; Rutgers State Univ, Dept Econ, Piscataway, NJ 08855 USA	Tsurumi, Y, CUNY Bernard M Baruch Coll, Zicklin Sch Business, 17 Lexington Ave, New York, NY 10010 USA		*EASTM KOD CO KOD, 1995, PRIV PROT JAP MARK B; *FUJ PHOT FILM CO, 1995, REW HIST KOD REV WAC; *JAP MARK RES, 1995, CONS SURV PHOT PROD; *PAC BAS CTR, 1978, AM STYL TRAD WAR PAC; ABEL IC, 1995, THESIS ZICKLIN SCH B; ARROW KJ, 1962, REV ECON STUD, V29, P155; BARON DP, 1995, CALIF MANAGE REV, V37, P47; BASS FM, 1969, MANAGE SCI, V15, P215; BHAGWATI J, 1998, STREAM WINDOWS; BROEMLING LD, 1987, ECONOMETRICS STRUCTU; CASSON MC, 1987, FIRM MARKET; CAVES RE, 1996, MULTINATIONAL ENTERP; CHOW GC, 1960, DEMAND DURABLE GOODS, P149; CHRISTOPHER RC, 1986, 2 NONE AM CORPORATIO; DEUTCH HC, 1997, NY TIMES        1211, D10; DUNNING JH, 1988, J INT BUS STUD, V19, P1; GRAHAM EM, 1974, THESIS HARVARD U BOS; GRAHAM EM, 1998, J INT BUS STUD, V29, P67; HAMILTON JD, 1994, TIME SERIES ANAL; HAMMER M, 1993, REENGINEERING CORPOR; HELPMAN E, 1985, MARKET STRUCTURE FOR; JUDGE GC, 1985, THEORY PRACTICE ECON; LASCELL D, 1993, COMMUNICATION   1104; LINDSEY B, 1998, NEW TRACEK US TRADE; MORGAN RM, 1994, J MARKETING, V58, P20; OHNISHI M, 1995, COMMUNICATION   0821; ROBINSON WT, 1985, J MARKETING RES, V22, P305; ROOSE CI, 1936, FACTORS GOVERNING CH; SANTOS J, 1998, UNPUB BAYESIAN INFER; SCHMALENSEC R, 1982, AM EC REV        JUN, P349; TAKADA H, 1991, J MARKETING, V55, P48; TAKADA H, 1999, INT J BUSINESS R FAL, P24; TEZUKA H, 1997, SLOAN MANAGEMENT WIN, P83; TSURUMI H, 1976, J ECONOMETRICS, P371; TSURUMI H, 1979, BAYESIAN ANAL ECONOM; TSURUMI H, 1980, INT ECON REV, V21, P583; TSURUMI Y, 1977, MULTINATIONAL MANAGE; TSURUMI Y, 1982, SLOAN MANAGEMENT FAL, P6; TSURUMI Y, 1985, COLUMBIA J WORLD BUS, V20, P29; TSURUMI Y, 1987, EURO ASIA BUSINE AUG, P104; VERNON R, 1966, Q J ECON, V80, P190	41	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				813	830			18	Business; Management	298ZG	ISI:000086170900011
J	Brouthers, LE; Brouthers, KD; Werner, S			Is dunning's eclectic framework descriptive or normative?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL ENTRY-MODE; CHOICE; BUSINESS; PERFORMANCE; FIRMS	Can Dunning's OLI (Ownership, Location, Internalization) framework be used to predict the best performing international entry modes or merely the most commonly selected modes? Using from German and Dutch firms investing in Central and Eastern Europe, we investigate the relationship between Dunning's OLI variables, entry mode selection and managerial satisfaction with firm performance. We found empirical support for Dunning's framework as both a descriptive and a normative model.	Univ Texas, Div Management & Mkt, San Antonio, TX 78285 USA; Univ E London, London E15 4LZ, England; Univ Houston, Dept Management, Houston, TX 77004 USA	Brouthers, LE, Univ Texas, Div Management & Mkt, San Antonio, TX 78285 USA		AGARWAL S, 1992, J INT BUS STUD, P1; ANDERSEN O, 1997, MANAGE INT REV, V37, P27; ANDERSON E, 1986, J INT BUSINESS S FAL, P1; BROUTHERS KD, 1995, MANAGE INT REV, V35, P7; BROUTHERS KD, 1996, INT BUSINESS REV, V5, P377; CAVES RE, 1998, J INT BUS STUD, V29, P5; CHOWDHURY J, 1992, MANAGE INT REV, V32, P115; CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167; CONTRACTOR FJ, 1988, MANAGE INT REV, P5; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; COOPER LG, 1983, J CONSUM RES, V10, P96; DAS TK, 1996, J MANAGE STUD, V33, P827; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DUNNING JH, 1982, NEW THEORIES MULTINA; DUNNING JH, 1988, J INT BUSINESS S SPR, P1; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 1995, MANAGE INT REV, V35, P101; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER MJ, 1991, J INT BUS STUD, P249; GHOSHAL S, 1996, ACAD MANAGE REV, V21, P13; HAIR J, 1995, MULTIVARIATE DATA AN; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; KIM WC, 1992, J INT BUS STUD, V23, P29; MILLER KD, 1992, J INT BUS STUD, V23, P311; NITSCH D, 1996, MANAGE INT REV, V36, P27; NUNNALLY JC, 1994, PSYCHOMETRIC THEORY; SIMMONDS PG, 1990, STRATEGIC MANAGE J, V11, P399; TABACHNICK BG, 1996, USING MULTIVARIATE S; TANG MJ, 1990, MANAGE SCI, V36, P476; TATOGLU E, 1998, THUNDERBIRD INT BUSI, V40, P279; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; TSE DK, 1997, J INT BUS STUD, V28, P779; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	35	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	4				831	844			14	Business; Management	298ZG	ISI:000086170900012
J	Kuemmerle, W			The drivers of foreign direct investment into research and development: An empirical investigation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RESEARCH-AND-DEVELOPMENT; UNITED-STATES; FIRMS; INTERNATIONALIZATION; MULTINATIONALS; GLOBALIZATION; ORGANIZATION; TECHNOLOGY	This paper examines the determinants of foreign direct investment (FDI) in research and development laboratories by 32 multinational enterprises in the pharmaceutical and electronics industries. The paper applies a dichotomous set of motives for FDI. Results from an econometric analysis of 136 laboratory investments show that relative market size and relative strength of a country's science base determine whether FDI in research and development is carried out in order to exploit existing firm-specific advantages, or in order to build up new Firm-specific advantages. This holds true in similar form for Japanese, European and U.S. firms and across the two industries.				*MIRI, 1991, GROB NO SHINT SANG N; *OECD, 1981, MEAS SCI TECHN ACT P; *OECD, 1993, GLOB IND ACT SECT CA; *OECD, 1996, GLOB IND OV SECT REP; *US GOV COMM GOV O, 1992, IS SCI SAL TRANSF TE; BARTLETT CA, 1990, MANAGING GLOBAL FIRM; BEHRMAN JN, 1980, OVERSEAS R D ACTIVIT; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CANTWELL J, 1998, DYNAMIC FIRM, P263; CHENG JLC, 1993, J INT BUS STUD, V24, P1; CLARK K, 1991, PRODUCT DEV PERFORMA; DALTON DH, 1993, US RES FACILITIES FO; DALTON DH, 1995, GLOBALIZING IND RES; DUNNING JH, 1958, AM INVESTMENT BRIT I; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 1998, DYNAMIC FIRM; FLORIDA R, 1997, RES POLICY, V26, P85; FORS G, 1997, J IND ECON, V45, P341; HAKANSON L, 1988, R&D MANAGE, V18, P217; HAKANSON L, 1990, MANAGING GLOBAL FIRM, P256; HAKANSON L, 1993, RES POLICY, V22, P373; HAKANSON L, 1993, RES POLICY, V22, P396; HAYES RH, 1988, DYNAMIC MANUFACTURIN; HERBERT E, 1989, RES TECHNOL MANAGE, V32, P11; HIRSCHEY RC, 1981, OXFORD B ECON STAT, V43, P115; HOWELLS J, 1990, REG STUD, V24, P495; HOWELLS J, 1990, RES POLICY, V19, P133; HYMER SH, 1976, INT OPERATIONS MULTI; KENNEY M, 1994, RES POLICY, V23, P305; KOGUT B, 1991, REV ECON STAT, V73, P401; KRUGMAN P, 1991, GEOGRAPHY TRADE; KUEMMERLE W, 1998, MANAGING STRATEGICAL, P149; KUEMMERLE W, 1999, RES POLICY, V28, P179; MANSFIELD E, 1979, ECONOMICA, V46, P187; MOWERY DC, 1992, JAPANS GROWING TECHN; NONAKA I, 1995, KNOWLEDGE CREATING C; PATEL P, 1991, J INT BUS STUD, V22, P1; PEARCE R, 1989, INT RES DEV MULTINAT; PORTER ME, 1990, COMPETITIVE ADVANTAG; PUGEL TA, 1996, REV ECON STAT, V78, P208; RIVOLI P, 1996, J INT BUS STUD, V27, P335; RONSTADT R, 1977, RES DEV ABROAD US MU; RONSTADT RC, 1978, J INT BUS STUD, V9, P7; SCHERER FM, 1992, INT HIGH TECHNOLOGY; VERNON R, 1966, Q J ECON, V80, P190; VONHIPPEL E, 1988, SOURCES INNOVATION; WESSON T, 1993, THESIS HARVARD U CAM; WESTNEY DE, 1993, R&D MANAGE, V23, P171	48	58	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				1	24			24	Business; Management	261DY	ISI:000083994500002
J	Padmanabhan, P; Cho, KR			Decision specific experience in foreign ownership and establishment strategies: Evidence from Japanese firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-ENTERPRISES; UNITED-STATES; CHOICE; SUBSIDIARIES; KNOWLEDGE; VENTURES; ENTRY; MODEL	In this paper, we examine the importance of decision specific experience for a multinational firm's foreign ownership structure and establishment mode decisions. A unique procedure to measure the decision specific experience construct is developed. Based on data for the period 1969-1991, we find strong empirical evidence from experiences of Japanese firms to support the hypotheses that firms fend to select ownership structures and establishment modes based on their experiences with similar ownership structures and establishment modes in the past.	San Diego State Univ, San Diego, CA 92182 USA; Univ Colorado, Denver, CO 80202 USA	Padmanabhan, P, San Diego State Univ, San Diego, CA 92182 USA		JAPAN CO HDB; *BUS INT, INV LIC TRAD COND AB; *PRIC WAT, INF GUID; *UN CTR TRANS CORP, 1978, NAT LEG REG REL TRAN; *US DEP COMM, EC TRENDS THEIR IMPL; *US DEP COMM, INT MARK INF SER; *US DEP COMM, INV CLIM FOR COUNTR; *WORLD BANK, WORLD DEV REP; CAVES R, 1986, COMPETITION GLOBAL I; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHO KR, 1995, J INT MANAGEMENT, V1, P255; CYERT R, 1963, BEHAV THEORY FIRM; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DUNNING JH, 1993, MULTINATIONAL ENTERP; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GENAY H, 1991, EC PERSPECTIVES  JAN, P20; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HARRELL F, 1986, SUGI SUPPLEMENTAL LI; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORG DYNAMICS     SPR, P4; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1994, PLATFORM INVESTMENTS; KOGUT B, 1995, J INT BUS STUD, V26, P417; MAKINO S, 1997, COOPERATIVE STRATEGI; MORRISON D, 1974, HDB MARKETING RES, P2442; PADMANABHAN P, 1996, MANAGE INT REV, V36, P45; PENROSE E, 1959, THEORY GROWTH FIRM; SHINPOSHA TK, 1992, JAPANESE OVERSEAS IN; TALLMAN SB, 1992, J MANAGE, V18, P455; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; WILKINS M, 1990, BUSINESS HIST RE WIN, P585; ZEJAN MC, 1990, J IND ECON, V38, P349	36	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				25	43			19	Business; Management	261DY	ISI:000083994500003
J	Lin, Z; Hui, C			Should lean replace mass organization systems? A comparative examination from a management coordination perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		HUMAN-RESOURCE MANAGEMENT; MULTINATIONAL-CORPORATIONS; UNITED-STATES; JAPANESE; PERFORMANCE; STRATEGIES; FRAMEWORK; EMPLOYMENT; COMPLEXITY; MECHANISMS	From a management coordination perspective, this paper compares the relative performance of the lean and mass organization systems under different market environments and organizational operating conditions. Results from an empirically based computer model suggest that the success of either organization system depends not only on the organization's structural characteristics for management coordination, but also on internal and external environmental conditions. This study calls for caution against rushing into lean management practices.	Univ Texas, Dallas, TX 75230 USA	Lin, Z, Univ Texas, Dallas, TX 75230 USA		ABRAMSON NR, 1993, J INT BUS STUD, V24, P575; ALDRICH HE, 1979, ORG ENV; AOKI M, 1990, J ECON LIT, V28, P1; AOKI M, 1994, INT ECON REV, V35, P657; BASS BM, 1979, ASSESSMENT MANAGERS; BEECHLER S, 1994, J INT BUS STUD, V25, P467; BEFU H, 1990, HUM RESOURCE MANAGE, V29, P231; BERGGREN C, 1992, ALTERNATIVES LEAN PR; BLUMBERG RL, 1987, ORG CONT SOC; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BURNS T, 1961, MANAGEMENT INNOVATIO; CARLEY KM, 1992, P 1992 COORD THEOR C; CARLEY KM, 1998, JASSS-J ARTIF SOC S, V1, P1; CARROLL GR, 1984, ANNU REV SOCIOL, V10, P71; CHILD J, 1972, ADM SCI Q, V17, P163; CHILD J, 1973, ADM SCI Q, V18, P1; CHILD J, 1973, SOCIOLOGY, V7, P71; CLARK T, 1994, J BUS RES, V29, P23; COLEMAN JS, 1990, FDN SOCIAL THEORY; COURTRIGHT JA, 1989, ACAD MANAGE J, V32, P773; CUSUMANO MA, 1988, SLOAN MANAGE REV, V30, P29; DAFT RL, 1982, RES SOCIOLOGY ORG, V1, P129; DANIEL SJ, 1991, J INT BUS STUD, V22, P603; DANIEL SJ, 1994, J INT BUS STUD, V25, P275; DAVY JA, 1992, ACAD MANAGE J, V35, P653; DOZ Y, 1986, HUM RESOURCE MANAGE, V25, P55; DRUCKER PF, 1987, WALL STREET J   0802, P18; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; EMERY FE, 1965, HUM RELAT, V18, P21; ETTLIE JE, 1994, PRODUCTION, V106, P16; ETZIONI A, 1965, HDB ORG, P650; FEIGENBAUM AV, 1991, TOTAL QUALITY CONTRO; FIEDLER FE, 1967, THEORY LEADERSHIP EF; FUCINI JJ, 1990, WORKING JAPANESE; GALBRAITH JR, 1973, DESIGNING COMPLEX OR; GALBRAITH JR, 1977, ORG DESIGN; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAIRE M, 1966, MANAGERIAL THINKING; HALL RH, 1991, ORG STRUCTURES PROCE; HANNAN MT, 1977, AM J SOCIOL, V82, P929; HANNEMAN RA, 1988, COMPUTER ASSISTED TH; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; HOGG TM, 1993, HUMAN SYSTEMS MANAGE, V12, P35; HOSKISSON RE, 1985, J MANAGE, V11, P55; HULL F, 1988, J QUALITY PARTICIPAT, V11, P60; IMAI M, 1991, KAIZEN KEY JAPANS CO; JABLIN FM, 1986, HDB ORG COMMUNICATIO; 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SHRIVASTAVA P, 1983, J MANAGE STUD, V20, P1; SIMON HA, 1973, PUBLIC ADMIN REV, V33, P268; SOHAL AS, 1994, INT J OPER PROD MAN, V14, P35; SOHN JHD, 1994, J INT BUS STUD, V25, P295; SONG YI, 1995, ACAD MANAGEMENT J BE, P271; SULLIVAN JJ, 1991, J INT BUS STUD, V22, P79; TAKAMIYA S, 1969, P 15 CIOS INT MAN C, P394; TANNENBAUM AS, 1968, CONTROL ORG; TANNENBAUM AS, 1992, MANAGE INT REV, V32, P50; THOMPSON JD, 1967, ORG ACTION; TRIANDIS HC, 1983, HDB INTERCULTURAL TR, V1, P82; TUGGLE FD, 1978, ORG PROCESSES; VANDEVEN A, 1976, AM SOCIOL REV, V41, P322; VASILASH GS, 1994, PRODUCTION, V106, P62; WAKABAYASHI M, 1991, INT BUSINESS MANAGEM, P147; WALTON RE, 1987, HARVARD BUS REV, V65, P98; WEBER M, 1964, THEORY SOCIAL EC ORG; WEICK KE, 1977, ORGAN DYN, V6, P31; WELLS DL, 1985, J APPL PSYCHOL, V70, P329; WEST BJ, 1987, EUR J OPER RES, V30, P117; WILLIAMSON OE, 1980, J ECON BEHAV ORGAN, V1, P5; WOMACK JP, 1990, MACHINE CHANGED WORL; WOODWARD J, 1958, MANAGEMENT TECHNOLOG; ZETKA JR, 1992, WORK OCCUPATION, V19, P255	122	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. 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J	Pan, YG; Li, SM; Tse, DK			The impact of order and mode of market entry on profitability and market share	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; EQUITY JOINT VENTURES; UNITED-STATES; INTERNATIONAL MARKETS; CONCEPTUAL-FRAMEWORK; PERFORMANCE; CHINA; STRATEGY; FIRM; CHOICE	Market share performance and profitability of overseas business activities has long been an important issue in international business. In this study, we explore the impact of order and mode of market entry into an overseas market. We find that early entrants have significantly higher market shares and profitability than late followers. We also find that equity joint ventures have a higher profitability than either wholly owned operations or contractual joint ventures. A significant interaction exists between order and made of market entry. As expected, firm efficiency and size affect the performance of firms, These results are based on the business activities of a sample of 14,466 foreign firms in China in 1995.	Univ Oregon, Lundquist Coll, Eugene, OR 97403 USA; Univ Hong Kong, Sch Business, Hong Kong, Hong Kong; City Univ Hong Kong, Dept Marketing, Hong Kong, Hong Kong; Univ Hong Kong, Chinese Management Ctr, Hong Kong, Hong Kong	Pan, YG, Univ Oregon, Lundquist Coll, Eugene, OR 97403 USA		ALPERT FH, 1995, J MARKETING, V59, P34; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BAIN JS, 1954, MONOPOLY COMPETITION, P215; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760; BREWER TL, 1993, J INT BUS STUD, V24, P101; BUCKLEY PJ, 1979, J INT BUSINESS S SPR, P9; BUCKLEY PJ, 1981, ECON J, V91, P75; CARPANO C, 1994, J INT BUS STUD, V25, P639; CARPENTER GS, 1989, J MARKETING RES, V26, P285; CAVES RE, 1977, Q J ECON, V91, P241; CAVES RE, 1986, COMPETITION GLOBAL I; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHILD J, 1994, MANAGEMENT CHINA AGE; CHOW GC, 1993, Q J EC           AUG, P809; COHEN WM, 1996, REV ECON STAT, V78, P232; CONTRACTOR FJ, 1988, MANAGE INT REV, V28, P5; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; DAVIDSON WH, 1984, J IND ECON, V32, P253; DECASTRO J, 1995, J BUS RES, V33, P165; DUBOIS FL, 1993, J INT BUS STUD, V24, P307; HAY DA, 1986, IND EC THEORY EVIDEN; HENNART JF, 1991, MANAGE SCI, V37, P483; HUFF LC, 1994, MANAGE SCI, V40, P1370; KERIN RA, 1992, J MARKETING, V56, P33; KIM WC, 1992, J INT BUS STUD, V23, P29; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1994, MANAGE SCI, V40, P123; LAMBKIN M, 1988, STRATEGIC MANAGE J, V9, P127; LI JT, 1991, J INT BUS STUD, V22, P209; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LIEBERMAN MB, 1988, STRATEGIC MANAGE J, V9, P41; LILLIEN GL, 1990, MANAGE SCI, V36, P568; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MASCARENHAS B, 1992, STRATEGIC MANAGE J, V13, P499; MITCHELL W, 1991, STRATEGIC MANAGE J, V12, P85; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1996, J INT BUS STUD, V27, P929; PAN YG, 1997, STRATEGIC MANAGE J, V18, P247; PAN ZC, 1996, CLUSTERING ANAL CHIN; PARRY M, 1990, MARKET LETT, V1, P187; PENG MW, 1996, ACAD MANAGE REV, V21, P492; RAO RC, 1979, BELL J ECON, V10, P412; ROBINSON WT, 1992, STRATEGIC MANAGE J, V13, P609; SCHMALENSEE R, 1982, AM ECON REV, V72, P349; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SHEPHERD WG, 1982, REV ECON STAT, V64, P613; SMITH KG, 1989, ORGAN STUD, V10, P63; TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39; TSE DK, 1997, J INT BUS STUD, V28, P779; VANHONACKER W, 1997, HARVARD BUS REV, V75, P130; WALDER AG, 1995, AM J SOCIOL, V101, P263; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YEUNG B, 1994, STRATEGIC MANAGEMENT, V15, P555	58	30	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				81	103			23	Business; Management	261DY	ISI:000083994500005
J	Myers, MB			Incidents of gray market activity among US exporters: Occurrences, characteristics, and consequences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PRICE-DISCRIMINATION; FOREIGN-MARKETS; OUTPUT CONTROLS; PERFORMANCE; LEGAL	Each year, the value of gray market products sold throughout the world runs into the billions of dollars. Past research has stated that exporters of manufactured goods can hardly afford to ignore the possibility of this phenomenon due to the often severe effects on their sales volume, margins, and relationships with distributors and end-users. Through a survey of export managers of manufacturing firms, coupled with a series of qualitative interviews, this study investigates how organizational specific, control specific, and market specific factors drive gray market activity, and in turn explores the effects of unauthorized distribution on export performance. Several factors are shown to evaluate the potential of unauthorized distribution in their export markets, namely the centralization of decision making, the degree to which the product is standardized, channel integration, and channel control. International experience market volatility, and the number of markets served were found to have no effect on gray market activity this contrary to traditional thinking. Furthermore, the effects of gray market activity on strategic versus economic performance is shown to be significantly different. Each of these issues is discussed in detail, along with the implications for export managers.	Univ Oklahoma, Micheal F Price Coll Business, Norman, OK 73019 USA	Myers, MB, Univ Oklahoma, Micheal F Price Coll Business, Norman, OK 73019 USA		*DEP COMM, 1997, DIR TRAD STAT    JUN; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1997, SLOAN MANAGE REV, V38, P59; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ASSMUS G, 1995, SLOAN MANAGEMENT SPR, P31; AULAKH PS, 1997, J INT BUS STUD, V28, P145; AXINN CN, 1988, INT MARKET REV, V5, P61; BELLO DC, 1997, J MARKETING, V61, P22; BONOMA TV, 1985, J MARKETING RES, V22, P199; BUCKLIN LP, 1990, INT J RES MARK, V10, P387; BUZZELL RD, 1995, SLOAN MANAGE REV, V36, P85; CAVUSGIL S, 1988, COLUMBIA J WORLD NOV, P27; CAVUSGIL ST, 1993, J INT BUS STUD, V24, P479; CESPEDES FV, 1988, HARVARD BUS REV, V66, P75; CHRISTENSEN R, 1983, MULTIVARIATE STAT MO; CHRISTENSEN R, 1997, LOGISTIC MODELS LOGI; COHEN J, 1983, APPL MULTIPLE REGRES; COOPER RG, 1985, J INT BUS STUD, V16, P37; DANA JD, 1998, J POLIT ECON, V106, P395; DANZON P, 1997, INT J EC BUSINESS, V3, P301; DILLMAN A, 1978, MAIL TELEPHONE SURVE; DOUGLASS S, 1989, COLUMBIA J WORLD BUS, V22, P47; DUHAN DF, 1988, J MARKETING, V52, P75; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GUNDLACH GT, 1994, J PUBLIC POLICY MARK, V13, P246; HOSMER DW, 1989, APPL LOGISTICS REGRE; JAWORSKI BJ, 1988, J MARKETING, V52, P23; JAWORSKI BJ, 1993, J MARKETING, V57, P57; KIRPALANI VH, 1980, J INT BUS STUD, V12, P81; KNETTER MM, 1989, AM ECON REV, V79, P198; KNETTER MM, 1994, J INT MONEY FINANC, V13, P13; KOH A, 1986, J BUS RES, V17, P249; KUBLIN M, 1990, IND MANAGEMENT   MAY, P29; KUHN KU, 1998, J IND ECON, V46, P101; MASTERS JM, 1992, J BUSINESS LOGISTICS, V13, P47; MILLER DC, 1991, HDB RES DESIGN SOCIA; MYERS MB, 1997, J GLOB MARK, V10, P95; MYERS MB, 1997, J WORLD BUS, V32, P277; OUCHI WG, 1980, ADM SCI Q, V25, P129; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PORTER M, 1986, COMPETITION GLOBAL I; ROOT F, 1994, ENTRY STRATEGIES INT; ROSSON P, 1982, J INT BUS STUD, V13, P57; SACHDEV HJ, 1994, J GLOB MARK, V8, P31; SCHERER FM, 1990, IND MARKET STRUCTURE; SHIMAGUCHI M, 1979, COLUMBIA J WORLD JUN; SIMON H, 1995, MARKETING NEWS, V29, P4; TERPSTRA V, 1987, INT MARKET REV, V4, P47; VICKERS J, 1997, OXFORD REV ECON POL, V13, P15; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	52	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				105	126			22	Business; Management	261DY	ISI:000083994500006
J	Koka, BR; Prescott, JE; Madhavan, R			Contagion influence on trade and investment policy: A network perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL-BUSINESS; INNOVATION; DIRECTIONS; DIFFUSION; ATTITUDES; GROWTH	Adopting a network perspective, we demonstrate that two different, yet complementary, forces influence the formation of trade and investment policy. On the one,hand, nations that are trading partners develop similar policies through a process of close and enduring interaction. On the other hand, nations that compete for trading opportunities adopt comparable policies through a process of establishing similar types of relations with other nations, even though they may not have direct ties to each other. Implications for managers of multinational enterprises are developed.	Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA; Univ Illinois, Dept Business Adm, Urbana, IL 61801 USA	Koka, BR, Univ Pittsburgh, Katz Grad Sch Business, Pittsburgh, PA 15260 USA		*GATT, 1992, INT TRAD 1990 91, V2; *IMF, 1993, INT FIN STAT YB; *IMF, 1994, DIR TRAD STAT YB; *OECD, 1989, INV INC DIS EFF INT; *UNCTAD, 1987, HDB TRAD CONTR MEAS; *WORLD RES I, 1993, WORLD RES 1992 93; ABRAHAMSON E, 1993, ACAD MANAGE REV, V18, P487; ALLISON G, 1971, ESSENCE DECISION EXP; BARNETT R, 1974, GLOBAL REACH; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BORGATTI SP, 1992, UCINET 4 VERSION 1 0; BREIGER RL, 1981, CONTINUITIES STRUCTU; BREWER TL, 1992, J INT BUS STUD, V23, P295; BURT RS, 1983, APPL NETWORK ANAL; BURT RS, 1987, AM J SOCIOL, V92, P1287; BURT RS, 1991, STRUCTURE NETWORK AN; CASSON M, 1986, MULTINATIONALS WORLD; DEAN JS, 1994, 267 WORLD BANK; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; ENCARNATION DJ, 1985, INT ORGAN, V39, P47; ERICKSON BH, 1988, SOCIAL STRUCTURES NE, P99; FROST, 1990, POLITICAL RISK YB; GALASKIEWICZ J, 1991, ADMIN SCI QUART, V36, P88; GALASKIEWICZ J, 1993, SOCIOL METHOD RES, V22, P3; GRANOVETTER M, 1985, AM J SOCIOL, V91, P3; GUISINGER S, 1985, COMP STUDY COUNTRY P; GWARTNEY J, 1996, EC FREEDOM WORLD 197; HOWELL LD, 1994, ANN M INT STUD ASS W; IKENBERRY GJ, 1988, STATE AM FOREIGN EC; IKENBERRY GJ, 1988, STATE AM FOREIGN EC, P1; KOBRIN S, 1984, INT STUDIES Q    SEP, P132; KRACKHARDT D, 1988, SOC NETWORKS, V10, P359; LAUMANN EO, 1983, APPL NETWORK ANAL; LECRAW DJ, 1984, J INT BUSINESS S SPR, P27; LEVINE R, 1992, AM ECON REV, V82, P942; LINDERT HP, 1991, INT EC; MADHAVAN R, 1998, STRATEGIC MANAGE J, V19, P439; MARSDEN PV, 1990, ANNU REV SOCIOL, V16, P435; MCCULOCH R, 1993, FOREIGN DIRECT INVES; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NETER JS, 1990, APPL LINEAR STAT MOD; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; ODELL J, 1982, US INT MONETARY POLI; PRITCHETT L, 1996, J DEV ECON, V49, P307; RICE RE, 1991, ADMIN SCI QUART, V36, P219; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; ROOT FR, 1972, MULTINATIONAL ENTERP, P354; SALANCIK GR, 1978, ADM SCI Q, V23, P224; SALVATORE D, 1992, NATL TRADE POLICIES, V2; SNYDER D, 1979, AM J SOCIOL, V84, P1096; STANILAND M, 1985, WHAT IS POLITICAL EC; STRANGE S, 1988, STATES MARKETS INTRO; TOLBERT PS, 1983, ADMIN SCI QUART, V28, P22; VERNON R, 1971, SOVEREIGNTY BAY; WALTZ K, 1959, MAN STATE WAR THEORE; WELLMAN B, 1988, SOCIAL STRUCTURES NE	56	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				127	147			21	Business; Management	261DY	ISI:000083994500007
J	Money, RB; Graham, JL			Salesperson performance, pay, and job satisfaction: Tests of a model using data collected in the United States and Japan	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORGANIZATIONAL COMMITMENT; INDUSTRIAL SALESPEOPLE; ROLE STRESS; SALESFORCE; VALUES	A causal model of salesperson performance and satisfaction is tested using data collected in Japan and the United States. The model seems to work well for both cultural groups, that is, comparable levels of variance are explained. However, the data appear to fit the model differently across samples; culture appears to moderate the relationships among constructs. Pay and valence for pay play a more central role for the Americans than the Japanese. Value congruence has a strong influence on job satisfaction for the Japanese, but not the American sales representatives. These findings confirm both the conventional wisdom that financial incentives are crucial in the United States, and the anecdotal evidence that closer supervision and corporate culture will be more useful sales management tools in Japan.	Univ S Carolina, Inst Business Program Area, Columbia, SC 29208 USA; Univ Calif Irvine, Grad Sch Management, Irvine, CA 92717 USA	Money, RB, Univ S Carolina, Inst Business Program Area, Columbia, SC 29208 USA		AGARWAL S, 1993, J INT BUS STUD, V24, P715; AIGNER DL, 1997, 1997 ORANGE COUNTY E; ANDERSON RE, 1996, J PERSONAL SELLING S, V16, P17; APASU Y, 1987, J ACAD MARKET SCI, V15, P1; APASU Y, 1987, J PERSONAL SELLING S, V7, P51; BAGOZZI RP, 1980, J MARKETING, V44, P65; BEHRMAN DN, 1982, J BUS RES, V10, P355; BROWN SP, 1993, J MARKETING RES, V30, P63; BROWN SP, 1994, J MARKETING, V58, P70; BUSCH P, 1978, J MARKETING RES, V15, P438; CAMPBELL NC, 1985, EUR J MARKETING, V19, P58; CATEORA PR, 1983, INT MARKETING; CHONKO LB, 1991, J PERSONAL SELLING M, V11, P69; CHURCHILL GA, 1979, J BUS RES, V7, P25; CHURCHILL GA, 1982, J MARKETING, V46, P114; CHURCHILL GA, 1984, J MARKETING RES, V21, P36075; CHURCHILL GA, 1985, J MARKETING RES, V22, P103; CHURCHILL GA, 1997, SALES FORCE MANAGEME; COOK RA, 1992, J PERSONAL SELLING S, V12, P31; CRAVENS DW, 1973, J APPL PSYCHOL, V57, P24047; CRAVENS DW, 1992, J GLOB MARK, V5, P23; CRON WL, 1988, J MARKETING, V52, P78; DAVIS HL, 1981, J MARKETING, V45, P98; DUBINSKY AJ, 1992, J INT BUS STUD, V23, P77; FORNELL C, 1982, J MARKETING RES, V19, P440; FRANK FR, 1992, PRIMER SOFT MODELING; FUTRELL CM, 1979, J MARKETING RES, V16, P59497; FUTRELL CM, 1982, IND MARKET MANAG, V11, P14750; GALBRAITH JK, 1975, MONEY WHENCE IT CAME; GRAHAM JL, 1994, MANAGE SCI, V40, P72; HALL ET, 1987, HIDDEN DIFFERENCES D; HILL JS, 1989, J PERSONAL SELLING S, V9, P39; HILL JS, 1990, J PERSONAL SELLING S, V10, P57; HOFSTEDE G, 1991, CULTURE ORG; HUGHES GD, 1978, MARKETING MANAGEMENT; INGRAM TN, 1983, J MARKETING RES, V20, P198; JOHANSSON JK, 1996, INT EXECUTIVE, V38, P33; JOHANSSON JK, 1996, RELENTLESS JAPANESE; JOHN G, 1989, J MARKETING RES, V26, P1; JOHNSTON MW, 1990, J MARKETING RES, V27, P333; KEYNES JM, 1931, ESSAYS PERSUASION; KOHLI AK, 1994, J MARKETING, V58, P82; LAMONT LM, 1977, J MARKETING RES, V14, P51729; LAWLER EE, 1971, PAY ORG EFFECTIVENES; MAGRATH AJ, 1997, J PERSONAL SELLING S, V17, P45; NAKANE C, 1970, JAPANESE SOC; OREILLY CA, 1991, ACAD MANAGE J, V34, P487; PASCALE RT, 1981, ART JAPANESE MANAGEM; PRESTOWITZ CV, 1989, TRADING PLACES WE AR; ROKEACH M, 1973, NATURE HUMAN VALUES; SAGER JK, 1989, J BUS RES, V18, P303; SAGER JK, 1989, J PERSONAL SELLING S, V9, P30; SILK AJ, 1993, J MARKETING RES, V30, P401; SINGH J, 1995, J INT BUS STUD, V26, P597; STAW BM, 1985, J APPL PSYCHOL, V70, P46980; SWENSON MJ, 1994, J ACAD MARKET SCI, V22, P283; TOCQUEVILLE AD, 1961, DEMOCRACY AM; VINSON DE, 1977, J MARKETING, V41, P4450; WEITZ BA, 1978, J MARKETING RES, V15, P50116; WEITZ BA, 1986, J MARKETING, V50, P174; YAU OHM, 1988, EUR J MARKETING, V22, P44	61	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				149	172			24	Business; Management	261DY	ISI:000083994500008
J	Gomes, L; Ramaswamy, K			An empirical examination of the form of the relationship between multinationality and performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; FIRM; INTERNATIONALIZATION; STRATEGY; DIVERSIFICATION; ENTERPRISES; MODEL	This paper reports findings from a study that systematically evaluated the form of the relationship between multinationality and performance. In contrast to most of the prior conceptualizations that rely on linear, monotonic models of the linkage, this study examined a curvilinear model that addresses both the costs and benefits associated with multinationality. It used time-series techniques to capture both the static and dynamic components of the relationship. Results show that increasing levels of multinationality bring significant performance benefits up to a certain optimum level beyond which benefits begin to decelerate, while costs accelerate.		Gomes, L, Univ Tampa, Coll Business, Tampa, FL USA		BARTLETT CA, 1989, MANAGING BORDERS TRA; BERGH DD, 1993, J MANAGE, V19, P897; BUCKLEY PJ, 1977, WELTWIRTSCHAFTLICHES, V114, P243; BUCKLEY PJ, 1984, KYKLOS, V37, P3; CHANDLER A, 1962, STRATEGY STRUCTURE C; COHEN J, 1983, APPL MULTIPLE REGRES; DANIELS JD, 1989, MANAGE INT REV, V29, P46; DANIELS JDP, 1984, ACAD MANAGE J, V27, P297; DAVIDSON WH, 1980, J INT BUSINES STUDIE, P9; DAVIDSON WH, 1983, J BUS RES, V11, P439; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; ERAMILLI KM, 1991, J INT BUS STUD, V22, P479; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GRANT RM, 1987, J INT BUS STUD, V22, P249; HAAR J, 1989, MANAGE INT REV, V29, P5; HITT MA, 1997, ACAD MANAGE J, V40, P767; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; HORST T, 1972, REV ECON STAT, V54, P258; HYMER SH, 1976, STUDY DIRECT FOREIGN; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KMENTA J, 1986, ELEMENTS ECONOMETRIC; KOGUT B, 1985, SLOAN MANAGE REV, V26, P27; KOGUT B, 1988, J INT BUS STUD, V19, P411; KUMAR MS, 1984, GROWTH ACQUISITION I; MADDALA GS, 1971, ECONOMETRICA, V39, P939; PAPADOPOULOS N, 1988, INT MARKET REV, V5, P38; PORTER ME, 1986, CALIF MANAGE REV, V28, P9; RAMASWAMY K, 1995, J INT MANAGEMENT, V1, P231; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; RUGMAN AM, 1983, MANAGE INT REV, V23, P4; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; STOPFORD JM, 1972, MANAGING MULTINATION; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1971, SOVEREIGNTY BAY MULT	36	35	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				173	187			15	Business; Management	261DY	ISI:000083994500009
J	Choi, CJ; Lee, SH; Kim, JB			A note on countertrade: Contractual uncertainty and transaction governance in emerging economies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; ORGANIZATIONS; MARKETS; TRUST; TRADE; COST	This paper develops a conceptual framework for analyzing organizational responses to contractual uncertainty in the context of emerging economies. Elaborating on Hennart's (1989) transaction cost rationale for countertrade, we develop a typology of exchange and transaction governance pertinent to the study of emerging economies: Contract, trust and hostage. Notwithstanding the traditional explanation based on foreign ex-change shortage, we argue that the persistence of international countertrade illustrates organizational remedies to institutional deficiency in transaction governance.	Univ London Birkbeck Coll, London WC1E 7HX, England			BARZEL Y, 1982, J LAW ECON, V25, P27; BEALE H, 1975, BRIT J LAW SOC, V2, P45; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BERNSTEIN L, 1992, J LEGAL STUD, V21, P115; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BUCKLEY PJ, 1990, J INT BUS STUD, V21, P657; BURT R, 1992, STRUCTURAL HOLES; CASSON M, 1988, UNPUB COUNTERTRADE T; CAVES RE, 1992, ECON J, V102, P1171; CHOI CJ, 1992, ECON LETT, V40, P77; CHOI CJ, 1994, ORGAN STUD, V15, P673; CHOI CJ, 1996, AC INT BUS BANFF BC; CHOI CJ, 1997, COOPERATIVE STRATEGI; COASE RH, 1937, ECONOMICA, V4, P386; DORE R, 1983, BRIT J SOCIOL, V34, P459; DUNNING JH, 1995, J INT BUS STUD, V26, P461; ELLICKSON R, 1991, ORDER LAW; FLETCHER R, 1996, INT BUSINESS REV, V5, P167; FRUIN M, 1992, JAPANESE ENTERPRISE; GERLACH M, 1992, NETWORKS ORG; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; HENNART JF, 1989, J LAW ECON ORGAN, V5, P127; HENNART JF, 1990, J INT BUS STUD, V21, P243; HENNART JF, 1993, J LAW ECON ORGAN, V9, P290; HIRSCH PM, 1996, ACAD MANAGE REV, V21, P872; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; KOGUT B, 1986, J INT BUS STUD, V17, P47; LECRAW DJ, 1989, J INT BUS STUD, V20, P41; MACAULAY S, 1963, AM SOCIOL REV, V28, P55; MACNEIL JR, 1974, SOUTHERN CALIF LAW R, V47, P692; MADHOK A, 1995, J INT BUS STUD, V26, P117; MARIN D, 1995, AM ECON REV, V85, P1047; MIRUS R, 1986, J INT BUS STUD, V17, P27; MURRELL P, 1982, ECON INQ, V20, P589; NORTH DC, 1990, I I CHANGE EC PERFOR; NORTH DC, 1991, J ECON PERSPECT, V5, P97; OLSON M, 1992, HIDDEN PATH SUCCESSF; PARKHE A, 1991, J INT BUS STUD, V22, P579; PENG M, 1996, ACAD MANAGE REV, V2, P492; RAUSSER, EMERGENCE MARKET EC; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; RING PS, 1994, ACAD MANAGE REV, V19, P90; SCHELLING TC, 1960, STRATEGY CONFLICT; SIMON HA, 1991, J ECON PERSPECT, V5, P25; WILLIAMSON O, 1985, EC I CAPITALISM; WILLIAMSON O, 1994, HDB EC SOCIOLOGY; WILLIAMSON OE, 1983, AM ECON REV, V73, P519; WILLIAMSON OE, 1996, ACAD MANAGE REV, V21, P48; YOFFIE D, 1984, HARVARD BUSINESS MAY, P8	50	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				189	201			13	Business; Management	261DY	ISI:000083994500010
J	Soutar, GN; Grainger, R; Hedges, P			Australian and Japanese value stereotypes: A two country study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERSONAL VALUES; SEGMENTATION; LOV	Australians and Japanese working in Australian and Japanese organizations in both countries were involved in a research project that estimated stereotypical views of national culture. Respondents rated the importance of cultural values in Australia and Japan using the List of Values (LOV) instrument. The results of a discriminant analysis suggested that potentially detrimental misunderstandings about their respective cultures may exist between Australians and Japanese engaged in mutual international business.	Edith Cowan Univ, Fac Business & Publ Management, Churchlands, WA 6018, Australia; Curtin Univ Technol, Bentley, WA 6102, Australia	Soutar, GN, Edith Cowan Univ, Fac Business & Publ Management, Churchlands, WA 6018, Australia		ADLER NJ, 1991, INT DIMENSIONS ORG B; BARNA LM, 1994, INTER CULTURAL COMMU; BEATTY SE, 1985, PSYCHOL MARKET, V2, P181; BEATTY SE, 1993, J INT CONSUMER MARKE, V6, P49; CORFMAN KP, 1991, J RETAILING, V67, P184; DAFT RL, 1991, MANAGEMENT; DRUCKER PF, 1988, HARVARD BUSINESS SEP, P65; ENGLAND GW, 1983, J INT BUS STUD, V14, P131; FISKE ST, 1993, ANN REV PSYCHOL; FRITZSCHE DJ, 1995, J BUS ETHICS, V14, P909; GREEN PE, 1978, ANAL MULTIVARIATE DA; GRUNERT KG, 1989, MARKETING RES TO FEB, P30; GRUNERT SC, 1990, J BUS RES, V20, P97; HAIR JF, 1995, MULTIVARIATE ANAL RE; HODGETTS RM, 1994, INT MANAGEMENT; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; HOFSTEDE G, 1994, CULTURES ORG INTERCU; JOHNSON RM, 1977, MULTIVARIATE METHODS; KAHLE LR, 1983, SOCIAL VALUES SOCIAL; KAHLE LR, 1988, J ADVERTISING RES, V28, P35; KAHLE LR, 1988, J SERVICES MARKETING, V2, P49; KAMAKURA WA, 1991, J CONSUM RES, V18, P208; KAMAKURA WA, 1992, J CONSUM RES, V19, P119; KERLINGER FN, 1986, FDN BEHAV RES; KLECKA WR, 1980, DISCRIMINANT ANAL; KLUCKHOHN FR, 1961, VARIATIONS VALUE ORI; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; MITCHELL A, 1983, 9 AM LIFE STYLES; MUNSON JM, 1979, J MARKETING RES, V16, P48; NG SH, 1982, EUROPEAN J SOCIAL PS, V12, P169; NOVAK TP, 1990, J CONSUM RES, V17, P105; PETERSON RA, 1976, DECISION SCI, V7, P649; RALSTON DA, 1993, J INT BUS STUD, V24, P249; ROKEACH M, 1968, BELIEFS ATTITUDES VA; ROKEACH M, 1973, NATURE HUMAN VALUES; ROKEACH M, 1989, AM PSYCHOL, V44, P775; SAMOVAR LA, 1991, COMMUNICATION CULTUR; SCHWARTZ SH, 1987, J PERS SOC PSYCHOL, V53, P550; SEKARAN U, 1992, RES METHODS BUSINESS; SHANE S, 1995, J INT BUS STUD, V26, P47; SOUTAR G, 1981, AUSTR J MANAGEMENT, V6, P297; STROEBE W, 1989, STEREOTYPING PREJUDI	43	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	1				203	216			14	Business; Management	261DY	ISI:000083994500011
J	Lovett, S; Simmons, LC; Kali, R			Guanxi versus the market: Ethics and efficiency	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CHINA; MANAGERS; TRUST; GAME	Guanxi refers to a Chinese system of doing business on the basis of personal relationships, and it is representative of the way that business is done throughout much of the non-western world. In this,paper we first evaluate guanxi from an ethical perspective, and then attempt to shed light on the sources of its economic advantages and disadvantages through the use. of a simple mathematical model, Finally, we point out how eastern and western business practices may already be converging toward systems based on more complete models of trust to deal with the conditions of progress coupled with uncertainty that form our new economic reality.	San Diego State Univ, San Diego, CA 92182 USA; Univ Texas, Arlington, TX 76019 USA; Inst Tecnol Autonomo Mexico, Mexico City, DF, Mexico	Lovett, S, San Diego State Univ, Imperial Valley Campus, San Diego, CA 92182 USA		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ARMSTRONG RW, 1996, J BUS ETHICS, V15, P1199; BERRY LL, 1983, EMERGING PERSPECTIVE, P25; BERRY LL, 1995, J ACAD MARKET SCI, V23, P236; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; CHEN M, 1994, NEW ASIA REV     SUM, P43; CHEN M, 1995, ASIAN MANAGEMENT SYS; DAVIES H, 1995, IND MARKET MANAG, V24, P207; DEGEORGE RT, 1986, BUSINESS ETHICS; DEGEORGE RT, 1993, COMPETING INTEGRITY; HAMPDENTURNER C, 1993, 7 CULTURES CAPITALIS; HSIAO KC, 1979, HIST CHINESE POLITIC, V1; HUSTED BW, 1996, J INT BUS STUD, V27, P391; HWANG KK, 1987, AM J SOCIOL, V92, P944; KAO J, 1993, HARVARD BUSINESS MAR, P24; LOBO S, 1982, HOUSE MY OWN SOCIAL; LOMNITZ LA, 1977, NETWORKS MARGINALITY; LUO Y, 1997, MANAGE INT REV, V37, P51; MAGRETTA J, 1998, HARVARD BUS REV, V76, P72; MAYER RC, 1995, ACAD MANAGE REV, V20, P709; MORGAN RM, 1994, J MARKETING, V58, P20; POWELL WW, 1994, HDB EC SOCIOLOGY; RALSTON DA, 1992, J APPL PSYCHOL, V77, P664; SALONER G, 1991, STRATEGIC MANAGE J, V12, P119; SIMMONS LC, 1996, ADV CONSUM RES, V23, P92; SINGERMAN D, 1995, AVENUES PARTICIPATIO; TAI HC, 1989, CONFUCIANISM EC DEV; TROMPENAARS F, 1994, RIDING WAVES CULTURE; WEIDENBAUM M, 1996, CALIF MANAGE REV, V38, P141; WILLIAMSON O, 1985, EC I CAPITALISM FIRM; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WIMALASIRI JS, 1996, J BUS ETHICS, V15, P1331; YANG M, 1994, GIFTS FAVORS BANQUET; YELLEN J, 1990, SCI AM, V262, P96	34	41	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				231	247			17	Business; Management	261HL	ISI:000084003700001
J	Clark, T; Kotabe, M; Rajaratnam, D			Exchange rate pass-through and international pricing strategy: A conceptual framework and research propositions	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET SHARE; EMPIRICAL INQUIRY; FOREIGN-EXCHANGE; DOMESTIC PRICES; IMPORT PRICES; ADJUSTMENT; PERFORMANCE; PROFITABILITY; DETERMINANTS; FLEXIBILITY	The extent to which exchange rate fluctuations affect international prices is called "exchange rate pass-through." This paper develops a conceptual model in explaining how exchange rate fluctuations are channeled into international pricing strategy, and offers research propositions. Our model posits that the extent of exchange rate pass-through in international pricing is affected by the firm's pricing orientation, performance orientation, distribution policy, and brand equity, as well as by exchange rate uncertainty and competitive symmetry.	So Illinois Univ, Carbondale, IL 62901 USA; Temple Univ, Fox Sch Business & Management, Inst Global Management Studies, Philadelphia, PA 19122 USA; Baylor Univ, Hankamer Sch Business, Waco, TX 76798 USA	Clark, T, So Illinois Univ, Carbondale, IL 62901 USA		*INT MON FUND, 1998, INT FINANCIAL STAT L, V1, P60; *ORG EC COOP DEV, 1993, INTR TRAD; *UN CTR TRANSN COR, 1988, TRANSN CORP WORLD DE; AAKER DA, 1996, BUILDING STRONG BRAN; ANDERSON E, 1987, J MARKETING, V51, P71; ARPAN JS, 1971, INT INTRACORPORATE P; ASSMUS G, 1995, SLOAN MANAGE REV, V36, P31; ATHUKORALA P, 1995, OXFORD B ECON STAT, V57, P533; AULAKH PS, 1993, J INT MARKETING, V1, P5; BAKER JC, 1973, MANAGEMENT DECISIONS, V11, P177; BALDWIN R, 1988, AM ECON REV, V78, P773; BANIAK A, 1995, INT J IND ORGAN, V13, P195; BELLO DC, 1995, J ACAD MARKET SCI, V23, P83; BELLO DC, 1997, J MARKETING, V61, P22; BHAGWATI JN, 1988, UNPUB PASSTHROUGH PU; BLATTBERG RC, 1987, MARKET SCI, V6, P124; BLATTBERG RC, 1989, MARKET SCI, V8, P291; BUCKLIN RE, 1987, PASSTHROUGH MANUFACT; BULOW JI, 1985, J POLIT ECON, V93, P488; CAPON N, 1990, MANAGE SCI, V36, P1143; CAVUSGIL ST, 1988, BUSINESS HORIZON MAY, P54; CAVUSGIL ST, 1988, COLUMBIA J WORLD BUS, V23, P75; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CAVUSGIL ST, 1996, COLUMBIA J WORLD BUS, V31, P66; CECCHETTI SG, 1986, J ECONOMETRICS, V31, P255; COWLING K, 1989, CAMBRIDGE J ECON, V13, P373; CZINKOTA MR, 1997, J WORLD BUS, V32, P169; DAY GS, 1983, J MARKETING, V47, P44; DIXIT A, 1989, Q J ECON, V104, P205; DOLAN RJ, 1906, POWER PRICING; DORNBUSCH R, 1987, AM ECON REV, V77, P93; DOYLE PJ, 1988, INT J RES MARK, V5, P171; DUHAN DF, 1988, J MARKETING, V52, P75; FEINBERG RM, 1986, J IND ECON, V35, P61; FEINBERG RM, 1989, REV ECON STAT, V71, P505; GAGNON JE, 1995, J INT MONEY FINANC, V14, P289; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHOSH AR, 1994, NATL BUREAU EC RES W, V4806; GUILTINAN JP, 1987, J MARKETING, V51, P74; ITO K, 1994, AC INT BUS ANN M BOS; JACOBSON R, 1988, J MARKETING, V52, P68; KARNANI A, 1985, STRATEGIC MANAGE J, V6, P87; KELLER KL, 1993, J MARKETING, V57, P1; KHOSLA A, 1989, HITOTSUB J ECON, V30, P31; KLEIN S, 1990, INT MARKET REV, V7, P27; KLEIN S, 1990, J MARKETING RES, V27, P196; KNETTER MM, 1994, J INT MONEY FINANC, V13, P55; KOTABE M, 1991, J MARKETING, V55, P26; KOTABE M, 1998, GLOBAL MARKETING MAN; KREININ M, 1987, WELTWIRTSCH ARCH, V123, P449; KRUGMAN P, 1987, REAL FINANCIAL LINKA; KRUPP C, 1996, CAN J ECON, V29, P436; LANZILLOTTI RF, 1958, AM ECON REV, V48, P921; LAWRENCE RZ, 1990, BROOKINGS PAPERS EC, V2, P343; LESSARD DR, 1996, STRATEGIC MANAGE J, V17, P513; MARSTON RC, 1990, J INT ECON, V29, P217; MENON J, 1995, J EC SURVEYS, V9, P197; MENON J, 1996, ECON J, V106, P434; MURRAY JY, 1996, MULTINATIONAL BU SPR, V4, P40; NAGLE TT, 1995, STRATEGY TACTICS PRI; OSBORNE K, 1996, INT SMALL BUS J, V14, P40; PAGE SAB, 1977, NATL I ECON REV, V81, P77; PIERCY N, 1982, EXPORT STRATEGY MARK; RAO VR, 1984, J BUS, V57, P39; RAVEN PV, 1994, J INT MARKETING, V2, P37; RODRIGUEZ RM, 1988, SLOAN MANAGE REV, V19, P31; ROOT FR, 1987, ENTRY STRATEGIES INT; SAMIEE S, 1987, J BUS RES, V15, P17; SMITH WR, 1996, EXCHANGE RATES PRICE; SWAMIDASS PM, 1993, J INT BUS STUD, V24, P671; SZYMANSKI DM, 1993, J MARKETING, V57, P1; TELLIS GJ, 1986, J MARKETING, V50, P146; TERPSTRA V, 1983, J INT BUS STUD, V14, P9; WILLIAMSON NC, 1992, J GLOB MARK, V6, P31	74	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				249	268			20	Business; Management	261HL	ISI:000084003700002
J	Luo, YD; Peng, MW			Learning to compete in a transition economy: Experience, environment, and performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL-JOINT-VENTURES; FOREIGN DIRECT-INVESTMENT; REPUBLIC-OF-CHINA; UNITED-STATES; BARGAINING POWER; FIRM; KNOWLEDGE; ENTRY; EXPANSION; STRATEGY	Does organizational learning as measured by experience in a host country affect international expansion performance? If so, does such a relationship between experience and performance hold over time? How do the environmental forces, in the host country affect such a relationship? Focusing on organizational learning by multinational enterprises (MNEs) operating in a transition economy, this study answers these three critical questions by exploring the relationships among experience, environment, and performance at the subsidiary level. Based on a recent survey of 108 MNE subunits operating in China, we find that the intensity and diversify of host country experience is an important predictor of subunit performance. While the positive effect of the intensify of experience on performance diminishes over time, the impact of the diversity of experience on performance remains unchanged. Moreover, for MNEs experiencing greater environmental dynamism, complexity, and hostility, there is a stronger positive relationship between experience and performance.	Univ Hawaii, Honolulu, HI 96822 USA; Ohio State Univ, Columbus, OH 43210 USA	Luo, YD, Univ Hawaii, Honolulu, HI 96822 USA	yadong@busadm.cba.hawaii.edu; peng.51@osu.edu	1997, B MOFTEC, P1; 1997, BUSINESS WEEK   0203, P54; *MIN FOR TRAD EC C, 1993, ALM CHIN FOR EC REL; ADLER NJ, 1989, J INT BUS STUD, V20, P61; ALDRICH HE, 1979, ORG ENV; ANDERSEN O, 1993, J INT BUS STUD, V24, P289; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BARKEMA HG, 1998, ACAD MANAGE J, V41, P7; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1989, MANAGING BORDERS; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BENITO GRG, 1995, LOCATION FOREIGN DIR; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760; BOYD BK, 1993, ACAD MANAGE REV, V18, P204; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BUTLER R, 1995, ORGAN STUD, V16, P925; CHANDLER GN, 1993, J BUS VENTURING, V8, P391; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CHILD J, 1993, J MANAGE STUD, V30, P611; CHILD J, 1994, MANAGEMENT CHINA AGE; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CONNER KR, 1996, ORGAN SCI, V7, P477; CYERT RM, 1963, BEHAV THEORY FIRM; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DESS GG, 1984, ADMIN SCI QUART, V29, P52; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUBER GP, 1991, ORGAN SCI, V2, P88; HUO YP, 1991, ASIA PACIFIC J MANAG, V8, P159; HYMER SH, 1976, INT OPERATIONS NATL; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KEATS BW, 1988, ACAD MANAGE J, V31, P570; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, MANAGE SCI, V37, P19; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1994, MANAGE SCI, V40, P123; LAWRENCE P, 1967, ORG ENV; LEVINTHAL DA, 1993, STRATEGIC MANAGE J, V14, P95; LEVITT B, 1988, ANNU REV SOCIOL, V14, P319; LI J, 1994, MANAGE INT REV, V34, P217; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LUO Y, 1998, THUNDERBIRD INT BUSI, V40, P141; LUO YD, 1997, ORGAN SCI, V8, P648; LUO YD, 1998, J INT BUS STUD, V29, P391; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAKINO S, 1996, J INT BUS STUD, V27, P905; MARCH JG, 1991, ORGAN SCI, V2, P71; MCCARTHY DJ, 1993, CALIF MANAGE REV, V36, P99; MILLER D, 1983, STRATEGIC MANAGEMENT, V13, P399; MILLER D, 1994, J MANAGE STUD, V31, P325; MILLER KD, 1992, J INT BUS STUD, V23, P311; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; MURTHA TP, 1994, STRATEGIC MANAGEMENT, V15, P71; NELSON R, 1982, EVOLUTIONARY THEORY; PAN YG, 1996, J INT BUS STUD, V27, P1; PEARSON MM, 1991, JOINT VENTURES PEOPL; PENG MW, 1995, LOCATION FOREIGN DIR; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 1997, ORGAN STUD, V18, P385; PENG MW, 1998, MANAGERIAL NETWORKS; PENG MW, 1999, IN PRESS BUSINESS ST; PENG MW, 1999, IN PRESS MANAGEMENT; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; PFEFFER J, 1978, EXTERNAL CONTROL OR; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; SHAN WJ, 1991, J INT BUS STUD, V22, P555; SHARMA S, 1981, J MARKETING RES, V18, P291; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SHENKAR O, 1994, MANAGE SCI, V40, P56; SPENDER JC, 1996, STRATEGIC MANAGE J, V17, P5; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TAN JJ, 1994, STRATEGIC MANAGE J, V15, P1; VENKATRAMAN N, 1990, STRATEGIC MANAGE J, V11, P1; WHOLEY DR, 1989, ACAD MANAGE J, V32, P867; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YU CJ, 1991, WELTWIRTSCHAFTLICHES, V126, P560; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	90	61	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				269	295			27	Business; Management	261HL	ISI:000084003700003
J	Celly, KS; Spekman, RE; Kamauff, JW			Technological uncertainty, buyer preferences and supplier assurances: An examination of Pacific Rim purchasing arrangements	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		VERTICAL INTEGRATION; MULTINATIONAL FIRMS; JOINT VENTURES; PERSPECTIVE; DETERMINANTS; DECISIONS; FUTURE	We use the metaphor of the mutual assurance game to develop the notion that overseas suppliers may proactively manage uncertainty by making customized investments tp serve their buyers. Using this game-theoretic conceptualization as a complement to the transactions cost analysis notion of credible commitments, we argue that such investments serve as assurances of commitment to the international buyer. The hypotheses are tested using data collected in a survey of U.S. purchasing managers regarding their relationships with their Pacific Rim suppliers. Consistent with our hypotheses, our primary results indicate that suppliers' relationship-specific investments are greater when technological uncertainty is high and buyers value supplier responsiveness. Further, our results suggest that relationship stability and buyer information sharing are greater when supplier relationship-specific investments are greater. These results provide some support for our argument that in the face of technological uncertainty, overseas suppliers may unilaterally commit to their buyers in attempts to obtain reciprocal benefits that help them manage external uncertainty.	Univ Calif Irvine, Grad Sch Management, Irvine, CA 92717 USA; Calif State Univ Long Beach, Coll Business Adm, Long Beach, CA 90840 USA; Univ Virginia, Darden Grad Sch Business, Charlottesville, VA 22903 USA	Celly, KS, Univ Calif Irvine, Grad Sch Management, Irvine, CA 92717 USA		ANDERSON E, 1986, SLOAN MANAGE REV, V27, P3; ANDERSON E, 1992, J MARKETING RES, V29, P18; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ASANUMA B, 1989, J JAPANESE INT EC, V3, P1; BALAKRISHNAN S, 1986, STRATEGIC MANAGE J, V7, P347; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; CHURCHILL GA, 1991, MARKETING RES METHOD; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; DAVIS T, 1993, SLOAN MANAGEMENT SUM, P35; DYER JH, 1993, SLOAN MANAGE REV, V35, P51; DYER JH, 1994, HARVARD BUS REV, V72, P174; FAGAN ML, 1991, J BUSINESS STRAT MAR, P21; GOLDBERG V, 1976, J EC ISSUES      MAR, P45; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GULATI R, 1992, P AC MAN; GULATI R, 1994, SLOAN MANAGE REV, V35, P61; HARRIGAN KR, 1985, STRATEGIC FLEXIBILIT; HARVEY J, 1993, BUSINESSES CROSS INT; HAYES R, 1980, HARVARD BUSINESS JUL; HEIDE JB, 1988, J MARKETING, V52, P20; HEIDE JB, 1990, J MARKETING RES, V27, P24; HEIDE JB, 1992, ACAD MANAGE J, V35, P265; HENNART JF, 1989, J INT BUS STUD, V20, P211; HIBBERT EP, 1993, IND MARKET MANAG, V22, P67; HOWELL RD, 1987, J MARKETING RES, V24, P119; JACKSON BB, 1985, WINNING KEEPING IND; JAMES HS, 1993, BUSINESSES CROSS INT; JOHN G, 1984, J MARKETING RES 0821, P27889; JOSKOW P, 1985, AM ECON REV, V77, P168; KOTABE M, 1990, J INT BUS STUD, V21, P623; KOTABE M, 1994, J INT BUS STUD, V25, P115; LEENDERS MR, 1988, REVERSE MARKETING NE; LYONS TF, 1990, SLOAN MANAGEMENT SPR, P29; MACNEIL IR, 1978, NORTHWEST U LAW REV, V72, P854; MADHOK A, 1995, J INT BUS STUD, V26, P117; MANSFIELD E, 1984, IEEE T ENG MANAGE, V31, P122; MCMILLAN J, 1990, CALIF MANAGE REV, V32, P38; MOXON RW, 1975, J INT BUS STUD, V6, P51; NOORDEWIER TG, 1990, J MARKETING      OCT, P82; OLIVER C, 1990, ACAD MANAGE REV, V15, P241; ONEAL CR, 1987, J PURCHASING MAT SPR, P7; PERROW C, 1986, COMPLEX ORG CRITICAL; PFEFFER J, 1976, ADM SCI Q, V21, P398; PFEFFER J, 1978, EXTERNAL CONTROL ORG; QUINN JB, 1994, SLOAN MANAGE REV, V35, P43; SALMOND DJ, 1994, CONSENSUS COLLABORAT; SPEKMAN RE, 1988, BUS HORIZONS, V31, P4; SPEKMAN RE, 1994, LONG RANGE PLANN, V27, P76; SRIRAM V, 1992, J BUS RES, V25, P303; SWAMIDASS PM, 1993, J INT BUS STUD, V24, P671; THOMPSON JD, 1967, ORG ACTION; WALKER G, 1987, ACAD MANAGE J, V30, P58996; WATTS CA, 1992, INT J PURCHASING FAL, P2; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P54877; WILLIAMSON OE, 1983, AM ECON REV, V73, P51939; WILLIAMSON OE, 1985, EC I CAPITALISM	57	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				297	316			20	Business; Management	261HL	ISI:000084003700004
J	Pornpitakpan, C			The effects of cultural adaptation on business relationships: Americans selling to Japanese and Thais	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERGROUP DISCRIMINATION; INTERPERSONAL-ATTRACTION; SOCIAL IDENTITY; PAPER PEOPLE; SIMILARITY; NEGOTIATIONS; PERFORMANCE; FAMILIARITY; BEHAVIOR; SELF	A 2 x 4 (culture of participants x degrees of cultural adaptation) experimental design with 145 Thai and 101 Japanese professionals is used to investigate the effect of cultural adaptation on attraction and outcomes when Americans adapt to Japanese and Thais. This study extends the research of Francis (1991). The curvilinear relationship between adaptation and attraction found a a on an in Francis is not replicated. For Thais, the relationship appears monotonic positive. For Japanese, it reaches a plateau beyond moderate adaptation.	Chulalongkorn Univ, Bangkok 10330, Thailand; Natl Univ Singapore, Singapore 0511, Singapore	Pornpitakpan, C, Chulalongkorn Univ, Bangkok 10330, Thailand		ABRAMS D, 1989, SOCIAL BEHAV, V4, P253; ADLER NJ, 1989, J INT BUS STUD, V20, P515; BRISLIN RW, 1970, J CROSS CULTURAL PSY, V1, P185; BROWN R, 1986, J EXP SOC PSYCHOL, V22, P78; BROWN RJ, 1984, BRIT J SOC PSYCHOL, V23, P21; BROWN RJ, 1984, SOCIAL DIMENSION, V2, P603; BULLER DB, 1992, WESTERM J COMMUN, V56, P37; BYRNE BM, 1989, PRIMER LISREL BASIC; BYRNE D, 1971, ATTRACTION PARADIGM; CAMPBELL NCG, 1988, J MARKETING, V52, P49; CONDON JC, 1974, INTERCULTURAL ENCOUN; DAVIS JM, 1984, SOC BEHAV PERSONAL, V12, P1; DIEHL M, 1988, BRIT J SOC PSYCHOL, V27, P289; DOUGLAS SP, 1983, INT MARKETING RES; EVANS FB, 1963, AM BEHAV SCI, V6, P76; FELDT LS, 1969, PSYCHOMETRIKA, V34, P363; FESTINGER L, 1954, HUM RELAT, V7, P117; FRANCIS JNP, 1991, J INT BUS STUD, V22, P403; FREY F, 1970, METHODOLOGY COMP RES; GILES H, 1979, LANGUAGE SOCIAL PSYC; GONZALES MH, 1983, J PERS SOC PSYCHOL, V44, P1192; GRAHAM JL, 1983, HARVARD BUSINESS JUL, P160; GRAHAM JL, 1983, J INT BUS STUD, V14, P47; GRAHAM JL, 1985, MARKET SCI, V4, P130; GRAHAM JL, 1987, J BUS COMMUN, V24, P63; GRAHAM JL, 1988, J CONSUM RES, V15, P48; GUDYKUNST WB, 1984, COMMUN MONOGR, V51, P23; HALL ET, 1987, HIDDEN DIFFERENCES D; HEIDER F, 1958, PSYCHOL INTERPERSONA; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUI CH, 1986, J CROSS CULT PSYCHOL, V17, P225; JONES EE, 1973, INGRATIATION ATTRIBU; JORDEN EH, 1987, JAPANESE SPOKEN LA 1; KALE SH, 1992, J INT BUS STUD, V23, P101; LYDON JE, 1988, SOC COGNITION, V6, P269; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MARUYAMA M, 1961, NIHON NO SHISO INTEL, P123; MCGUIRE WJ, 1976, J PERS SOC PSYCHOL, V33, P743; MEHTA CS, 1984, PSYCHOL RES J, V8, P34; MORELAND RL, 1982, J EXPT SOCIAL PSYCHO, V18, P395; MURPHY KR, 1986, J APPL PSYCHOL, V71, P654; PLATT J, 1984, INT J SOCIOL LANG, V46, P131; PUTMAN WB, 1984, INT J SOCIOL LANG, V46, P97; RAI SN, 1986, INDIAN J CURRENT PSY, V1, P121; REAGOR PA, 1970, PSYCHON SCI, V18, P219; RIORDAN CM, 1994, J MANAGE, V20, P643; ROSENBLATT A, 1988, J PERS SOC PSYCHOL, V55, P112; RUBIN JZ, 1975, SOCIAL PSYCHOL BARGA; SACHDEV I, 1987, EUR J SOC PSYCHOL, V17, P277; SANTEE RT, 1982, J PERS SOC PSYCHOL, V42, P690; SNYDER CR, 1980, UNIQUENESS HUMAN PUR; TABACHNICK BG, 1989, USING MULTIVARIATE S; TAJFEL H, 1974, J EXPT SOCIAL PSYCHO, V10, P159; TAJFEL H, 1978, DIFFERENTIATION SOCI; TAJFEL H, 1979, SOCIAL PSYCHOL INTER; THOMAS DC, 1995, J BUS RES, V32, P1; TRIANDIS HC, 1988, CROSS CULTURAL STUDI, P60; TSE DK, 1988, J MARKETING, V52, P81; TUNG RL, 1984, BUSINESS NEGOTIATION; TUNG RL, 1987, ACADEMY MANAGEMENT E, V1, P117; TURNER JC, 1978, DIFFERENTIATION SOCI; TURNER JC, 1979, EUROPEAN J SOCIAL PS, V9, P187; WAGNER U, 1986, BRIT J SOC PSYCHOL, V25, P15; WOEHR DJ, 1991, J ORGAN BEHAV, V12, P387	64	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				317	337			21	Business; Management	261HL	ISI:000084003700005
J	Husted, BW			Wealth, culture, and corruption	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BRIBERY	This paper examines the impact of national wealth, income distribution, government size, and four cultural variables on the perceived level of corruption in a country. The study finds that corruption is significantly correlated to GNP per capita, power distance, masculinity, and uncertainty avoidance. Significant interaction effects occur in collectivistic and high power-distance countries. Suggestions for future research are developed.	Inst Tecnol & Estudios Super, Monterrey, Mexico; Inst Empresa Madrid, Madrid, Spain	Husted, BW, Inst Tecnol & Estudios Super, Monterrey, Mexico		1997, INT HERALD TRIB 0529, P11; *INT CHAMB COMM, 1996, EXT BRIB INT BUS T; *TRANSP INT, 1996, UNPUB 1996 TRANSP IN; *TRANSP INT, 1997, INT CORR PERC IND; *WORLD BANK, 1998, PLAN MARK WORLD DEV; ALAM MS, 1995, KYKLOS, V48, P419; ATTWAIJIRI MI, 1996, INT J VALUE BASED MA, V9, P121; BANFIELD EC, 1958, MORAL BASIS BACKWARD; BARNETT HC, 1981, CRIME DELINQUENCY, V27, P4; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BOISOT MH, 1986, ORGAN STUD, V7, P135; BUNKER SG, 1983, HUM ORGAN, V42, P106; COASE RH, 1979, J LAW ECON, V22, P269; COHEN JR, 1996, INT J ACCOUNTING, V31, P55; DOMBRINK J, 1988, LAW CONTEMP PROBL, V51, P201; GONZALEZFABRE R, 1996, EFICIENCIA CORRUPCIO; HAIR JF, 1992, MULTIVARIATE DATA AN; HANUSHEK EA, 1977, STAT METHODS SOCIAL; HEIDENHEIMER AJ, 1996, INT SOC SCI J, V158, P337; HOFSTEDE G, 1997, CULTURES ORG SOFTWAR; HOOPER J, 1995, NEW SPANIARDS; HUNT SD, 1992, ETHICS MARKETING; HUSTED BW, 1994, BUSINESS ETHICS Q, V4, P17; JOHNSTON M, 1989, CORRUPTION DEV INEQU; KLUCKHOHN C, 1951, GEN THEORY ACTION; LAMBSDORFF JG, 1997, WORKSH CORR DEV I DE; LANCASTER TD, CORRUPTION REFORM; LAPALOMBARA J, 1994, SOC RES, V61, P325; LONGENECKER JG, 1988, J BUS ETHICS, V7, P341; MACRAE J, 1982, WORLD DEV, V10, P677; MADDALA GS, 1988, INTRO ECONOMETRICA; MAURO P, 1995, Q J ECON, V110, P681; OLDENBURG P, 1987, WORLD POLIT, V39, P508; RASHID S, 1981, KYKLOS, V34, P448; ROGOW AA, 1963, POWER CORRUPTION REC; ROSEACKERMANN S, 1978, CORRUPTION STUDY POL; SCOTT J, 1972, COMP POLITICAL CORRU; SHLEIFER A, 1993, Q J ECON, V108, P599; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; STAW BM, 1975, ADM SCI Q, V20, P345; STUDENMUND AH, 1992, USING ECONOMETRICS P; TAKYIASIEDU S, 1993, J BUS VENTURING, V8, P91; TSALIKIS J, 1991, J BUS ETHICS, V10, P85; VITELL SJ, 1993, J BUS ETHICS, V12, P753; WADE R, 1985, WORLD DEV, V13, P467; WARD PM, 1989, CORRUPTION DEV INEQU; WINES WA, 1992, J BUS ETHICS, V11, P831; ZANARTU M, 1996, EFICIENCIA CORRUPCIO; ZIMMERMANN J, 1994, CURBING UNETHICAL BE	49	36	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				339	359			21	Business; Management	261HL	ISI:000084003700006
J	Sarkar, MB; Cavusgil, ST; Aulakh, PS			International expansion of telecommunication carriers: The influence of market structure, network characteristics, and entry imperfections	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; STRATEGIES; TECHNOLOGY; FRAMEWORK; INDUSTRY	This paper examines the internationalization process of telecommunication carriers. In this industry, early entrants gain substantial first-mover advantages due to the transient nature of the windows of market opportunity, and the potential to influence the regulatory process as an incumbent. To capture these strategic and economic advantages, firms follow a strategy of preemption, both of markets and partners. The authors argue for the need to augment prevailing theory with contextual idiosyncrasies that characterize specific industries.	Univ Cent Florida, Orlando, FL 32816 USA; Michigan State Univ, E Lansing, MI 48824 USA; Temple Univ, Philadelphia, PA 19122 USA	Sarkar, MB, Univ Cent Florida, Orlando, FL 32816 USA		ANDERSEN O, 1993, J INT BUS STUD, V24, P209; BAUER JM, 1994, GLOBAL TELECOMMUNICA; BELL J, 1995, EUR J MARKETING, V29, P60; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BOHLIN E, 1994, RACE EUROPEAN EMINEN; BREWER TL, 1993, J INT BUS STUD, V24, P101; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; DOWLING MJ, 1994, CALIF MANAGE REV, V36, P57; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DURAN J, 1994, RACE EUROPEAN EMINEN; FINA E, 1996, MANAGE INT REV, V36, P199; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GOMESCASSERES B, 1990, J INT BUSINESS, V20, P1; HELPMAN E, 1985, MARKET STRUCTURE FOR; HILL CWL, 1997, INT BUSINESS COMPETI; ITAKI M, 1991, J INT BUS STUD, V21, P445; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSSON O, 1994, RACE EUROPEAN EMINEN; KASHLAK RJ, 1994, STRATEGIC MANAGE J, V15, P603; KNICKERBOCKER FT, 1973, HARVARD U MONOGRAPH; KOGUT B, 1985, SLOAN MANAGE REV, V26, P15; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1990, MANAGING GLOBAL FIRM; KOTABE M, 1996, J MARKETING, V60, P73; KRAMER R, 1993, COMMUNICATIONS INT, V20, P16; KRUGMAN P, 1992, WORLD ECON, V15, P423; LIEBERMAN MB, 1988, STRATEGIC MANAGE J, V9, P41; LOVELOCK CH, 1996, CALIF MANAGE REV, V38, P64; MICHALIS M, 1997, PRIVATIZATION COMPET; OHMAE K, 1989, HARVARD BUS REV, V67, P143; PETRAZZINI BA, 1995, POLITICAL EC TELECOM; PRICE M, 1993, PENSIONS INVESTMENTS, V21, P28; PRICE M, 1993, PENSIONS INVESTMENTS, V21, P3; RAMAMURTI R, 1996, PRIVATIZING MONOPOLI; RIVOLI P, 1996, J INT BUS STUD, V27, P335; RUGMAN AM, 1980, COLUMBIA J WORLD BUS, V15, P23; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SARKAR M, 1996, INT EXECUTIVE, V38, P849; SARKAR M, 1997, INTERNET EC; SERRANO RM, 1991, TELEPHONY, V221, P38; STOPFORD JM, 1972, MANAGING MULTINATION; THOMSEN S, 1997, FINANCIAL MARKET TRE, V67, P15; TREBING HM, 1995, J ECON ISSUES, V29, P535; WALKER D, 1993, TELECOMMUN POLICY, V17, P257; WELLENIUS B, 1994, LESSONS EXPERIENCE; YIP GS, 1989, SLOAN MANAGE REV, V31, P21	48	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				361	381			21	Business; Management	261HL	ISI:000084003700007
J	Liesch, PW; Knight, GA			Information internalization and hurdle rates in small and medium enterprise internationalization	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; FIRM; KNOWLEDGE; EXPANSION; INDUSTRY; COST	We investigate the role of information in the internationalization of small and medium enterprises (SMEs). Information internalization is fundamentally antecedent to SME internationalization and is being facilitated increasingly by recent important trends. We offer a conceptual explanation and related propositions on information internalization, emphasizing hurdle rate theory for ascertaining the acceptability of firms' internationalization projects.	Univ Queensland, Grad Sch Management, St Lucia, Qld 4067, Australia; Florida State Univ, Tallahassee, FL 32306 USA	Liesch, PW, Univ Queensland, Grad Sch Management, St Lucia, Qld 4067, Australia		1993, ECONOMIST       0703, P59; 1994, BUSINESS WEEK; 1996, WALL STREET J   1220, A1; 1996, WALL STREET J   1220, A2; ACHROL RS, 1991, J MARKETING, V55, P77; ALCHIAN AA, 1984, J INST THEOR ECON, V140, P34; ALIBER RZ, 1970, INT CORPORATION; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ANDERSON JC, 1994, J MARKETING, V58, P1; BARNEY J, 1991, J MANAGE, V17, P99; BELL J, 1995, EUR J MARKETING, V29, P60; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BUCKLEY P, 1976, FUTURE MULITNATIONAL; CARROLL, 1984, CALIFORNIA MANAGEMEN, V16, P126; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CHO CK, 1995, CHUUSHOO KIGYOO HAKU; COASE RH, 1937, ECONOMICA, V4, P386; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; CRAIG CS, 1996, COLUMBIA J WORLD BUS, V31, P70; DENIS JE, 1985, J INT BUS STUD, V16, P77; DOUGLAS S, 1982, COLUMBIA J WORLD BUS, V17, P26; DUNNING J, 1981, INT PRODUCTION MULTI; ERIKSSON K, 1997, J INT BUS STUD, V28, P337; GIDDY I, 1979, UNPUB MODEL TRADE FO; HAKANSSON H, 1982, INT MARKETING PURCHA; HIRSCH S, 1976, OXF EC PAP, V28, P258; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1988, STRATEGIES GLOBAL CO; JOHANSON J, 1990, INT MARKET REV, V7, P11; KIRPALANI VH, 1980, J INT BUS STUD, V11, P81; KNIGHT GA, 1996, ADV INT MARKETING, V8; MASCARENHAS B, 1996, J INT BUS STUD, V27, P27; MCFARLAN FW, 1984, HARVARD BUSINESS MAY, V62; NONAKA I, 1995, KNOWLEDGE CREATING C; OHMAE K, 1991, BORDERLESS WORLD; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PENROSE E, 1959, THEORY GROWTH FIRM; PORTER ME, 1985, HARVARD BUS REV, V63, P149; REID SD, 1981, J INT BUS STUD, V12, P101; RUGMAN A, 1979, INT DIVERSIFICATION; RUGMAN A, 1980, MULTINATIONALS CANAD; RUGMAN A, 1981, INSIDE MULTINATIONAL; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WIEDERSHEIMPAUL F, 1978, J INT BUS STUD, V9, P47; WILLIAMSON OE, 1979, J LAW ECON, V22, P233; WINTER SG, 1987, COMPETITIVE CHALLENG	47	22	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				383	394			12	Business; Management	261HL	ISI:000084003700008
J	Yan, AM; Zeng, M			International joint venture instability: A critique of previous research, a reconceptualization, and directions for future research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EVENT HISTORY ANALYSIS; UNITED-STATES; STRATEGIC ALLIANCES; BARGAINING POWER; PERFORMANCE; COOPERATION; COMPETITION; MANAGEMENT; OWNERSHIP; KNOWLEDGE	This paper conducts an in-depth critique of previous research on international joint venture instability by pointing out its major limitations: lack of clear conceptualizations and consistent operationalizations, lack of clarity in the relationship with performance, static focus on the eventual destination rather than developmental processes, and lack of managerial relevance. To overcome these deficiencies, we propose a significant reconceptualization in which instability is defined as a neutral, dynamic, process-based, and multifaceted phenomenon. Directions for future research are provided.	Boston Univ, Sch Management, Boston, MA 02215 USA	Yan, AM, Boston Univ, Sch Management, Boston, MA 02215 USA		ANDERSON E, 1990, SLOAN MANAGE REV, V31, P19; BADARACCO JL, 1991, KNOWLEDGE LINK; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEAMISH PW, 1984, THESIS U W ONTARIO L; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BEAMISH PW, 1996, J INT BUS STUD, V27, R4; BERG S, 1978, MERGERS ACQUISITIONS, V13, P28; BLEEKE J, 1991, HARVARD BUS REV, V69, P127; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BREWER TL, 1992, J INT BUS STUD, V23, P295; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; FRANKO LG, 1971, JOINT VENTURE SURVIV; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GOMESCASSERES B, 1987, COLUMBIA J WORLD SUM, P97; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HEBERT L, 1994, THESIS U W ONTARIO L; HENNART JF, 1997, 1997 AC MAN M BOST M; HENNART JF, 1998, ORG SCI, V9, P1; HENNART JF, 1999, STRATEGIC MANAGE J, V20, P15; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JONES K, 1993, COLLABORATING COMPET; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1989, J IND ECON, V38, P183; KOGUT B, 1991, MANAGE SCI, V37, P19; LEE C, 1995, J INT BUS STUD, V26, P637; LI JT, 1991, J INT BUS STUD, V22, P209; LYLES MA, 1994, INT BUSINESS REV, V3, P459; MADHOK A, 1995, J INT BUS STUD, V26, P117; MAKINO S, 1995, THESIS U W ONTARIO L; MAKINO S, 1996, J INT BUS STUD, V27, P905; PARK SH, 1996, MANAGE SCI, V42, P875; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; PERROW C, 1987, COMPLEX ORG CRITICAL; POOLE MS, 1989, ACAD MANAGE REV, V14, P562; SHENKAR O, 1992, J INT BUS STUD, V23, P55; TURNER L, 1987, IND COLLABORATION JA; VACHANI S, 1995, J INT BUS STUD, V26, P159; VERNON R, 1977, STORM MULTINATIONALS; WESTNEY D, 1988, COOPERATIVE STRATEGI; YAN A, 1993, THESIS PENNSYVLANIA; YAN A, 1995, ADV GLOBAL HIGH TECH, V5, P87; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1998, J INT BUS STUD, V29, P773; YAN Y, 1997, THESIS U CAMBRIDGE C	50	26	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				397	414			18	Business; Management	261HL	ISI:000084003700009
J	Ralston, DA; Egri, CP; Stewart, S; Terpstra, RH; Yu, KC			Doing business in the 21st century with the new generation of Chinese managers: A study of generational shifts in work values in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; CULTURE; INDIVIDUALISM; COLLECTIVISM	Bur goal is to develop a profile of Chinese managers, and in particular a profile of the New Generation of Chinese managers. The purpose for developing this profile is primarily to provide relevant information for non-Chinese business people, especially Westerners, who plan to engage in business in China. This profile is based on measures of individual values (Individualism, Collectivism and Confucianism) relevant to China and business. Our findings suggest that the New Generation manager is more individualistic and more likely to act independently, while taking risks in the pursuit of profits. However, these New managers are, likewise, not forsaking their Confucian values. Thus, they may be viewed as crossverging their Eastern and Western influences, while on the road of modernization.	Univ Oklahoma, Chair Int Business, Norman, OK 73019 USA; Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada; Univ Hong Kong, Dept Management Studies, Hong Kong, Hong Kong; Dalian Univ Technol, Sch Management, Dalian, Peoples R China	Ralston, DA, Univ Oklahoma, Chair Int Business, Norman, OK 73019 USA		1994, ECONOMIST       1001, P3; 1998, PEOPLES DAILY   1215; *CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1989, J INT BUS STUD, V20, P61; BOISOT M, 1996, ADMIN SCI QUART, V41, P600; BOND MH, 1991, CHINESE FACE; CHILD J, 1997, J GEN MANAGE, V23, P65; DAVIES B, 1998, ASIAMONEY, V8, P47; DENG X, 1984, SELECTED WORKS DENG; DUNPHY D, 1987, ACAD MANAGE REV, V12, P445; EGRI CP, 1996, WORK VALUES MANAGERS; INGLEHART R, 1997, PS, V30, P34; JAMES CV, 1989, INFORMATION CHINA CO; KELLEY L, 1987, J INT BUS STUD, V18, P17; LAAKSONEN O, 1988, MANAGEMENT CHINA MAO; LADANY L, 1988, COMMUNIST PARTY CHIN; LIN RY, 1995, J ASIAN BUSINESS, V11, P97; MORRIS MH, 1994, J INT BUS STUD, V25, P65; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1995, ASIA PACIFIC J MANAG, V12, P1; RALSTON DA, 1996, J INT MANAGEMENT, V2, P79; RALSTON DA, 1997, J INT BUS STUD, V28, P177; RALSTON DA, 1998, AC INT BUS M VIENN A; REDDING SG, 1990, SPIRIT CHINESE CAPIT; RICKS DA, 1990, J MANAGE, V16, P219; SCHNEIDER S, 1997, MANAGING CULTURES; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC; STEWART S, 1994, ADV CHINESE IND STUD, V4; TERPSTRA V, 1978, CULTURAL ENV INT BUS; THOMAS P, 1990, AM FISHERIES SOC S, V8, P9; TRIANDIS HC, 1986, AUST J PSYCHOL, V38, P257; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TUNG RL, 1981, ACAD MANAGE REV, V12, P3; TUNG RL, 1988, COMP MANAGEMENT REGI; TUNG RL, 1990, MANAGE INT REV, V30, P5; WALEY A, 1938, ANALECTS CONFUCIUS; WEISS JW, 1990, BUS HORIZONS, V33, P23; YANG KS, 1988, CROSS CULTURAL CHALL; YANG KS, 1990, J PERS SOC PSYCHOL, V58, P1087	39	41	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	2				415	427			13	Business; Management	261HL	ISI:000084003700010
J	Bresman, H; Birkinshaw, J; Nobel, R			Knowledge transfer in international acquisitions	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RESEARCH-AND-DEVELOPMENT; STRUCTURAL EQUATION MODELS; STRATEGIC ALLIANCES; UNITED-STATES; TECHNOLOGY-TRANSFER; COMMUNICATION; INNOVATION; DETERMINANTS; CAPABILITIES; PATTERNS	This paper reports on a multimethod study of knowledge transfer in international acquisitions. Using questionnaire data we show that the transfer of technological know-how is facilitated by communication, visits & meetings, and by time elapsed since acquisition, while the transfer of patents is associated with the articulability of the knowledge, the size of the acquired unit, and the recency of the acquisition. Using case study data, we show that the immediate post-acquisition period is characterized by imposed one-way transfers of knowledge from the acquirer to the acquired, but over time this gives way to high-quality reciprocal knowledge transfer.	Stockholm Sch Econ, Inst Int Busiess, Stockholm, Sweden; MIT, Sloan Sch Management, Cambridge, MA 02139 USA; London Business Sch, London NW1 4SA, England	Bresman, H, Stockholm Sch Econ, Inst Int Busiess, Stockholm, Sweden		ALLEN TJ, 1969, FACTORS TRANSFER TEC; ARINO A, 1998, ORGAN SCI, V9, P306; ARTHUR WB, 1996, HARVARD BUS REV, V74, P100; BARTLETT C, 1989, MANAGING BORDERS; BASTIEN DT, 1987, HUM RESOURCE MANAGE, V26, P17; BERRY TW, 1983, PERSPECTIVES IMMIGRA; BIRKINSHAW J, 1995, STRATEGIC MANAGE J, V16, P637; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BUONO AF, 1989, HUMAN SIDE MERGERS A; CAPRON L, 1996, 9623 R IV SCH BUS; CHACAR A, 1999, ORG TECHNOLOGICAL IN; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAVIDSON WH, 1980, EXPERIENCE EFFECTS I; DAVIDSON WH, 1983, J MANAGE STUD, V20, P453; DAVIES H, 1977, J IND ECON, V26, P161; DEMEYER A, 1991, SLOAN MANAGE REV, V32, P49; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; DURKHEIM E, 1933, DIVISION LABOR SOC; ETZIONI A, 1961, COMP ANAL COMPLEX OR; FORNELL C, 1981, J MARKETING RES, V18, P39; FORNELL C, 1982, J MARKETING RES, V19, P440; FORNELL C, 1990, MANAGE SCI, V36, P1246; GAMBARDELLA A, 1992, RES POLICY, V21, P391; GHOSHAL S, 1986, THESIS HARVARD BUSIN; GRANSTRAND O, 1982, TECHNOLOGY MANAGEMEN; GREENWOOD R, 1994, ORGAN SCI, V5, P239; HAKANSON L, 1993, RES POLICY, V22, P397; HAKANSON L, 1995, INT STUDIES MANAGEME, V25, P121; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HAUSMAN J, 1984, ECONOMETRICA, V52, P909; HAYAMI Y, 1971, AGR DEV INT PERSPECT; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; INKPEN A, 1992, THESIS U W ONTARIO; INKPEN A, 1996, J MANAGE STUD, V32, P595; JANSSON L, 1994, CULTURE MANAGEMENT C; JEMISON DB, 1986, HARVARD BUS REV, V64, P107; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSSON JK, 1994, STRATEGIC MANAGE J, V15, P579; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1995, J INT BUS STUD, V26, P625; KOGUT B, 1996, ORGAN SCI, V7, P502; LINDGREN U, 1982, FOREIGN ACQUISITIONS; MANSFIELD E, 1979, REV ECON STAT, V61, P49; MANSFIELD E, 1980, Q J ECON, V95, P737; MANSFIELD E, 1985, J IND ECON, V34, P217; MOROSINI P, 1994, THESIS U PENNSYLVANI; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; NOBEL R, 1998, STRATEGIC MANAGE J, V19, P479; NONAKA I, 1995, KNOWLEDGE CREATING C; OUCHI WG, 1980, ADM SCI Q, V25, P129; PAVITT K, 1971, MULTINATIONAL ENTERP; RIDDERSTRALE J, 1997, THESIS I INT BUSINES; SAHAL D, 1981, PATTERNS TECHNOLOGIC; SALES AL, 1985, NEW FUTURES CHALLENG; SELZNICK P, 1965, TVA GRASS ROOTS; SHANE S, 1993, J BUS VENTURING, V8, P59; SHRIVASTAVA P, 1986, J BUS STRAT, V7, P65; SOLVELL O, 1995, INT STUDIES MANAGEME, V25; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TEECE DJ, 1976, MULTINATIONAL CORP R; TEECE DJ, 1977, ECON J, V87, P242; VANMAANEN J, 1979, RES ORG BEHAV; VERNON R, 1979, FOREIGN PRODUCTION T; WESTNEY DE, 1988, COOPERATIVE STRATEGI; WESTNEY DE, 1993, ORG THEORY MULTINATI; ZANDER U, 1991, EXPLOITING TECHNOLOG; ZANDER U, 1995, ORGAN SCI, V6, P76	71	41	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				439	462			24	Business; Management	261HM	ISI:000084003800003
J	Simonin, BL			Transfer of marketing know-how in international strategic alliances: An empirical investigation of the role and antecedents of knowledge ambiguity	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT-VENTURES; UNITED-STATES; PERFORMANCE; FIRM; TECHNOLOGY; COMPETENCE; JAPANESE; CAPABILITIES; COOPERATION; COMPETITION	The competitive nature of knowledge transfer and the process of organizational learning between partners constitute a fundamental challenge for both academics and practitioners alike. By focusing on one type of competency - marketing know-how - this research examines the role of knowledge ambiguity pertaining to the process of knowledge transfer in international strategic alliances. Based on a cross-sectional sample of 151 multinationals and a structural equation methodology, this study empirically investigates the antecedents of knowledge ambiguity: tacitness, asset specificity, complexity, experience, partner protectiveness, cultural distance, and organizational distance. Further, the strength of the relationships between these theoretical constructs and ambiguity is examined in light of the possible moderating effects of collaborative experience, firm size, and the duration of the alliance entered. Consistently, tacitness emerges as the most significant determinant of knowledge transferability Moreover, the effects of cultural distance, asset specificity, and prior experience are moderated respectively by the firm's level of collaborative experience, the duration of the alliance, and the firm's size.	Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA	Simonin, BL, Tufts Univ, Fletcher Sch Law & Diplomacy, Medford, MA 02155 USA		ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; APPLEYARD MM, 1996, STRATEGIC MANAGE J, V17, P137; ATTEWELL P, 1992, ORGAN SCI, V3, P1; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BAGOZZI R, 1988, J ACAD MARKET SCI, V16, P77; BAGOZZI RP, 1982, ADM SCI Q, V27, P459; BANK D, 1996, WALL STREET J   1118, R28; BAUGHN CC, 1997, J WORLD BUS, V32, P103; BERG S, 1982, JOINT VENTURE STRATE; BRANNEN MY, 1996, CEMS BUSINESS RE MAR; CHOI CJ, 1997, COOPERATIVE STRATEGI; CROSSAN MM, 1994, INT EXECUTIVE, V36, P263; CROSSAN MM, 1995, BUSINESS Q, V60, P69; CULLEN JB, 1995, J INT BUS STUD, V26, P91; CZINKOTA M, 1997, MARKETING MANAGEMENT; DAVENPORT TH, 1998, WORKING KNOWLEDGE; DILLMAN D, 1978, MAIL TELEPHONE SURVE; DODGSON M, 1996, TECHNOLOGICAL COLLAB; DOZ YL, 1996, STRATEGIC MANAGE J, V17, P55; FIOL CM, 1994, ORGAN SCI, V5, P403; FORNELL C, 1981, J MARKETING RES, V18, P39; FORNELL C, 1982, 2 GENERATION MULTIVA; GLAISTER KW, 1996, J MANAGE STUD, V33, P301; GOVINDARAJAN V, 1998, FINANCIAL TIMES MAST, V2, P4; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAGEDOORN J, 1994, STRATEGIC MANAGE J, V15, P291; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HEDLUND G, 1993, ARCHITECTONIC LIST L; HERGERT M, 1988, COOPERATIVE STRATEGI; HITT MA, 1985, STRATEGIC MANAGE J, V6, P273; HLADIK K, 1985, INT JOIN VENTURES; HOSKISSON RE, 1994, ACAD MANAGE J, V37, P1207; HOULDER V, 1995, FINANCIAL TIMES 0210, P14; HUBER GP, 1991, ORGAN SCI, V2, P88; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; INKPEN AC, 1997, COOPERATIVE STRATEGI; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSSON J, 1997, GLOBAL MARKETING; JORESKOG KG, 1996, LISREL 8; KHANNA T, 1998, STRATEGIC MANAGE J, V19, P193; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KONRAD AM, 1995, ACAD MANAGE J, V38, P787; LEI D, 1992, CALIF MANAGE REV, V35, P81; LIPPMAN SA, 1982, BELL J ECON, V13, P418; LYLES MA, 1988, MANAGE INT REV, V28, P85; LYLES MA, 1996, J INT BUS STUD, V27, P877; MAKINO S, 1996, J INT BUS STUD, V27, P905; MARQUARDT M, 1994, GLOBAL LEARNING ORG; MESCHI PX, 1997, HUM RELAT, V50, P211; MORAN N, 1997, FINANCIAL TIMES 0110, P8; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; NONAKA I, 1994, ORGAN SCI, V5, P14; OLK P, 1997, COOPERATIVE STRATEGI; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PISANO G, 1988, THESIS U CALIFORNIA; PODSAKOFF PM, 1986, J MANAGE, V12, P531; POLANYI M, 1967, TACIT DIMENSION; POWELL WW, 1996, ADMIN SCI QUART, V41, P116; PUCIK V, 1988, HUMAN RESOURCE MANAG, V27, P77; REED R, 1990, ACAD MANAGE REV, V15, P88; ROEHL TW, 1987, COLUMBIA J WORLD BUS, V22, P87; SCOTT SG, 1994, ACAD MANAGE J, V37, P580; SELLERS P, 1990, FORTUNE         0813, P68; SENKER J, 1996, TECHNOLOGICAL COLLAB; SIMONIN BL, 1997, ACAD MANAGE J, V40, P1150; SZULANSKI G, 1996, STRATEGIC MANAGE J, V17, P27; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; TERPSTRA V, 1993, J INT MARKETING, V1, P4; TIEMESSEN I, 1997, COOPERATIVE STRATEGI; TYEBJEE TT, 1988, CALIF MANAGE REV, V31, P75; VONHIPPEL E, 1994, MANAGE SCI, V40, P429; WAGNER RK, 1985, J PERS SOC PSYCHOL, V49, P436; WILLIAMSON O, 1985, EC I CAPITALISM FIRM; WILLIAMSON O, 1990, LAW EC WORKSH U MICH; WINTER S, 1987, COMPETITIVE CHALLENG; YATSKO P, 1997, FAR E EC REV    1218, P57; YUNG K, 1997, GANNETT NEWS SE 0416, P12; ZANDER U, 1995, ORGAN SCI, V6, P76	81	39	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				463	490			28	Business; Management	261HM	ISI:000084003800004
J	Hejazi, W; Safarian, AE			Trade, foreign direct investment, and R&D spillovers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PRODUCTIVITY; INDUSTRIES	Attempts to measure the spillover effects of multinational enterprises on host countries have generally been cross-sectional and limited to labour productivity in manufacturing for a single country. Recent work in growth theory has measured the extent to which growth in total factor productivity in a country depends not only on domestic R&D capital stocks but also on foreign R&D capital stocks. This paper extends such work by adding foreign direct investment stocks to foreign trade as a channel linking total factor productivity levels between countries. This is done by considering the role of trade and FDI as diffusion channels for G6 R&D to the OECD countries. There are three main results: the coefficient estimates for FDI are higher than those for trade in the standard model; the importance of the trade channel is much reduced once FDI is included; and the overall spillovers increase significantly with the inclusion of FDI.	Univ Toronto, Div Management, Scarborough, ON, Canada; Univ Toronto, Fac Management, Toronto, ON, Canada	Hejazi, W, Univ Toronto, Div Management, Scarborough, ON, Canada		*UN, 1996, WORLD INV REP INV TR; BELLAK C, 1996, TRANSNATIONAL CORPOR, V5, P85; BERNSTEIN JI, 1996, CAN J ECON 2, V29, S463; BLOMSTROM M, 1989, FOREIGN INVESTMENT S; BRAINARD SL, 1997, AM ECON REV, V87, P520; CAVES R, 1974, ECONOMICA, V41, P176; CAVES RE, 1996, MULTINATIONAL ENTERP; COASE RH, 1937, ECONOMICA, V4, P386; COE DT, 1995, EUR ECON REV, V39, P859; COE DT, 1997, ECON J, V107, P134; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1; DUYSTERS G, 1996, RES POLICY, V25, P1; ETHIER W, 1982, AM ECON REV, V72, P389; GLOBERMAN S, 1979, CANADIAN J EC, V12, P42; GRAY SJ, 1994, TRANSNATIONAL CORPOR, V3, P127; GRILICHES Z, 1988, J ECON PERSPECT, V2, P9; GROSSE R, 1996, J INT BUSINESS STUDI; GROSSE R, 1997, 974 THUND BUS RES CT; GROSSMAN GM, 1991, INNOVATION GROWTH GL; HADDAD M, 1993, J DEV ECON, V42, P51; HEJAZI W, 1996, ECWP65 CAN I ADV RES; KELLER W, 1997, NBER WORKING PAPER, V6065; KELLER W, 1997, TRADE PATTERNS TECHN; KOKKO A, 1992, FOREIGN DIRECT INVES; LEVIN A, 1992, 9223 U CAL; LEVIN A, 1993, 9356 U CAL; LICHTENBERG F, 1996, NBER WORKING PAPER, V5668; LICHTENBERG FR, 1998, EUR ECON REV, V42, P1483; MARKUSEN JR, 1995, J ECON PERSPECT, V9, P169; PEARCE RD, 1992, TECHNOLOGY MANAGEMEN; PFAFFERMAYR M, 1996, WELTWIRTSCHAFLICHES, V132, P500; ROMER PM, 1990, J POLITICAL EC, V98, S71; SAFARIAN AE, 1997, COMPETITION POLICY G; SALAIMARTIN XX, 1997, AM ECON REV, V87, P178	35	17	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				491	511			21	Business; Management	261HM	ISI:000084003800005
J	Globerman, S; Shapiro, DM			The impact of government policies on foreign direct investment: The Canadian experience	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; DETERMINANTS; OWNERSHIP	The purpose of this paper is to identify using the framework of a statistical model, the extent to which policy changes in Canada specifically directed toward inward foreign direct investment [FDI] have influenced both capital inflows to Canada and capital outflows from Canada. The paper adds to the literature concerned with how public policies targeted specifically at FDI have altered-capital inflows, and uniquely links such policies to outward direct investment (ODI). We examine specifically the effects of major policy changes toward FDI implemented by the Canadian government over the period 1950-1995. In Canada's case, free-trade agreements (FTA and NAFTA) appear to have significantly increased levels of inward and outward foreign direct investment; however, Canada's attempt to screen FDI via the Foreign Investment Review Agency (FIRA) had no significant effects on either FDI or ODI.	Western Washington Univ, Ctr Int Business, Bellingham, WA 98225 USA; Simon Fraser Univ, Fac Business Adm, Burnaby, BC V5A 1S6, Canada	Globerman, S, Western Washington Univ, Ctr Int Business, Bellingham, WA 98225 USA		*UNCTAD, 1993, EXPL FOR REG FLOWS F; *UNCTC, 1992, DET FOR DIR INV SURV; ANAND J, 1997, J INT BUS STUD, V28, P445; ARISTOTELOUS K, 1996, J COMMON MARK STUD, V34, P571; ASWICAHYONO HH, 1995, J INT BUS STUD, V26, P139; BARRELL R, 1996, REV ECON STAT, V78, P200; BARRELL R, 1997, ECON J, V107, P1770; BEACH CM, 1978, ECONOMETRICA, V46, P51; BRAUN S, 1996, J AM COLL CARDIOL, V28, P7; BREWER TL, 1993, J INT BUS STUD, V24, P101; CANTWELL J, 1998, OXFORD B ECON STAT, V60, P99; CAVES R, 1989, INT US MARKETS, P199; CAVES RE, 1996, MULTINATIONAL ENTERP; DUNNING JH, 1993, GLOBALIZATION BUSINE; DUNNING JH, 1993, MULTINATIONAL ENTERP; ENGLE RF, 1987, ECONOMETRICA, V55, P251; FROOT KA, 1991, Q J ECON, V106, P1191; GLOBERMAN S, 1979, US OWNERSHIP FIRMS C; GLOBERMAN S, 1984, CANADIAN PUBLIC ADM, V27, P313; GRAHAM EM, 1994, FOREIGN INVESTMENT N, P105; GROSSE R, 1996, J INT BUSINESS STUDI; HULTMAN CW, 1988, INT REV EC BUSINESS, V35, P1061; KLEIN MW, 1994, J INT ECON, V36, P373; KUDRLE RT, 1995, TRANSNATIONAL CORPOR, V4, P58; LOREE DW, 1995, J INT BUS STUD, V26, P281; MACKINNON JG, 1994, J BUS ECON STAT, V12, P167; PANTULA SG, 1994, J BUS ECON STAT, V12, P449; PEARCE RD, 1993, GROWTH EVOLUTION MUL; RAO S, 1994, CANADIAN BASED MULTI, P63; RUGMAN A, 1994, FOREIGN INVESTMENT N, P47; SAFARIAN AE, 1993, MUTLINATIONAL ENTERP; VACHANI S, 1995, J INT BUS STUD, V26, P159	32	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				513	532			20	Business; Management	261HM	ISI:000084003800006
J	Borkowski, SC			International managerial performance evaluation: A five country comparison	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This study does not support the generally accepted theory that transnational corporations (TNCs) use different criteria to evaluate managers based on; their location (host or home country). If it is assumed that a major TNC strategy is to maximize profits, thus maximizing returns to shareholders, it follows that management decisions are made with this strategy as the desired outcome. Current theory does not address the more global view of the TNC where subsidiaries act in concert to maximize profits, and therefore can be evaluated in a similar fashion. There is some evidence, however, that specific performance evaluation criteria do vary in importance by country.	LaSalle Univ, Philadelphia, PA 19141 USA	Borkowski, SC, LaSalle Univ, Philadelphia, PA 19141 USA		*BUR EC AN, 1998, INT ACC DAT; *FERF, 1971, FIN CONTR MULT OP; *ORG EC COOP DEV C, 1995, TRANSF PRIC GUID MUL; *ORG EC COOP DEV C, 1996, TRANSF PRIC GUID MUL; ABDALLAH WM, 1984, INTERNAL ACCOUNTABIL; ABDALLAH WM, 1985, MANAGEMENT ACCOU OCT, P26; ABRAMSON N, 1996, MANAGEMENT INT REV, V36; ASADA T, 1989, KIGYOKAIKEI, V41; BIERMAN H, 1959, ACCOUNT REV, V34, P429; BORKOWSKI S, 1993, INT J ACCOUNTING, V28, P129; BORKOWSKI S, 1996, INT TAX J, V22, P23; BRICKLEY JA, 1995, J APPL CORPORATE FIN, V8, P60; BRICKLEY JA, 1997, MANAGERIAL EC ORG AR; BUSHMAN RM, 1995, J ACCOUNTING RES S, V33, P101; CHAKRAVARTHY BS, 1995, PERFORMANCE MEASUREM; CHOI FDS, 1983, MANAGE INT REV, V23, P14; CZECHOWICZ I, 1982, ASSESSING FOREIGN SU; DEMARIS A, 1992, LOGIT MODELING PRACT; DEMIRAG IS, 1987, ACCOUNTANCY, V99, P101; DRUCKER P, 1954, PRACTICE MANAGEMENT; DUNK A, 1995, SCANDINAVIAN J MANAG, V11, P7585; GRAY S, 1980, J ACCOUNTING RES, V18, P64; GRAY S, 1995, EUROPEAN MANAGEMENT, V13, P269; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; KAPLAN R, 1989, ADV MANAGEMENT ACCOU; KEATING AS, 1997, DETERMINANTS DIVISIO; KNOWLES L, 1985, MANAGERIAL FINAN SPR, P12; KOLLARITSCH FP, 1984, INT ACCOUNTING; KOPP R, 1994, HUM RESOURCE MANAGE, V33, P581; LIN DK, 1993, WARME STOFFUBERTRAG, V28, P49; MAURIEL J, 1969, MANAGEMENT ACCOU MAR, P36; MCINNES JM, 1971, J INT BUSINESS S FAL, P1; MIYAMOTO K, 1982, BUSINESS ACCOUNT NOV, P95; MONDEN Y, 1989, JAPANESE MANAGEMENT; MORSICATO H, 1980, CURRENCY TRANSLATION; PERSEN W, 1979, EVALUATING FINANCIAL; REECE J, 1978, HARVARD BUS REV, V56, P29; ROBBINS S, 1973, HARVARD BUS REV, V51, P80; SAKURAI M, 1989, JAPANESE MANAGEMENT; SCAPENS RW, 1985, ACCOUNT REV, V60, P231; SCHOENFELD HM, 1986, MANAGERIAL ACCOUNTIN; TSUMAGARI M, 1972, JAPANESE BUSINESS BU; YUNKER P, 1982, TRANSFER PRICING PER	44	5	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				533	555			23	Business; Management	261HM	ISI:000084003800007
J	Shaffer, MA; Harrison, DA; Gilley, KM			Dimensions, determinants, and differences in the expatriate adjustment process	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CROSS-CULTURAL ADJUSTMENT; JOB DIAGNOSTIC SURVEY; SOCIAL SUPPORT; ASSIGNMENTS; MANAGERS; EXPERIENCE; STRESS; SATISFACTION; ANTECEDENTS; SPOUSE	We comprehensively test the Black, Mendenhall, and Oddou (1991) model of the dimensions and determinants of adjustment to international assignments. We also expand the model to examine two individual factors (i.e., previous assignments and language fluency) and three positional factors (i.e., hierarchical level, functional area, and assignment vector) as moderators of adjustment determinants. Surveys were completed by 452 expatriates from 29 different countries assigned to 45 host countries by large multinational firms. The multi-dimensionality of adjustment was investigated and confirmed. Support for the expanded Black et al. (1991) model was found. Several significant moderating effects emerged, showing different patterns of adjustment for those with different amounts of pervious expatriate experience and levels of host country language fluency Hierarchical level and assignment vector were also important moderators, but the effects for functional area were generally weak.	Hong Kong Polytech Univ, Hong Kong, Hong Kong; Univ Texas, Arlington, TX 76019 USA; Oklahoma State Univ, Stillwater, OK 74078 USA	Shaffer, MA, Hong Kong Polytech Univ, Hong Kong, Hong Kong		ARTHUR W, 1995, PERS PSYCHOL, V48, P99; BAGOZZI RP, 1988, J ACADEMY MARKETING, V16, P74; BANDURA A, 1977, SOCIAL LEARNING THEO; BELL MP, 1996, HUM RESOUR MANAGE R, V6, P47; BLACK JS, 1988, J INT BUS STUD, V19, P277; BLACK JS, 1989, J MANAGE, V15, P529; BLACK JS, 1990, MANAGE INT REV, V30, P119; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BLACK JS, 1991, HUM RELAT, V44, P497; BLACK JS, 1991, J INT BUS STUD, V22, P461; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BRISCOE DR, 1995, INT HUMAN RESOURCE M; CAMPBELL GL, 1991, COMPENDIUM WORLDS LA; CAPLAN RD, 1975, HEW PUBLICATION; COHEN J, 1983, APPL MULTIPLE REGRES; COHEN S, 1985, PSYCHOL BULL, V98, P310; COLE DA, 1993, PSYCHOL BULL, V114, P174; COPELAND L, 1985, GOING INT; CRAMPTON SM, 1994, J APPL PSYCHOL, V79, P67; FORD JK, 1986, PERS PSYCHOL, V39, P291; GANSTER DC, 1986, J APPL PSYCHOL, V71, P102; GUZZO RA, 1994, J APPL PSYCHOL, V79, P617; HACKMAN JR, 1975, J APPL PSYCHOL, V60, P159; HARRIS PR, 1987, MANAGING CULTURAL DI; HARVEY M, 1996, COLUMBIA J WORLD BUS, V31, P102; HARVEY MG, 1985, COLUMBIA J WORLD BUS, V20, P84; HARVEY MG, 1997, J INT BUS STUD, V27, P627; HOWELL JP, 1986, ACAD MANAGE REV, V11, P88; IDASZAK JR, 1987, J APPL PSYCHOL, V72, P69; JORESKOG KG, 1989, LISREL 7 USERS REFER; JORESKOG KG, 1993, LISREL 8 USERS REFER; KARASEK RA, 1979, ADM SCI Q, V24, P285; KENNY DA, 1979, CORRELATION CAUSALIT; LOMAX RG, 1983, BEHAV RES METH INSTR, V15, P580; LOUIS MR, 1980, ADM SCI Q, V25, P226; MARCOULIDES G, 1996, ADV STRUCTURAL EQUAT; MARTIN NH, 1980, J BUS, V29, P249; MEDSKER GJ, 1994, J MANAGE, V20, P439; MENON N, 1994, J MANAGERIAL PSYCHOL, V9, P13; MINTZBERG H, 1980, NATURE MANAGERIAL WO; MULAIK SA, 1989, PSYCHOL BULL, V105, P430; MUNTON AG, 1995, J ORGAN BEHAV, V16, P363; NETERMEYER RG, 1990, J APPL PSYCHOL, V81, P400; NICHOLSON N, 1988, MANAGERIAL JOB CHANG; NICHOLSON N, 1993, BRIT J MANAGE, V4, P119; ODEWAHN CA, 1980, ACAD MANAGE J, V23, P150; RIZZO JR, 1970, ADM SCI Q, V15, P150; RUSS FA, 1995, J BUS RES, V34, P57; SHAFFER MA, 1995, ANN M AC MAN VANC; SHANNONHOUSE R, 1996, US TODAY INT ED 1108, A8; SHERER M, 1982, PSYCHOL REP, V51, P663; TORBIORN I, 1982, PERSONAL ADJUSTMENT; TORBIORN I, 1994, INT STUDIES MANAGEME, V24, P5; WALLER MJ, 1995, ACAD MANAGE J, V38, P943; WEDERSPAHN G, 1992, HUMAN RESOURCE PLANN, V15, P27	55	45	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				557	581			25	Business; Management	261HM	ISI:000084003800008
J	Melewar, TC; Saunders, J			International corporate visual identity: Standardization or localization?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This study examines the influences on the international standardization of corporate visual identity for a sample of U.K. multinationals. The results suggest that market entry form and equity holding are associated with the degree of corporate visual identity standardization. Further findings show the influence of culture, nationalism and product attributes on corporate visual identity standardization.	Univ Warwick, Sch Business, Coventry CV4 7AL, W Midlands, England; Aston Univ, Sch Business, Birmingham B4 7ET, W Midlands, England	Melewar, TC, Univ Warwick, Sch Business, Coventry CV4 7AL, W Midlands, England		*CHESK MAST PET BL, 1985, SURV GLOB BRANDS GLO; BARTLETT CA, 1989, MANAGING BORDERS; BODDEWYN JJ, 1986, HORIZONS         NOV, P69; BRANDT WK, 1977, COLUMBIA J WORLD WIN, P7; BUCKLEY PJ, 1988, J MARKETING MANAGEME, V4, P175; CATEORA PR, 1990, INT MARKETING; CHAJET C, 1989, J BUSINESS STRAT MAY, P18; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; COCHRAN WG, 1965, SAMPLING TECHNIQUES; COPELAND L, 1985, GOING INT; CZINKOTA MR, 1988, INT MARKETING; DAHRINGER LD, 1991, INT MARKETING GLOBAL; DONNELLY JH, 1970, J MARKETING      JUL, P60; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19; DOUGLAS SP, 1989, COLUMBIA J WORLD BUS, V24, P47; DOYLE P, 1986, J INT BUS STUD, V17, P27; DUNN SW, 1966, J MARKETING RES  FEB, P26; DUNN SW, 1976, J MARKETING      OCT, P50; EALES R, 1989, MULTINATIONAL BUSINE, V4, P28; GORB P, 1988, DESIGN TALK; GREEN PE, 1988, RES MARKETING DECISI; HANSEN DM, 1976, EUR J MARKETING, V11, P548; HENRION H, 1967, DESIGN COORDINATION; HENZLER H, 1986, MCKINSEY Q, V4, P52; HITE RE, 1988, J ADVERTISING RE AUG, P9; HOVELL PJ, 1972, EUR J MARKETING, V2, P69; IND N, 1990, CORPORATE IMAGE STRA; JAIN SC, 1989, J MARKETING, V53, P70; JEANNET J, 1988, INT MARKETING STRATE; KAYNAK E, 1981, J ADVERTISING RES, V1, P25; KEEGAN W, 1989, GLOBAL MARKETING MAN; KENNEDY SH, 1977, EUR J MARKETING, V11, P120; LIPPINCOTT A, 1987, AM GLOBAL IDENTITY C; LIPPINCOTT A, 1988, AM GLOBAL IDENTITY C, V2; MARGULIES WP, 1977, HARVARD BUSINESS JUL, P66; OLINS W, 1978, CORPORATE PERSONALIT; OLINS W, 1989, CORPORATE IDENTITY M; ONKVISIT S, 1985, J CONSUMER MARKETING, V2, P5; PEEBLES DM, 1977, EUR J MARKETING, V11, P569; PILDITCH J, 1970, COMMUNICATION DESIGN; QUELCH JA, 1986, HARVARD BUS REV, V64, P59; RICKS DA, 1974, J ADVERTISING RES, V6, P47; ROOSTAL I, 1963, J MARKETING, V3, P15; RYAN JK, 1969, J MARKETING, V2, P57; SAMIEE S, 1992, J MARKETING, V2, P1; SAUNDERS J, 1994, MARKETING INITIATIVE; SAUVANT KP, 1976, CONTROLLING MULTINAT; SHIRLEY R, 1988, SUPORT DESIGN FINAL; SMITH PJ, 1990, J BUS STRAT, V1, P32; SORENSON RZ, 1975, HARVARD BUS REV, V53, P38; SORRELL J, 1989, MARKETING       1116, P45; VALENTINE V, 1988, SURVEY, V4, P23; WILLS JR, 1977, EUR J MARKETING, V8, P577; WIND Y, 1973, J MARKETING, V37, P14; WIND Y, 1986, J CONSUMER MARKETING, V3, P23; YIP GS, 1989, SLOAN MANAGE REV, V31, P29	56	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				583	598			16	Business; Management	261HM	ISI:000084003800009
J	Heuer, M; Cummings, JL; Hutabarat, W			Cultural stability or change among managers in Indonesia?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		NATIONAL CULTURE; UNITED-STATES; ISSUES; IMPACT; VALUES	In this study we directly measure culture along two of Hofstede's (1980) dimensions, individualism-collectivism and power distance, which we argue are potentially more malleable than stable, at least within the developing nation of interest, Indonesia. We compare these direct measures from Indonesia with those from a developed country, the United States, to gauge the degree to which the culture of this emerging economy remains stable despite strong foreign influences. Utilizing English and back-translated Indonesian language versions of the 1994 Values Survey Module, we find statistically significant support for a narrowing of the differences in these two cultural dimensions between Indonesian and U.S. managers compared to earlier findings by Hofstede (1991).	George Washington Univ, Dept Strateg Management & Publ Policy, Sch Business & Publ Management, Washington, DC 20052 USA; Panatraco Corp, Jakarta, Indonesia	Heuer, M, George Washington Univ, Dept Strateg Management & Publ Policy, Sch Business & Publ Management, Washington, DC 20052 USA		*AS DEV BANK, 1995, AS DEV OUTL 1995 199; *IRIC, 1994, VAL SURV MOD 1994 MA; *JAK IND, MED SCEN IND 1995 19; ADLER NJ, 1989, J INT BUS STUD, V20, P515; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BRISLIN RW, 1983, ANNU REV PSYCHOL, V34, P363; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; GARDNER PF, 1997, SHARED HOPES SEPARAT; HARBISON F, 1964, ED MANPOWER EC GROWT; HILL H, 1994, INDONESIAS NEW ORDER; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, EXPISCATIONS CROSS C; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; HOLLINGER WC, 1996, 2 US IND SOC; KALB C, 1994, INDOENSIA US WORLD T; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEVITT T, 1983, HARVARD BUS REV, V61, P92; MCGRATH RG, 1992, J BUS VENTURING, V7, P441; PERLMUTTER HV, 1984, WORLD FUTURES, V19, P271; PORTER ME, 1986, CALIFORNIA MANAG WIN, P9; PORTER ME, 1990, COMPETITIVE ADV NATI; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1997, J INT BUS STUD, V28, P177; ROKEACH M, 1973, NATURE HUMAN VALUES; SAWANI N, 1996, BACK TRANSLATION VSM; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SEKARAN U, 1983, J INT BUS STUD, V14, P61; SHANE SA, 1992, MANAGE INT REV, V32, P295; WEBBER R, 1969, CULTURE MANAGEMENT T	30	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				599	610			12	Business; Management	261HM	ISI:000084003800010
J	Okechuku, C; Onyemah, V			Nigerian consumer attitudes toward foreign and domestic products	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COUNTRY; PERCEPTIONS; IMAGE	The Nigerian consumer obsession with foreign-made goods has had a detrimental effect on the domestic manufacturing industry. This paper uses conjoint analysis to investigate the importance of a product's country-of-manufacture relative to other attributes in the Nigerian consumer choice. It was found that the country-of-manufacture is significantly more important than price and other product attributes in consumer preference. Nigerian consumers have a negative image of the 'Made in Nigeria' label, rating it lower than labels from more economically developed countries. Additional analyses indicate that the superior reliability and technological advancement of foreign products are the most important correlates of the Nigerian consumer's likelihood to purchase foreign products. Implications for foreign marketers, domestic governments and domestic manufacturers are discussed.	Univ Windsor, Windsor, ON N9B 3P4, Canada; Lagos Business Sch, Lagos, Nigeria	Okechuku, C, Univ Windsor, Windsor, ON N9B 3P4, Canada		J INT BUSINESS STUDI, V23, P251; 1997, CIA WORLD FACT BOOK; 1998, THIS DAY        0209, V4, P30; *FED OFF STAT, 1997, REV NIG EC; *GALL, 1985, KEY RES CONS PREF RE; BOS CA, 1994, TARGET MARKETING, V17, P48; CATTIN P, 1982, J INT BUS STUD, V13, P131; CORDELL VV, 1992, EFFECTS CONSUMER PRE; DARLING JR, 1990, J INT BUS STUD, V21, P427; ETTENSON R, 1993, INT MARKET REV, V10, P14; GILLEY B, 1996, FAR E EC REV, V159, P70; HAN CM, 1988, J INT BUS STUD, V19, P235; HESLOP LA, 1993, PRODUCT COUNTRY IMAG; IYER GR, 1997, J GLOB MARK, V11, P7; JAFFE ED, 1995, J INT CONSUMER MARKE, V7, P7; JANDA S, 1997, PSYCHOL MARKET, V14, P689; JORDAN M, 1996, WALL STREET J   0522, A18; KLENOSKY DB, 1996, J BUS RES, V36, P189; LEVIN G, 1993, ADV AGE, V64, P3; NETER J, 1990, APPL LINEAR STAT MOD; OKECHUKU C, 1994, EUR J MARKETING, V28, P5; PAPADOPOULOS N, 1990, INT MARKET REV, V7, P32; PARAMESWARAN R, 1994, J ADVERTISING, V23, P43; ROTH MS, 1992, J INT BUS STUD, V23, P477; SHIMP T, 1993, J ACAD MARKET SCI, V21, P323; WANG CK, 1983, J ACAD MARKET SCI, V11, P71	26	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				611	622			12	Business; Management	261HM	ISI:000084003800011
J	Gillespie, K; Riddle, L; Sayre, E; Sturges, D			Diaspora interest in homeland investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; DETERMINANTS; ORIENTATION	This paper examines four diaspora communities resident in the United States that were targeted by their homelands as foreign investors during the 1990s. The homelands comprise Armenia, Cuba, Iran, and Palestine. We pose the question: What are the determinants of interest in homeland investment, and can they be generalized across the four communities? The paper explores concepts of ethnic advantage, altruism, homeland orientation, and perceptions of business impediments, as well as investigating the role of demographic factors regarding investment interest.	Univ Texas, Dept Mkt Adm, Austin, TX 78712 USA; Univ Texas, Dept Sociol, Austin, TX 78712 USA; Kenyon Coll, Dept Econ, Gambier, OH 43022 USA; Univ Texas Pan Amer, Dept Management Mkt & Int Business, Edinburg, TX 78539 USA	Gillespie, K, Univ Texas, Dept Mkt Adm, Austin, TX 78712 USA		AHARONI Y, 1966, FOREIGN INVESTMENT D; ASWICAHYONO HH, 1995, J INT BUS STUD, V26, P139; BAKALIAN A, 1993, ARMENIAN AM BEING FE; BARRETT NI, 1986, RES INT MARKETING, P213; BELSEY D, 1980, REGRESSION DIAGNOSTI; BONACICH E, 1980, ETHNIC BASIS EC SOLI; BOZORGMEHR M, 1995, ENCY IRANICA; BREWER TL, 1993, J INT BUS STUD, V24, P101; CAVUSGIL ST, 1982, EXPORT MANAGEMENT IN, P276; COHEN R, 1997, GLOBAL DIASPORAS INT; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DICHTL E, 1990, J INT BUS STUD, V21, P23; DILLON WR, 1987, MARKETING RES MARKET; DUNNING JH, 1973, OXFORD EC PAPAER NOV, P289; GILLESPIE K, 1984, TRIPARTITE RELATIONS; HENNART JF, 1989, J INT BUS STUD, V20, P211; HORNADAY JA, 1971, PERS PSYCHOL, V24, P141; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KALTON G, 1983, INTRO SURVEY SAMPLIN; KAO J, 1993, HARVARD BUS REV, V109, P24; KOTKIN J, 1992, TRIBES RACE RELIGION; KUMAR N, 1994, J INT BUS STUD, V25, P141; LAZERWITZ B, 1986, CONT JEWRY, V7, P116; MCCLELLAND DC, 1961, ACHIEVING SOC; NIGH D, 1985, J INT BUS STUD, V16, P1; ORFALEA G, 1988, FLAMES QUEST HIST AR; PORTES A, 1985, LATIN JOURNEY CUBAN; ROOT FR, 1983, FOREIGN MARKET ENTRY; SAFRAN W, 1991, DIASPORA, V1, P83; SCAPERLANDA AE, 1969, AM ECON REV, V59, P558; SHANE S, 1996, J MANAGE, V22, P747; SUDMAN S, 1976, APPL SAMPLING; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	35	4	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1999	30	3				623	634			12	Business; Management	261HM	ISI:000084003800012
J	Rao, A; Schmidt, SM			A behavioral perspective on negotiating international alliances	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COOPERATIVE VENTURE FORMATION; JOINT VENTURES; INFLUENCE TACTICS; INFLUENCE STRATEGIES; BUSINESS NEGOTIATIONS; DISTRIBUTION CHANNELS; MANAGEMENT; POWER; PERCEPTIONS; PERFORMANCE	This study examines the influence tactics of senior U.S. executives in negotiating international business alliances. The strategy literature on alliances and the behavioral literature on negotiations were incorporated into a behavioral model of alliance negotiations. Constructs identified from transaction cost, power dependence and game theories were integrated and linked to hypotheses describing negotiators' influence tactics in alliance negotiations. In examining eighty-three alliance negotiations, negotiator trust, perception of a partner firm's alternatives, conflict frame, time,horizon, and cultural distance were found to affect negotiators' tactics.	Rutgers Univ, Fac Management, New Brunswick, NJ 08903 USA; Temple Univ, Philadelphia, PA 19122 USA	Rao, A, Rutgers Univ, Fac Management, New Brunswick, NJ 08903 USA		1996, BUSINESS WEEK   0122, P62; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ALTER C, 1993, ORG WORKING TOGETHER; ANGLEMAR R, 1978, J MARKETING RES, V15, P93; AXELROD R, 1981, AM POLIT SCI REV, V75, P306; AXELROD R, 1984, EVOLUTION COOPERATIO; AXELROD R, 1986, COOPERATION ANARCHY; BACHARACH SB, 1981, BARGAINING POWER TAC; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARRY B, 1992, J APPL SOC PSYCHOL, V22, P1429; BAZERMAN MH, 1985, ORGAN BEHAV HUM DEC, V35, P294; BEAMISH PW, 1988, MULTINATIONAL JOINT; BLAU PM, 1964, EXCHANGE POWER SOCIA; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BREWER MB, 1979, PSYCHOL BULL, V86, P307; BRISLIN RW, 1990, APPL CROSSCULTURAL P; CHAMBERLAIN NW, 1950, COLLECTIVE BARGAININ; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; COOK J, 1980, BRIT J PSYCHOL, P39; DAWSON S, 1988, J INT BUS STUD, V9, P491; DELUGA RJ, 1991, J APPL SOC PSYCHOL, V21, P1145; DEUTSCH M, 1973, RESOLUTION CONFLICT; DEUTSCH M, 1980, RETROSPECTIONS SOCIA; DILMAN DA, 1978, MAIL TELEPHONE SURVE; DWYER RF, 1981, J MARKETING, V45, P104; EMERSON RM, 1962, AM SOCIOL REV, V27, P31; EMERSON RM, 1972, SOCIOLOGICAL THEORIE, V2, P38; FALBE CM, 1992, ACAD MANAGE J, V35, P638; FALBE CM, 1992, ACAD MANAGE J, V35, P638; FARMER SM, 1997, J ORGAN BEHAV, V18, P17; FORNELL C, 1990, MANAGE SCI, V36, P1246; FRANCIS JND, 1991, J INT BUSINESS NEGOT, V22, P408; FRAZIER GL, 1984, J MARKETING, V48, P43; FRAZIER GL, 1986, J MARKETING RES, V23, P169; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GIBB JR, 1961, LEADERSHIP INTERPERS, P66; GRAHAM JL, 1983, J INT BUS STUD, V14, P47; GRAHAM JL, 1987, RES MARKETING, V9, P163; GREENHALGH L, 1985, ACAD MANAGE J, V28, P9; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAIR JF, 1987, MULTIVARIATE DATA AN; HALL ET, 1988, UNDERSTANDING CULTUR; HAMBRICK DC, 1980, ACAD MANAGE REV, V5, P567; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HERGERT M, 1988, COOPERATIVE STRATEGI; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; JOHNSTON DG, 1984, LANCET, V2, P187; KALE SH, 1989, J APPL PSYCHOL, V74, P379; KIPNIS D, 1976, POWERHOLDERS; KIPNIS D, 1980, J APPL PSYCHOL, V65, P440; KIPNIS D, 1982, PROFILE ORG INFLUENC; KIPNIS D, 1983, NEGOTIATING ORG; KIPNIS D, 1984, ORG DYNAMICS     WIN, P58; KIPNIS D, 1985, PSYCHOL TODAY    APR, P40; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LEWICKI RJ, 1994, NEGOTIATION; LEWIS JD, 1990, PARTNERSHIPS PROFIT; LUHMAN N, 1979, TLRUST POWER; LUKE RD, 1989, ACAD MANAGE REV, V14, P9; LYLES MA, 1987, COLUMBIA J WORLD BUS, V22, P79; MICHENER HA, 1975, SOCIOMETRY, V38, P62; NEALE M, 1992, COGNITION RATIONALIT; NEILSON RP, 1988, STRATEGIC MANAGEMENT, V9, P475; NESLIN SA, 1983, J MARKETING RES, V20, P368; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PEARCE RJ, 1997, ACAD MANAGE REV, V22, P203; RAIFFA H, 1982, ART SCI NEGOTIATION; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; ROERING KJ, 1977, J BUS RES, V5, P15; RONEN S, 1985, ACAD MANAGE REV, V10, P435; RUBIN JZ, 1975, SOCIAL PSYCHOL TRAIN; RUBIN JZ, 1995, NEGOTIATION J, V11, P349; SCHRIESHEIM CA, 1990, J APPL PSYCHOL, V75, P246; SMITH KG, 1995, ACAD MANAGE J, V38, P7; SPECTOR PE, 1987, J APPL PSYCHOL, V72, P438; SWAP WC, 1983, J PERS SOC PSYCHOL, V44, P208; TAJFEL H, 1986, PSYCHOL INTERGROUP R; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TJOSVOLD D, 1989, J SOC PSYCHOL, V130, P259; TRIANDIS HC, 1977, INTERPERSONAL BEHAV; TUNG RL, 1984, BUSINESS NEGOTIATION; TUNG RL, 1988, ADV INT COMP MANAGEM, V3, P203; VANDEVEN AH, 1979, HUM RELAT, V32, P19; VANZANDT HF, 1970, HARVARD BUSINESS NOV, P45; WEISS SE, 1987, COLUMBIA J WORLD BUS, V22, P67; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; WILLIAMSON OE, 1981, PERSPECTIVES ORG DES; YAN A, AC MAN M DALL TEX; YAN A, 1994, STRATEGIC ALLIANCES; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YEH RS, 1986, THESIS TEMPLE U PHIL	95	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				665	693			29	Business; Management	167UR	ISI:000078652300002
J	Money, RB			International multilateral negotiations and social networks	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURE; UNITED-STATES; BUSINESS; INVESTMENT; ECONOMY; MODEL; PERSPECTIVE; POLICY; RULES; WTO	Compared to their bilateral counterparts, multilateral negotiations in an international setting present an extremely complex set of negotiation phenomena. This paper proposes a model of negotiations that examines how national culture, organization specific factors, and individual characteristics of the negotiators impact the multilateral negotiation process in a cross-national context. Specifically, social network theory and tools are utilized to examine how coalitions form and roles emerge among participants. The model also posits the effect of social network activity on negotiation outcomes. Research propositions are forwarded in hopes of setting an agenda for the research stream implied by the model. Methods for testing the model and implications for academics and managers are also discussed.	Univ S Carolina, Int Business Program Area, Columbia, SC 29208 USA	Money, RB, Univ S Carolina, Int Business Program Area, Columbia, SC 29208 USA		ADLER NJ, 1989, J INT BUS STUD, V20, P515; AURISCH KL, 1989, NEGOTIATION J, V5, P279; BERKOWITZ SD, 1995, SOC NETWORKS, V17, P111; BORGATTI S, 1992, UCINET 4 VERSION 1 0; BREWER TL, 1993, J INT BUS STUD, V24, P101; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BROWNING LD, 1995, ACAD MANAGE J, V38, P113; CAMPBELL NCG, 1988, J MARKETING, V52, P49; COLE J, 1998, WALL STREET J   0323, A2; CZINKOTA MR, 1997, J INT BUS STUD, V28, P827; DAVIS HL, 1981, J MARKETING, V45, P98; DEVINE T, 1990, NEGOTIATION J, V6, P369; EREZ M, 1993, CULTURE SELF IDENTIT; FINELHONIGMAN I, 1997, J LANGUAGE INT BUSIN, V8, P77; FORNELL C, 1982, J MARKETING RES, V19, P440; FRANCIS JNP, 1991, J INT BUS STUD, V22, P403; FREEMAN LC, 1980, SOC NETWORKS, V2, P119; GIBSON DV, 1994, R D COLLABORATION TR; GOLDSMITH, 1998, WALL STREET J   0316, A1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GRAHAM JL, 1987, RES MARKETING, V9; GRAHAM JL, 1988, J CONSUM RES, V15, P48; GRAHAM JL, 1989, SMART BARGAINING DOI; GRAHAM JL, 1994, MANAGE SCI, V40, P72; GRANOVET.MS, 1973, AM J SOCIOL, V78, P1360; GREENING DW, 1994, ACAD MANAGE J, V37, P467; GUISINGER S, 1989, J INT BUS STUD, V20, P280; GULBRO R, 1996, IND MARKET MANAG, V25, P235; HAGEN G, 1997, CONNECTIONS, V20, P13; HALL ET, 1990, UNDERSTANDING CULTUR; HARARY F, 1959, SOCIAL NETWORKS DEV; HART M, 1997, J WORLD TRADE, V31, P75; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P5; HOLSTI KJ, 1982, REV INT STUD, V8, P159; HOUSE RJ, 1998, ADV GLOBAL LEADERSHI; IACOBUCCI D, 1992, J MARKETING RES, V29, P5; KEIZER W, 1997, J WORLD TRADE, V31, P145; KNOKE DJ, 1982, NETWORK ANAL; KOH TTB, 1990, NEGOTIATION J, V6, P81; KOTABE M, 1992, J INT BUS STUD, V23, P637; KRUGMAN P, 1997, J ECON LIT, V35, P113; KUFOR KO, 1997, J WORLD TRADE, V31, P117; LABIANCA G, 1998, ACAD MANAGE J, V41, P55; LANG W, 1991, INT NEGOTIATION ANAL; LEWICKI RJ, 1994, NEGOTIATION; MARCEAU G, 1997, J WORLD TRADE, V31, P169; MCGRATH JE, 1982, JUDGMENT CALLS RES; MONEY RB, 1998, J MARKETING, V62, P76; NOLLEN SD, 1987, J INT BUS STUD, V18, P1; OLK P, 1997, COOPERATIVE STRATEGI; OLK P, 1997, STRATEGIC MANAGE J, V18, P855; PETERSMANN EU, 1996, J WORLD TRADE, V30, P5; PINCKLEY RL, 1990, J APPL PSYCHOL, V75, P117; POLZER JT, 1998, ACAD MANAGE J, V41, P42; PRUITT DG, 1994, NEGOTIATION J, V10, P217; PRUITT DG, 1995, NEGOTIATION SOCIAL P; REINGEN PH, 1986, J MARKETING RES, V23, P370; RONCHETTO JR, 1989, J MARKETING, V53, P51; ROWLEY TJ, 1997, ACAD MANAGE REV, V22, P887; RUAN DC, 1995, AM SOC ASS WASH DC; RUAN DC, 1997, SOC NETWORKS, V19, P75; RUBIN JZ, 1975, SOCIAL PSYCHOL BARGA; SAWYER J, 1965, INT BEHAV SOCIAL PSY; SJOSTEDT G, 1991, INT NEGOTIATION ANAL; SMITH DA, 1992, SOC FORCES, V70, P857; THOMAS KW, 1992, HDB IND ORG PSYCHOL, V3; TOUVAL S, 1989, NEGOTIATION J, V5, P159; WANG L, 1997, J WORLD TRADE, V31, P59; WEISS SE, 1987, J WORLD BUS, V22, P23; WEISS SE, 1993, ORGAN SCI, V4, P269; WEISS SE, 1996, HDB INT MANAGEMENT R; WEST J, 1998, AC MAN ANN M; WILLIAMS A, 1992, MANY VOICES MULTILAT; WINHAM GR, 1987, NEGOTIATION J, V3, P175; YAN AM, 1994, ACAD MANAGE REV, V37, P1476	76	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				695	710			16	Business; Management	167UR	ISI:000078652300003
J	Tinsley, CH; Pillutla, MM			Negotiating in the United States and Hong Kong	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		REPUBLIC-OF-CHINA; COLLECTIVISM; VALUES; SELF; INDIVIDUALISM; MOTIVATION; BEHAVIOR; CULTURE; MODEL	We propose that cultural values (self-enhancement, self-trans-cendence, conservatism, and openness to change) provide a social environment where some negotiation strategies are selected to survive over others. These selected negotiation strategies become normative. Results from a negotiation simulation in the United States and Hong Kong indicate that U.S. negotiators are more likely to subscribe to self-interest and joint problem solving norms, and Hong Kong Chinese negotiators are more likely to subscribe to an equality norm. Further, U.S. negotiators report more satisfaction when they maximize joint gain and Hong Kong Chinese negotiators are happier when they achieve outcome parity. The reported norms and outcome evaluations are consistent with the value profiles of the two cultures. The implications of these cultural differences are discussed in terms of expanding U.S, based negotiation theory.	Georgetown Univ, McDonough Sch Business, Washington, DC 20057 USA; Hong Kong Univ Sci & Technol, Dept Management & Org, Hong Kong, Hong Kong	Tinsley, CH, Georgetown Univ, McDonough Sch Business, Washington, DC 20057 USA		ADAMS JS, 1963, J ABNORM PSYCHOL, V67, P422; ADLER NJ, 1992, STRATEGIC MANAGE J, V13, P449; AIKEN LS, 1991, MULTIPLE REGRESSION; AXELROD R, 1984, EVOLUTION COOPERATIO; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BAZERMAN MH, 1992, NEGOTIATING RATIONAL; BERRY JW, 1974, CULTURE COGNITION; BETTENHAUSEN K, 1985, ADMIN SCI QUART, V30, P350; BOND MH, 1986, PSYCHOL CHINESE PEOP; BRAKE T, 1995, DOING BUSINESS INT G; BRETT JM, 1997, NEW PERSPECTIVES INT, P75; BRETT JM, 1998, NEGOTIATION J, V14, P61; CAMPBELL NCG, 1988, J MARKETING, V52, P49; COHEN R, 1991, NEGOTIATING CULTURES; DRUCKMAN D, 1976, J CONFLICT RESOLUT, V20, P413; DYWER FR, 1981, J MARKETING, V45, P105; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; FAURE GO, 1993, CULTURE NEGOTIATION; FISHER G, 1980, INT NEGOTIATING CROS; FISHER R, 1991, GETTING YES NEGOTIAT; FISKE ST, 1991, SOCIAL COGNITION; FOLLET MP, 1940, DYNAMIC ADM COLLECTE; GRAHAM JL, 1983, J INT BUS STUD, V14, P47; GRAHAM JL, 1985, MARKET SCI, V4, P130; GRAHAM JL, 1994, MANAGE SCI, V40, P72; GULLIVER P, 1979, DISPUTES NEGOTIATION; HENDON DW, 1996, CROSS CULTURAL BUSIN; HO DYF, 1993, INDIGENOUS PSYCHOL R; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOMANS GC, 1961, SOCIAL BEHAV ITS ELE; HUBER VL, 1987, J APPL PSYCHOL, V72, P197; JORESKOG KG, 1989, LISREL 7 USERS REFER; KLUCKHOHN C, 1961, VARIATIONS VALUE ORI; KOMORITA SS, 1979, J EXPT SOCIAL PSYCHO, V15, P147; KUBLIN M, 1995, INT NEGOTIATING PRIM; LAX DA, 1986, MANAGER NEGOTIATOR; LEUNG K, 1987, J PERS SOC PSYCHOL, V53, P898; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LEUNG K, 1990, APPL CROSS CULTURAL, P209; LEUNG K, 1997, NEW PERSPECTIVES INT, P640; LEWICKI RJ, 1994, NEGOTIATION; MALINOWSKI B, 1944, SCI THEORY CULTURE O; MANN L, 1980, HDB CROSS CULTURAL P, V5, P155; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MARKUS HR, 1997, SOCIAL PSYCHOL HDB B; MCCLINTOCK CG, 1972, BEHAV SCI, V17, P438; MCGRATH JE, 1984, GROUPS INTERACTION P; MESSICK DM, 1968, J EXP SOC PSYCHOL, V4, P1; MORRISON T, 1994, KISS BOW SHAKE HANDS; NADER L, 1978, DISPUTING PROCESS LA; PARSON T, 1951, GEN THEORY ACTION; PRUITT DG, 1975, J PERS SOC PSYCHOL, V31, P621; PRUITT DG, 1981, NEGOTIATION BEHAV; PRUITT DG, 1986, SOCIAL CONFLICT; PRUITT DG, 1993, NEGOTIATION SOCIAL C; RAIFFA H, 1982, ART SCI NEGOTIATION; ROKEACH M, 1973, NATURE HUMAN VALUES; RUBIN JZ, 1975, SOCIAL PSYCHOL BARGA; SCHULZ JW, 1978, J EXPT SOCIAL PSYCHO, V14, P480; SCHWARTZ SH, 1987, J PERS SOC PSYCHOL, V53, P550; SCHWARTZ SH, 1992, ADV EXP SOC PSYCHOL, V25, P1; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SCHWARTZ SH, 1995, J CROSS CULT PSYCHOL, V26, P92; THOMPSON L, 1991, EGOCENTRIC INTERPRET; TIETZ R, 1978, BARGAINING BEHAV; TINSLEY C, 1998, J APPL PSYCHOL, V83, P316; TINSLEY CH, 1997, ACAD MANAGEMENT BEST; TINSLEY CH, 1997, RES NEGOTIATIONS ORG, P209; TRIANDIS HC, 1982, INT STUDIES MANAGEME, V12, P139; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TRIANDIS HC, 1990, J PERS SOC PSYCHOL, V59, P1006; TUTZAUER F, 1988, COMMUN RES, V15, P360; USUNIER JC, 1996, INT BUSINESS NEGOTIA, P93; WAGNER JA, 1995, ACAD MANAGE J, V38, P152; WALTON RE, 1965, BEHAV THEORY LABOR N; WEINGART LR, 1990, INT J CONFL MANAGE, V1, P7; WEINGART LR, 1993, J APPL PSYCHOL, V78, P504; WEISS SE, 1997, RES NEGOT O, V6, P247; YANG K, 1993, PSYCHOTHERAPY CHINES; ZARTMAN IW, 1990, UNPUB MANY FACES FAI; ZARTMAN IW, 1993, CULTURE NEGOTIATION	81	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				711	727			17	Business; Management	167UR	ISI:000078652300004
J	Morris, MW; Williams, KY; Leung, K; Larrick, R; Mendoza, MT; Bhatnagar, D; Li, JF; Kondo, M; Luo, JL; Hu, JC			Conflict management style: Accounting for cross-national differences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HANDLING BEHAVIOR; CULTURE; INDIVIDUALISM; NEGOTIATIONS; COLLECTIVISM; PREFERENCES; INSTRUMENT; STRATEGIES; VALUES	A problem in joint ventures between U.S. and Asian firms is that cultural differences impede the smooth resolution of conflicts between managers. In a survey of young managers in the U.S., China, Philippines, and India we find support for two hypotheses about cultural differences in conflict style and the cultural values that account for these differences: Chinese managers rely more on an avoiding style because of their relatively high value on conformity and tradition. U.S. managers rely more on a competing style because of their relatively high value on individual achievement.	Stanford Univ, Grad Sch Business, Stanford, CA 94305 USA; UC Berkeley, Inst Social & Personal Res, Berkeley, CA USA; Chinese Univ Hong Kong, Dept Psychol, Sha Tin 100083, Hong Kong; Univ Chicago, Grad Sch Business, Chicago, IL 60637 USA; Indian Inst Management, Ahmedabad 380015, Gujarat, India; Peoples Univ China, Coll Business Adm, Beijing, Peoples R China; Asian Inst Management, Manila, Philippines; Tongji Univ, Sch Econ & Management, Shanghai 200092, Peoples R China; Fudan Univ, Sch Management, Shanghai 200433, Peoples R China	Morris, MW, Stanford Univ, Grad Sch Business, Stanford, CA 94305 USA		*CHIN CULT CONN, 1987, J CROSS CULTURAL PSY, V18, P143; ADLER NJ, 1986, INT DIMENSIONS ORG B; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ARGYLE M, 1978, BRIT J SOC CLIN PSYC, V17, P335; BAIRD IS, 1990, INT J MANAGEMENT ORG, V20, P125; BARNET RJ, 1994, GLOBAL DREAMS IMPERI; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BLAKE RR, 1964, MANAGING INTERGROUP; BOND MH, 1979, PERSONALITY SOCIAL P, V5, P316; BOND MH, 1983, GLOBAL PERSPECTIVES; BOND MH, 1986, PSYCHOL CHINESE PEOP; BROWN CT, 1981, HUM RELAT, V34, P1103; CHIU RK, 1994, SOC BEHAV PERSONAL, V22, P81; COX TH, 1991, ACAD MANAGE J, V34, P827; DAVIS HJ, 1988, MANAGE INT REV, V28, P11; DEUTSCH M, 1973, RESOLUTION CONFLICT; FERNSTROM JD, 1992, SCI FOOD REGULATION, V2, P195; GOLDENBERG S, 1988, HANDS OCEAN MANAGING; GOPALAN S, 1997, INT J ORG ANAL, V5, P156; GOUCHENOUR T, 1990, CONSIDERING FILIPINO; GRAHAM J, 1984, SMART BARGAINING DOI; GRAHAM JL, 1985, J INT BUS STUD, V16, P81; HOFSTEDE GH, 1980, CULTURES CONSEQUENCE; HOFSTEDE GH, 1991, CULTURES ORG SOFTWAR; HUI CH, 1985, J CROSS CULT PSYCHOL, V16, P131; JEHN K, 1997, J INT MANAGEMENT, V34, P102; KILMANN RH, 1977, EDUC PSYCHOL MEAS, V37, P309; KIRKBRIDE PS, 1991, ORGAN STUD, V12, P365; KLUCKHORN F, 1961, VARIATIONS VALUE ORI; LEUNG K, 1986, J PERS SOC PSYCHOL, V50, P1134; LEUNG K, 1988, J CROSS CULTURAL PSY, V19, P125; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LEUNG K, 1997, NEW PERSPECTIVES INT; LI MC, 1979, ACTA PSYCHOL TAIWAN, V21, P27; MADDOX RC, 1993, CROSS CULTURAL PROBL; MCCLELLAND DC, 1961, ACHIEVING SOC; MILLER JN, 1997, ANAL COMMUN, V34, P1; MORAN RT, 1991, DYNAMICS SUCCESSFUL; MORRIS CW, 1956, VARIETIES HUMAN VALU; MORRIS MW, IN PRESS J PERSONALI; MORRIS MW, 1996, 1360 STANF U; MORRIS MW, 1999, IN PRESS APPL PSYCHO; MORRIS MW, 1999, IN PRESS NEW APPROAC; OHBUCI K, 1994, J APPL SOC PSYCHOL, V24, P1345; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PARSONS T, 1951, SOCIAL SYSTEM; PRUITT DG, 1986, SOCIAL CONFLICT ESCA; PYE L, 1982, CHINESE COMMERCIAL N; RAHIM MA, 1983, ACAD MANAGE J, V26, P368; RALSTON DA, 1997, J INT BUS STUD, V28, P177; ROKEACH M, 1973, NATURE HUMAN VALUES; ROONGRERNGSUKE S, CONFLICT MANAGEMENT; SCHNEPP O, 1990, US CHINA TECHNOLOGY; SCHUSTER CP, 1996, GLOBAL BUSINESS PLAN; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC; SHENKAR O, 1987, J APPL BEHAV SCI, V23, P263; SINGH PN, 1962, J SOC PSYCHOL, V57, P123; STERNBERG RJ, 1987, J PERS SOC PSYCHOL, V52, P794; SU SK, PSYCHOL SOCIAL SELF; TANG SF, 1986, MANAGEMENT ED DEV, V17, P287; THOMAS KW, 1974, T KILMANN MODE INSTR; TINGTOOMEY S, 1985, INT INTERCULTURAL CO, V9; TINGTOOMEY S, 1991, INT J CONFL MANAGE, V2, P275; TRIANDIS HC, 1986, AUST J PSYCHOL, V38, P257; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TRIPATHI S, 1996, ASIA INC         SEP, P26; TRUBISKY P, 1991, INT J INTERCULT REL, V15, P65; WOMACK DF, 1988, MANAGEMENT COMMUNICA, V1, P321	69	38	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				729	747			19	Business; Management	167UR	ISI:000078652300005
J	George, JM; Jones, GR; Gonzalez, JA			The role of affect in cross-cultural negotiations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		MOOD-INCONGRUENT RECALL; FACIAL EXPRESSIONS; NEGATIVE AFFECTIVITY; ORGANIZATIONAL LIFE; PERSON-PERCEPTION; POSITIVE AFFECT; 5-FACTOR MODEL; EXPERIENCE; EMOTION; SELF	This paper presents a model of cross-cultural negotiations which describes how the affect negotiators experience during negotiations influences the character of the negotiation process and its outcomes. Three categories of determinants of negotiator affect are proposed: Individual differences, cross-cultural differences, and contextual factors. The ways in which negotiator affect influences information processing during negotiations are then described. It is suggested that the influence of affect, through substantive information processing, may lead to either positive or negative Spirals in negotiations, influencing the ability of negotiators to reach an integrative solution. Finally, the ways in which negotiators can break out of destructive negative spirals by engaging in motivated rather than substantive information processing are discussed.	Texas A&M Univ, Dept Management, Lowry Mays Coll, College Stn, TX 77843 USA; Texas A&M Univ, Grad Sch Business, College Stn, TX 77843 USA	George, JM, Texas A&M Univ, Dept Management, Lowry Mays Coll, College Stn, TX 77843 USA		ABELSON RP, 1981, AM PSYCHOL, V36, P715; ABRAMSON NR, 1993, J INT BUS STUD, V24, P575; ADLER NJ, 1997, INT DIMENSIONS ORG B; ADLER RS, 1998, NEGOTIATION J, V14, P161; ALMAGOR M, 1989, J PERS ASSESS, V53, P10; BARBER B, 1983, LOGIC LIMITS TRUST; BARON RA, 1984, J APPL PSYCHOL, V69, P272; BARON RA, 1990, J APPL SOC PSYCHOL, V20, P368; BARRY B, 1996, ORGAN BEHAV HUM DEC, V67, P127; BOND MH, 1975, J CROSS CULTURAL PSY, V6, P346; BOWER GH, 1981, AM PSYCHOL, V36, P129; BOWER GH, 1991, EMOTION SOCIAL JUDGM, P31; BRIEF AP, 1988, J APPL PSYCHOL, V73, P710; BURKE MJ, 1989, J PERS SOC PSYCHOL, V57, P1091; CARNEVALE PJD, 1986, ORGAN BEHAV HUM DEC, V37, P1; CHURCH AT, 1989, J PERS SOC PSYCHOL, V57, P857; CHURCH AT, 1994, J PERS SOC PSYCHOL, V66, P93; COSTA PT, 1980, J PERS SOC PSYCHOL, V38, P668; CRAY D, 1998, MAKING SENSE MANAGIN; CSIKSZENTMIHALY.M, 1987, J NERV MENT DIS, V175, P526; CSIKSZENTMIHALYI M, 1989, J PERS SOC PSYCHOL, V56, P815; DECI EL, 1980, ADV EXPT SOCIAL PSYC, V13; DEPALMA A, 1994, NY TIMES        0626, F5; DIGMAN JM, 1990, ANNU REV PSYCHOL, V41, P417; DIGMAN JM, 1996, J PERS SOC PSYCHOL, V71, P341; DRUCKMAN D, 1991, J CONFLICT RESOLUT, V35, P571; EKMAN P, 1972, EMOTION HUMAN FACE; EKMAN P, 1972, NEBRASKA S MOTIVATIO, P207; EKMAN P, 1979, ANNU REV PSYCHOL, V30, P527; EKMAN P, 1980, EXPLAINING EMOTIONS, P73; EKMAN P, 1984, APPROACHES EMOTION, P319; EKMAN P, 1987, J PERS SOC PSYCHOL, V53, P712; EKMAN P, 1994, PSYCHOL BULL, V115, P268; ERBER R, 1994, EUR J SOC PSYCHOL, V24, P79; FAYWEATHER J, 1972, J INT BUS STUD, V3, P19; FAYWEATHER J, 1976, STRATEGY NEGOTIATION; FISKE ST, 1982, AFFECT COGNITION, P55; FISKE ST, 1991, SOCIAL COGNITION; FORGAS JP, 1987, J PERS SOC PSYCHOL, V53, P53; FORGAS JP, 1988, AUSTR J PSYCHOL, V40, P125; FORGAS JP, 1991, J PERS SOC PSYCHOL, V61, P708; FORGAS JP, 1992, ADV EXP SOC PSYCHOL, V25, P227; FORGAS JP, 1992, J PERS SOC PSYCHOL, V62, P863; FORGAS JP, 1995, PSYCHOL BULL, V117, P39; FRIJDA NH, 1986, EMOTIONS; GEORGE JM, 1992, J MANAGE, V18, P185; GEORGE JM, 1996, INDIVIDUAL DIFFERENC, P145; GLENN ES, 1977, INT J INTERCULTURAL, V1, P52; GRAHAM JL, 1985, J INT BUS STUD, V16, P81; GRAHAM JL, 1987, RES MARKETING, V9, P163; GRAHAM JL, 1989, SMART BARGAINING DOI; GRAHAM JL, 1990, DEV COMMUNICATIVE CO, P239; GRAHAM JL, 1996, INT BUSINESS NEGOTIA, P69; HALL ET, 1966, HIDDEN DIMENSION; HALL ET, 1976, CULTURE; HALL ET, 1990, UNDERSTANDING CULTUR; HOFSTEDE G, 1991, CULTURES ORG; HOFSTEE WKB, 1992, J PERS SOC PSYCHOL, V63, P146; HOLLINGSHEAD AB, 1990, ACAD MANAGEMENT BEST, V648; KUMAR R, 1989, MANAGING CONFLICT IN, P1986; KUMAR R, 1997, J APPL BEHAV SCI, V33, P84; LAWLER EJ, 1993, AM SOCIOL REV, V58, P465; LEWICKI RJ, 1994, NEGOTIATION; LEWIS JD, 1985, SOC FORCES, V63, P967; LUTZ C, 1986, ANNU REV ANTHROPOL, V15, P405; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MAYER JD, 1988, J PERS SOC PSYCHOL, V55, P102; MCCRAE RR, 1989, PERSONALITY PSYCHOL, P237; NEALE MA, 1991, RES ORGAN BEHAV, V13, P147; OLIVER RL, 1994, ORGAN BEHAV HUM, V60, P252; OSTENDORF F, 1990, SPRACHE PERSONLIKEIT; PARROTT WG, 1990, J PERS SOC PSYCHOL, V59, P321; PARROTT WG, 1993, HDB MENTAL CONTROL, P278; PERLMUTTER H, 1984, AC MAN M AUG 1983 WH; PONDY LR, 1967, ADM SCI Q, V12, P296; POSNER MI, 1994, EMOTION CULTURE, P197; RAFAELI A, 1989, ACAD MANAGE J, V32, P245; RAFAELI A, 1989, RES ORGAN BEHAV, V11, P1; REMPEL JK, 1985, J PERS SOC PSYCHOL, V49, P95; RUMELHART DE, 1977, SCH ACQUISITION KNOW, P99; SCHERER KR, 1994, J PERS SOC PSYCHOL, V66, P310; SCHWARZ N, 1990, HDB MOTIVATION COGNI, V2, P527; SHAPIRO DL, 1994, ORGAN BEHAV HUM, V60, P14; SHAVER PR, 1992, EMOTION, P175; SHMELYOV AG, 1993, EUR J PERSONALITY, V7, P1; TANNEN D, 1995, HARVARD BUS REV, V73, P138; TANNEN D, 1995, TALKING 9 5; TELLEGEN A, 1982, UNPUB BRIEF MANUAL D; TELLEGEN A, 1985, ANXIETY ANXIETY DISO, P681; TINTOOMEY S, 1988, THEORIES INTERCULTUR, P213; TROMPENAARS F, 1993, RIDING WAVES CULTURE; TSE DK, 1994, J INT BUS STUD, V25, P537; TUNG RI, 1984, CALIFORNIA MANAGEMEN, V6, P481; WALL JA, 1991, APPL IMPRESSION MANA, P133; WALTON RE, 1965, BEHAV THEORY LABOR N; WATSON D, 1984, PSYCHOL BULL, V96, P465; WATSON D, 1985, PSYCHOL BULL, V98, P219; WATSON D, 1988, J PERS SOC PSYCHOL, V54, P1063; WATSON D, 1989, PSYCHOL REV, V96, P234; WATSON D, 1992, J PERS, V60, P441; WEISS S, 1985, NEGOTIATION FOREIGN; WEISS SE, 1993, ORGAN SCI, V4, P269; ZAUTRA A, 1979, AM J COMMUN PSYCHOL, V7, P441; ZAUTRA AJ, 1983, J COMMUNITY PSYCHOL, V11, P121; ZEVON MA, 1982, J PERS SOC PSYCHOL, V43, P111	105	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				749	772			24	Business; Management	167UR	ISI:000078652300006
J	Yan, AM			Structural stability and reconfiguration of international joint ventures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; TRANSACTION COST; BARGAINING POWER; FORMAL-STRUCTURE; CHOICE; OWNERSHIP; ORGANIZATIONS; PERFORMANCE; ALLIANCES; ENTRY	Previous research suggests that international joint ventures (IJVs) are inherently unstable and fragile. This view has failed, however, to explain why many IJVs have an extended longevity and stability, This paper draws on two contrasting perspectives from organization theory (structural instability and structural inertia) to trace both the destabilizing and stabilizing forces in IJVs, and argues that a complete understanding of an IJV's dynamic evolution requires consideration of both races.	Boston Univ, Sch Management, Boston, MA 02215 USA	Yan, AM, Boston Univ, Sch Management, Boston, MA 02215 USA		ANDERSON E, 1986, J INT BUS STUD, V18, P1; ANDERSON E, 1990, SLOAN MANAGE REV, V31, P19; BEAMISH PW, 1984, THESIS U W ONTARIO L; BEAMISH PW, 1987, J INT BUS STUD, V19, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BEAMISH PW, 1995, LONG RANGE PLANN, V28, P26; BENIGER JR, 1986, CONTROL REVOLUTION T; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BOEKER W, 1989, ACAD MANAGE J, V32, P489; CARROLL GR, 1982, ADM SCI Q, V27, P169; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CHI TL, 1996, J INT BUS STUD, V27, P285; CHILD J, 1991, HOST COUNTRY MANAGER; CHILD J, 1997, COOPERATIVE STRATEGI; CHOWDHURY MA, 1988, THESIS TEMPLE U; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; COVALESKI MA, 1988, ADMIN SCI QUART, V33, P562; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DYMSZA WA, 1988, COOPERATIVE STRATEGI, P403; DYWER F, 1981, J MARKETING      WIN, P104; EISENHARDT KM, 1990, ADMIN SCI QUART, V35, P504; FAGRE N, 1982, J INT BUS STUD, V3, P9; FRANKO LG, 1971, JOINT VENTURE SURVIV; GARRETTE B, 1995, INTERORGANIZATIONAL; GERINGER JM, 1988, JOINT VENTURE PARTNE; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GOLICH VL, 1995, INTERORGANIZATIONAL; GOMESCASSERES B, 1987, COLUMBIA J WORLD SUM, P97; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GRAY B, 1997, COOPERATIVE STRATEGI, P57; GRAY C, 1992, J BONE MINER RES, V7, P41; GULATI R, 1995, ACAD MANAGE J, V38, P85; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HAMILTON WF, 1991, J HIGH TECHNOLOGY MA, V2, P211; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HEBERT L, 1994, THESIS U W ONTARIO L; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; KILLING JP, 1982, HARVARD BUS REV, V3, P120; KIMBERLY J, 1980, ORG LIFE CYCLE, P134; KOBRIN SJ, 1988, COOPERATIVE STRATEGI, P55; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1989, J IND ECON, V38, P183; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; LAX DA, 1986, MANAGER NEGOTIATOR; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; MEYER JW, 1977, AM J SOCIOL, V83, P340; MEYER JW, 1983, ORG ENV RITUAL RATIO; MINTZBERG H, 1982, ACAD MANAGE J, V25, P465; NEWMAN WH, 1992, ACADEMY MANAGEMENT E, V6, P67; NORDBERG M, 1996, J INT BUS STUD, V27, P963; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PFEFFER J, 1976, ADM SCI Q, V21, P398; POOLE MS, 1989, ACAD MANAGE REV, V14, P562; PORTER ME, 1990, COMPETITIVE ADVANTAG; REYNOLDS JI, 1979, INDIAN AM JOINT VENT; RINGE JD, 1994, AKTUEL RHEUMATOL, V19, P1; SCHAAN JL, 1983, THESIS U W ONTARIO L; SCHELLING TC, 1956, AM ECON REV, V46, P281; SCOTT WR, 1992, ORG RATIONAL NATURAL; STINCHCOMBE AL, 1965, HDB ORG, P142; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TOLBERT PS, 1983, ADMIN SCI QUART, V28, P22; TOMLINSON JWC, 1970, JOINT VENTURE PROCES; TUNG RL, 1984, BUSINESS NEGOTIATION; TUNG RL, 1988, ADV INT COMP MANAGEM, V3, P203; VACHANI S, 1995, J INT BUS STUD, V26, P159; VERNON R, 1977, STORM MULTINATIONSL; WEISS SE, 1987, COLUMBIA J WORLD SUM, P23; WEISS SE, 1990, J INT BUS STUD, V21, P565; WESTNEY DE, 1988, COOPERATIVE STRATEGI; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; YAN A, 1995, ADV GLOBAL HIGH TECH, V5, P87; YAN AM, 1993, THESIS PENNSYLVANIA; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YAN AM, 1995, CHINA BUSINESS R DEC, P31	87	22	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				773	795			23	Business; Management	167UR	ISI:000078652300007
J	Makino, S; Beamish, PW			Performance and survival of joint ventures with non-conventional ownership structures	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; UNITED-STATES; BARGAINING POWER; DEVELOPING-COUNTRIES; STRATEGIC ALLIANCES; ENTRY-MODE; KNOWLEDGE TRANSFER; NATIONAL CULTURE; FOREIGN ENTRY; SERVICE FIRMS	The international joint venture (JV) literature has focused on two parent JVs formed between one foreign and one local firm. Yet, other types of JVs exist. This paper identifies four distinct forms of JVs based on the JV partners' nationality and equity affiliation. These are (i) JVs that are formed between affiliated home-country based firms; (ii) JVs that are formed between unaffiliated home-country based firms; (iii) JVs that are formed between home-country based and local firms;and (iv) JVs that are formed between home-country and third-country based firms. Our analysis of 737 Japanese JVs in Asia demonstrates that the conventionally assumed form of JV represented only 30 percent of the total. Further, each of the four JV forms significantly differed in terms of incidence, performance, and survival likelihood.	Chinese Univ Hong Kong, Sha Tin 100083, Hong Kong; Univ Western Ontario, Asian Management Inst, Richard Ivey Sch Business, London, ON N6A 3K7, Canada	Makino, S, Chinese Univ Hong Kong, Sha Tin 100083, Hong Kong		AGARWAL S, 1994, J INT MARKETING, V2, P63; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ASHEGHIAN P, 1982, J INT BUS STUD, V13, P113; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, J INT BUS STUD, V28, P845; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1997, COOPERATIVE STRATEGI, P91; BEAMISH PW, 1997, JAPANESE MULTINATION; BLEEKE J, 1993, COLLABORATING COMPET; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BROUTHERS KD, 1997, J INT BUS STUD, V28, P285; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; BURTON FN, 1982, MANAGE INT REV, V22, P20; CHOWDHURY J, 1992, MANAGE INT REV, V32, P115; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; CULLEN JB, 1995, J INT BUS STUD, V26, P91; CURHAN JP, 1977, TRACING MULTINATIONA; DAVIDSON WH, 1984, COLUMBIA J WORLD BUS, V19, P95; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FAGRE N, 1982, J INT BUS STUD, V13, P9; FRANKO LG, 1971, JOINT VENTURE SURVIV; FRANKO LG, 1987, COLUMBIA J WORLD BUS, V22, P39; FRANKO LG, 1989, J INT BUS STUD, V20, P19; FRIEDMAN WG, 1971, JOINT INT BUSINESS V; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GOMESCASSERES B, 1987, COLUMBIA J WORLD BUS, V22, P97; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HABIB GM, 1987, ACAD MANAGE J, V30, P808; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HEBERT L, 1994, THESIS U W ONTARIO L; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P36; HENNART JF, 1991, MANAGE SCI, V37, P483; HYMER SH, 1976, INT OPERATIONS NATL; INKPEN AC, 1992, THESIS U W ONTARIO L; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, COOPERATIVE STRATEGI; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1989, J IND ECON, V38, P183; KOJIMA K, 1984, JAPANS GEN TRADING C; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LEE C, 1995, J INT BUS STUD, V26, P637; LORANGE P, 1987, COLUMBIA J WORLD BUS, V22, P71; LUO YD, 1997, ORGAN SCI, V8, P648; LYLES M, 1994, MANAGE INT REV, V34, P313; LYLES MA, 1996, J INT BUS STUD, V27, P877; MADHOK A, 1995, J INT BUS STUD, V26, P117; MAKHIJA MV, 1997, ORGAN SCI, V8, P508; MAKINO S, 1996, J INT BUS STUD, V27, P905; MILGROM P, 1992, EC ORG MANAGEMENT; MJOEN H, 1997, ORGAN SCI, V8, P257; MOWERY DC, 1996, STRATEGIC MANAGE J, V17, P77; NITSCH D, 1996, MANAGE INT REV, V36, P27; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1996, J INT BUS STUD, V27, P929; PAN YG, 1997, STRATEGIC MANAGE J, V18, P247; PARK SH, 1997, ACAD MANAGE J, V40, P279; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ORGAN SCI, V4, P301; PEARCE RJ, 1997, ACAD MANAGE REV, V22, P203; PORTER ME, 1990, COMPETITIVE ADV NATI; REYNOLDS JI, 1984, COLUMBIA J WORLD BUS, V19, P23; SCHAAN JL, 1983, THESIS U W ONTARIO L; SHAN WJ, 1991, J INT BUS STUD, V22, P555; SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419; SHANE SA, 1993, ASIA PACIFIC J MANAG, V10, P57; SHENKAR O, 1987, ACAD MANAGE REV, V12, P546; SHENKAR O, 1992, J INT BUS STUD, V23, P55; STINCHCOMBE AL, 1965, HDB ORG, P142; STOPFORD JM, 1972, MANAGING MULTINATION; TOMLINSON JWC, 1970, JOINT VENTURE PROCES; TOYO K, 1992, KAIGAI SHINSHUTSU KI; TSURUMI Y, 1976, JAPANESE COMING MULT; VERNON R, 1995, J INT BUS STUD, V25, P215; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YOSHINO MY, 1976, JAPANS MULTINATIONAL	85	32	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				797	818			22	Business; Management	167UR	ISI:000078652300008
J	Rugman, AM; Verbeke, A			Corporate strategy and international environmental policy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FIRM; COMPETITIVENESS	This paper analyzes the interactions between international environmental policy and multi-national corporate strategy. The main contribution is building a new conceptual framework to analyze the type of corporate strategy developed in the presence of both national and international environmental regulations. This framework distinguishes between firm-level compliance with environmental obligations and the development of resource-based green capabilities. It also classifies major environmental regulations and incorporates a discussion of public policy.	Free Univ Brussels, Solvay Business Sch, B-1050 Brussels, Belgium			1996, NAFTA BROKEN PROMISE; *COMM ENV COOP, 1995, NAFTA ENV EFF POT NA; ATIK J, 1996, NW J INT L BUS, V17, P736; BARNEY J, 1991, J MANAGE, V17, P99; BARRETT S, 1991, BUSINESS STRATEGY RE, V2, P1; BARTLETT C, 1989, MANAGING BORDERS TRA; BENSON C, 1996, N CAROLINA J INT LAW, V22, P307; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BURHENNE W, 1996, ENVIRON POLICY LAW, V26, P170; CONNER KR, 1991, J MANAGE, V17, P121; GORE A, 1992, EARTH BALANCE ECOLOG; HENRIQUES I, 1996, J ENVIRON ECON MANAG, V30, P381; KIRTON J, 1992, TRADE ENV COMPETITIV; KIRTON J, 1996, 1 NAFTA COMM ENV COO; KOSKENNIEMI M, 1996, GREENING INT I, P236; LEVY DL, 1995, TRANSNATIONAL CORPOR, V4, P44; LOW P, 1992, INT TRADE ENV, P89; LUCAS REB, 1992, INT TRADE ENV, P67; MAKUCH Z, 1996, GREENING INT I, P94; NEHRT C, 1998, ACAD MANAGE REV, V23, P77; PENROSE E, 1959, THEORY GROWTH FIRM; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1995, J ECON PERSPECT, V9, P97; RICHARDSON S, 1992, TRADE ENV COMPETITIO; RUGMAN AM, 1990, GLOBAL CORPORATE STR; RUGMAN AM, 1990, MULTINATIONALS CANAD; RUGMAN AM, 1994, FOREIGN INVESTMENT N; RUGMAN AM, 1994, FOREIGN INVESTMENT N, P80; RUGMAN AM, 1995, INT EXECUTIVE, V37, P451; RUGMAN AM, 1997, INT EXECUTIVE, V39, P21; RUGMAN AM, 1997, J WORLD TRADE, V31, P129; RUGMAN AM, 1998, STRATEGIC MANAGE J, V19, P363; RUGMAN AM, 1999, ENV REGULATIONS CORP; RUMELT RP, 1984, COMPETITIVE STRATEGI, P556; SAFARIAN AE, 1993, MULTINATIONAL ENTERP; SHRIVASTAVA P, 1995, ACAD MANAGE REV, V20, P936; SOMSEN H, 1996, GREENING INT I, P181; STAFFIN EB, 1996, COLUMBIA J ENV LAW, V21, P205; VOGEL D, 1995, TRADING CONSUMER ENV; VOGEL D, 1997, AM REV CANADIAN STUD, V27, P271; WALLEY N, 1994, HARVARD BUS REV, V72, P46; WERKSMAN J, 1996, GREENING INT I	43	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				819	833			15	Business; Management	167UR	ISI:000078652300009
J	Sullivan, D			Cognitive tendencies in international business research: Implications of a "narrow vision"	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MAPS; MANAGEMENT; REPRESENTATIONS; INTERDEPENDENCE; ORGANIZATIONS; COMMUNITIES; RELIABILITY; STRATEGY; SCOPE	Some scholars have suggested that international bu sin ess (IB) research suffers from a "narrow vision." This paper tests this thesis by extending principles of the cognitive sciences to study the ontological and epistemological features of IB research from, 1970 through, 1997. operationally I assess IB scholars' schematic representation of their logic of interpretation as indicated by, 159 figures, including 60 models, conceptualizations, and frame-works, culled from 27 years of JIBS publication. Profiling these data by absolute and relative indicators of time shows that analog reasoning dominates present logics of interpretation in IB research. The longitudinal profile and time series analysis of the structural features of schematic representations in JIBS spotlights significantly decreasing comprehensiveness, connectedness, and complexity. I close by noting the intellectual merit of scholars' call for dialectic inquiry, and the task this imposes on the community of IB researchers particularly so within the Academy of International Business.	Univ Delaware, Newark, DE 19716 USA	Sullivan, D, Univ Delaware, Newark, DE 19716 USA		ABRAHAMSON E, 1991, ACAD MANAGE REV, V16, P586; ADLER NJ, 1992, J INT BUS STUD, V23, P551; ANDERSON JR, 1978, PSYCHOL REV, V85, P249; ANDREWS RL, 1994, J BUS ECON STAT, V12, P129; ASTLEY WG, 1985, ADM SCI Q, V30, P497; AXELROD J, 1976, STRUCTURE DECISION; BACHARACH SB, 1996, ADMIN SCI QUART, V41, P477; BARLEY SR, 1988, ADM SCI Q, V33, P24; BARSALOU LW, 1982, MEM COGNITION, V10, P82; BARTHOLOMEW S, 1997, J INT BUS STUD, V28, P241; BEDIAN A, 1997, ACAD MANAGE REV, V22, P840; BEHRMAN J, 1997, INT BUSINESS EMERGIN; BODDEWYN J, INT BUSINESS EMERGIN; BOUGON MG, 1992, J MANAGE STUD, V29, P369; CALORI R, 1994, STRATEGIC MANAGE J, V15, P437; CHIA R, 1995, ORGAN STUD, V16, P579; COLE S, 1983, AM J SOCIOL, V89, P111; DANIELS JD, 1991, J INT BUS STUD, V22, P177; DICKENS C, 1974, DOMBEY SON; DUNNING JH, 1989, J INT BUS STUD, V20, P411; EDEN C, 1992, J MANAGE STUD, V29, P248; EDEN C, 1992, J MANAGE STUD, V29, P300; FINNEY M, 1986, THINKING ORG; FIOL CM, 1992, J MANAGE STUD, V29, P267; FIOL CM, 1994, ORGAN SCI, V5, P403; GLICKSOHN J, 1994, AM J PSYCHOL, V107, P39; HENCH T, 1997, INT BUSINESS EMERGIN; INKPEN AC, 1994, J INT BUS STUD, V25, P703; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; KUHN T, 1962, STRUCTURE SCI REVOLU; LAUKKANEN M, 1994, ORGAN SCI, V5, P322; MALNIGHT T, 1996, J INT BUS STUD, V26, P43; MCNAMARA TP, 1986, COGNITIVE PSYCHOL, V18, P87; MEINDL JR, 1994, ORGAN SCI, V5, P289; MORGAN G, 1986, IMAGES ORG; NEISSER U, 1976, COGNITION REALITY; PERLMUTTER H, 1969, COLUMBIA J WORLD BUS; PFEFFER J, 1993, ACAD MANAGE REV, V18, P599; PORAC JF, 1989, J MANAGE STUD, V26, P397; PRAHALAD CK, 1986, STRATEGIC MANAGEMENT, V7, P482; REDDING SG, 1994, ORGAN STUD, V15, P323; SALANCIK GR, 1980, ACAD MANAGE J, V23, P422; SCHMITT N, 1991, RES METHODS HUMAN RE; SCHOLLHAMMER H, 1994, MANAGE INT REV, V34, P5; SCHON D, 1983, REFLECTIVE PRACTITIO; SHROUT PE, 1979, PSYCHOL BULL, V86, P420; SIEGEL A, 1981, SPATIAL REPRESENTATI; STUBBART CI, 1989, J MANAGE STUD, V26, P325; SULLIVAN J, 1992, PERSPECTIVES INT BUS; THOMAS AS, 1994, J INT BUS STUD, V25, P675; TINSLEY HEA, 1975, J COUNS PSYCHOL, V22, P358; TOYNE B, 1997, INT BUSINESS EMERGIN; TVERSKY A, 1974, SCIENCE, V185, P1124; VANDEVEN AH, 1989, ACAD MANAGE REV, V14, P486; VERNON R, 1994, J INT BUS STUD, V25, P215; WEICK K, 1979, SOCIAL PSYCHOL ORG; WEICK K, 1986, THINKING ORG DYNAMIC; WEICK K, 1990, MAPPING STRATEGIC TH, P1; WEICK K, 1995, SENSEMAKING ORG; WHITEHEAD A, 1985, SCI MODERN WORLD; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	61	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				837	862			26	Business; Management	167UR	ISI:000078652300010
J	Toyne, B; Nigh, D			A more expansive view of international business	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article				St Marys Univ, San Antonio, TX 78284 USA; Univ S Carolina, Ctr Int Business Educ & Res, Columbia, SC 29208 USA	Toyne, B, St Marys Univ, San Antonio, TX 78284 USA		BARKOW JH, 1992, ADAPTED MIND EVOLUTI; BARTLETT CA, 1989, MANAGING BORDERS TRA; BOHMAN J, 1991, NEW PHILOS SOCIAL SC; BOYER EL, 1990, SCHOLARSHIP RECONSID; GOLDSTEIN H, 1995, MULTILEVEL STAT MODE; HAWKINS RG, 1984, J INT BUS STUD, V15, P13; KLEIN JT, 1990, INTERDISCIPLINARY HI; KUHN TS, 1970, STRUCTURE SCI REVOLU; NEHRT L, 1970, INT BUSINESS RES PRE; OAKESHOTT M, 1975, HUMAN CONDUCT; STOPFORD JM, 1998, INT BUSINESS EMERGIN, V29, P635; TOYNE B, 1989, J INT BUS STUD, V20, P1; TOYNE B, 1997, INT BUSINESS EMERGIN; WHITLEY R, 1984, INTELLECTUAL SOCIAL; WILKINSON J, 1997, ECON SOC, V26, P305	15	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				863	875			13	Business; Management	167UR	ISI:000078652300011
J	Sullivan, D			The ontology of international business: A comment on international business: An emerging vision	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ORGANIZATIONAL SCIENCE; MANAGEMENT; BARRIERS; JOURNALS; ADVANCE		Univ Delaware, Newark, DE 19716 USA	Sullivan, D, Univ Delaware, Newark, DE 19716 USA		ABRAMSON NR, 1996, MANAGE INT REV, V36, P123; ADLER NJ, 1992, J INT BUS STUD, V23, P551; BARLEY SR, 1988, ADM SCI Q, V33, P24; BARRY D, 1997, ACAD MANAGE REV, V22, P847; CANNELLA AA, 1994, ACAD MANAGE REV, V19, P331; CHANDY PR, 1994, J INT BUS STUD, V25, P715; COLE S, 1983, AM J SOCIOL, V89, P111; DANIELS JD, 1991, J INT BUS STUD, V22, P177; DIMAGGIO P, 1997, ANNU REV SOCIOL, V23, P263; DUNNING JH, 1989, J INT BUS STUD, V20, P411; EBAHAMI B, 1991, MANAGE INT REV, V4, P347; GOMEZMEJIA LR, 1992, ACAD MANAGE J, V35, P921; HOMANS G, 1967, NATURE SOCIAL SCI; INKPEN AC, 1994, J INT BUS STUD, V25, P703; IRELAND RD, 1997, ACAD MANAGE REV, V22, P844; LOHRKE FT, 1997, J INT MANAGEMENT, V3, P25; OKOROAFO S, 1990, ISSUES INT BUSIN SPR, P337; PFEFFER J, 1993, ACAD MANAGE REV, V18, P599; PIERCE B, 1995, J INT BUS STUD, V26, P69; REDDING SG, 1994, ORGAN STUD, V15, P323; SCHOLLHAMMER H, 1994, MANAGE INT REV, V34, P5; STERN RN, 1996, ADMIN SCI QUART, V41, P146; THOMAS AS, 1994, J INT BUS STUD, V25, P675; VANDEVEN AH, 1989, ACAD MANAGE REV, V14, P486; VANMAANEN J, 1995, ORG SCI, V6, P68792; VERNON R, 1994, J INT BUS STUD, V25, P215; WEICK KE, 1989, ACAD MANAGE REV, V14, P516; WHITEHEAD A, 1985, SCI MODERN WORLD; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	29	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	4				877	885			9	Business; Management	167UR	ISI:000078652300012
J	Rangan, S			Do multinationals operate flexibly? Theory and evidence	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		GLOBAL STRATEGIES; FLEXIBILITY; CORPORATIONS	Do multinational enterprises operate flexibly, i.e., do they shift production in response to currency changes? Three theoretical perspectives are developed. Flexibility optimism, premised on information and sunk cost advantages, takes a macro efficiency perspective and predicts sizable responses. Flexibility pessimism, premised on inertia and internal opportunism, takes an organizational perspective and predicts sticky responsce. Flexibility realism, permised on the view that to be flexible in the current period multinational enterprises need to have planned and invested accordingly in previous periods, predicts positive, but relatively modest, responses. Empirical analysis spanning the period 1977-1993 finds that multinational enterprises systematically exploit currency shifts, but even in the face of large exchange rate changes, their operational responses are relatively modest. The results appear most consistent with flexibility realism, and this hypothesis is selected over the alternatives considered.	INSEAD, F-77305 Fontainebleau, France	Rangan, S, INSEAD, F-77305 Fontainebleau, France		ALLEN L, 1996, J INT BUS STUD, V27, P633; BARTLETT CA, 1989, MANAGING BORDERS TRA; BESANKO D, 1996, EC STRATEGY; BRAINARD S, 1995, UNPUB US MULTINATION; BUCKLEY PJ, 1998, J INT BUS STUD, V29, P21; CAVES RE, 1996, MULTINATIONAL ENTERP; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1990, GLOBALIZATION FIRMS; DUNNING JH, 1993, MULTINATIONAL ENTERP; EINZIG P, 1962, HIST FOREIGN EXCHANG; FRANKO LG, 1976, EUROPEAN MULTINATION; FROOT KA, 1990, J ECON PERSPECT, V4, P179; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GOLDSTEIN M, 1985, HDB INT EC, V2, P1041; HYMER SH, 1960, INT OPERATIONS NATL; JOHNSON TH, 1987, RELEVANCE LOST RISE; JONES RA, 1984, REV ECON STUD, V51, P13; KNETTER MM, 1993, AM ECON REV, V83, P473; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KOGUT B, 1985, SLOAN MANAGE REV, V27, P27; KOGUT B, 1989, STRATEGIC MANAGE J, V10, P383; KOGUT B, 1994, MANAGE SCI, V40, P123; LESSARD DR, 1986, COMPETITION GLOBAL I, P147; LESSARD DR, 1986, HARVARD BUSINESS JUL, P107; LITTLE JS, 1987, NEW ENGLAND EC REV, V41, P46; PORTER ME, 1986, COMPETITION GLOBAL I; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; STINCHCOMBE AL, 1965, HDB ORG, P142; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1983, MANAGING INT RISK, P191; WELLS LT, 1992, 57 OECD; WILKINS M, 1974, MATURING MULTINATION; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	37	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				217	237			21	Business; Management	131YZ	ISI:000076604000001
J	Mudambi, R			The role of duration in multinational investment strategies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; SUBSIDIARY MANDATES; LOCATION; DETERMINANTS; RISK; DIVERSIFICATION; RETURN; AGGLOMERATION; POLICY	The location of investment by multinational enterprises has been investigated from many perspectives. It has been suggested that investment may be motivated by experience of a particular location represented by tenure of operations. In contrast, portfolio considerations suggest that increased investment in a given location increases risk exposure, In this paper, the question of whether a multinational with a longer duration of operations at a particular location is more likely to invest further is addressed after taking portfolio risk into account. A conceptual model of multinational investments strategy is developed and empirically tested using data from a survey of multinational enterprises operating in the West Midlands region of the United Kingdom. Two innovative non-parametric tests for duration dependence are applied. After normalising for portfolio considerations, it is found that multinational investment is significantly duration dependent, i.e., firms with a longer tenure of operations are significantly more likely to invest in any given period. This finding has important implications for the strategy of inward investment agencies. In particular, an investment agency is short-sighted if it seeks to attract new investors if that is at the expense of neglecting multinationals with current operations in its jurisdiction.	Univ Reading, Int Business Int Securities Market Assoc ISMA Ctr, Reading RG6 2AH, Berks, England	Mudambi, R, Univ Reading, Int Business Int Securities Market Assoc ISMA Ctr, Reading RG6 2AH, Berks, England		*EUR, 1993, COUNTR RISK; *INT MON FUND, INT FIN STAT; *NETH EC I, 1992, NEW LOC FACT MOB INV; *SCI COUNC CAN, 1980, MULT IND STRAT ROL W; *UN UNCTAD, 1994, WORLD INV REP 1994; AMIN A, 1992, ENVIRON PLANN A, V24, P410; ARMSTRONG JS, 1977, J MARKETING RES, V51, P71; BAILEY D, 1994, TRANSNATIONALS GOVT; BARTIK TJ, 1985, J BUS ECON STAT, V3, P14; BEESON PE, 1989, J REGIONAL SCI, V29, P15; BELSLEY D, 1980, REGRESSION DIAGNOSTI; BENITO GR, 1995, LOCATION FOREIGN DIR; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BETTIS RA, 1982, ACAD MANAGE J, V25, P254; BETTIS RA, 1985, MANAGE SCI, V31, P785; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BOWMAN EH, 1980, SLOAN MANAGE REV, V21, P17; BREUSCH TS, 1979, ECONOMETRICA, V47, P1287; BUCKLEY PJ, 1981, ECON J, V91, P75; CASTRONOVO V, 1996, ARRIVEDERCI, V7, P32; CAVES RE, 1990, INT US MARKETS; CAVES RE, 1996, MULTINATIONAL ENTERP; COLLIE D, 1992, MANCH SCH ECON SOC, V60, P136; COUGHLIN CC, 1991, REV ECON STAT, V73, P675; CULEM CG, 1988, EUROPEAN EC REV, V32, P885; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DCRUZ JR, 1986, MANAGING MULTINATION; DEMEZA D, 1979, OXFORD ECON PAP, V31, P334; DRIFFIELD N, 1997, 97119 U WAL CARD BUS; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1993, MULTINATIONAL ENTERP; EATON J, 1986, Q J ECON, V101, P383; FRIEDMAN J, 1992, J REGIONAL SCI, V32, P403; GILMAN MG, 1981, FINANCING FOREIGN DI; GRESSER C, 1993, CORPORATE LOCATI AUG, P14; GRIFFITHS G, 1993, INVESTORS CHRONI NOV, V10, P102; HEAD K, 1995, J INT ECON, V38, P223; HEBERLEIN TA, 1978, AM SOCIOL REV, V43, P447; HILL S, 1992, REG STUD, V26, P535; HOOD N, 1979, EC MULTINATIONAL ENT; JENSEN MC, 1988, J ECON PERSPECT, V2, P21; KIM WC, 1993, STRATEGIC MANAGE J, V14, P275; KOTLER P, 1993, MARKETING PLACES; KRAVIS IB, 1982, J INT ECON, V12, P201; LANCASTER T, 1990, ECONOMETRIC ANAL TRA; LUNN J, 1983, EUR ECON REV, V21, P391; MADURA J, 1992, INT J COMMERCE MANAG, V2, P17; MORRIS J, 1992, ENVIRON PLANN C, V10, P407; MUDAMBI R, 1995, J APPL STAT, V22, P163; MUDAMBI R, 1995, MANAGERIAL DECISION, V16, P249; MUDAMBI R, 1995, MARKET EVOLUTION COM; PARK CS, 1994, J MARKETING RES, V31, P271; PECK F, 1990, GEOGRAPHY, V75, P354; PORCANO TM, 1993, MULTINATIONAL BU FAL, P26; RAY EJ, 1989, TRADE POLICIES INT C; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN A, 1979, INT DIVERSIFICATION; RUGMAN AM, 1976, J INT BUS STUD, V7, P75; RUGMAN AM, 1982, COLUMBIA J WORLD BUS, V17, P58; SCAPERLANDA A, 1967, ECON J, V77, P22; SHAVER JM, 1996, AIB C BANFF CAN SEP; SMITH DF, 1994, J URBAN ECON, V36, P23; STEVENS GVG, 1993, 444 BOARD GOV FED RE; STONEMAN P, 1994, ESRC IND EC M LOND B; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; TAGGART JH, 1997, P 24 ANN UK AIB C LE; THIRAN JM, 1996, JAPAN EUROPEAN PERIP; THOMPSON RS, 1985, APPL ECON, V17, P529; VEUGELERS R, 1991, KYKLOS, V44, P363; VISMER BE, 1994, AM ASS COST ENG T AE; WAPLES J, 1996, SUNDAY TIMES    0519; WELLS LT, 1990, 1 INT FIN CORP MULT; WHITE RE, 1984, BUSINESS Q       SUM, P59; YAMAWAKI H, 1993, EUROPEAN COMPETITIVE; YOUNG S, 1993, TRANSNATIONAL CORPOR, V2, P35; YOUNG S, 1994, EUROPEAN URBAN REGIO, V1, P143; YOUNG S, 1994, REG STUD, V28, P657	79	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				239	261			23	Business; Management	131YZ	ISI:000076604000002
J	Reeb, DN; Kwok, CCY; Baek, HY			Systematic risk of the multinational corporation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL DIVERSIFICATION; CAPITAL STRUCTURE; MARKET; BENEFITS; FIRM	Previous literature suggests that multinational firms decrease their systematic risk owing to the diversification benefit of having cash flows in different countries. It is posited in this article that multinational firms may increase their systematic risk owing to an increase in the standard deviation of cash flows from internationalization, which offsets the lower correlation associated with diversification. Evidence of a significant positive relationship between the level of systematic risk in a firm and the degree of that firm's internationalization is presented. This analysis is consistent with observed practitioner usage of higher discount rates in evaluating international projects.	American Univ, Washington, DC 20016 USA; Worcester Polytech Inst, Worcester, MA 01609 USA; Univ S Carolina, Columbia, SC 29208 USA	Reeb, DN, American Univ, Washington, DC 20016 USA		AGMON T, 1977, J FINANC, V32, P1049; BLACK F, 1990, J FINANC, V45, P899; BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113; BROOKS L, 1995, E FIN ASS M APR 1995; BURGMAN TA, 1996, J INT BUS STUD, V27, P553; DEANGELO H, 1980, J FINANC ECON, V8, P3; DOUKAS J, 1988, J FINANC, V43, P1161; DUMAS B, 1991, WORLD PRICE RISK; ERRUNZA V, 1985, J FINANC, V40, P727; ERRUNZA VR, 1981, J FINANC, V36, P401; EUN CS, 1988, J FINANC, V43, P197; EUN CS, 1991, J PORTFOLIO MANAGE, V17, P88; FAMA EF, 1992, J FINANC, V47, P427; FATEMI AM, 1984, J FINANC, V39, P1325; HUGHES JS, 1975, J FINANCIAL QUANTITA, V10, P627; KENNEDY P, 1993, GUIDE ECONOMETRICS; LEE KC, 1988, J INT BUS STUD, V19, P195; LESSARD D, 1983, INT FINANCIAL HDB; MADURA J, 1992, INT FINANCIAL MANAGE; MAHAJAN A, 1990, FINANC MANAGE, V19, P77; MICHEL A, 1986, J INT BUS STUD, V17, P89; MIKHAIL AD, 1979, J INT BUS STUD, V10, P53; MODIGLIANI F, 1963, AM ECON REV, V53, P433; SERCU P, 1995, INT FINANCIAL MARKET; SHAKED I, 1986, J INT BUS STUD, V17, P83; SHAPIRO A, 1978, J FINANCIAL QUANTITA, V13, P211; SINGAL V, 1995, E FIN ASS M APR 1995; SMITH CW, 1992, J FINANC ECON, V32, P263; SOLNIK BH, 1974, J ECON THEORY, V8, P500; STULZ R, 1981, J FINANC, V36, P923; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; WHITE H, 1980, ECONOMETRICA, V48, P817	32	18	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				263	279			17	Business; Management	131YZ	ISI:000076604000003
J	Kashlak, RJ; Chandran, R; Di Benedetto, CA			Reciprocity in international business: A study of telecommunications alliances and contracts	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; CHOICE	Reciprocity has been identified as a "messy" concept to study within international cooperative ventures, Theoretically grounded in international cooperation, transaction cast theory and economic anthropology, reciprocity is operationalized and explored in this study. Specifically, the effects of cultured distance, economic nearness, country-level risk and governance mechanisms are analyzed in relationships to three distinct measure of reciprocity. The international long distance industry provides the research setting. During the 1980s and 1990s, as this industry has become more competitive within the United States, foreign partners have been slow to; reciprocate regarding the sharing of revenues derived from increased overseas calling. To study reciprocity, between Us international long distance carriers and their partnering foreign entities, a pooled time-series/cross-sectional technique is used. 11 years of contractual arrangements between the U.S. firms and the telecom administrations of 109 countries are analyzed. Governance mechanisms test as highly significant with all measures of reciprocity, while the other independent variables exhibit varying degrees of significance with the respective dependent measures.	Loyola Coll, Sellinger Sch, Baltimore, MD 21210 USA; Temple Univ, Sch Business & Management, Philadelphia, PA 19122 USA	Kashlak, RJ, Loyola Coll, Sellinger Sch, Baltimore, MD 21210 USA		*FED COMM COMM, 1994, STAT COMM COMM CARR; *FED COMM COMM, 1995, STAT COMM COMM CARR; *TEL CAN, 1990, EC MOD DEM CUST DIAL; *WORLD BANK, 1994, WORLD DEV REP; ACTON P, 1990, RAND PUBLICATION SER; ADLER M, 1983, J FINANC, V38, P925; ANDERSON E, 1986, SLOAN MANAGE REV, V27, P3; ARNST C, 1994, BUSINESS WEEK   0926, V26, P118; AVERSA J, 1996, PHILADELPHIA IN 1127, C1; BANGERT D, 1992, INT EXECUTIVE, V34, P43; BLAIR R, 1976, ANTITRUST B      SPR, P271; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; CONTRACTOR F, 1984, COLUMBIA J WORLD BUS, V15, P30; COSSET JC, 1991, J INT BUS STUD, V22, P135; DALTON G, 1968, PRIMITIVE ARCHAIC MO; DATTA DK, 1988, J GEN MANAGE, V14, P78; DIELMAN T, 1983, AM STAT          MAY, P111; DOZ Y, 1986, COMPETITION GLOBAL I, P225; DRUMMOND D, 1992, S106 SAS I INC; DWYER F, 1988, J MARKETING, V52, P21; FATEHI K, 1994, J BUS RES, V30, P187; FRANKE R, STRATEGIC MANAGEMENT, V12, P165; FULLER WA, 1974, J ECONOMETRICS, V2, P67; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GOODSTEIN J, 1994, STRATEGIC MANAGE J, V15, P241; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; HALLEN L, 1991, J MARKETING, V55, P29; HALPERIN R, 1988, EC ACROSS CULTURES; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HOFSTEDE G, 1980, APPL PSYCHOL WORK BE, P126; JUHL P, 1978, MANAGE INT REV, V18, P45; KASHLAK R, 1993, INT EXECUTIVE, V35, P237; KENNEDY C, 1991, MANAGING INT BUSINES; KMENTA J, 1986, ELEMENTS ECONOMETRIC; KOBRIN S, 1982, MANAGING POLITICAL R; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1989, J IND ECON, V38, P183; KOURI P, 1974, J POLITICAL EC   MAY, P443; LALL S, 1973, OXFORD B ECON STAT, V35, P173; LARSON A, 1987, 6 INT C FOR AN BUS P; LEACH E, 1951, J ROYAL ANTHR I, V81, P24; LEVISTRAUSS C, 1949, ELEMENTARY STRUCTURE; LEWYN T, 1981, BUSINESS WEEK   0218, P126; LYLES M, 1987, COLUMBIA J WORLD BUS, V18, P79; MALINOWSKI B, 1926, CRIME CUSTOM SAVAGE; MAUSS M, 1954, GIFT FORMS FUNCTIONS; MCGRATH RG, 1992, J BUS VENTURING, V7, P115; MOROSINI P, 1998, J INT BUS STUD, V29, P137; NADLER D, 1995, DISCONTINUOUS CHANGE; NAROLL R, 1970, AM ANTHROPOL, V72, P1227; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PARKS RW, 1967, J AM STAT ASSOC, V62, P500; PENNINGS J, 1993, J MANAGEMENT STU MAR, P261; PINTO B, 1986, J INT ECON, V20, P377; POLANYI K, 1947, COMMENTARY, V13, P109; POLANYI K, 1957, GREAT TRANSFORMATION; PORTER M, 1990, COMPETITIVE ADVANTAG; PORTER ME, 1986, COMPETITION GLOBAL I, P15; PRYOR F, 1977, ORIGINS EC COMP STUD; ROOT F, 1988, COOPERATIVE STRATEGI; ROOT F, 1994, ENTRY STRATEGIES INT; SAHLINS M, 1960, ESSAYS SCI CULTURE; SAUNDERS RJ, 1983, TELECOMMUNICATIONS E; SETHI SP, 1986, CALIF MANAGE REV, V28, P57; SHANE SA, 1992, J BUS VENTURING, V7, P29; TEECE D, 1983, GROWTH INT BUSINESS; THUNELL L, 1977, POLITICAL RISKS INT; TSE DK, 1988, J MARKETING, V52, P81; TUNG RL, 1984, CALIF MANAGE REV, V26, P62; WEISS SE, 1993, ORGAN SCI, V4, P269; WILLIAMSON O, 1975, MARKETS HIERARCHIES; WITHERED J, 1980, ANTITRUST B      SPR, P217	75	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				281	304			24	Business; Management	131YZ	ISI:000076604000004
J	Katrishen, FA; Scordis, NA			Economics of scale in services: A study of multinational insurers	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PROPERTY-LIABILITY; GLOBAL STRATEGIES; PERFORMANCE; INDUSTRY; INTERNATIONALIZATION; KNOWLEDGE; FIRMS; RISK	This study investigates whether multinational insurers achieve economics of scale. Using a time-series, cross-sectional it analyzes the relationship between expenses and output of multinational insurers. The study finds that multinational insurers achieve economies of scale only up to a point, and rather than benefitting from scale, the most internationally diverse insurers suffer diseconomies. The conclusion is that the benefits of extensive foreign acquisitions by insurers are questionable.	Temple Univ, Undergrad Int Business Program, Philadelphia, PA 19122 USA; Coll Insurance, New York, NY 10007 USA	Katrishen, FA, Temple Univ, Undergrad Int Business Program, Philadelphia, PA 19122 USA		1996, FORTUNE         0805, F21; 1997, FINANCIAL TIMES 0324, R1; *ORG EC COOP DEV, 1996, INS STAT YB; *SIGM EC REP, 1983, CHANGES INT INSURANC, V7, P1; ALOBAIDAN AM, 1995, APPL ECON, V27, P231; BAWDEN WJ, 1992, PRICE WATERHOUSE REV, V36, P38; BICKELHAUPT D, 1983, INT INSURANCE MANAGI; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BORCH K, 1990, EC INSURANCE; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAHRNES A, 1994, DATA ENVELOPMENT ANA; CAMPBELL AJ, 1994, LONG RANGE PLANN, V27, P95; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; CHOOKASZIAN DH, 1996, NATL UNDERWRITE 0212; CUMMINS JD, 1996, J BANK FINANC, V20, P1069; DOZ Y, 1978, COLUMBIA J WORLD FAL, P82; DUNNING JH, 1989, UNCTC CURRENT STUD A, V9; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; FAIRLAMB D, 1991, I INVESTOR, V25, P145; FARRELL C, 1989, BUS WEEK, V3120, P74; FIEGENBAUM A, 1990, STRATEGIC MANAGE J, V11, P197; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GLANCY S, 1996, TRENDS WORLD INSURAN; HADLEY B, 1991, REACTIONS        MAR, P42; HARDWICK P, 1993, SERV IND J, V13, P240; HARRIS SE, 1991, ORGAN SCI, V2, P263; HOYT RE, 1991, J RISK INSUR, V58, P322; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHNSTON J, 1984, ECONOMETRIC METHODS; KEEN P, 1991, SHAPING FUTURE BUSIN; KOGUT B, 1985, SLOAN MANAGEMENT FAL, P27; KURLAND OM, 1993, RISK MANAGEMENT, V40, P14; LOVELOCK CH, 1996, CALIF MANAGE REV, V38, P64; MATHE H, 1994, LONG RANGE PLANN, V27, P36; OTIS LH, 1990, NATL UNDERWRITER, V94, P25; PETERS JFM, 1993, GENEVA PAP RISK INS, V18, P107; PORTER ME, 1985, COMPETITIVE ADVANTAG; RUGMAN AM, 1981, MULTINATIONALS EC IN; SCHROATH FW, 1988, GENEVA PAP RISK INS, V13, P361; SCORDIS NA, 1997, CHANGING ROLE STATE; SKIPPER HD, 1987, J RISK INSUR, V54, P55; SKOGH G, 1982, J RISK INSUR, V49, P218; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; VICE P, 1995, CANADIAN INSURAN MAR, P28	45	13	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				305	323			19	Business; Management	131YZ	ISI:000076604000005
J	Contractor, FJ; Kundu, SK			Modal choice in a world of alliances: Analyzing organizational forms in the international hotel sector	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; ENTRY-MODE; GLOBAL STRATEGY; ECLECTIC THEORY; JOINT VENTURES; ENTERPRISE; OWNERSHIP; FRANCHISE; FIRMS	In the new management landscape, where interfirm collaborations are common, international companies today have fully owned operations and equity joint ventures, as well as non-equity alliances, which in the service sector include franchising and management service agreements. What determines the optimum choice of organizational mode? The new syncretic theory developed in this paper combines concepts from transaction costs theory, agency theory, corporate knowledge and organizational capability theories to answer this question. The paper then tests these concepts to explain the incidence of these modes in the international hotel business, using canonical discriminant analysis, as well as logistical regression using a generalized LOGIT model. The choice of "entry mode" is shown to be determined by both country or environmental variables, as well as firm-specific variables.	Rutgers State Univ, Sch Management, Piscataway, NJ 08855 USA; St Louis Univ, Sch Business & Adm, St Louis, MO 63103 USA	Contractor, FJ, Rutgers State Univ, Sch Management, Piscataway, NJ 08855 USA		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CHANDLER AD, 1992, J ECON PERSPECT, V6, P79; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; CONTRACTOR FJ, 1980, J INT BUS STUD, V11, P47; CONTRACTOR FJ, 1985, LICENSING INT STRATE; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; CONTRACTOR FJ, 1990, MANAGE INT REV, V30, P31; DOYLE JM, 1993, HONOLULU ADVERT 0724; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1981, MANAGERIAL DECISION, V2, P197; DUNNING JH, 1988, EXPLAINING INT PRODU; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FLADMOELINDQUIST K, 1995, MANAGE SCI, V41, P1238; FROST, 1991, INT COUNTRY RISK GUI; GALBRAITH CS, 1986, J ECON BEHAV ORGAN, V7, P3; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOODNOW JD, 1985, INT MARKETING REV, V2, P17; GUNST RF, 1980, REGRESSION ANAL ITS; HEDLUND G, 1990, MANAGING GLOBAL FIRM; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUBERT CJ, 1994, APPL DISCRIMINANT AN; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KIM WC, 1992, J INT BUS STUD, V23, P29; KLECKA WR, 1980, DISCRIMINANT ANAL; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; MADHOK A, 1994, ANN AIB C BOST MA; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; PEDHAZUR E, 1982, MULTIPLE REGRESSION; PETERSON B, 1990, APPL STAT-J ROY ST C, V39, P205; REYNOLDS C, 1994, STAR LEDGER     1218; ROOT FR, 1994, ENTRY STRATEGIES INT; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SHANE SA, 1996, ACAD MANAGE J, V39, P216; SHANE SA, 1996, J BUS VENTURING, V11, P73; SHARMA S, 1981, J MARKETING RES, V18, P154; TEECE DJ, 1987, COMPETITIVE CHALLENG, P185; VICERIAT P, 1993, MARKET SERVICES EURO, P365; WINTER SG, 1987, COMPETITIVE CHALLENG, P159; YIP GS, 1989, SLOAN MANAGEMENT FAL, P29; ZAJAC EJ, 1993, J MANAGE STUD, V30, P131	51	29	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				325	357			33	Business; Management	131YZ	ISI:000076604000006
J	Miller, SR; Parkhe, A			Patterns in the expansion of US banks' foreign operations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STOCK-MARKET DEVELOPMENT; UNITED-STATES; INTERNATIONAL BANKING; ORGANIZATIONAL FORMS; UNIVERSAL BANKING; DETERMINANTS; ABROAD; POLICY; FIRMS	Combining foreign direct investment theory with data on 32 countries from the Federal Reserve Board, we examined U.S. banks' patterns of foreign operations, including their levels of banking services and choice of organizational forms in host countries. Results generally supported predictions, but only in developed countries. The lack of support in rapidly growing markets of Asia and Latin America raises serious theoretical concerns, and presents fresh research opportunities into the global banking industry.	Indiana Univ, Kelley Sch Business, Dept Management, Bloomington, IN 47401 USA	Miller, SR, Indiana Univ, Kelley Sch Business, Dept Management, Bloomington, IN 47401 USA		*AM EXPR BANK, 1993, AMEX BANK REV   0222, V20; *OECD SECR, 1993, FOR DIR INV REL OECD, P31; *TASK FORC INT COM, 1991, REP SUBC FIN I SUP R; *UN CTR TRANSN COR, 1989, FOR DIR INV TRANSN C; ALIBER RZ, 1984, J MONEY CREDIT BANK, V16, P661; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BARTH JR, 1996, COMMERCIAL BANKING S; BENSTON GJ, 1994, J ECON PERSPECT, V8, P121; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BREWER TL, 1993, J INT BUS STUD, V24, P101; CAVES R, 1987, AM IND STRUCTURE CON; COHEN J, 1975, APPL MULTIPLE REGRES; CONTRACTOR FJ, 1996, DETERMINANTS MODAL C; COOPER K, 1991, J BANK FINANC, V15, P367; DEMIRGUCKUNT A, 1996, WORLD BANK ECON REV, V10, P291; DEMIRGUCKUNT A, 1996, WORLD BANK ECON REV, V10, P341; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1980, J INT BUS STUD, V11, P9; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; EYSSELL T, 1990, J BANK FINANC, V14, P179; GALIATSOS K, 1995, RES INT BUSINESS FIN, V12; GHOSHAL S, 1993, SLOAN MANAGE REV, V34, P23; GOLDBERG LG, 1980, J MONEY CREDIT BANK, V12, P630; GOLDBERG LG, 1981, J BANK FINANC, V5, P17; GOLDBERG LG, 1981, J MONEY CREDIT BANK, V13, P365; GOLDBERG LG, 1990, J INT MONEY FINANC, V9, P123; GOLDBERG LG, 1996, J BANK FINANC, V20, P745; GRAY JM, 1981, J BANK FINANC, V5, P33; GREENBAUM SI, 1995, CONT FINANCIAL INTER; GREENE WH, 1993, ECONOMETRIC ANAL; GROSSE R, 1991, J BANK FINANC, V15, P1093; GRUBEL HG, 1977, BANCA NAZ LAVO, V123, P349; HALL MJB, 1994, GLOBAL RISK BASED CA, V1; HEINKEL RL, 1992, J INT MONEY FINANC, V11, P251; HERRING RJ, 1990, J FINANC SERV RES, V4, P471; HYMER S, 1976, INT OPERATIONS NATL; JAIN AK, 1986, J INT BUS STUD, V17, P73; JAMES C, 1995, REV FINANC STUD, V8, P1209; JOHN K, 1994, J BANK FINANC, V18, P307; KUMAR PC, 1992, BUSINESS FINANCE LES; LOVELOCK CH, 1996, CALIF MANAGE REV, V38, P64; MOTE L, 1992, RES INT BUSINESS FIN, V9; MUGIONE F, 1995, FOREIGN DIRECT INVES, P23; NIGH D, 1986, J INT BUS STUD, V17, P59; SABI M, 1988, J INT BUS STUD, V19, P433; SAUNDERS A, 1994, J BANK FINANC, V18, P231; SAUNDERS A, 1994, UNIVERSAL BANKING US; SCHOLES M, 1992, TAXES BUSINESS STRAT; WAHEED A, 1995, J BANK FINANC, V19, P823; WALTER I, 1983, HDB INT BUSINESS; WALTER I, 1983, J BANK FINANC, V7, P597; WALTER I, 1988, GLOBAL COMPETITION F; WHITE H, 1980, ECONOMETRICA, V48, P817; YANNOPOULOS G, 1983, GROWTH INT BUSINESS	55	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				359	389			31	Business; Management	131YZ	ISI:000076604000007
J	Luo, YD			Timing of investment and international expansion performance in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; JOINT VENTURES; ORGANIZATIONS; ENTERPRISE; TRANSITION; CHOICE; ENTRY; FIRM	is study examines the multivariate and univariate performance effects Of timing of FDI in an emerging economy at the business unit level. A longitudinal analysis of industry-wide firm-specific data on FDI timing and foreign venture performance in China reveals that timing has a significant influence on overall, as well as on individual, aspects of venture performance. It is observed that early entrants outperform late movers in terms of local market expansion and asset turnover, whereas late movers are superior to early entrants with regard to risk reduction and accounting return during the initial period of international expansion. Factor analysis confirms that the importance of timing in affecting FDI decisions is as significant as that of internalization, ownership, or location factors.	Univ Hawaii, Coll Business Adm, Honolulu, HI 96822 USA	Luo, YD, Univ Hawaii, Coll Business Adm, Honolulu, HI 96822 USA		1997, INT BUSINESS    0302, P2; *NAT COUNC US CHIN, 1991, SPEC REP US INV CHIN; *SAS I INC, 1990, SAS STAT US GUID; ALIBER RZ, 1970, INT CORPORATION; AMIT R, 1988, ACAD MANAGE J, V31, P154; ANDERSON SP, 1994, INT ECON REV, V35, P833; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BREWER TL, 1993, J INT BUS STUD, V24, P101; BUCKLEY PJ, 1981, ECON J, V91, P75; COHEN MD, 1972, ADM SCI Q, V17, P1; COOLEY WW, 1971, MULTIVARIATE DATA AN; DAVIDSON WH, 1980, J INT BUS STUD, V12, P9; DUNNING JH, 1981, INT PRODUCTION MULTI; HANNAN MT, 1977, AM J SOCIOL, V82, P929; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KVINT V, 1994, HARVARD BUS REV, V72, P62; LAMBKIN M, 1988, STRATEGIC MANAGE J, V9, P127; LIEBERMAN MB, 1988, STRATEGIC MANAGEMENT, V9, P319; LUO Y, 1995, MANAGE INT REV, V35, P241; LUO YD, 1997, INT BUSINESS REV, V6, P337; LUO YD, 1997, ORGAN SCI, V8, P648; MASCARENHAS B, 1992, STRATEGIC MANAGEMENT, V13, P531; MCCARTHY DJ, 1993, CALIF MANAGE REV, V36, P99; MILLS DE, 1988, RAND J ECON, V19, P114; MITCHELL W, 1993, J INT BUS STUD, V24, P647; PENG MW, 1996, ACAD MANAGE REV, V21, P492; RIVOLI P, 1996, J INT BUS STUD, V27, P335; ROOT FR, 1988, INT TRADE J      FAL, P111; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SHENKAR O, 1996, ORGAN STUD, V17, P885; TEECE DJ, 1987, COMPETITIVE CHALLENG; WILLIAMS S, 1990, NEW STATESMAN SOC, V3, P12; WILLIAMSON OE, 1985, EC I CAPITALISM; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	35	18	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				391	407			17	Business; Management	131YZ	ISI:000076604000008
J	Aulakh, PS; Cavusgil, ST; Sarkar, MB			Compensation in international licensing agreements	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ENTRY MODE; OUTPUT CONTROLS; CHOICE; PROPOSITIONS; OWNERSHIP; STRATEGY	This study examines licensing agreements between independent firms based on their compensation structures. We first suggest that a licensor's ability to that or and influence foreign licensees is related to the type of compensation used in structuring relationship, Next, we identify a set of factors, related to host country conditions where the technology is licensed, stage in the technology life cycle, and licensor firm characteristics that impact the choice between different compensation structures. Empirical findings based on a survey of U.S. firms generally support the hypotheses proposed in this study.	Michigan State Univ, E Lansing, MI 48824 USA	Aulakh, PS, Michigan State Univ, E Lansing, MI 48824 USA		*US DEP COMM, 1994, SURV CURR BUS, P78; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BELLO DC, 1997, J MARKETING, V61, P22; BERGEN M, 1992, J MARKETING, V56, P1; CHO KR, 1988, MANAGE INT REV, V28, P70; CONTRACTOR FJ, 1981, INT TECHNOLOGY LICEN; CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167; CONTRACTOR FJ, 1985, LICENSING INT STRATE; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; EISEN SV, 1989, MCLEAN HOSP J, V14, P1; GENCTURK E, 1995, J INT MARKETING, V3, P11; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GRINDLEY PC, 1997, CALIF MANAGE REV, V39, P8; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KATZ ML, 1985, AM ECON REV, V75, P424; KIM WC, 1992, J INT BUS STUD, V23, P29; KOTABE M, 1996, J MARKETING, V60, P73; PADMANABHAN P, 1996, AC INT BUS ANN M BAN; TEECE DJ, 1987, TECHNOLOGY GLOBAL IN, P65; TELESIO P, 1979, FOREIGN LICENSING PO	23	1	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	2				409	419			11	Business; Management	131YZ	ISI:000076604000009
J	Chen, HM; Chen, TY			Network linkages and location choice in foreign direct investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; BUSINESS RELATIONSHIPS; SMALL FIRMS; INTERNATIONALIZATION; BIOTECHNOLOGY; DETERMINANTS; STRATEGIES; DECISION; LINKS	This paper shows that network linkage is an important determinant of location choice in foreign direct investment (FDI). Network linkages are divided into internal (intra-firm) and external (inter-firm) linkages. External linkages are further separated into strategic and relational linkages. We found that Taiwanese firms are keen on making external linkages, but are indifferent to, or incapable of, making internal linkages through FDI. Strategic linkages motivate Taiwanese FDI in the United States, while relational linkages facilitate Taiwanese FDI in Southeast Asia and China. Small firms are more sensitive to relational linkages than large firms in their choice of FDI location.	Natl Chi Nan Univ, Puli, Nantou, Taiwan; Natl Taiwan Univ, Taipei 10764, Taiwan	Chen, HM, Natl Chi Nan Univ, Puli, Nantou, Taiwan		AMIN A, 1994, GLOBALIZATION I REGI; ARORA A, 1990, J IND ECON, V38, P361; AUDRETSCH DB, 1994, LOCATION EC ACTIVITY; AUDRETSCH DB, 1996, AM ECON REV, V86, P641; BELL J, 1995, EUR J MARKETING, V29, P60; BUCKLEY P, 1976, FUTURE MULTINATIONAL; BUCKLEY P, 1988, FOREIGN DIRECT INVES; CAVES R, 1971, ECONOMICA, V56, P279; CAVES RE, 1974, REV ECON STAT, V56, P279; CHANG TL, 1992, J GLOB MARK, V6, P5; CHEN H, 1998, THUNDERBIRD INT BUSI, V40, P13; CHEN TJ, 1995, TAIWANS SMALL MEDIUM; CHIU CL, 1993, ASIAN EC J, V7, P41; COVIELLO N, 1997, INT BUSINESS REV, V6, P361; DILLON WR, 1984, MULTIVARIATE ANAL ME; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1995, J INT BUS STUD, V26, P461; DUNNING JH, 1997, ALLIANCE CAPITALISM; DUNNING JH, 1998, FOREIGN DIRECT INVES; EGAN ML, 1992, WORLD DEV, V20, P321; FUJITA M, 1995, SMALL BUS ECON, V7, P251; GILROY BM, 1993, NETWORKING MULTINATI; GOMESCASSERES B, 1997, SMALL BUS ECON, V9, P33; GROSSE R, 1996, J INT BUS STUD, V27, P139; HALLEN L, 1991, J MARKETING, V55, P29; HAMILTON G, 1996, ASIAN BUSINESS NETWO; HARRISON B, 1994, LEAN MEAN CHANGING L; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HOLM DB, 1996, J INT BUS STUD, V27, P1033; HORST T, 1972, REV ECON STAT, V54, P258; HSING Y, 1996, ENVIRON PLANN A, V28, P2241; HSING YT, 1996, WORK NETWORKS TAIWAN; HYMER S, 1976, THESIS MIT CAMBRIDGE; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1987, STRATEGIES GLOBAL CO; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1991, REV ECON STAT, V73, P401; KOHN TO, 1997, SMALL BUS ECON, V9, P45; KOJIMA K, 1973, HITOTSUB J ECON, V14, P1; LALL S, 1991, BANCA NAZ LAVO, V179, P463; LALL S, 1996, FOREIGN DIRECT INVES; LI PP, 1994, INT EXECUTIVE, V36, P147; LINDBLOM CE, 1977, POLITICS MARKETS; NEVEN D, 1996, INT J IND ORGAN, V14, P543; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OZAWA T, 1993, UN LIB TRANSNATIONAL, V11; PEDHAZUR EJ, 1982, MULTIPLE REGRESSION; PORTER ME, 1986, COMPETITION GLOBAL I; RAO CR, 1952, ADV STAT METHODS BIO; REDDING G, 1996, ASIAN BUSINESS NETWO; SCHMIDT P, 1975, INT ECON REV, V16, P471; STEVEN JP, 1972, MULTIVARIATE BEHAV R, V7, P442; WELLS L, 1983, 3 WORLD MULTINATIONA; WHEELER D, 1992, J INT ECON, V33, P57	56	29	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				445	467			23	Business; Management	128UV	ISI:000076426500001
J	Shaver, JM			Do foreign-owned and US-owned establishments exhibit the same location pattern in US manufacturing industries?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; DIRECT-INVESTMENT; SILICON VALLEY; AGGLOMERATION; DETERMINANTS; MODEL; FIRM	There are arguments to support and contradict the proposition that foreign-owned and U.S.-owned establishments exhibit similar location patterns within the United States. This paper addresses these conflicting views by comparing the location of all manufacturing establishments in the United States held by U.S. and by foreign firms. The empirical evidence indicates that the location patterns of foreign-owned and U.S.-owned establishments differ. Moreover, the most influential factor in explaining the location pattern difference is that foreign-owned establishments, compared to U.S.-owned establishments, favor coastal states. I also find evidence to suggest that foreign firms favor states with low unionization rates,low wage rates,and right to work legislation. These results are consistent with arguments that foreign establishments differ from their domestic counterparts and value location attributes differently.	NYU, Stern Sch Business, New York, NY USA	Shaver, JM, NYU, Stern Sch Business, New York, NY USA		BAGCHISEN S, 1989, ECON GEOGR, V65, P113; BARTIK TJ, 1985, J BUS ECON STAT, V3, P14; CARLTON DW, 1983, REV ECON STAT, V65, P440; CAVES RE, 1982, MULTINATIONAL ENTERP; CONOVER WJ, 1980, PRACTICAL NONPARAMET; COUGHLIN CC, 1991, REV ECON STAT, V73, P675; DUNNING J, 1992, MULTNATIONAL ENTERPR; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; ELLISON G, 1994, NBER WORKING PAPER S, V4840; FRIEDMAN J, 1992, J REGIONAL SCI, V32, P403; GLICKMAN N, 1988, INT REGIONAL SCI REV, V11, P137; GLICKMAN NJ, 1989, NEW COMPETITORS FORE; HEAD K, 1995, J INT ECON, V38, P223; HYMER SH, 1976, THESIS MIT; KMENTA J, 1986, ELEMENTS ECONOMETRIC; LIPSEY RE, 1991, ANN US ACAD POLITICA, V516, P76; LIPSEY RE, 1994, NBER WORKING PAPER S, V4927; LITTLE JS, 1978, NEW ENGL ECON REV, P43; MARIOTTI S, 1995, J INT BUS STUD, V26, P815; MARSHALL A, 1892, ELEMENTS EC IND; MCCONNELL JE, 1983, SPATIAL ANAL IND IND, P337; OHUALLACHAIN B, 1985, PROF GEOGR, V37, P155; PAPKE LE, 1991, J PUBLIC ECON, V45, P47; ROSCOE JT, 1971, J AM STAT ASSOC, V66, P755; RUSCH NE, 1983, TAX NOTES       1219, P1035; SAXENIAN A, 1994, TECHNOL REV, V97, P42; SAXENIAN AL, 1991, RES POLICY, V20, P423; SHAVER JM, 1997, STRATEGIC MANAGE J, V18, P811; SMITH DF, 1994, J URBAN ECON, V36, P23; SMITH DM, 1981, IND LOCATION EC GEOG; STORPER M, 1995, FUTURES, V27, P505; STORPER M, 1995, RES POLICY, V24, P895; ULGADO FM, 1996, MANAGE INT REV, V36, P7; WOODWARD DP, 1992, SOUTH ECON J, V58, P690	34	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				469	492			24	Business; Management	128UV	ISI:000076426500002
J	Miller, KD; Reuer, JJ			Firm strategy and economic exposure to foreign exchange rate movements	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; EXPORTERS; MARKET	This study examines the implications of differences in strategy and industry structure for firms' economic exposures to foreign exchange rate movements. In contrast with previous research using a single currency proxy, this study estimates firms' exposures using a multiple currency model. The empirical evidence from U.S. manufacturing firms indicates that 13 to 17 percent of firms are exposed to foreign exchange rate movements. Results from cross-sectional analyses reveal that foreign direct investment reduces economic exposure to foreign exchange rate movements.	Purdue Univ, Krannert Grad Sch Management, W Lafayette, IN 47907 USA; INSEAD, F-77305 Fontainebleau, France	Miller, KD, Purdue Univ, Krannert Grad Sch Management, W Lafayette, IN 47907 USA		*INT MON FUND, 1985, IFS SUPPLEMENT EXCHA; *OECD, 1993, MONTHL STAT FOR TRAD; *SAS, 1990, SAS STAT US GUID VER; *US COMM DEP, 1995, US DIR INV ABR; AMIHUD Y, 1994, EXCHANGE RATES CORPO, P49; BARTOV E, 1994, J FINANC, V44, P1755; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BODNAR GM, 1993, J INT MONEY FINANC, V12, P29; BOOTH L, 1990, J INT FINANCIAL MANA, V2, P1; CEGLOWSKI J, 1989, J INT MONEY FINANC, V8, P233; DONNELLY R, 1996, J INT BUS STUD, V27, P157; FLANNERY MJ, 1984, J FINANC, V39, P1141; FLOOD E, 1986, FINANC MANAGE, V15, P25; FOX J, 1991, REGRESSION DIAGNOSTI; FROOT KA, 1989, AM ECON REV, V79, P637; GEORGE AM, 1991, SLOAN MANAGEMENT WIN, P105; HANUSHEK EA, 1974, AM STAT, V28, P66; HODDER JE, 1982, J INT ECON, V13, P375; JACQUE LL, 1978, MANAGEMENT FOREIGN E; JORION P, 1990, J BUS, V63, P331; KHOURY SJ, 1991, RECENT DEV INT BANKI, V4, P461; KNETTER MM, 1989, AM ECON REV, V79, P198; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1983, MULTINATIONAL CORPOR, P38; KOGUT B, 1994, MANAGE SCI, V40, P123; KRUGMAN P, 1987, REAL FINANCIAL LINKA, P49; LUEHRMAN TA, 1990, J INT BUS STUD, V21, P225; LUEHRMAN TA, 1991, J INT BUS STUD, V22, P619; MANN CL, 1986, FEDERAL RESERVE B, V72, P366; MILLER KD, 1998, STRATEGIC MANAGE J, V19, P497; PORTER ME, 1990, COMPETITIVE ADVANTAG; RHOMBERG RR, 1976, INT MONETARY FUND ST, V23, P88; SUNDARAM AK, 1991, RECENT DEV INT BANKI, V4, P203; SUNDARAM AK, 1992, ACAD MANAGE REV, V17, P729; SWEENEY RJ, 1986, J FINANC, V41, P393	35	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				493	513			21	Business; Management	128UV	ISI:000076426500003
J	Hennart, JF; Larimo, J			The impact of culture on the strategy of multinational enterprises: Does national origin affect ownership decisions?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; UNITED-STATES; ENTRY-MODE; JAPANESE INVESTORS; CHOICE; SUBSIDIARIES	This paper tests the proposition that national origin affects the strategies of multinational enterprises by looking at the determinants of the choice they make between entering the United States through partially versus wholly owned subsidiaries. We pool entries into the United States made by firms based in two countries, Japan and Finland, which differ both in their cultural characteristics and in their cultural distance to the United States After carefully controlling for the known firm and industry-level determinants of subsidiary ownership strategies, we find that cultural distance between the home base of the investor and the target country (or perhaps political risk) exerts a powerful influence on ownership of subsidiaries, but cultural characteristics of the home base do not.	Univ Illinois, Urbana, IL 61801 USA; Univ Vaasa, Dept Mkt, Vaasa, Finland	Hennart, JF, Univ Illinois, Urbana, IL 61801 USA		AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGREN L, 1990, SWEDISH DIRECT INVES; AMEMIYA T, 1981, J ECON LIT, V19, P1483; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BELL J, 1996, THESIS TILBURG U NET; BENITO GRG, 1996, INT TRADE J, V10, P157; DAVIES E, 1996, 3 WORKSH INT BUS U V; ERRAMILLI M, 1996, J INT BUS STUD, V26, P225; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FERGUSON R, 1981, THESIS HARVARD U CAM; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1985, THESIS HARVARD U CAM; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1997, STRATEGIC MANAGE J, V18, P1; HLADIK K, 1985, INT JOINT VENTURES E; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JOHANSON J, 1990, INT MARKET REV, V7, P11; JONES K, 1993, COLLABORATING COMPET; KAY N, 1987, APPROACH ANAL JOINT; KENNEY M, 1993, MASS PRODUCTION; KIM J, 1991, MANAGE INT REV, V31, P123; KOGUT B, 1988, COOPERATIVE STRATEGI; KOGUT B, 1988, J INT BUS STUD, V19, P411; LARIMO J, 1992, ANN M EUR INT BUS AS; LARIMO J, 1993, ACTA WASANSIA; LARIMO J, 1993, ANN M EUR INT BUS AS; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; PISANO GP, 1989, J LAW ECON ORGAN, V5, P109; SANNARANDACCIO F, 1990, ANN M EUR INT BUS AS; SHETTY YK, 1979, MANAGE INT REV, V19, P39; STOPFORD J, 1972, MANAGING MULTINATION; TYEBJEE T, 1988, COOPERATIVE STRATEGI	38	37	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				515	538			24	Business; Management	128UV	ISI:000076426500004
J	Buckley, PJ; Casson, MC			Analyzing foreign market entry strategies: Extending the internalization approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; UNITED-STATES; PARTNER SELECTION; DIRECT-INVESTMENT; NATIONAL CULTURE; EMPIRICAL TESTS; ECLECTIC THEORY; CHOICE; FIRM; MODE	A new fully integrated analysis of the foreign market entry decision is presented, encompassing the choice between exporting, licensing, joint venturing and wholly owned foreign investment. The choice between acquisition and greenfield investment is examined, and so too are options based on subcontracting and franchising. The model extends the insights of-internalization theory, and draws on concepts from the economics of industrial organization. A special feature of the model is the distinction between investment in production facilities and investment in distribution facilities - an important practical distinction that has been overlooked in much of the international business literature. The strength of competition from indigenous rivals is emphasized as a determinant of entry strategy into both production and distribution.	Univ Leeds, Ctr Int Business Studies, Leeds LS2 9JT, W Yorkshire, England; Univ Reading, Reading RG6 2AH, Berks, England	Buckley, PJ, Univ Leeds, Ctr Int Business Studies, Leeds LS2 9JT, W Yorkshire, England		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P71; BAKEMA HG, 1996, STRATEGIC MANAGEMENT, V17, P151; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1987, MANAGE INT REV, V27, P23; BEAMISH PW, 1987, N AM PERSPECTIVES EU; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BLODGETT LL, 1992, STRATEGIC MANAGE J, V13, P475; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1979, J INT BUS STUD, V10, P9; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1983, GROWTH INT BUSINESS, P34; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI; BUCKLEY PJ, 1993, INT FIRM; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CASSON M, 1985, EC THEORY MULTINATIO; CASSON M, 1991, NEW HORIZONS INT BUS, P4; CASSON M, 1994, EC INT INVESTMENT; CAVES RE, 1971, ECONOMICA, V38, P1; CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P167; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DUBIN M, 1975, THESIS HARVARD U; DUNNING JH, 1980, J INT BUS STUD, V11, P9; FLOWERS E, 1976, J INT BUS STUD, V7, P43; FRANKO LG, 1971, JOINT VENTURE SURVIV; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GOMESCASSERES B, 1987, COLUMBIA J WORLD BUS, V22, P97; GOMESCASSERES B, 1991, J INT BUS STUD, V21, P1; GORG H, 1998, 981 TRIN COLL; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; GRAHAM EM, 1992, NEW DIRECTIONS INT B; GULATI R, 1995, ACAD MANAGE J, V38, P85; HALLEN L, 1979, ORG MARKNAD SAMHALLE, V16, P308; HARRIGAN KR, 1988, COOPERATIVE STRATEGI; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HIRSCH S, 1976, OXF EC PAP, V28, P258; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HORST T, 1972, REV ECON STAT, V54, P258; HYMER SH, 1976, THESIS CAMBRIDGE; INKPEN AC, 1994, INT BUSINESS REV, V3, P201; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KILLING JP, 1983, STRATEGIES JOINT VEN; KIM WC, 1992, J INT BUS STUD, V23, P29; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1989, J IND ECON, V38, P183; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; MEYER KEE, 1997, THESIS U LONDON; NITSCH D, 1996, MANAGE INT REV, V36, P27; PENROSE E, 1959, THEORY GROWTH FIRM; PRAHALAD CK, 1990, HARVARD BUS REV, V68, P71; ROOT FR, 1987, ENTRY STRATEGIES INT; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SHANE S, 1994, STRATEGIC MANAGE J, V15, P627; STOPFORD JM, 1972, MANAGING MULTINATION; SVENSSON R, 1996, UPPSALA U EC STUDIES, V25; TIROLE J, 1988, THEORY IND ORG; VERNON R, 1966, Q J ECON, V80, P190; WILSON B, 1980, J INT BUS STUD, V12, P59; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YIP GS, 1982, STRATEGIC MANAGE J, V3, P331; YOUNG S, 1989, INT MARKET ENTRY DEV; YU CM, 1988, J INT BUS STUD, V19, P449; ZEJAN MC, 1990, J IND ECON, V38, P349	78	51	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				539	561			23	Business; Management	128UV	ISI:000076426500005
J	Lee, TJ; Caves, RE			Uncertain outcomes of foreign investment: Determinants of the dispersion of profits after large acquisitions	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; INTERNATIONAL PRESENCE; INDUSTRY; PERFORMANCE; DIVERSIFICATION; EXPANSION; COMPANIES; SURVIVAL; CHOICES; MARKETS	When U.S. firms make large international acquisitions, the unpredicted component of their profits over the next five years increases with the relative size of the acquired firm, degree of product diversification, and reliance on R&D assets. The unpredicted component declines with the acquirer's size, experience, and previous profits. Transitory and longer-run unpredicted components are distinguished.	Govt Singapore, Minist Commun, Singapore, Singapore; Harvard Univ, Cambridge, MA 02138 USA	Lee, TJ, Govt Singapore, Minist Commun, Singapore, Singapore		*UN CTR TRANSN COR, 1988, TRANSN CORP WORLD DE; BALDWIN J, 1991, CORPORATE GLOBALIZAT, P89; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BEAMISH PW, 1988, MULTINATIONAL JOINT; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BODDEWYN J, 1983, WELTWIRTSCHAFTLICHES, V119, P345; CAVES RE, 1996, MULTINATIONAL ENTERP; CAVES RE, 1998, J EC LIT, V36; DELACROIX J, 1993, ORG THEORY MULTINATI, P105; DENIS JE, 1985, J INT BUS STUD, V16, P77; DEWENTER KL, 1995, J FINANC ECON, V37, P421; DEWENTER KL, 1995, J INT BUS STUD, V26, P843; DOUKAS J, 1988, J FINANC, V43, P1161; DRAKE TA, 1992, J JPN INT ECON, V6, P228; FATEMI AM, 1988, RECENT DEV INT BANKI, V2, P363; GOMESCASSERES B, 1988, COLUMBIA J WORLD BUS, V22, P97; GREENBERG E, 1978, AM ECON REV, V68, P241; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; HISEY KB, 1985, J INT BUS STUD, V16, P51; HORST T, 1972, REV ECON STAT, V54, P258; JOVANOVIC B, 1982, ECONOMETRICA, V50, P649; KOGUT B, 1988, COOPERATIVE STRATEGI, P169; KOGUT B, 1996, REV ECON STAT, V78, P221; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; MARKIDES CC, 1990, CYPRUS J ECONOMICS, V3, P1; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; MITCHELL W, 1993, J INT BUS STUD, V24, P647; MITCHELL W, 1994, STRATEGIC MANAGE J, V15, P555; MORCK R, 1992, J INT ECON, V33, P41; SHAPIRO D, 1983, MULTINATIONAL CORPOR, P103; SWENSON DL, 1993, FOREIGN DIRECT INVES, P255; TORNEDEN RL, 1975, FOREIGN DISINVESTMEN; VANDENBULCKE D, 1980, INVESTMENT DIVESTMEN; WILSON BD, 1980, THESIS HARVARD U; YAMAWAKI H, 1991, REV ECON STAT, V73, P294; YAMAWAKI H, 1997, MULTINATIONAL FIRMS	37	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				563	581			19	Business; Management	128UV	ISI:000076426500006
J	Mishra, CS; Gobeli, DH			Managerial incentives, internalization, and market valuation of multinational firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CORPORATE INTERNATIONAL DIVERSIFICATION; PERFORMANCE; INVESTMENT; OWNERSHIP; BENEFITS	This paper examines the role of firm technology investment, in concert with managerial incentives alignment, to explain the relative market value compared to the accounting value for a multinational firm. The results are consistent with internalization theory in that greater multinationality corresponds to a higher valuation of the firm if technology investment is high, and the impact is even greater if managerial incentives alignment is high as well. However, greater multinationality alone does not correlate to a significantly greater value, which differs from the tenets of imperfect capital markets theory.	Oregon State Univ, Coll Business, Corvallis, OR 97331 USA	Mishra, CS, Oregon State Univ, Coll Business, Corvallis, OR 97331 USA		ADLER M, 1983, J FINANC, V38, P925; AGMON T, 1977, J FINANC, V32, P1049; BREWER HL, 1981, J FINANCIAL QUANTITA, V16, P113; BUCKLEY P, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P1; BUCKLEY PJ, 1993, MANAGE INT REV, V33, P197; CASSON M, 1987, FIRM MARKET; CAVES RE, 1974, REV ECON STAT, V56, P273; COASE RH, 1937, ECONOMICA, V4, P386; DEMSETZ H, 1985, J POLIT ECON, V93, P1155; DOUKAS J, 1988, J FINANC, V43, P1161; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ERRUNZA VR, 1981, J FINANC, V36, P401; FATEMI AM, 1984, J FINANC, V39, P1325; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; HYMER S, 1976, INT OPERATIONS NATL; JACQUILLAT B, 1978, J PORTFOLIO MANAGE, V4, P8; JENSEN M, 1990, 90067 HARV BUS SCH; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1990, J POLIT ECON, V98, P225; KIM WS, 1986, J INT BUS STUD, V17, P119; MCCONAUGHY DL, 1996, FINANC MANAGE, V25, P37; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; MYERS S, 1977, J FINANCIAL EC   NOV, P147; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SMITH CW, 1992, J FINANC ECON, V32, P263; STAFFORD DC, 1989, DIRECTORY MULTINATIO; WILLIAMSON OE, 1975, MARKET HIERARCHIES; WOLF BM, 1977, J IND ECON, V26, P177	32	10	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				583	597			15	Business; Management	128UV	ISI:000076426500007
J	Butler, KC; Joaquin, DC			A note on political risk and the required return on foreign direct investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET-SEGMENTATION; MILD SEGMENTATION; EMERGING MARKET; CAPITAL-MARKET; UNITED-STATES; STOCK-PRICES; ASSET; EXPROPRIATION; INTEGRATION; ELECTION	This note analyzes the impact of political risk on investors' required return and the multinational corporation's cost of capital on foreign direct investment using the basic diversifiable-nondiversifiable dichotomy of portfolio theory. Whether or not a particular political risk affects the value of a multinational corporation th ro ugh its cost of capital depends on whether the risk is related to investors' relevant market portfolios. We provide a numerical example that illustrates the potential impact of political risk on required return.	Michigan State Univ, Dept Finance, E Lansing, MI 48824 USA; Illinois State Univ, Normal, IL 61761 USA	Butler, KC, Michigan State Univ, Dept Finance, E Lansing, MI 48824 USA		ADLER M, 1983, J FINANC, V38, P925; BACHMAN D, 1992, J INT MONEY FINANC, V11, P208; BAILEY W, 1994, J FINANC ECON, V36, P57; BAILEY W, 1995, J FINANC QUANT ANAL, V30, P541; BEKAERT G, 1995, J FINANC, V50, P403; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BREWER TL, 1983, J INT BUS STUD, V14, P147; BREWER TL, 1993, J INT BUS STUD, V24, P67; CHOI CK, 1997, THIN WALL STRUCT, V28, P1; CLARK E, 1997, J INT MONEY FINANC, V16, P477; COSSET JC, 1996, J INT BUS STUD, V26, P301; DIAMONTE R, 1996, FINANCIAL ANAL J, V52, P71; DOMOWITZ I, 1997, J FINANC, V52, P1059; ERB CB, 1996, FINANCIAL ANAL J, V52, P29; ERRUNZA V, 1985, J FINANC, V40, P105; ERRUNZA V, 1992, J BANK FINANC, V16, P949; FOERSTER SR, 1993, J INT BUS STUD, V24, P763; GEMMILL G, 1992, J BANK FINANC, V16, P211; GULTEKIN MN, 1989, J FINANC, V44, P849; HARVEY CR, 1995, REV FINANC STUD, V8, P773; JORION P, 1990, J BUS, V63, P331; KOBRIN SJ, 1979, J INT BUS STUD, V10, P67; MAHAJAN A, 1990, FINANC MANAGE, V19, P77; MINOR MS, 1994, J INT BUS STUD, V25, P177; PHILLIPSPATRICK FJ, 1989, J BANK FINANC, V13, P651; ROOT F, 1972, MULTINATIONAL ENTERP; ROSS SA, 1976, J ECON THEORY, V13, P341; SHAPIRO AC, 1978, FINANC MANAGE, V7, P7; SHARPE WF, 1964, J FINANC, V19, P425; SOLNIK B, 1974, J ECON THEORY, V11, P500; SOLNIK B, 1983, J FINANC, V38, P449; SOLNIK B, 1984, J INT BUS STUD, V15, P55; STULZ RM, 1981, J FINANC ECON, V9, P383	33	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				599	607			9	Business; Management	128UV	ISI:000076426500008
J	Peng, MW; Ilinitch, AY			Export intermediary firms: A note on export development research	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGEMENT RESEARCH; TRADING COMPANIES; MARKET; ADVANTAGE; VENTURES; EXCHANGE; AGENCY	Building on Leonidou and Katsikeas' (1996) recent review of the export development literature, we identify an important missing link in existing research: the role of export intermediaries as an organizational form connecting domestic manufacturers and foreign buyers. In response, a new research agenda drawing on the transaction cost and resource-based perspectives is advanced. This agenda focuses on why export intermediaries are selected by manufacturers in their channel choice decisions, and why some intermediaries outperform others. The paper closes with discussions of research, practice, and public policy implications.	Ohio State Univ, Columbus, OH 43210 USA; Univ N Carolina, Chapel Hill, NC 27599 USA	Peng, MW, Chinese Univ Hong Kong, Sha Tin 100083, Hong Kong		1995, ECONOMIST       0211, P55; AABY NE, 1989, INT MARKET REV, V6, P7; AMINE LS, 1987, ADV INT MARKETING, V2, P199; ANDERSON E, 1987, J MARKETING, V51, P71; AULAKH PS, 1993, J INT MARKETING, V1, P5; BARNEY J, 1991, J MANAGE, V17, P99; BELLO DC, 1985, J MARKETING, V49, P60; BELLO DC, 1995, J ACAD MARKET SCI, V23, P83; BERGEN M, 1992, J MARKETING, V56, P1; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BRASCH JJ, 1978, J INT BUS STUD, V9, P59; BREWER TL, 1993, J INT BUS STUD, V24, P101; CARLOS AM, 1992, AM ECON REV, V82, P140; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHO DS, 1987, GEN TRADING CO; COSIMANO TF, 1996, ECONOMICA, V63, P131; DENIS JE, 1990, RES GLOBAL STRATEGIC, V1, P99; GODFREY PC, 1995, STRATEGIC MANAGE J, V16, P519; HAIGH RW, 1994, COLUMBIA J WORLD BUS, V29, P66; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; HUNT SD, 1995, J MARKETING, V59, P1; ILINITCH AY, 1993, CINTRAFOR MONOGRAPH; ILINITCH AY, 1994, AC MAN BOST AUG; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KARUNARATNA AR, 1997, J INT MARKETING, V5, P11; KOJIMA K, 1984, JAPANS GEN TRADING C; KOTABE M, 1984, COLUMBIA J WORLD BUS, V19, P33; LEONIDOU LC, 1996, J INT BUS STUD, V27, P517; MAJUMDAR SK, 1995, STRATEGIC MANAGE J, V16, P353; NORTH DC, 1961, EC GROWTH US 1790 18; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PENG MW, 1998, ENTREPRENEURS AGENTS; PENG MW, 1998, SUCCESS FAILURE US E; PERRY AC, 1992, EVOLUTION US INT TRA; RANGAN VK, 1993, ORGAN SCI, V4, P454; RICKS DA, 1990, J MANAGE, V16, P219; ROOT FR, 1994, ENTRY STRATEGIES INT; ROSSON P, 1982, J INT BUS STUD, V13, P57; SARATHY R, 1985, J INT BUS STUD, V16, P101; SHARMA A, 1997, ACAD MANAGE REV, V22, P758; WEISS SE, 1993, ORGAN SCI, V4, P269; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLIAMSON OE, 1985, EC I CAPITALISM; YOSHIHARA K, 1982, SOGO SHOSHA VANGUARD	45	16	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				609	620			12	Business; Management	128UV	ISI:000076426500009
J	Phene, A; Guisinger, S			The stature of the Journal of International Business Studies	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGEMENT; INDEX	This article examines the standing of the Journal of International Business Studies (JIBS) among scholarly journals, and changes in its influence, over a 11 year period (1981 to 1991) using a variety of citation indices. We suggest that two new measures-a prestige index and a trajectory index-are helpful in assessing a journal's influence and reputation. We estimate these, as well as several standard citation measures, to gauge JIBS' progress in the recent past. We find that JIBS does well on all measures, but room for improvement remains. This article discusses options available to the editorial board to raise JIBS' prestige.	Univ Texas, Distance Learning Program, Dallas, TX 75230 USA	Phene, A, Univ Texas, Distance Learning Program, Dallas, TX 75230 USA		*PHIL I SCI INF, 1981, SOC SCI CIT IND; BLACKBURN RS, 1990, J MANAGE, V16, P279; CAVES R, 1996, MULTINATIONAL ENTERP; COE R, 1984, ACAD MANAGE J, V27, P660; CONTRACTOR F, 1997, INT EXECUTIVE, V39, P1; DUNNING J, 1993, MULTINATIONAL ENTERP; EXTEJT MM, 1990, J MANAGE, V16, P539; GARFIELD E, 1981, SOCIAL SCI CITATION, V7; GOMEZMEJIA LR, 1992, ACAD MANAGE J, V35, P921; INKPEN AC, 1994, J INT BUS STUD, V25, P703; JOHNSON JL, 1994, ACAD MANAGE J, V37, P1392; SALANCIK GR, 1986, ADMIN SCI QUART, V31, P194; SHARPLIN AD, 1985, HUM RELAT, V38, P139; STINCHCOMBE AL, 1965, HDB ORG, P153	14	7	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	3				621	631			11	Business; Management	128UV	ISI:000076426500010
J	Caves, RE			Research on international business: Problems and prospects	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITION	This paper reflects on the general problems and specific opportunities faced by contemporary research on multinational enterprise. The general problems include controlling properly for the firm's opportunities when testing the effectiveness of its policy choices, avoiding biases that result from studying surviving business units and ignoring those that disappeared; and mobilizing longitudinal data and exploiting the many census-based data sets now coming available.	Harvard Univ, Dept Econ, Cambridge, MA 02138 USA	Caves, RE, Harvard Univ, Dept Econ, Cambridge, MA 02138 USA		ADAMS C, 1997, WALL STREET J   0826, A1; ANDERSSON T, 1996, J INT BUS STUD, V27, P249; AULAKH PS, 1996, J INT BUS STUD, V27, P1005; BALDWIN JR, 1995, DYNAMICS IND COMPETI; BASANT R, 1996, REV ECON STAT, V78, P187; BIRKINSHAW J, 1996, J INT BUS STUD, V27, P467; BLONIGEN BA, 1997, AM ECON REV, V87, P447; BRAINARD S, 1997, 5958 NAT BUR EC RES; BURGMAN TA, 1996, J INT BUS STUD, V27, P553; CARROL PB, 1994, WALL STREET J   0705, A1; CARROL PB, 1994, WALL STREET J   0705, A9; CAVES RE, 1980, COMPETITION OPEN EC; CAVES RE, 1991, EUROPEAN FINANCIAL I; CAVES RE, 1996, MULTINATIONAL ENTERP; CURHAN JP, 1977, TRACING MULTINATIONA; DENECKERE R, 1985, RAND J ECON, V16, P473; FEDER BJ, 1997, NY TIMES        1125, D1; FEDER BJ, 1997, NY TIMES        1125, D4; FRANK R, 1997, WALL STREET J   1217, A1; FROOT KA, 1991, Q J ECON, V106, P1191; GLAIN S, 1997, WALL STREET J   1114, A1; GROSSE R, 1996, J INT BUS STUD, V27, P781; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HINES JR, 1996, 5589 NAT BUR EC RES; JARRETT JP, 1979, THESIS HARVARD U CAM; JAVETSKI B, 1996, BUSINESS WEEK OTHER, V7, P50; JOHNSON JL, 1996, J INT BUS STUD, V27, P981; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; LIEBERMAN MB, 1989, STRATEGIC MANAGE J, V10, P431; LIPPMAN SA, 1982, BELL J ECON, V13, P418; MACAVOY PW, 1996, FAILURE ANTITRUST RE; MOFFETT M, 1997, WALL STREET J   0122, A10; RIKER DA, 1997, 5959 NAT BUR EC RES; SULLIVAN A, 1995, WALL STREET J   0309, A1; SULLIVAN A, 1995, WALL STREET J   0309, A6; WESSON TJ, 1993, THESIS HARVARD U CAM	36	11	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				5	19			15	Business; Management	ZT444	ISI:000074088500002
J	Buckley, PJ; Casson, MC			Models of the multinational enterprise	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; JOINT VENTURES; OPTION; UNCERTAINTY; FLEXIBILITY; ECONOMICS; KNOWLEDGE; FIRM	Flexibility is identified as the hallmark of recent modelling of the multinational enterprise. The focus on flexibility is a response to the rationalization and restructuring of international business, which has occurred since the end of the "golden age" of Western economic growth. Flexibility has been sought in factor markets, intermediate product markets and market for final products. It has been sought by both governments and firms. Flexible are attracted to locations with flexible host governments This article contrasts the modern research agenda based on flexibility with the more traditional research agenda which predominates in the literature reviewed by Caves (1996).	Univ Leeds, Ctr Int Business Studies, Leeds LS2 9JT, W Yorkshire, England; Univ Reading, Reading RG6 2AH, Berks, England	Buckley, PJ, Univ Leeds, Ctr Int Business Studies, Leeds LS2 9JT, W Yorkshire, England		ALLEN L, 1996, J INT BUS STUD, V27, P633; ARPAN JS, 1997, AIB NEWSLETTER, V3, P2; BARTLETT CA, 1987, SLOAN MANAGEMENT SUM, P6; BEST MH, 1990, NEW COMPETITION I IN; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1983, GROWTH INT BUSINESS, P34; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P1; BUCKLEY PJ, 1988, J MARKETING MANAGEME, V4, P175; BUCKLEY PJ, 1993, HUM RELAT, V46, P1035; BUCKLEY PJ, 1996, HUM RELAT, V49, P1123; BUCKLEY PJ, 1996, INT J EC BUSINESS, V3, P5; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CAMPA JM, 1994, J INT BUS STUD, V25, P557; CANTWELL J, 1995, TECHNOLOGICAL INNOVA, P21; CAPEL J, 1992, EUROPEAN J POLITICAL, V8, P455; CASSON M, 1991, GLOBAL RES STRATEGY, P250; CASSON MC, 1990, ENTERPRISE COMPETITI; CASSON MC, 1991, EC BUSINESS CULTURE; CASSON MC, 1994, INT J EC BUSINESS, V1, P3; CASSON MC, 1995, ORG INT BUSINESS; CAVES RE, 1996, MULTINATIONAL ENTERP; CHI TL, 1996, J INT BUS STUD, V27, P285; DEMEZA D, 1987, J IND ECON, V35, P543; DEMPSTER MAH, 1997, MATH DERIATIVE DECUR; DIXIT A, 1994, INVESTMENTS UNCERTAI; DUNNING JH, 1977, INT LOCATION EC ACTI; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1997, ALLIANCE CAPITALISM; ERGAS H, 1987, TECHNOLOGY GLOBAL IN, P191; FRANSMAN M, 1995, JAPANS COMPUTER COMM; FUKUYAMA F, 1996, TRUST; GERINGER JM, 1989, J INT BUS STUD, V20, P235; HEDLUND G, 1993, ORG THEORY MULTINATI, P211; HIRSHLEIFER J, 1992, ANAL UNCERTAINTY INF; HOOD N, 1994, EC CHANGE E CENTRAL, P320; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KOGUT B, 1991, MANAGE SCI, V37, P19; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1994, MANAGE SCI, V40, P123; KOTTER J, 1996, LEADING CHANGE; KREPS DM, 1990, GAME THEORY EC MODEL; KRUGMAN P, 1995, DEV GEOGRAPHY EC THE; KRUGMAN P, 1996, POP INTERNATIONALISM; LALL S, 1977, FOREIGN INVESTMENT T; LOASBY BJ, 1991, EQUILIBRIUM EVOLUTIO; MARGLIN SA, 1990, GOLDEN AGE CAPITALIS; MARRIS RL, 1979, THEORY FUTURE CORPOR; MARSCHAK J, 1972, EC THEORY TEAMS; MARSHALL A, 1919, IND TRADE; MELLO AS, 1995, J INT ECON, V39, P27; MIRZA H, 1986, MULTINATIONALS GROWT; NELSON R, 1982, EVOLUTIONARY THEORY; PEARCE RD, 1992, GLOBALISING RES DEV; PORTER ME, 1990, COMPETITIVE ADV NATI; PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95; REICH RB, 1990, HARVARD BUS REV, V68, P53; RICHARDSON GB, 1960, INFORMATION INVESTME; RIVOLI P, 1996, J INT BUS STUD, V27, P335; RUGMAN AM, 1995, COMPETITIVE COOPERAT, P107; THUROW LC, 1992, HEAD HEAD COMING EC; TRIGEORGIS L, 1996, REAL OPTIONS; WU SY, 1988, PRODUCTION ENTREPREN	64	38	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				21	44			24	Business; Management	ZT444	ISI:000074088500003
J	Dunning, JH			Location and the multinational enterprise: A neglected factor?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL-TRADE; INVESTMENT; POLICY; SPACE	This article first traces the changing world economic scenario for international business over the past two decades, and then goes on to examine its implications for the location of foreign direct investment and multinational enterprise activity. It suggests that many of the explanations of the 1970s and early 1980s need to be modified as firm-specific assets have become mobile across natural boundaries. A final section of the article examines the dynamic interface between the value-added activities of multinational national enterprises in different locations.	Rutgers State Univ, Piscataway, NJ 08855 USA; Univ Reading, Reading RG6 2AH, Berks, England	Dunning, JH, Rutgers State Univ, Piscataway, NJ 08855 USA		*UNCTAD, 1995, WORLD INV REP 1995 T; *UNCTAD, 1996, INC FOR DIR INV; *UNCTAD, 1996, WORLD INV REP 1996 T; *UNCTAD, 1997, WORLD INV REP 1997 T; *UNCTC, 1988, TRANSN CORP WORLD DE; *US DEP COMM, 1997, SURV CURR BUS, P95; *WORLD B, 1997, WORLD DEV REP STAT C; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; BANDERA VN, 1968, ECON INTEGRATION, V21, P117; BEHRMAN JN, 1990, INT BUSINESS GOVT; BLAIR MM, 1995, OWNERSHIP CONTROL RE; BOOZ A, 1997, CROSS BORDER ALLIANC; BRAINARD SL, 1993, 4269 NBER; BRAUNERHJELM P, 1995, HOST COUNTRY CHARACT; CANTWELL J, 1997, 233 U READ INT INV M; CAVES R, 1982, MULTINATIONAL FIRMS; DALTON DH, 1995, GLOBALIZING IND RES; DAVID P, 1984, UNPUB HIGH TECHNOLOG; DAVIDSON W, 1970, J INT BUS STUD, V11, P9; DAVIS DR, 1997, 6093 NAT BUR EC RES; DONAHUE JD, 1996, DISUNITED STATES; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, INT TRADE J, V9, P153; DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1; DUNNING JH, 1997, ALLIANCE CAPITALISM; DUNNING JH, 1997, GOVT GLOBALIZATION I; DUNNING JH, 1997, J COMMON MARK STUD, V35, P1; DUNNING JH, 1997, J COMMON MARK STUD, V35, P189; DUNNING JH, 1998, INT FOREIGN DIRECT I; EDVINSON L, 1997, INTELLECTUAL CAPITAL; ETHIER WJ, 1986, Q J ECON, V101, P806; FLORIDA R, 1995, FUTURES, V27, P527; FUJITA M, 1996, 430 KYOT U I EC RES; GRABHER G, 1993, EMBEDDED FIRM; GROSSMAN GM, 1991, INNOVATION GROWTH GL; HAGEDOORN J, 1996, REV IND ORGAN, V11, P601; HANDY C, 1989, AGE UNREASON; HATEM F, 1997, INT INVESTMENT YEAR; HELPMAN E, 1985, MARKET STRUCTURE FOR; HORSTMANN IJ, 1992, J INT ECON, V32, P109; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KOGUT B, 1983, STATEGIC TRADE POLIC; KRUGMAN PR, 1991, GEOGRAPHY TRADE; KRUGMAN PR, 1993, REV INT EC, V1, P110; KUEMMERLE W, 1996, 960362 HARV BUS SCH; LIPSEY RG, 1997, GOVT GLOBALIZATION I; LIU SX, 1998, FOREIGN DIRECT INVES; LOREE DW, 1995, J INT BUS STUD, V26, P281; MALMBERG A, 1996, GEOGRAFISKA ANN B, V78, P85; MARKUSEN A, 1996, ECON GEOGR, V72, P293; MARKUSEN JR, 1995, 5036 NBER; MARKUSEN JR, 1995, J ECON PERSPECT, V9, P169; MASKELL P, 1996, UNPUB LOCAL EMBEDDED; MATALONI R, 1996, SURV CURR BUS, P11; MEYER K, 1998, DIRECT INVESTMENT EC; MYTELKA LK, 1996, LOCATIONAL TOURNAMEN; OHMAE K, 1995, END NATION STATE RIS; PAPANASTASSIOU M, 1997, IN PRESS MANAGEMENT, V37; PECK FW, 1996, ENVIRON PLANN A, V28, P327; PORTER ME, 1990, COMPETITIVE ADV NATI; PORTER ME, 1994, J ECON BUS, V1, P35; PORTINCASA P, 1996, MICROBIOLOGICA, V19, P85; REES D, 1997, EUROPEAN BUSINESS HD; RUIGROK W, 1995, LOGIC INT RESTRUCTUR; SCAPERLANDA AE, 1969, AM ECON REV, V59, P558; SCOTT AJ, 1996, FUTURES, V28, P391; SHAN WJ, 1997, J INT BUS STUD, V28, P267; SRINIVASAN K, 1997, IN PRESS CANADIAN J; STEWART TA, 1997, INTELLECTUAL CAPITAL; STORPER M, 1995, EUROPEAN URBAN REGIO, V2, P191; STORPER M, 1995, FUTURES, V27, P505; TAYLOR J, 1993, URBAN STUD, V30, P1209; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1974, EC ANAL MULTINATIONA; WELLS LT, 1972, PRODUCT LIFE CYCLE I; WESSON TJ, 1993, THESIS HARVARD U; WHEELER D, 1992, J INT ECON, V33, P57; WOOD A, 1993, UNPUB GIVE HECKSCHER	78	86	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				45	66			22	Business; Management	ZT444	ISI:000074088500004
J	Graham, EM			Market structure and the multinational enterprise: A game-theoretic approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Since at least the late 1950s, if has been recognized that multinational enterprises operate in imperfect markets characterized by oligopoly. The dominant "transactions-cost" theory of multinational enterprises does not wholly account fdr why this is so. The reductio ad absurdum of this theory would predict imperfect markets to be sure, but they would be monopolistic rather than oligopolistic. in this article, a simple model based on noncooperative game theory shows how oligopolistic markets can involve from monopolistic ones. Also shown is that it is neither necessary nor sufficient that a firm have lower costs than its rivals in order to have an incentive to become multinational.				*UNCTAD, 1997, WORLD INV REP 1997 T; AUMAN RJ, 1981, ESSAYS GAME THEORY; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CASSON MC, 1987, FIRM MARKET; CAVES RE, 1982, MULTINATIONAL ENTERP; CAVES RE, 1996, MULTINATIONAL ENTERP; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ENCARNATION DJ, 1987, CALIF MANAGE REV, V29, P20; FRIEDMAN JW, 1971, REV ECON STUD, V38, P1; FUDENBERG D, 1986, ECONOMETRICA, V54, P533; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; GRAHAM EM, 1990, INT TRADE J, V4, P259; GRAHAM EM, 1996, EC SYSTEMS, V20, P183; HYMER S, 1976, INT OPERATIONS NATL; JACQUEMIN A, 1989, KYKLOS, V42, P495; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KREPS DM, 1983, BELL J ECON, V14, P326; KRUGMAN PR, 1990, RETHINKING INTERNATI; LUCE RD, 1957, GAME DECISIONS; ONIDA F, 1989, REV POLITICA EC, V79, P79; SELTEN R, 1975, INT J GAME THEORY, V4, P25; TIROLE J, 1988, THEORY IND ORG; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1974, EC ANAL MULTINATIONA; VEUGELERS R, 1995, MANAGERIAL DECISION, V16, P47	25	9	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				67	83			17	Business; Management	ZT444	ISI:000074088500005
J	Ostry, S			Technology, productivity and the multinational enterprise	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		R-AND-D; SPILLOVERS	This article reviews the relevance of the transactions-costs model to the role of the firm in production and diffusion of knowledge. A revival of interest in technology, productivity and growth has generated a new empirical and theoretical literature. A review of these developments suggests that they have not yet been reflected in significant adaptation of the conventional firm-versus-market concept. Research has been severely hampered by data gaps and suggestions are made with respect to improvements in the information base. Finally technology issues are and will be of increasing significance in both domestic and international policy, and must be factored into the conceptual template of corporate strategy.				*UN C TAD DEV, 1995, WORLD INV REP 1995; *UN C TAD DEV, 1997, WORLD INV REP 1997; BASANT R, 1996, REV ECON STAT, V78, P187; BAUMOL WJ, 1993, ENTREPRENEURSHIP MAN; BRANSTETTER L, 1997, 6066 NAT BUR EC RES; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CAVES RE, 1996, MULTINATIONAL ENTERP; COE DT, 1995, EUR ECON REV, V39, P859; DUNNING JH, 1996, TRANSNATIONAL CORPOR, V5, P1; FREEMAN C, 1987, TECHNOLOGY EC PERFOR; FREEMAN C, 1994, WORK ALL MASS UNEMPL; FUNG V, 1997, FINANCIAL TIMES 1107, P12; GROSSE R, 1996, J INT BUS STUD, V27, P781; HAGEDOORN J, 1996, EC HIGH TECHNOLOGY C; HEJAZI W, 1996, 65 CAN I ADV RES TOR; KATZ ML, 1994, J ECON PERSPECT, V8, P93; KOBAK, 1997, NATL LAW J      0331, C3; MEYERKRAHMER F, 1997, UNPUB C GLOB INN SYS; MOWERY DC, 1996, 70 CAN I ADV RES PRO; NELSON RR, 1993, NATL INNOVATION SYST; OSTRY S, 1996, OECD MARKET ACCESS U; OSTRY S, 1996, TECHNONATIONALISM TE; OSTRY S, 1997, POST COLD WAR TRADIN; PORTER ME, 1990, COMPETITIVE ADV NATI; RUGMAN AM, 1993, MANAGE INT REV, P33; RUGMAN AM, 1995, DIAMOND RES GLOBAL M, V5; SAFARIAN AE, 1997, COMPETITION POLICY G; SIDDHARTHAN SN, 1997, TRANSNATIONAL CORPOR, V6, P31; SUPAPOL AB, 1995, TRANSNATIONAL CORPOR; SYKES AO, 1995, PRODUCT STANDARDS IN; WAVER L, 1997, COMPETITION POLICY G; WILLIAMSON P, 1997, HARVARD BUS REV, V5, P55	32	3	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				85	99			15	Business; Management	ZT444	ISI:000074088500006
J	Wells, LT			Multinationals and the developing countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			In Multinational Enterprise and Economic Analysis Caves provides a summary of economic research on multinationals and developing countries. Yet, for policy makers major questions remain unanswered. the gaps can be grouped into four categories: the impact of the widespread change in development strategies on multinationals, the net impact of foreign direct investment on host countries, the causes of declining tensions between developing countries and foreign investors, and links between our economic knowledge and the decisions that face private and government managers.	Harvard Univ, Grad Sch Business Adm, Cambridge, MA 02138 USA	Wells, LT, Harvard Univ, Grad Sch Business Adm, Cambridge, MA 02138 USA		ALLEN NJ, 1994, THESIS HARVARD U CAM; CAVES RE, 1996, MULTINATIONAL ENTERP; EVANS P, 1979, DEPENDENT DEV ALLIAN; GOODSELL CE, 1974, AM CORPORATIONS PERU; MAHINI A, 1988, MAKING DECISIONS MUL; RHEE YW, 1989, EXPORT CATALYSTS LOW; WELLS LT, TITLE ANANNOUNCED; WELLS LT, 1994, ASIA AFRICA LEGACIES	8	14	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				101	114			14	Business; Management	ZT444	ISI:000074088500007
J	Rugman, AM; Verbeke, A			Multinational enterprises and public policy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		FOREIGN DIRECT-INVESTMENT; CORPORATION; KNOWLEDGE; FIRM	The interaction between governments and multinational enterprises is analyzed using a new conceptual framework. This captures the key aspects of Richard Caves' "normative" and "behavioral" approaches to the literature, but also develops a more contemporary "strategic" approach. Our framework uses insights from the resource-based theory if the firm to analyze managerial aspects of multinational enterprises and public policy neglected by Caves. In particular, we incorporate strategies of national responsiveness.	Univ Oxford, Templeton Coll, Oxford OX1 2JD, England; Univ Brussels, Solvay Business Sch, Brussels, Belgium	Rugman, AM, Univ Oxford, Templeton Coll, Oxford OX1 2JD, England		ALIBER RZ, 1970, INT CORPORATION, P17; BARTLETT CA, 1989, MANAGING BORDERS TRA; BEAMISH P, 1997, COOPERATIVE STRATEGI; BEHRMAN J, 1990, INT BUSINESS GOVT I; BERGSTEN CF, 1978, AM MULTINATIONALS AM; BHAGWATI J, 1988, PROTECTIONISM; BODDEWYN JJ, 1988, J INT BUS STUD, V19, P341; BODDEWYN JJ, 1994, ACAD MANAGE REV, V19, P119; BRANDER JA, 1985, J INT ECON, V18, P85; BREWER TL, 1983, J INT BUS STUD, V14, P147; BREWER TL, 1985, NEW DIRECTIONS RES M; BREWER TL, 1998, MULTINATIONAL INVEST; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CASSON M, 1987, FIRM MARKET; CAVES RE, 1982, MULTINATIONAL ENTERP; CAVES RE, 1996, MULTINATIONAL ENTERP; COASE RH, 1937, ECONOMICA, V4, P386; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; COPITHORNE LW, 1971, CANADIAN J EC, V4, P324; DCRUZ J, 1997, EUROPEAN MANAGEMENT, V15, P403; DOZ Y, 1986, STRATEGIC MANAGEMENT; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1993, GLOBALIZATION BUSINE; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1994, TRANSNATIONAL CORPOR, V3, P23; DUNNING JH, 1997, GOVT GLOBALIZATION I; EDEN L, 1985, MULTINATIONALS TRANS, P13; EDEN L, 1991, MILLENNIUM-J INT ST, V20, P197; EDEN L, 1993, TRANSNATIONAL CORPOR, V2, P31; EDEN L, 1997, TAXING MULTINATIONAL; ENCARNATION DJ, 1985, INT ORG          WIN, P147; FRUIN M, 1997, KNOWLEDGE WORKS; GERLACH M, 1992, ALLIANCE CAPITALISM; GESTRIN M, 1994, TRANSNATIONAL CORPOR, V3, P77; GESTRIN M, 1995, ORG EC COOPERATION D; GHADAR F, 1982, COLUMBIA J WORLD BUS, V13, P47; GILPIN R, 1975, US POWER MULTINATION; GILPIN R, 1987, POLITICAL EC INT REL; GLADWIN TN, 1980, MULTINATIONALS FIRE; GOLDSTEIN J, 1993, IDEAS INTERESTS AM T; GRANOVETTER M, 1992, NETWORK ORG, P22; GRIECO J, 1982, INT ORGAN, V36, P609; GROSSE R, 1980, FOREIGN INVESTMENT C; GUISINGER SE, 1985, INVESTMENT INCENTIVE; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; HENNART JF, 1982, THEORY MULTINATIONAL; HOJIMA K, 1978, DIRECT FOREIGN INVES; HUFBAUER GC, 1984, SUBSIDIES INT TRADE; HUFBAUER GC, 1992, N AM FREE TRADE ISSU; HUFBAUER GC, 1993, NAFTA ASSESSMENT; HYMER SH, 1976, THESIS MIT; JOHNSON HG, 1970, INT CORPORATION S, P33; KEOHANE RO, 1977, POWER INTERDEPENDENC; KEOHANE RO, 1984, HEGAMONY; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOBRIN SJ, 1982, MANAGING POLITICAL R; KOBRIN SJ, 1984, INT STUD QUART, V28, P329; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOJIMA K, 1973, HITOTSUB J ECON, V14, P1; KOJIMA K, 1975, HITOTSUB J ECON, V16, P1; KOJIMA K, 1985, HITOTSUB J ECON, V26, P1; KRASNER S, 1978, DEFENDING NATL INTER; KRUGMAN PR, 1986, STRATEGIC TRADE POLI; LALL S, 1973, OXFORD B ECON STAT, V35, P173; LESSARD DR, 1979, EC EFFECT MULTINATIO, P101; LUSTIG N, 1992, ASSESSING IMPACT N A; MAGEE SP, 1977, NEW INT EC ORDER, P317; MILNER HV, 1988, RESISTING PROTECTION; NIECKELS L, 1976, TRANSFER PRICING MUL; NIGH D, 1985, J INT BUS STUD, V16, P1; NONAKA I, 1995, KNOWLEDGE CREATING C; OHMAE K, 1985, TRIAD POWER COMING S; OSTRY S, 1997, POST COLD WAR TRADIN; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PORTER ME, 1995, HARVARD BUS REV, V73, P120; PORTER MG, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RUGMAN AM, 1980, MULTINATIONALS CANAD; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1985, MULTINATIONALS TRANS; RUGMAN AM, 1987, ADM PROTECTION AM; RUGMAN AM, 1990, GLOBAL CORPORATE STT; RUGMAN AM, 1991, RES GLOBAL STRATEGIC, V2, P3; RUGMAN AM, 1994, FOREIGN INVESTMENT N; RUGMAN AM, 1996, MULTINATIONAL ENTERP; RUGMAN AM, 1998, IN PRESS STRATEGIC M, V19; SAFARIAN EA, 1966, FOREIGN OWNERSHIP CA; SAFARIAN EA, 1993, MULTINATIONAL ENTERP; STOPFORD J, 1991, RIVAL STATES RIVAL F; STRANGE S, 1988, STATES MARKETS INTRO; STRANGE S, 1997, RETREAT STATE DIFFUS; TYSON LD, 1993, WHOS BASHING WHOM TR; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1971, SOVEREIGNTY BAY MULT; VERNON R, 1991, MILLENNIUM-J INT ST, V20, P191; VOGEL D, 1995, TRADING CONSUMER ENV; VOGEL D, 1997, AM REV CANADIAN STUD, V27, P271; WESTNEY DE, 1993, ORG THEORY MULTINATI, P53; YOFFIE D, 1993, FREE TRADE FIRMS GOV	101	8	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. 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J	Morosini, P; Shane, S; Singh, H			National cultural distance and cross-border acquisition performance	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		SUSTAINED COMPETITIVE ADVANTAGE; ORGANIZATIONAL CULTURES; CORPORATE ACQUISITION; HORIZONTAL MERGERS; FIRM; STRATEGIES; INNOVATION; RESOURCE; ISSUES	Previous theoretical research has argued that national cultural distance hinders cross-border acquisition performance by increasing the costs of integration. This article tests the alternative hypothesis that national cultural distance enhances cross-border acquisition performance by providing access to the target's and/or the acquirer's diverse set of routines and repertoires embedded in national culture. Using a multi-dimensional measure of national cultural distance and controlling for other effects, we examine a sample of 52 cross-border acquisitions that took place between 1987 and 1992. and find a positive association between national cultural distance and cross-border acquisition performance.	MIT, Sloan Sch Management, Cambridge, MA 02139 USA; Univ Penn, Wharton Sch, Philadelphia, PA 19104 USA			1997, ECONOMIST       0104, P21; ACHTMEYER W, 1988, MERGERS ACQUISITIONS, V23, P37; BALLOUN J, 1990, MCKINSEY Q, V4, P90; BARNEY J, 1991, J MANAGE, V17, P99; BARNEY JB, 1986, ACAD MANAGE REV, V11, P656; BOURGOIN H, 1989, AFRIQUE MALADE MANAG; BROSSARD M, 1974, SOCIOL TRAV, V4, P402; BUONO AF, 1985, HUM RELAT, V38, P477; CARTWRIGHT S, 1993, ACADEMY MANAGEMENT E, V7, P57; CAVES RE, 1982, MULTINATIONAL ENTERP; CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P267; CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P319; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; DATTA DK, 1991, STRATEGIC MANAGE J, V12, P281; ECKBO BE, 1983, J FINANC ECON, V11, P241; FIOL M, 1991, J MANAGE, V17, P191; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; HASPESLAGH P, 1991, MANAGING ACQUISITION; HEALEY P, 1994, ACQUISITIONS MONTHLY; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1990, ADMIN SCI QUART, V35, P286; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KITCHING J, 1967, HARVARD BUS REV, V45, P84; KOGUT B, 1988, J INT BUS STUD, V19, P411; KREACIC V, 1986, PUBLIC ENTERPRISE, V6, P121; KUSEWITT JB, 1985, STRATEGIC MANAGE J, V6, P151; LANE H, 1990, MANAGE INT REV, P87; LINCOLN JR, 1981, ADM SCI Q, V26, P93; LUBATKIN M, 1983, ACAD MANAGE REV, V8, P218; MARELLI M, 1994, FINANZA IMPRESE MERC, V3, P113; MAZEN AMM, 1987, STRATEGIC MANAGE J, V8, P403; MCGRATH RG, 1992, J BUS VENTURING, V7, P441; MORAN R, 1980, REFERENCE MANUAL DOI; MOROSINI P, 1994, EUROPEAN MANAGEMENT, V12, P390; MOROSINI P, 1994, THESIS U PENNSYLVANI; MOROSINI P, 1998, MANAGING CULTURAL DI; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; OUCHI WG, 1980, ADM SCI Q, V25, P129; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PETTIGREW AM, 1979, ADM SCI Q, V24, P570; PORTER M, 1980, COMPETITIVE; PURSELL G, 1990, WORLD BANK ECON REV, V4, P103; PUTNAM RD, 1993, MAKING DEMOCRACY WOR; RAPPAPORT A, 1979, HARVARD BUS REV, V57, P99; REGNER P, 1996, SWEDISH MERGERS ACQU; SALTER M, 1979, DIVERSIFICATION ACQU; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHANE S, 1993, J BUS VENTURING, V8, P59; SHANE S, 1995, J INT BUS STUD, V26, P47; SHANE SA, 1992, J BUS VENTURING, V7, P29; SHELTON LM, 1988, STRATEGIC MANAGEMENT, V9, P279; SHRIVASTAVA P, 1986, J BUS STRAT, V7, P65; SINGH H, 1987, STRATEGIC MANAGE J, V8, P377; STILLMAN R, 1983, J FINANC ECON, V11, P225; WILLIAMSON OE, 1981, J ECON LIT, V19, P1537; WOO CY, 1992, STRATEGIC MANAGE J, V13, P433	57	49	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				137	158			22	Business; Management	ZT444	ISI:000074088500009
J	Schuler, RS; Rogovsky, N			Understanding compensation practice variations across firms: The impact of national culture	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HUMAN-RESOURCE MANAGEMENT; PERFORMANCE; VALUES; COUNTRIES; SYSTEMS	With operations spread worldwide, firms that find themselves competing in a global marketplace are looking at the implications of the admonition, "When in Rome..." This raises the question: "Do cultures of countries have an impact on the generally accepted methods of managing human resources?" The answer to this question is the focus of this article. By developing culture-specific propositions for four categories of compensation practices based on status, performance, social benefits and programs, and employee ownership plans, we seek to determine the extent to which Hofstede's four dimensions of culture are associated with specific compensation practices. Support is found for most of the propositions. The implications of the finding for the management of human resources by multinational firms are discussed.	New York Univ, Stern Sch Business, New York, NY 10003 USA; Calif State Univ Hayward, Sch Business & Econ, Dept Management & Finance, Hayward, CA 94542 USA	Schuler, RS, New York Univ, Stern Sch Business, New York, NY 10003 USA		1992, PRIORITIES COMPETITI; *INT SOC SURV PROG, 1989, ISSP 1989 WORK OR; ADLER NJ, 1997, INT DIMENSIONS ORG B; ARTHUR JB, 1992, IND LABOR RELAT REV, V45, P488; BADAWAY MR, 1979, ANN M AC MAN AUG ATL; BARNEY J, 1991, J MANAGE, V17, P99; BECK BEF, 1995, ORG CULTURE; BREWSTER C, 1994, J INT BUS STUD, V25, P1; BREWSTER C, 1994, POLICY PRACTICE EURO; BROWN MP, 1996, ANN M AC MAN AUG CIN; CHAMPION DJ, 1970, BASIC STAT SOCIAL RE; DENISON DR, 1995, ORGAN SCI, V6, P204; DORFMAN PW, 1988, ADV INT COMP MANAGEM; DOZ Y, 1986, HUM RESOURCE MANAGE, V25, P55; EARLEY PC, 1994, ADMIN SCI QUART, V39, P89; EVANS P, 1992, HUMAN RESOURCE PLANN, V15, P85; FLORKOWSKI GW, 1994, INT J HUM RESOUR MAN, V5, P827; GLEISSER M, 1996, PLAIN DEALER    0601, C1; GREENE RJ, 1995, ACA J, V6, P24; GRIFFETH RW, 1980, ANN M AC MAN AUG DET; HAIRE M, 1966, MANAGERIAL THINKING; HENDRY C, 1992, VET FOR C MULT CO HU; HENNART JF, 1982, THEORY MULTINATIONAL; HOFSTEDE G, 1976, J APPL PSYCHOL, V61, P148; HOFSTEDE G, 1980, APPL PSYCHOL WORK BE, P126; HOFSTEDE G, 1988, ORGAN DYN, V15, P4; HOFSTEDE G, 1991, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HUSELID MA, 1995, ACAD MANAGE J, V38, P635; ICHNIOWSKI C, 1993, EFFECTS HUMAN RESOUR; JACKSON SE, 1995, ANNU REV PSYCHOL, V46, P237; JAEGER AM, 1986, ACAD MANAGE REV, V11, P178; KLUCKHOLN FR, 1961, VARIATIONS VALUE ORI; KOCHAN TA, 1994, MUTUAL GAINS ENTERPR; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LUTHANS F, 1993, J INT BUS STUD, V24, P741; MACDUFFIE JP, 1995, IND LABOR RELAT REV, V48, P197; NEWMAN KL, 1996, J INT BUS STUD, V27, P753; PFFEFER J, 1994, COMPETITIVE ADVANTAG; PIEPER R, 1990, HUMAN RESOURCE MANAG; PUFFER SM, 1993, EUROPEAN MANAGEMENT, V11, P473; PUNNETT BJ, 1992, INT BUSINESS; REDDING G, 1976, BASIC PROBLEMS CROSS; ROGOVSKY N, 1996, THESIS U PENNSYLVANI; RONEN S, 1977, COLUMBIA J WORLD BUS, V12, P89; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHNEIDER SC, 1986, HUMAN RESOURCE MANAG, V27, P133; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SCHULER RS, 1984, HUMAN RESOURCE MANAG, V23, P241; SCHULER RS, 1994, J HUMAN RESOURCE MAN, V4, P717; SCHULER RS, 1996, BUSINESS HORIZON MAY, P55; SCHULER RS, 1996, HDB INT MANAGEMENT R, P351; SCHULER RS, 1996, HUMAN RESOURCE MANAG; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, V25; SCHWARTZ SH, 1995, J CROSS CULT PSYCHOL, V26, P92; SHACKLETON VJ, 1990, J CROSS CULT PSYCHOL, V21, P109; SIROTA D, 1971, HARVARD BUS REV, V49, P53; SLOCUM JW, 1993, ORG CHANGE REDESIGN; SPARROW P, 1994, INT J HUM RESOUR MAN, V5, P267; SPARROW P, 1995, COMPETITION CHANGE C; SPARROW P, 1995, EUROPEAN HUMAN RESOU; TRIANDIS HC, 1994, CULTURE SOCIAL BEHAV; TROMPENAARS F, 1993, RIDING WAVES CULTURE; WILKINS AL, 1983, ADMIN SCI QUART, V28, P468; ZHU CJ, 1994, HUMAN RESOURCE PLANN, V17, P1	66	42	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				159	177			19	Business; Management	ZT444	ISI:000074088500010
J	Lin, XH; Germain, R			Sustaining satisfactory joint venture relationships: The role of conflict resolution strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DISTRIBUTION CHANNELS; PERFORMANCE; ALLIANCES; PARTNER; POWER; CHINA; LDCS	The paper presents a conceptual framework that links international joint venture context (cultural similarity, relative power, and relationship age) and partners' conflict resolution strategies to satisfaction. Special attention is paid to the mediation effect of conflict resolution behavior on the linkage from context to satisfaction. The framework is assessed empirically using a sample of U.S. and Chinese joint venture managers in China.	Oklahoma State Univ, Stillwater, OK 74078 USA			*BUS INT CORP, 1987, COMP ALL SUCC CROSS; *NAT COUNC US CHIN, 1987, US JOINT VENTURES CH; *US CHIN BUS COUNC, 1990, SPEC REP US INV CHIN; ANDERSON E, 1989, MARKET SCI, V8, P310; BEAMISH PW, 1984, THESIS U W ONTARIO; BEAMISH PW, 1985, COLUMBIA J WORLD FAL, P57; BEAMISH PW, 1987, J INT BUSINESS S SUM, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BOYLE BA, 1995, J BUS RES, V32, P189; BRISLIN RW, 1973, CROSS CULTURAL RES M; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; CADOTTE ER, 1979, RES MARKETING, V2, P127; CAMPBELL NCG, 1988, J MARKETING, V52, P49; CULLEN JB, 1995, J INT BUS STUD, V26, P91; DABHOLKAR P, 1994, J ACAD MARKET SCI, V22, P130; DWYER FR, 1980, J RETAILING, V56, P45; DWYER FR, 1987, J MARKETING, V51, P11; DWYER RF, 1981, J MARKETING, V45, P104; DYMSZA WA, 1988, COOPERATIVE STRATEGI, P403; FAGRE N, 1982, J INT BUS STUD, P9; FRAZIER GL, 1984, J MARKETING, V48, P43; FRIEDMANN WG, 1971, JOINT INT BUSINESS V; GANESAN S, 1993, J MARKETING RES, V30, P183; GERINGER JM, 1988, JOINT VENTURE PARTNE; GERINGER JM, 1991, J INT BUS STUD, P249; GRAY B, 1997, COOPERATIVE STRATEGI, P57; HALLEN L, 1991, J MARKETING, V55, P29; HARRIGAN KR, 1990, J MANAGE STUD, V27, P417; HATFIELD E, 1979, SOCIAL EXCHANGE DEV, P99; HU MY, 1996, J BUS RES, V35, P165; JOHNSON JL, 1996, J INT BUS STUD, V27, P981; KILLING JP, 1982, HARVARD BUSINESS MAY, P120; KILLING JP, 1983, STRATEGIES JOINT VEN; KIM HJ, 1991, CROSS CULTURAL INTER, P213; LANE HW, 1990, MANAGE INT REV, V30, P87; LEE C, 1995, J INT BUS STUD, V26, P637; MADHOK A, 1995, J INT BUS STUD, V26, P117; MARSH HW, 1988, PSYCHOL BULL, V103, P391; MCCROSKEY JC, 1975, HUMAN COMMUNICATION, V1, P323; OLSON LB, 1997, COOPERATIVE STRATEGI, P245; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; PARKHE A, 1991, J INT BUS STUD, V22, P579; PARKHE A, 1993, ORGAN SCI, V4, P301; PERLMUTTER HV, 1986, HARVARD BUSINESS MAR, P136; PFEFFER J, 1994, LEGALISTIC ORG, P329; PRUITT DG, 1981, NEGOTIATION BEHAV; RAHIM MA, 1983, ACAD MANAGE J, V26, P368; RING PS, 1994, ACAD MANAGE REV, V19, P90; SCHAAN JL, 1988, COOPERATIVE STRATEGI, P279; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SHAW SM, 1993, MCKINSEY Q, V4, P3; SPEKMAN RE, 1996, LONG RANGE PLANN, V29, P346; STELZER L, 1992, CHINA BUS REV, P54; THOMAS KW, 1976, HDB IND ORG PSYCHOL, P889; ZUCKER LG, 1986, RES ORGAN BEHAV, V8, P53	55	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1998	29	1				179	196			18	Business; Management	ZT444	ISI:000074088500011
J	Makhija, MV; Kim, K; Williamson, SD			Measuring globalization of industries using a national industry approach: Empirical evidence across five countries and over time	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		RESOURCE-BASED STRATEGIES; UNITED-STATES; JAPANESE MULTINATIONALS; SOURCING STRATEGIES; GLOBAL COMPETITION; TRADE; DETERMINANTS; PERFORMANCE; MARKET; FIRMS	This paper presents an objective measurement of industry globalization, Although crucial in understanding firm strategies, industry globalization has been largely subjectively measured, consisting of mostly case studies, This research develops a two-pronged measure of industry globalization based on (a) the extent of an industry's international linkages (LIT) and (b) the integration of value-added activities within the industry (IIT). In addition to providing a quantitative equivalent to Porter [1986] and Bartlett and Ghoshal's [1989] conceptual industry categorizations, this measure permits the examination of important but previously untested notions regarding globalization. Using data for chemical and manufacturing industries for five major trading nations, we find that (1) chemical industries are less global than manufacturing industries, despite high levels of FDI found in chemical industries; (2) U.S. globalization, frequently assumed to be representative of worldwide globalization of industries, is less than that of other major industrial countries; and (3) industries in both sectors are globalizing over time, consistent with the literature.	Univ Pittsburgh, Grad Sch Publ & Int Affairs, Pittsburgh, PA 15260 USA	Makhija, MV, Univ Pittsburgh, Grad Sch Publ & Int Affairs, Pittsburgh, PA 15260 USA		*ORG EC COOP DEV, 1992, GLOB IND ACT 4 CAS S; *US DEP COMM, 1988, IND OUTLOOK 1988 199; BALASSA B, 1986, OXFORD ECON PAP, V38, P220; BALASSA B, 1988, EUROPEAN EC REV, V32, P1421; BARTLETT CA, 1989, MANAGING BORDERS TRA; CARR C, 1993, STRATEGIC MANAGE J, V14, P551; CASSON M, 1986, MULTINATIONALS WORLD; CAVES RE, 1981, OXFORD ECON PAP, V33, P203; CHANDLER AD, 1986, COMPETITION GLOBAL I; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; CHO KR, 1990, J INT BUS STUD, V21, P319; COLLIS DJ, 1991, STRATEGIC MANAGE J, V12, P49; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; CVAR MR, 1984, THESIS HARVARD BUSIN; DUNNING JH, 1980, J INT BUS STUD, V11, P9; ENCARNATION D, 1986, COMPETITION GLOBAL I; FLAHERTY MT, 1986, COMPETITION GLOBAL I; FRANKE RH, 1991, STRATEGIC MANAGE J, V12, P165; GREENAWAY D, 1986, EC INTRAINDUSTRY TRA; GRUBEL HG, 1975, INTRAINDUSTRY TRADE; HASSAN FMA, 1987, THESIS U PITTSBURGH; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JOHANSSON JK, 1994, STRATEGIC MANAGE J, V15, P579; KELEJIAN HH, 1981, INTRO ECONOMETRICS P; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33; KOTABE M, 1989, J INT BUS STUD, V20, P113; KOTABE M, 1990, J INT BUS STUD, V21, P383; KOTABE M, 1990, J INT BUS STUD, V21, P623; LEE YS, 1989, WELTWIRTSCH ARCH, V125, P346; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LOERTSCHER R, 1980, WELTWIRTSCHAFTLICHES, V116, P280; LUNDBERG L, 1982, WELTWIRTSCHAFTLICHES, V118, P302; MACCHARLES DC, 1987, TRADE MULTINATIONALS; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; MORRISON AJ, 1990, STRATEGIES GLOBAL IN; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; NORMAN G, 1984, WELTWIRTSCH ARCH, V120, P522; NORTH D, 1990, I I CHANGE EC PERFOR; PAGOULATOS E, 1975, WELTWIRTSCHAFTLICHES, V111, P454; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVENESS NATI; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROTH K, 1994, STRATEGIC MANAGE J, V15, P103; SWAMIDASS PM, 1993, J INT BUS STUD, V24, P671; SWAMIDASS PM, 1993, J INT BUS STUD, V24, P81; TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69; THARAKAN PKM, 1983, INTRAINDUSTRY TRADE; TOH K, 1982, WELTWIRTSCHAFTLICHES, V118, P281; VACHANI S, 1991, J INT BUS STUD, V22, P307; YIP GS, 1992, TOTAL GLOBAL STRATEG; YOSHINO MY, 1986, COMPETITION GLOBAL I	53	20	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				679	710			32	Business; Management	YU916	ISI:000071769500002
J	Lubatkin, MH; Ndiaye, M; Vengroff, R			The nature of managerial work in developing countries: A limited test of the universalist hypothesis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGEMENT THEORY; SOUTHERN-AFRICA; PUBLIC-SECTOR; STRATEGY; PERSPECTIVE; CONTEXT	Is the nature of managerial work universal such that worldwide similarities exist between the activities of managers? We measure the frequency that managers are involved with forty-four skill activities, and then test the universalist hypothesis against two competing hypotheses, situational and convergence. While we find some evidence that refutes the universalist hypothesis, overall we find surprisingly strong support for it, in that the relative frequency with which managers from one stratum of one nation are involved in various skill activities reflects the relative frequency with which managers from other strata within the same nation, and from nations of different cultural-industrialized standing, are involved in the same activities.	Univ Connecticut, Div Int Affairs, Storrs, CT 06269 USA; Grp ESC Lyon, Lyon, France	Lubatkin, MH, Univ Connecticut, Div Int Affairs, Storrs, CT 06269 USA		*OCDE, 1986, POLITIQUE INNOVATION; *UN, 1995, HUM DEV REP 1995; *WORLD BANK, 1995, WORLD DEV REP 1995; BARTLETT CA, 1989, MANAGING BORDERS TRA; BARTLETT CA, 1991, STRATEGIC MANAGE J, V12, P5; BARTLETT CA, 1995, TRANSNATIONAL MANAGE; BERT R, 1986, STRATEGIES AFRICAN D; BJUR W, 1986, INT REV ADM SCI, V52, P397; BRINKERHOFF DW, 1985, PUBLIC ADMIN DEVELOP, V5, P145; BURGELMAN RA, 1983, ACAD MANAGE REV, V8, P61; CALORI R, 1997, IN PRESS ORG SCI, V8; CAMPBELL J, 1970, MANAGERIAL BEHAV PER; CHANDLER AD, 1986, COMPETITION GLOBAL I; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; COMPTE A, 1850, PHILOS CHEMINS PENSE; CSATH M, 1988, INT J MANPOWER, V9, P21; DESCARTES R, 1637, PHILOS CHEMINS PENSE; DOKTOR R, 1991, ACAD MANAGE REV, V16, P259; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; DRENTH PJD, 1985, MANAGING DIFFERENT C, P23; DUBY G, 1987, HIST FRANCE 1348 185; DUNLAP J, 1975, IND IND MAN RECONSID; GINZBERG A, 1988, STRATEGIC MANAGEMENT, V9, P559; GUILLAUME P, 1994, MONDE COLONIAL 19 20; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAGE J, 1987, ORG CHANGE DEV STRAT; HALL P, 1986, GOVERNING EC POLITIC; HART SL, 1992, ACAD MANAGE REV, V17, P327; HICKSON DJ, 1974, SOCIOLOGY, V8, P59; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HYDEN G, 1983, NO SHORTCUTS PROGR A; INGLEHART R, 1990, CULTURAL SHIFT ADV I; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; KERR CF, 1960, INT LABOUR REV, V72, P1; KERRIGAN JE, 1987, MANAGEMENT TRAINING; KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33; KORNAI J, 1988, EUR ECON REV, V32, P233; KORNAI J, 1996, SOC RES, V63, P943; KURKE LB, 1983, MANAGE SCI, V29, P975; LAU AW, 1980, PUBLIC ADMIN REV, V40, P513; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LAUTER G, 1969, ACAD MANAGE J, V12, P367; LAWRENCE P, 1987, ORG ENV; LEONARD DK, 1977, REACHING PEASANT FAR; LESSEM R, 1994, EUROPEAN MANAGMENT S; MINTZBERG H, 1973, MANAGERIAL WORK; MONTGOMERY J, 1985, MANAGE REV, V26, P82; MONTGOMERY J, 1985, REG TRAIN COUNC SO A; MONTGOMERY J, 1986, PUBLIC ADMIN DEVELOP, V6, P211; MONTGOMERY J, 1986, PUBLIC ADMIN REV, V46, P407; MONTGOMERY JD, 1986, J DEV AREAS, V21, P15; MORSE J, 1979, ACAD MANAGE J, V21, P23; NEGHANDI AR, 1985, MANAGING DIFFERENT C, P69; NONAKA I, 1994, ORGAN SCI, V5, P14; PEARCE JL, 1991, ACAD MANAGEMENT EXEC, V5, P75; PERRY JL, 1988, ACAD MANAGE REV, V13, P182; PUTNAM R, 1993, MAKING DEMOCRACY WOR; REDDING SG, 1994, ORGAN STUD, V15, P323; REGER RK, 1992, STRATEGIC MANAGE J, V13, P189; ROUSSEAU JJ, 1777, CONTRAT SOCIAL; SORGE A, 1990, INT J HUM RESOUR MAN, V1, P141; TOKES R, 1984, PROBL COMMUNISM, V33, P1; VENGROFF R, 1987, COUNTRY TRAINING PLA; VENGROFF R, 1990, PUBLIC ADM Q, V4, P353; VENGROFF R, 1991, PUBLIC ADMIN DEVELOP, V11, P95; WHITLEY R, 1992, EUROPEAN BUSINESS SY	66	12	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				711	733			23	Business; Management	YU916	ISI:000071769500003
J	Erramilli, MK; Agarwal, S; Kim, SS			Are firm-specific advantages location-specific too?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; ENTRY-MODE CHOICE; JOINT VENTURES; UNITED-STATES; MONOPOLISTIC ADVANTAGES; ECLECTIC THEORY; SERVICE FIRMS; MULTINATIONALS; INVESTMENT; OWNERSHIP	Much of the research on the role of firm-specific advantages on firms' subsidiary ownership preferences has been undertaken in the context of advanced-country multinationals, specifically U.S, MNCs. Research has found that U.S. firms derive ownership advantages from their size, experience, and technological and marketing superiority, Perhaps having operated in the most-developed and sophisticated home market, many U.S. firms generate unique skills that give them absolute advantage over firms in almost all foreign host locations, Developing-country MNCs do not have absolute ownership advantages similar to those of the U.S. firms, The relevance of a particular firm-specific characteristic for a developing-country MNC may be contingent not only upon the home-country characteristics, as in the case of U.S. MNCs, but also upon host-country characteristics. This study investigates the subsidiary ownership preferences among Korean MNCs and finds that the influence of three firm-specific advantages-technological intensity, product differentiation and capital intensity-on subsidiary ownership levels is contingent upon whether the subsidiary is located in a relatively less-developed or a more-developed country as compared to the home country, Although some authors have suggested that the influence of firm-specific advantages may be contingent upon the characteristics of both home-and host-country locations, empirical investigations to this effect have been nonexistent.	Nanyang Technol Univ, Nanyang Business Sch, Singapore 2263, Singapore; Nanyang Technol Univ, Leadership & Management Program, Singapore 2263, Singapore; Iowa State Univ, Ames, IA 50011 USA	Erramilli, MK, Nanyang Technol Univ, Nanyang Business Sch, Singapore 2263, Singapore		1996, ECONOMIST       0910, P45; *BANK KOR, 1991, CHRON STAT REC FOR D; *BUS ENV RISK INT, 1990, POL RISK IND; *INT MON FUND, 1991, INT FIN STAT; *KOR INV SERV INC, 1991, FIN STAT KOR CO; AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BELSLEY DA, 1980, REGRESSION DIAGNOSTI; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1990, J INT BUS STUD, V21, P657; CASSON MC, 1987, FIRM MARKET; CAVES RE, 1982, MULTINATIONAL ENTERP; CAVES RE, 1986, COMPETITION GLOBAL I; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DIAZALEJANDRO CF, 1977, MULTINATIONALS SMALL; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1988, J INT BUS STUD, V19, P9; DUNNING JH, 1988, MUTLINATIONALS TECHN; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1995, J INT BUS STUD, V26, P461; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FUJITA M, 1990, CTC REPORTER, V30, P37; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GIDDY IH, 1982, NEW THEORIES MULTINA, P55; HARRISON B, 1994, LEAN MEAN CHANGING L; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HYMER SH, 1960, THESIS MIT; ITAKI M, 1991, J INT BUS STUD, V22, P445; JO SH, 1981, MULTINATIONALS DEV C, P53; JUN YW, 1995, CORPORATE STRATEGIES; KIM WC, 1992, J INT BUS STUD, V23, P29; KIM WS, 1987, J INT BUS STUD, V19, P53; KINDLEBERGER CP, 1984, MULTINATIONAL EXCURS; KOGUT B, 1988, J INT BUS STUD, V19, P411; KUMAR K, 1984, J INT BUS STUD, V15, P45; LALL S, 1980, OXFORD ECON PAP, V32, P102; LALL S, 1982, ECON J, V92, P668; LALL S, 1983, NEW MULTINATIONALS S; LECRAW DJ, 1993, J INT BUS STUD, V24, P589; LEE C, 1995, J INT BUS STUD, V26, P637; NAISBITT J, 1994, GLOBAL PARADOX BIGGE; NETER J, 1990, APPL LINEAR STAT MOD; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; PORTER ME, 1990, COMPETITIVE ADVANTAG; SCHROATH FW, 1993, J INT BUS STUD, V24, P277; SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419; STEERS RM, 1989, CHAEBOL KOREAS NEW I; STOPFORD JM, 1972, MANAGING MULTINATION; TALLMAN SB, 1990, MANAGE INT REV, V30, P299; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; WELLS LT, 1983, 3 WORLD MULTINATIONA; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YU CM, 1988, J INT BUS STUD, V19, P449	59	15	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				735	757			23	Business; Management	YU916	ISI:000071769500004
J	Pedersen, T; Thomsen, S			European patterns of corporate ownership: A twelve-country study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		SHAREHOLDERS; COSTS; FIRM	A number of qualitative studies have shown striking international differences in corporate governance systems. This paper presents a quantitative analysis of ownership structures among the hundred largest companies in twelve European countries, The existence of a highly significant nation effect is confirmed, Further statistical analysis indicates that the nation effect is partly explained by institutional differences.	Copenhagen Business Sch, Dept Int Econ & Management, Copenhagen, Denmark	Pedersen, T, Copenhagen Business Sch, Dept Int Econ & Management, Copenhagen, Denmark		1991, TOP 500 OSTERREICHS; *IMD WORLD EC FOR, 1992, WORLD COMP REP; *OECD, 1992, INT DIR INV POL TREN; AGRESTI A, 1990, CATEGORICAL DATA ANA; BAUMS T, 1994, I INVESTORS CORPORAT; BAUMS T, 1996, CORPORATE GOVERNANCE; BHIDE A, 1994, HARVARD BUSINESS NOV, P129; BREALEY RA, 1995, PRINCIPLES CORPORATE; CAVES RE, 1982, MULTINATIONAL ENTERP; CHANDLER A, 1990, SCALE SCOPE DYNAMICS; CHARKHAM JP, 1994, KEEPING GOOD CO STUD; COASE RH, 1937, ECONOMICA, V4, P386; DEMSETZ H, 1985, J POLIT ECON, V93, P1155; DONALDSON G, 1983, DECISION MAKING TOP; FAMA EF, 1983, J LAW ECON, V26, P327; FELDENKIRCHEN W, 1988, CONCENTRATION PROCES; FRANKO LG, 1976, EUROPEAN MULTINATION; GREENS, 1991, HANDOGEN DANSK ERHVE; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HAIR JF, 1995, MULTIVARIATE DATA AN; HANSMANN H, 1988, J LAW ECON ORGAN, V4, P267; HENNART JF, 1991, NATURE TRANSNATIONAL; HIRSCHMAN AO, 1970, EXIT LOYALTY VOICE; HOFSTEDE G, 1984, ASIA PACIFIC J MANAG, V1, P81; HOLDERNESS CG, 1988, J FINANC ECON, V20, P317; HOLMSTROM B, 1989, HDB IND ORG, V1; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1989, HARVARD BUS REV, V67, P61; LANTTO R, 1990, OWNERS POWER FINLAND; LEVYLEBOYER M, 1980, MANAGERIAL HIERARCHI; NORTH DC, 1990, I I CHANGE EC PERFOR; POHL H, 1982, GERMAN YB BUSINESS H; PORTER ME, 1992, HARVARD BUS REV, V70, P65; PRENTICE DD, 1993, CONT ISSUES CORPORAT; PROWSE S, 1995, FINANCIAL MARKETS I, V4, P1; PUTTERMAN L, 1993, J COMP ECON, V17, P243; ROE MJ, 1991, COLUMBIA LAW REV, V91, P10; ROE MJ, 1994, I INVESTORS CORPORAT; RYDQVIST K, 1992, OXFORD REV ECON POL, V8, P45; SAFARIAN RE, 1966, FOREIGN OWNERSHIP CA; SEKELY WS, 1988, J INT BUS STUD, V19, P87; SHEPHERD WG, 1989, STRUCTURE EUROPEAN I; SHLEIFER A, 1986, J POLIT ECON, V94, P461; SHLEIFER A, 1997, J FINANC, V52, P737; STIGLITZ JE, 1985, J MONEY CREDIT BANK, V17, P133; STONEHILL A, 1990, NATIONALOKONOMISK TI, P79; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21; THOMSEN S, 1996, MANAGE INT REV, V36, P149; TRICKER RI, 1994, INT CORPORATE GOVERN; TUNER L, 1971, INVISIBLE EMPIRES; VENON R, 1971, SOVEREIGNTY BAY; WALTER I, 1993, KIELER VORTRAGE NEUE, V132, P1; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1996, MECH GOVERNANCE; ZECKHOUSER RJ, 1990, ASYMMETRIC INFORMATI	55	19	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				759	778			20	Business; Management	YU916	ISI:000071769500005
J	Tse, DK; Pan, YG; Au, KY			How MNCs choose entry modes and form alliances: The China experience	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; JOINT VENTURES; INTERNATIONAL PRODUCTION; ECLECTIC THEORY; CHOICE; INVESTMENT; LOCATION; JAPANESE; MARKET; FIRMS	This study examines two dimensions of firms' foreign market entry strategy: mode of entry and formation of alliances. Based on the existing literature, we propose a model that describes how host country-, home country- and industry-specific factors affect foreign firms' decisions on how they enter the market and whether they will enter with a partner firm or not. The model also describes how operation-related factors, i.e., the location and the level of local government, affect these decisions. Seven major hypotheses were tested using a longitudinal sample of 2,998 foreign business activities in China between 1979 and 1993. Our sample consists of foreign investing firms from the U.S., Europe, Japan, and other Asian countries. By choosing China as a host country, the study offers insights into how firms of different regional groups adapted their strategies to a changing host environment.	Chinese Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong; Chinese Univ Hong Kong, Chinese Management Res Ctr, Hong Kong, Hong Kong; Chinese Univ Hong Kong, Int Business Dept, Hong Kong, Hong Kong; Univ Oregon, Int Business Dept, Eugene, OR 97403 USA	Tse, DK, Chinese Univ Hong Kong, Dept Mkt, Hong Kong, Hong Kong		1995, WORLD INVESTMENT REP; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; AUSTER ER, 1987, COLUMBIA J WORLD BUS, V33, P3; AVISHAI B, 1991, HARVARD BUS REV, V69, P102; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1989, MANAGE INT REV, V29, P57; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BROUTHERS KD, 1996, INT BUSINESS REV, V5, P377; BROUTHERS LE, 1990, COLUMBIA J WORLD FAL, P5; BUCKLEY P, 1994, INT BUS REV, V3, P71; CANTWELL JA, 1990, 139 U READ DEP EC; CAVES RE, 1982, MULTINATIONAL ENTERP; CZINKOTA MR, 1993, INT MARKETING; DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1985, WORLDS LARGEST IND E; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EITEMAN DK, 1990, COLUMBIA J WORLD BUS, V25, P59; ELI M, 1990, JAPAN INC GLOBAL STR; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FERDOWS K, 1988, COLUMBIA J WORLD FAL, P15; FRANKO LG, 1976, EUROPEAN MULTINATION; FRANKO LG, 1983, THREAT JAPANESE MULT; FRANKO LG, 1987, COLUMBIA J WORLD BUS, V23, P39; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERLACH ML, 1992, ALLIANCE CAPITALISM; GLOBERMAN S, 1988, COLUMBIA J WORLD BUS, V23, P41; GROW RF, 1986, COLUMBIA J WORLD BUS, V21, P49; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HENDRYX SR, 1986, COLUMBIA J WORLD SPR, P361; HENDRYX SR, 1986, HARVARD BUSINESS JUL, P75; HENNART JF, 1991, MANAGE SCI, V37, P483; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; KLEIN S, 1990, J MARKETING RES, V27, P196; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEVY B, 1988, COLUMBIA J WORLD SPR, P43; LYNCH R, 1990, EUROPEAN BUSINESS ST; MILJUS RC, 1990, COLUMBIA J WORLD WIN, P49; MOURDOUKOUTAS P, 1993, JAPANS TURN INTERCHA; OHMAE K, 1985, TRIAD POWER COMING S; OSLAND GE, 1996, CALIF MANAGE REV, V38, P106; OZAWA T, 1974, JAPANS TECHNOLOGICAL; OZAWA T, 1979, MULTINATIONALISM JAP; PAN YG, 1996, J INT BUS STUD, V27, P929; PAN YG, 1997, STRATEGIC MANAGE J, V18, P247; PANG FE, 1985, COLUMBIA J WORLD BUS, V19, P35; PEARSON MM, 1991, JOINT VENTURES PEOPL; PETTIBONE PJ, 1991, J BUS STRAT, V12, P18; PHILLIPS CH, 1985, COLUMBIA J WORLD BUS, P53; PYE LW, 1982, CHINESE COMMERCIAL N; QUELCH JA, 1990, MARKETING CHALLENGE; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; STOPFORD J, 1985, BRITAIN MULTINATIONA; STOPFORD J, 1991, RIVAL STATES RIVAL F; SUNG YW, 1991, OTHER HONG KONG REPO; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; TSE DK, 1989, J CONSUM RES, V15, P457; TSE DK, 1994, J INT BUS STUD, V25, P537; VANHONACKER W, 1997, HARVARD BUSINESS MAR, P130; VERNON R, 1977, STORM MULTINATIONALS; VERNON R, 1991, MANAGER INT EC; VOGEL EF, 1991, 4 LITTLE DRAGONS; YIP GS, 1992, TOTAL GLOBAL STRATEG; ZHAN XJ, 1993, TRANSNATIONAL CORPOR, V2, P121; ZHANG LY, 1994, WORLD DEV, V22, P45	68	36	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				779	805			27	Business; Management	YU916	ISI:000071769500006
J	Reuber, AR; Fischer, E			The influence of the management team's international experience on the internationalization behaviors of SMEs	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MANAGERIAL DISCRETION; STRATEGIC ALLIANCES; EXPORT BEHAVIOR; TOP-MANAGEMENT; FIRM SIZE; VENTURES; PERFORMANCE; TECHNOLOGY; SUCCESS; ENTRY	Why are some small and medium-sized enterprises (SMEs) more successful in selling outside their domestic markets than are other SMEs in the same industry? Although the traditional explanation is that firms can gain valuable knowledge and resources as they become older and larger, small and young firms are not necessarily disadvantaged if they develop other mechanisms to acquire the requisite knowledge and resources, We examine the role of the management team's international experience as such a mechanism, for the internationalization of Canadian software product firms, We show that internationally experienced management teams have a greater propensity to develop foreign strategic partners and to delay less in obtaining foreign sales after start-up, and that these behaviors are associated with a higher degree of internationalization.	Univ Toronto, Joseph L Rotman Sch Management, Toronto, ON, Canada; York Univ, Schulich Sch Business, N York, ON M3J 1P3, Canada	Reuber, AR, Univ Toronto, Joseph L Rotman Sch Management, 100 Coll St, Toronto, ON, Canada		*EC DEV BOARD, 1993, GROW ENT NAT EFF; ABRAMSON NR, 1992, KEY FACTORS AFFECTIN; ANGELMAR R, 1984, AM J SMALL BUSINESS, V3, P25; BANTEL KA, 1989, STRATEGIC MANAGE J, V10, P107; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BEAMISH PW, 1993, MANAGE INT REV, V33, P121; BLOODGOOD JM, 1995, FRONTIERS ENTREPRENE, P533; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; BROOKS MR, 1982, EXPORT MANAGEMENT IN, P39; BRUSH C, 1993, FRONTIERS ENTREPRENE; BUCKLEY PJ, 1993, MANAGE INT REV, V33, P197; CALOF JL, 1994, BUSINESS Q, V59, P105; CALOF JL, 1994, J INT BUS STUD, V25, P367; CAVUSGIL ST, 1979, J INT BUS STUD, V10, P91; CAVUSGIL ST, 1981, J MARKETING RES, V18, P114; CAVUSGIL ST, 1984, J MANAGE STUD, V21, P3; CAVUSGIL ST, 1987, J BUS RES, V15, P221; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHANDLER AD, 1986, COMPETITION GLOBAL I, P405; CHANDLER GN, 1994, ENTREP THEORY PRACT, V18, P77; CHRISTENSEN CH, 1987, J INT BUS STUD, V18, P61; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, J INT BUS STUD, V19, P1; EISENHARDT KM, 1996, ORGAN SCI, V7, P136; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, ENTREPRENEURSHIP THE, V17, P29; FEESER HR, 1990, STRATEGIC MANAGE J, V11, P87; FINKELSTEIN S, 1990, ADMIN SCI QUART, V35, P484; GANIER G, 1982, EXPORT MANAGEMENT IN, P113; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HAMBRICK DC, 1984, ACAD MANAGE REV, V9, P193; HAMBRICK DC, 1987, RES ORGAN BEHAV, V9, P369; HAMBRICK DC, 1992, MANAGE SCI, V38, P1445; HAMBRICK DC, 1994, RES ORGAN BEHAV, V16, P171; HAMBRICK DC, 1995, ACAD MANAGE J, V38, P1427; JACKSON S, 1992, ADV STRATEG MANAGE, P435; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KARAFAKIOGLU M, 1986, INT MARKET REV, V3, P34; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621; MALEKSADEH AR, 1985, AM J SMALL BUSINESS, V9, P7; MANLEY J, 1994, GROWING SMALL BUSINE; MAYER C, 1973, BUSINESS Q, V38, P33; MCCAULEY CD, 1994, J APPL PSYCHOL, V79, P544; MCDOUGALL PP, 1994, J BUS VENTURING, V9, P469; MIESENBOCK KJ, 1988, INT SMALL BUSINESS J, V6, P42; MINTZBERG H, 1988, STRATEGY PROCESS CON, P532; MOHR J, 1994, STRATEGIC MANAGE J, V15, P135; OGRAM EW, 1982, EXPORT MANAGEMENT IN, P70; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PARKHE A, 1991, J INT BUS STUD, V22, P579; PERLMUTTER HV, 1969, COLUMBIA J WORLD JAN, P9; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; REID S, 1983, EXPORT PROMOTION PUB, P129; REID SD, 1981, J INT BUS STUD, V12, P101; REID SD, 1982, EXPORT MANAGEMENT IN, P18; REUBER A, 1995, ANN M AC MAN VANC BR; SIMMONDS K, 1968, BRIT J MARKET, V2, P93; SIMPSON CL, 1974, J INT BUS STUD, V5, P107; SMITH KA, 1995, ANN M AC MAN VANC BR; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; YAMAMOTO K, 1996, P INT SEM INT SMES H; YOUNG JA, 1996, J BUS RES, V35, P139	64	61	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				807	825			19	Business; Management	YU916	ISI:000071769500007
J	Czinkota, MR; Ronkainen, IA			International business and trade in the next decade: Report from a Delphi study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EDUCATION; CEOS	The globalization of business causes major changes in the business environment and in business practices. Forecasting such changes is crucial for the preparation of responses to them. This article reports on a Delphi study conducted with a global set of experts drawn from the policy, business and academic communities. Over three rounds of mailings, these experts analyzed and debated the likelihood of changes in the international business environment over the next decade and the impact of these changes on corporate practices. The findings identify key geographic areas of business growth, major sectoral transformations, shifts in the trade framework and its institution, and strategies for corporate adjustment.	Georgetown Univ, Fac Mkt & Int Business, Washington, DC 20057 USA	Czinkota, MR, Georgetown Univ, Fac Mkt & Int Business, Washington, DC 20057 USA		BALL DA, 1993, J INT BUS STUD, V24, P383; BEAMISH PW, 1989, J INT BUS STUD, V20, P553; BUCKLEY C, 1995, LIB MANAGEMENT, V7, P16; COATES JF, 1997, RES TECHNOLOGY MANAG, V1, P5; CZINKOTA MR, 1986, COLUMBIA J WORLD BUS, V4, P71; CZINKOTA MR, 1986, J INT BUS STUD, V17, P127; CZINKOTA MR, 1992, MARKETING MANAGEMENT, V1, P36; DANIELS JD, 1991, J INT BUS STUD, V22, P177; DELBECQ AL, 1975, GROUP TECHNIQUES PRO, P83; DUNNING JH, 1995, J INT BUS STUD, V26, P461; HOFFMAN RC, 1994, J INT BUS STUD, V25, P625; INKPEN AC, 1994, J INT BUS STUD, V25, P703; KWOK CCY, 1994, J INT BUS STUD, V25, P605; LINSTONE A, 1975, DELPHI METHOD TECHNI; NAISBITT J, 1990, MEGATRENDS 2000; SCHOEMAKER PJH, 1993, STRATEGIC MANAGE J, V14, P193; WHEELER DR, 1988, INT MARKET REV, V4, P34; WRIGHT RW, 1994, J INT BUS STUD, V25, P687	18	6	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				827	844			18	Business; Management	YU916	ISI:000071769500008
J	Barkema, HG; Vermeulen, F			What differences in the cultural backgrounds of partners are detrimental for international joint ventures?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; NATIONAL CULTURE; ECONOMIC-GROWTH; FOREIGN ENTRY; SERVICE FIRMS; MANAGEMENT; MARKETS; IMPACT; SUBSIDIARIES; PERFORMANCE	An international joint venture implies that a firm has to cooperate with a partner with a different cultural background. In this study, hypotheses about which differences in national culture are most disruptive for international joint ventures were developed and tested using Hofstede's five dimensions. The study focused on how these dimensions affect the survival of international joint ventures, as well as their incidence relative to wholly owned subsidiaries. The hypotheses were tested on longitudinal data about 828 foreign entries of twenty-five Dutch multinationals in seventy-two countries between 1966 and 1994. The database, which spans almost three decades, was also used to provide new evidence on a key assumption of Hofstede's work: that cultural values are stable over time.	Tilburg Univ, Ctr Int Management Studies, NL-5000 LE Tilburg, Netherlands	Barkema, HG, Tilburg Univ, Ctr Int Management Studies, NL-5000 LE Tilburg, Netherlands		ADLER NJ, 1986, J MANAGE, V12, P295; AGARWAL S, 1992, 1992 AIB ANN M BRUSS; BAIRD IS, 1990, MANAGE INT REV, V30, P53; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARKEMA HG, 1997, ACAD MANAGE J, V40, P426; BEAMISH PW, 1989, MANAGE INT REV, V29, P57; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; CHANDY PR, 1994, J INT BUS STUD, V25, P715; DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GOODNOW JD, 1972, J INT BUS STUD, V3, P33; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; HENNART JF, 1991, MANAGE SCI, V37, P483; HICKSON DJ, 1996, ADMIN SCI QUART, V41, P217; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, CROSS CULTURAL CONTR, P389; HOFSTEDE G, 1985, J MANAGE STUD, V22, P347; HOFSTEDE G, 1988, ORGAN DYN, V16, P5; HOFSTEDE G, 1989, EUROPEAN MANAGEMENT, V7, P390; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; KIM KI, 1990, ACAD MANAGE J, V33, P188; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1989, J IND ECON, V38, P183; LANE C, 1989, MANAGEMENT LABOUR EU; LEBAS M, 1986, J MANAGE STUD, V23, P259; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LI JT, 1991, J INT BUS STUD, V22, P209; LI JT, 1995, STRATEGIC MANAGE J, V16, P333; LOREE DW, 1995, J INT BUS STUD, V26, P281; MITCHELL W, 1994, STRATEGIC MANAGE J, V15, P555; NORDSTROM KA, 1991, INT PROCESS SEARCHIN; OHMAE K, 1985, TRIAD POWER COMING S; OREILLY AJF, 1991, DIRECTORS BOARDS, V15, P9; PENNINGS JM, 1994, ACAD MANAGE J, V37, P608; READ R, 1993, THESIS STANFORD U; REDDING SG, 1994, ORGAN STUD, V15, P323; ROBERTS KH, 1984, RES ORG BEHAV; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROSTEN KA, 1991, CALIF MANAGE REV, V33, P88; SCHEIN EH, 1985, ORG CULTURE LEADERSH; SCHNEIDER SC, 1989, ORGAN STUD, V10, P149; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SOETERS J, 1988, ACCOUNT ORG SOC, V13, P75; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; STOPFORD JM, 1972, MANAGING MULTINATION; TAI LST, 1988, MANAGE INT REV, V28, P5; TRIANDIS HC, 1982, HUM ORGAN, V41, P86; WOOD P, 1991, ACAD MANAGEMENT BEST, P115; YEH RS, 1995, J INT BUS STUD, V26, P655	56	57	JOURNAL INT BUSINESS STUDIES	WASHINGTON	GEORGETOWN UNIV, PROF THOMAS L BREWER, EDITOR, 3240 PROSPECT ST, NW, WASHINGTON, DC 20007 USA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	4				845	864			20	Business; Management	YU916	ISI:000071769500009
J	Anand, J; Kogut, B			Technological capabilities of countries, firm rivalry and foreign direct investment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; ENTRY; INVESTORS	Studies on foreign direct investment (FDI) have concentrated on sectoral effects, but rarely on country patterns, In this paper, we use U.S. Department of Commerce data to identify the largest country shares of new FDI entries into the U.S. and the technological motivations for their investments, Based on the technological intensities of major investing countries in manufacturing industries, we conclude that technological industries attract a disproportionate share of FDI entries, However, the acquisition of U.S. technology is not a major motivation, The findings indicate that industry rivalry is an important dimension to understanding FDI.	UNIV PENN,WHARTON SCH,PHILADELPHIA,PA 19104	Anand, J, UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA		ACS ZJ, 1989, ECONOMICA, V56, P255; ALMEKIDA P, 1994, UNPUB LOCALIZATION K; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BRAINARD SL, 1993, NATL BUR EC RES, V4583; BRANDER J, 1983, J INT ECON, V15, P313; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CAVES R, 1974, ECONOMICA, V41, P176; CAVES R, 1986, COMPETITION GLOBAL I; CAVES R, 1996, EC ANAL MULTINATIONA; CHOW GC, 1960, ECONOMETRICA, V28, P591; DIXIT A, 1980, ECON J, V90, P95; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1988, EXPLAINING INT PRODU; EVANS W, 1992, BORDER CROSSINGS DOI; FREEMAN C, 1987, TECHNOLOGY POLICY EC; FROST T, 1996, THESIS MIT; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; GRAHAM EM, 1995, FOREIGN DIRECT INVES; GROSSMAN GM, 1990, AM ECON REV, V80, P796; HAUSMAN J, 1984, ECONOMETRICA, V52, P909; HELPMAN E, 1985, MARKET STRUCTURE FOR; HENNART JF, 1993, MANAGE SCI, V39, P1054; HORST T, 1974, HOME ABROAD STUDY DO; HYMER SH, 1976, INT OPERATIONS NATL; JAFFE AB, 1993, Q J ECON, V108, P577; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1990, CRAFOORD LECT, V2; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1994, LARGEST FOREIGN MULT; KOGUT B, 1996, REV ECON STAT, V79, P221; KRUGMAN PR, 1991, GEOGRAPHY TRADE; MORCK R, 1991, J BUS, V64, P165; NELSON RR, 1982, EVOLUTIONARY THEORY; NELSON RR, 1993, NATL SYSTEMS INNOVAT; PATEL P, 1991, J INT BUS STUD, V22, P1; SCHMALENSEE R, 1989, HDB IND ORG; SHAN WJ, 1997, J INT BUS STUD, V28, P267; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YU CM, 1988, J INT BUS STUD, V19, P449	39	27	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				445	465			21	Business; Management	YC414	ISI:A1997YC41400001
J	Dyer, B; Song, XM			The impact of strategy on conflict: A cross-national comparative study of US and Japanese	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		D-MARKETING INTERFACE; HIGH-TECHNOLOGY FIRMS; MANAGEMENT-PRACTICES; UNITED-STATES; PERFORMANCE; AMERICAN; CULTURE; MULTINATIONALS; INDIVIDUALISM; COLLECTIVISM	An empirical test of 290 U.S. and 653 Japanese managers, using the Miles and Snow typology, provides a cross-national examination of strategy's impact on conflict, Results substantially support tbe study's predictions and indicate that firms should: (1) monitor their conflict handling mechanisms; (2) emphasize integrative approaches; and (3) appropriately use formalization for conflict handling. Despite a convergence of management practices globally, findings indicate that considerable differences still exist between U.S. and Japanese firms.	MICHIGAN STATE UNIV,ELI BROAD GRAD SCH MANAGEMENT,E LANSING,MI 48824	Dyer, B, OHIO UNIV,ATHENS,OH 45701		*EIA DEP PUBL AFF, 1994, EL IND ASS 1994 TRAD; ABRAMSON NR, 1993, J INT BUS STUD, V24, P575; ANDERSON JC, 1982, J MARKETING RES, V19, P453; ANSOFF HI, 1965, CORPORATE STRATEGY; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; BARCLAY DW, 1991, J MARKETING RES, V28, P145; BARKER J, 1988, J MANAGE STUD, P167; BARNEY JB, 1986, ACAD MANAGE REV, V11, P656; BEARDEN WO, 1982, J MARKETING RES, V19, P425; BEECHLER S, 1994, J INT BUS STUD, V25, P467; BENTLER PM, 1980, ANNU REV PSYCHOL, V31, P419; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BLAKE RR, 1964, MANAGERIAL GRID; BURKE R, 1970, ORGAN BEHAV HUM PREF, V5, P393; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; CONANT JS, 1987, HLTH CARE MANAGEMENT, V12, P65; CONANT JS, 1990, STRATEGIC MANAGE J, V11, P365; DILLMAN DA, 1978, MAIL TELEPHONE SURVE; DOYLE P, 1992, J INT BUS STUD, V23, P419; DYER B, 1995, P ANN C AC MARK SCI, V18, P126; ETZIONI A, 1961, COMP ANAL COMPLEX OR; FIELD KJ, 1995, ENTERPRISE STATE S K; GERBING DW, 1988, J MARKETING RES, V25, P186; GERSTENFELD A, 1980, RES MANAGE, V23, P30; GRAY JL, 1988, ORG BEHAV CONCEPTS A; GUPTA AK, 1985, J PROD INNOVAT MANAG, V2, P12; HAGE J, 1967, SOCIAL CHANGE COMPLE; HALL RH, 1991, ORG STRUCTURE PROCES; HOFFMAN RC, 1994, J INT BUS STUD, V25, P625; HOFSTEDE G, 1980, ORGAN DYN, V9, P42; JAWORSKI BJ, 1993, J MARKETING, V57, P53; JORESKOG K, 1993, LISREL 8 GUIDE PROGR; JUN JS, 1995, PUBLIC ADMIN REV, V55, P125; KATZ D, 1978, SOCIAL PSYCHOL ORG; KATZENBACH JR, 1993, WISDOM TEAMS; KERLINGER FN, 1986, F BEHAVIORAL RES; KEYS JB, 1984, ACAD MANAGE REV, V9, P342; KIM WC, 1993, J INT BUS STUD, V24, P419; KIRKLAND RI, 1992, FORTUNE, V125, P60; KOTABE M, 1990, J MARKETING, V54, P19; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; MACDOWALL J, 1984, J PROD INNOVAT MANAG, V2, P165; MAKIN JH, 1994, AM ENTERPRISE    MAY, P151; MANU FA, 1992, J INT BUS STUD, V23, P333; MCCANN JE, 1981, HDB ORG DESIGN, V2, P60; MCKEE DO, 1989, J MARKETING, V53, P21; MILES RE, 1978, ORG STRATEGY STRUCTU; MILES RH, 1980, MACRO ORG BEHAVIOR; MISAWA M, 1987, COLUMBIA J WORLD BUS, V22, P9; MORRIS MH, 1994, J INT BUS STUD, V25, P65; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OLSON EM, 1995, J MARKETING, V59, P48; OUCHI WG, 1981, THEORY Z; PARRY ME, 1993, J PROD INNOVAT MANAG, V10, P4; PASCALE RT, 1990, MANAGING EDGE SMARTE; PORTER ME, 1980, COMPETITIVE STRATEGY; QUINN JB, 1977, SLOAN MANAGE REV, V19, P21; RAHIM A, 1979, PSYCHOL REP, V44, P1323; RAHIM MA, 1983, ACAD MANAGE J, V26, P368; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; RUEKERT RW, 1987, STRATEGIC MANAGE J, V8, P233; SONG X, 1991, PDMA P, P49; SONG X, 1993, J ACAD MARKET SCI, V21, P125; SONG X, 1993, RES TECHNOLOGY M JUL, P32; SONG XM, 1992, J PROD INNOVAT MANAG, V9, P91; SONG XM, 1995, IEEE T ENG MANAGE, V42, P360; THOMAS KW, 1974, THOMASKILMANN CONFLI; THOMAS KW, 1975, ACAD MANAGE J, V18, P741; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TSE DK, 1988, J MARKETING, V52, P81; YANG CY, 1984, HARVARD BUS REV, V62, P172; YOSHINO MY, 1968, JAPANS MANAGERIAL SY; ZAHRA SA, 1990, J MANAGE, V16, P751	73	22	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				467	493			27	Business; Management	YC414	ISI:A1997YC41400002
J	Liang, N; Parkhe, A			Importer behavior: The neglected counterpart of international exchange	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; INDUSTRIAL-PRODUCTS; PURCHASING MANAGERS; DECISION-MAKING; PERFORMANCE; INFORMATION; STRATEGY; SUPPLIER; CHOICE; DETERMINANTS	International exchange is a two-sided coin, involving exporters and importers. However, a systematic search of the academic literature reveals a striking imbalance: while exporter behavior has been extensively studied, importer behavior remains a largely neglected area of study, even though importers are playing an ever more important (often dominant) role in consummating trade transactions. In this article, we assert that this neglect stems from two critical - but flawed - assumptions. The first is that exporters are the driving force behind international trade transactions, and tbe second is that importers follow the neoclassical economics theory of ''rational choice'' in international sourcing. We offer an integrated exporter/importer decision framework, a critical review and synthesis of extant studies of importer behavior, and suggestions for future research directions. Evidence shows that much international exchange is better conceptualized as buyer-coordinated importing rather than producer-initiated exporting. Furthermore, the revealed behavior of importers is different from what can be expected of them from the rational choice paradigm, and is messier than what is commonly assumed of them in the export management literature. From a cognitive perspective, our study also suggests that there may exist a fundamental behavioral difference between domestic and IB decisionmaking.	INDIANA UNIV,GRAD SCH BUSINESS,DEPT MANAGEMENT,BLOOMINGTON,IN	Liang, N, LOYOLA COLL,SELLINGER SCH BUSINESS & MANAGEMENT,DEPT STRATEG & ORG STUDIES,BALTIMORE,MD		1989, CHAIN STORE AGE  OCT, P71; ARNOLD U, 1989, MANAGE INT REV, V29, P14; AULAKH PS, 1993, J INT MARKETING, V1, P5; AXINN CN, 1988, INT MARKETING REV, V16, P111; BAMGBOYE ED, 1992, IND MARKET MANAG, V21, P181; BETTMAN JR, 1979, INFORMATION PROCESSI; BIROU L, 1993, INT J PURCHASING MAT, P28; BLAU PM, 1968, AM J SOCIOL, V73, P453; BODDEWYN J, 1985, MANAGE INT REV, V25, P133; BORCHERDING K, 1984, RES PERSPECTIVES DEC; BRADLEY P, 1989, PURCHASING      0720, P52; BUNN MD, 1993, J MARKETING, V57, P38; BUSCH H, 1988, INT J PHYS DISTRIB, V18, P1; CADDICK JR, 1987, J PURCHASING MAT MAN, P17; CALOF JL, 1994, J INT BUS STUD, V25, P367; CARTER JR, 1990, J PURCHASING MAT MAN, V26, P2; CAVUSGIL ST, 1987, IND MARKETING PURCHA, V2, P19; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CAYER S, 1988, PURCHASING      0915, P98; CAYER S, 1989, PURCHASING      1012, P49; CHETTY SK, 1993, INT MARKET REV, V10, P26; CUNNINGHAM MT, 1973, EUR J MARKETING, V7, P189; CUNNINGHAM MT, 1980, EUR J MARKETING, P322; CYERT RM, 1963, BEHAVIORAL THEORY FI; CZINKOTA MR, 1986, J INT BUS STUD, V17, P127; DENG S, 1995, J BUS RES, V32, P41; DICHTER E, 1973, IND MARKETING, P14; DIMAGGIO P, 1992, NETWORKS ORG STRUCTU, P118; DOWST S, 1987, PURCHASING      0625, P52; ELLRAM LM, 1991, INT J PHYS DISTRIB, V21, P12; ELLRAM LM, 1991, MANAGE DECIS, V29, P38; FAWCETT SE, 1992, INT J PHYS DISTRIB, V22, P3; FORD D, 1984, IND MARKET MANAG, V13, P101; FREAR CR, 1992, INT J PURCHASING MAT, P2; FREAR CR, 1995, J BUSINESS IND MARKE, V10, P59; GEERTZ C, 1978, AM ECON REV, V68, P28; GHYMN K, 1983, J ACAD MARKETING SCI, V11, P340; GHYMN K, 1993, INT MARKET REV, V10, P4; GHYMN KI, 1993, J ASIAN BUSINESS, V9, P1; GOOLEY T, 1993, TRAFFIC MANAGEMENT, V32, A76; GRANOVETTER M, 1974, FINDING JOB STUDY CO; GRANOVETTER M, 1992, DECISION MAKING ALTE, P304; HAKANSSON H, 1975, J MARKETING RES, V12, P46; HALLEN L, 1982, J INT BUS STUD, V13, P99; HALLEN L, 1987, IND MARKETING PURCHA, V2, P22; HANAFEE PL, 1984, J PURCHASING MAT MAN, V20, P7; HIGGS R, 1993, WORLD TRAD CTR I C T; HOWARD DG, 1987, IND MARKETING PURCHA, V23, P54; JACKSON G, 1981, EUR J MARKETING, V15, P3; JOHNSTON WJ, 1996, J BUS RES, V35, P1; KAHNEMAN D, 1982, JUDGMENT UNCERTAINTY; KALE SH, 1992, J INT BUS STUD, V23, P101; KATSIKEAS C, 1992, MANAGE DECIS, V30, P12; KEOWN CF, 1985, INT MARKETING RE WIN, P48; KHANNA SR, 1986, COLUMBIA J WORLD BUS, P29; KOTABE M, 1994, J INT BUS STUD, V25, P115; KRAFT FB, 1991, INT MARKETING REV, V9, P59; KRIKELAS J, 1983, DREXEL LIBR QUART, V19, P5; KULIK CT, 1994, APPL HEURISTICS BIAS, P185; LAZO H, 1960, P AM MARKETING ASS, P258; LEONIDOU LC, 1988, EUROPEAN MANAGEMENT, V6, P262; LEONIDOU LC, 1989, EUR J MARKETING, V23, P17; LEONIDOU LC, 1995, INT BUSINESS REV, V4, P133; LI T, 1995, INT BUSINESS REV, V4, P251; LIANG N, 1995, EUR J MARKETING, V29, P37; LIANG N, 1996, INT EXECUTIVE, V38, P779; LILLIE M, 1992, INT J PHYS DISTRIB, V23, P14; MARCH JG, 1992, DECISION MAKING ALTE, P273; MCCONVILLE J, 1985, PURCHASING MANAGEMEN, P596; MCGUINNESS NW, 1981, J MARKETING, V45, P110; MIN H, 1991, INT J PURCHASING SUM, P9; MONCZKA RM, 1984, J PURCHASING MAT MAN, V20, P2; MONCZKA RM, 1991, INT J PURCHASING MAT, P2; MONCZKA RM, 1992, INT J PURCHASING FAL, P9; MONTGOMERY H, 1989, PROCESS STRUCTURE HU, P23; MORRIS MH, 1991, INT J PURCHASING MAT, P2; MUMMALANENI V, 1996, IND MARKET MANAG, V25, P115; MURRAY JY, 1995, J INT BUS STUD, V26, P181; NIFFENEGGER P, 1982, J ACADEMY MARKETING, V10, P281; OHMAE K, 1982, MIND STRATEGIST; OSHAUGNESSY J, 1992, EXPLAINING BUYER BEH; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PAYNE JW, 1976, ORGAN BEHAV HUM PREF, V16, P366; PAYNE JW, 1985, BEHAV DECISION MAKIN, P3; PAYNE JW, 1988, J EXPT PSYCHOL LEARN, V14, P534; PEARSON J, 1995, INT J PURCHASING FAL, P38; PETERSON RA, 1995, J INT BUS STUD, V26, P883; PFEIFFER J, 1988, SMITHSONIAN, V18, P145; POWELL RA, 1994, AGENCY SALES MAGAZIN, V24, P2; QUINN JB, 1994, SLOAN MANAGEMENT SUM, P43; RATCHFORD BT, 1982, MANAGE SCI, V28, P172; REICHEL J, 1988, EUR J MARKETING, V22, P31; ROBINSON PJ, 1967, IND BUYING CREATIVE; RONCHETTO JR, 1989, J MARKETING, V53, P51; ROSE RL, 1996, WALL STREET J   1220, A1; ROSE RL, 1996, WALL STREET J   1220, A11; ROSSON PJ, 1987, MANAGING EXPORT ENTR; SCULLY JI, 1994, PRODUCTION INVENTORY, V35, P39; SERINGHAUS FH, 1987, IND MARKETING PURCHA, V2, P43; SHETH J, 1973, J MARKETING, V37, P50; SIMON HA, 1978, MODELS BOUNDED RATIO, P474; SIMON HA, 1992, DECISION MAKING ALTE, P32; SNYDER MR, 1994, MODERN PLASTIC   SEP, P93; SOLOCHA A, 1990, MANAGE INT REV, V30, P371; SONDAK H, 1989, ORGAN BEHAV HUM, V44, P261; SPEKMAN RE, 1991, INT J PURCHASING WIN, P2; STIGLER GJ, 1961, J POLIT ECON, V69, P213; SVENSON O, 1989, PROCESS STRUCTURE HU, P225; SWAMIDASS PM, 1993, J INT BUS STUD, V24, P671; THORELLI HB, 1995, J BUS RES, V32, P21; TOYNE B, 1989, J INT BUS STUD, V20, P1; TRENT RJ, 1994, INT J PURCHASING FAL, P3; TVERSKY A, 1972, PSYCHOL REV, V79, P281; TVERSKY A, 1974, SCIENCE, V185, P1124; VANDERLEEST HW, 1994, SAM ADV MANAGEME AUT, P39; VYAS N, 1984, J MARKETING, V48, P30; WEBSTER FE, 1972, ORG BUYING BEHAVIOR; WHITE PD, 1979, J INT BUS STUD, V10, P81; WILSON DT, 1987, ADV CONSUM RES, V14, P323; WILSON DT, 1990, ADV TELECOMMUNICATIO, V2, P77; WIND Y, 1970, J MARKETING RES, V9, P450; WIND Y, 1980, EUR J MARKETING, V14, P239; WOODRUFF D, 1996, BUSINESS WEEK   1007, P52; YAVAS U, 1989, INT J PHYS DISTRIB, V19, P20	124	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				495	530			36	Business; Management	YC414	ISI:A1997YC41400003
J	Iyer, GR			Comparative marketing: An interdisciplinary framework for institutional analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		ORGANIZATION; STANDARDIZATION; CAPITALISM; ECONOMICS; EXCHANGE; CUSTOM; FIRMS	Institutional analysis is proposed as an alternative theoretical methodology for the study of comparative marketing systems, This paper argues that institutional analysis offers considerable potential for understanding dynamic marketing systems and for the explicit study of change, Disciplinary insights of institutional analysis are reviewed and the richness of the conceptual apparatus of comparative institutional analysis, as applied to the study of comparative marketing systems, is explicated.		Iyer, GR, CUNY BERNARD M BARUCH COLL,NEW YORK,NY 10010		ABOLAFIA MY, 1991, SOCIOECONOMICS NEW S; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1989, MARKET SCI, V8, P310; ANDERSSON P, 1992, EUR J MARKETING, V26, P47; ARNDT J, 1972, J MARKETING, V36, P40; ARNDT J, 1981, J MACROMARKETING, V1, P36; ARROW KJ, 1985, ISSUES CONT MACROECO; ARTHUR WB, 1989, ECON J, V99, P116; BARTELS R, 1968, J MARKETING, V32, P56; BARTELS R, 1983, COMP MARKETING WHOLE; BENPORATH Y, 1980, POPUL DEV REV, V6, P1; BERREFJORD O, 1993, I CHANGE THEORY EMPI; BODDEWYN J, 1969, COMP MANAGEMENT MARK; BODDEWYN JJ, 1981, J INT BUS STUD, V12, P61; BODDEWYN JJ, 1986, BUS HORIZONS, V29, P69; BOURDIEU P, 1984, DISTINCTION; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BROMLEY DW, 1989, J ECON ISSUES, V23, P735; CAMPBELL NCG, 1985, EUR J MARKETING, V19, P57; CARR JL, 1983, J LEGAL STUD, V12, P135; COLLIN SO, 1993, INT STUDIES MANAGEME, V23, P69; COSER LA, 1982, BOOKS CULTURE COMMER; COX R, 1965, MARK EC DEV P 1965 F; CUNDIFF EW, 1965, J MARKETING, V29, P53; CUTTS RL, 1992, HARVARD BUS REV, V70, P48; DAVID PA, 1985, AM ECON REV, V75, P332; DAVIS LE, 1971, I CHANGE AM EC GROWT; DENZAU AT, 1994, KYKLOS, V47, P3; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DIMAGGIO PJ, 1991, NEW I ORG ANAL; DORE R, 1983, BRIT J SOCIOL, V34, P459; DOUGLAS SP, 1987, COLUMBIA J WORLD BUS, V22, P19; EISENSTADT SN, 1980, AM J SOCIOL, V85, P840; ENSMINGER J, 1992, MAKING MARKET I TRAN; FARMER RN, 1964, CALIFORNIA MANAGEMEN, V7, P55; FISK G, 1967, MARKETING SYSTEMS IN; FOSTER GM, 1965, AM ANTHROPOL, V67, P293; GEERTZ C, 1963, PEDDLERS PRINCES; GEERTZ C, 1978, AM ECON REV, V68, P28; GEERTZ C, 1979, MEANING ORDER MOROCC; GOLDSMITH AA, 1992, PUBLIC ADMIN REV, V52, P582; GRANOVETTER M, 1992, ACTA SOCIOL, V35, P3; HAKANSSON H, 1995, DEV RELATIONSHIPS BU; HALL ET, 1976, CULTURE; HALL M, 1961, DISTRIBUTION GREAT B; HAMILTON GG, 1988, AM J SOCIOL, V94, S52; HELPER S, 1991, SLOAN MANAGE REV, V32, P15; HIMBARA D, 1994, WORLD DEV, V22, P469; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; HOFSTEDE G, 1996, ORGAN STUD, V17, P525; HU YS, 1995, CALIF MANAGE REV, V37, P73; HUTCHISON TW, 1984, J INST THEOR ECON, V140, P20; JAIN SC, 1989, J MARKETING, V53, P70; JEPPERSON RL, 1991, NEW I ORG ANAL; JOHANSON J, 1987, INT STUDIES MANAGEME, V17, P34; JOHANSSON J, 1989, ADV INT MARKETING, V3; KACKER M, 1988, J RETAILING, V64, P41; KAHNEMAN D, 1986, AM ECON REV, V76, P728; KAIKATI JG, 1993, COLUMBIA J WORLD BUS, V28, P34; KAYNAK E, 1984, COMP MARKETING SYSTE; KENNEDY JG, 1966, AM ANTHROPOL, V68, P1212; KORNAI J, 1986, EC SHORTAGE; LACROIX SJ, 1989, J LAW ECON ORGAN, V5, P211; LANDA JT, 1981, J LEGAL STUD, V10, P349; LEVITT T, 1983, HARVARD BUS REV, V61, P92; MARCH JG, 1989, REDISCOVERING I ORG; MEYER JW, 1977, AM J SOCIOL, V83, P340; MITCHELL WC, 1949, LECT NOTES TYPES EC; NORTH DC, 1973, RISE WESTERN WORLD; NORTH DC, 1987, ECON INQ, V25, P419; NORTH DC, 1990, I I CHANGE EC PERFOR; NORTH DC, 1991, J ECON PERSPECT, V5, P97; NORTH DC, 1994, AM ECON REV, V84, P359; OLIVER C, 1991, ACAD MANAGE REV, V16, P145; OLIVER C, 1992, ORGAN STUD, V13, P563; ORRU M, 1991, NEW I ORG ANAL; ORRU M, 1993, I CHANGE THEORY EMPI; PARKER PM, 1996, INSEAD WORKING PAPER; PLATTNER S, 1983, AM ANTHROPOL, V85, P848; PRELEC D, 1991, SOCIOECONOMICS NEW S; RICE G, 1996, 965 AM GRAD SCH INT; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; SCHLICHT E, 1993, J INST THEOR ECON, V149, P178; SCOTT WR, 1983, ORG ENV RITUAL RATIO; SCOTT WR, 1987, ADM SCI Q, V32, P493; SCOTT WR, 1995, I ORG; SEN A, 1983, LLOYDS BANK REV  JAN, P1; SHAPIRO SJ, 1965, SCI MARKETING; SHARMA A, 1992, J ACAD MARKET SCI, V20, P1; SHARMA DD, 1993, ADV INT MARKETING, V5; SHENKAR O, 1994, MANAGE SCI, V40, P56; SHIMAGUCHI M, 1979, COLUMBIA J WORLD BUS, V14, P32; SIMON HA, 1990, SCIENCE, V250, P1665; SMELSER NJ, 1959, EC DEV CULTURAL CHAN, V7, P173; TEECE DJ, 1986, RES POLICY, V15, P285; TEECE DJ, 1994, 949 U CAL BERK CTR R; THORELLI HB, 1990, INT MARKETING STRATE; THORELLI HB, 1996, ADV INT MARKETING, V7; TOYNE B, 1989, J INT BUS STUD, V20, P1; VEBLEN T, 1919, PLACE SCI CIVILIZATI; WESTNEY D, 1993, ORG THEORY MULTINATI; WHITLEY R, 1994, ORGAN STUD, V15, P153; WILDAVSKY A, 1987, AM POLIT SCI REV, V81, P3; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; WOOD G, 1995, INT MARKET REV, V12, P7; ZUCKER LG, 1987, ANN REV SOCIOLOGY, V13; ZUCKER LG, 1988, I PATTERNS ORG	109	6	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				531	561			31	Business; Management	YC414	ISI:A1997YC41400004
J	Chen, CJP; Cheng, CSA; He, J; Kim, J			An investigation of the relationship between international activities and capital structure	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INVESTMENT OPPORTUNITY SET; COMPENSATION POLICIES; AGENCY COSTS; CORPORATE; DIVERSIFICATION; DETERMINANTS; DIVIDEND; CHOICE; FIRM; RISK	This paper investigates tbe effect of international activities on capital structure as measured by a debt ratio. Prior studies have examined factors that affect the debt ratio for both multinational corporations (MNCs) and domestic corporations (DCs); however, the incremental explanatory power and the direct effect of the extent of international activities on capital structure have not been tested. This paper uses multiple regression analyses to add measures of international activities after controlling for measures pertinent to both MNCs and DCs. Using a sample of 18,495 observations from the Compustat Tape, we find 1) consistent with results reported by prior studies, the debt-equity ratio is negatively related to both bankruptcy costs and growth options; 2) after controlling for bankruptcy costs and growth options, MNCs have lower debt-equity ratios than DCs; 3) within the MNCs, the debt-equity ratio is positively related to the degree of internationalization, and this calls for further investigation.	UNIV HOUSTON,HOUSTON,TX 77004; CHINESE UNIV HONG KONG,SHATIN 100083,HONG KONG; UNIV ULSAN,ULSAN,SOUTH KOREA	Chen, CJP, CITY UNIV HONG KONG,HONG KONG,HONG KONG		AGMON T, 1977, J FINANC, V32, P1049; BRADLEY M, 1984, J FINANC, V39, P857; BURGMAN TA, 1996, J INT BUS STUD, V27, P553; CHENG CS, 1993, ASSESSING PROFITABIL; ETHIER WJ, 1986, Q J ECON, V101, P805; ETHIER WJ, 1990, J INT ECON, V28, P25; FATEMI AM, 1988, J BUS RES, V16, P17; FERRI MG, 1979, J FINANC, V34, P631; FRIEND I, 1988, RES FINANCE, V7, P1; GAVER JJ, 1993, J ACCOUNT ECON, V16, P125; GECZY C, 1997, IN PRESS J FINANCE; HOMAIFAR G, 1994, J BUSINESS FINANCE A, V21, P1; HUGHES JS, 1975, J FINANCIAL QUANTITA, V10, P627; JENSEN MC, 1976, J FINANC ECON, V3, P305; JENSEN MC, 1986, AM ECON REV, V76, P323; KIM WS, 1986, J INT BUS STUD, V17, P119; LEE KC, 1988, J INT BUS STUD, V19, P195; MACKIEMASON JK, 1990, J FINANC, V45, P1471; MICHEL A, 1986, J INT BUS STUD, V17, P89; MODIGLIANI F, 1958, AM ECON REV, V48, P261; MODIGLIANI F, 1963, AM ECON REV, V53, P433; MYERS SC, 1977, J FINANC ECON, V5, P147; MYERS SC, 1984, J FINANC, V39, P575; ROSS SA, 1977, BELL J ECON, V8, P75; RUGMAN AM, 1976, J INT BUS STUD, V7, P75; SENBET LW, 1979, J FINANCIAL QUANTITA, V14, P455; SHAPIRO A, 1978, J FINANCIAL QUANTITA, V13, P211; SHAPIRO AC, 1992, MULTINATIONAL FINANC; SKINNER DJ, 1993, J ACCOUNT ECON, V16, P407; SMITH CW, 1992, J FINANC ECON, V32, P263; TITMAN S, 1988, J FINANC, V43, P1	31	4	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				563	577			15	Business; Management	YC414	ISI:A1997YC41400005
J	Anand, J; Delios, A			Location specificity and the transferability of downstream assets to foreign subsidiaries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STOCK-MARKET REACTIONS; UNITED-STATES; COMPETITIVE ADVANTAGE; JOINT VENTURES; JAPANESE FIRMS; ENTRY MODE; ACQUISITIONS; DIVERSIFICATION; PERSPECTIVE; HYPOTHESIS	We investigate the effect of firm-specific advantages being 'local' in scope, and the influence of subsequent location-specific disadvantages, on the choice of foreign entry mode and subsidiary performance. To look into this issue,,ve examine Japanese FDI data from the wholesale and retail industries - two sectors that have productive activity concentrated in downstream processes and location-bound resources. Our theoretical and empirical analyses demonstrate that, in situations where required capabilities must be developed through local experience and where location-specific resources were subject to market failure, acquisition and joint venture strategies were preferred. Greenfield entries were successful in industries that permitted the offsetting of location-specific disadvantages with firm-specific advantages. From our results, rye draw implications for the entry mode literature and offer a perspective on the performance of the entry mode choice.		Anand, J, UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA		1996, ECONOMIST, V340, P71; *DAIW I RES LTD, 1996, AN GUID; *TOYO KEIZ, 1994, JAP OV INV 1994; *TOYO KEIZ, 1996, JAP CO HDB; *UNCTAD, 1996, WORLD INV REP 1996 I; *US DEP LAB, 1992, OCC EMPL STAT; ANDERSON ADM, 1995, ASIA PACIFIC J MANAG, V12, P69; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARNEY JB, 1988, STRATEGIC MANAGE J, V9, P71; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1995, LONG RANGE PLANN, V28, P26; BEAMISH PW, 1997, COOPERATIVE STRATEGI; BELDERBOS R, 1996, REV ECON STAT, V78, P214; BELL JHJ, 1996, JOINT SINGLE VENTURI; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1996, J INT BUS STUD, V27, P849; CARMEN JM, 1980, STRATEGIC MANAGEMENT, V1, P7; CAVES RE, 1971, ECONOMICA        FEB, P1; CAVES RE, 1986, COMPETITION GLOBAL I; CAVES RE, 1996, EC ANAL MULTINATIONA; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CHOWDHURY J, 1992, MANAGE INT REV, V32, P115; CHU W, 1992, INT J RES MARK, V9, P149; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAVIES K, 1995, SERV IND J, V15, P97; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1989, SERV IND J, V9, P5; DUNNING JH, 1993, MULTINATIONAL ENTERP; ENDERWICK P, 1988, MANAGERIAL DECISION, V9, P35; ENDERWICK P, 1990, CALIF MANAGE REV, V32, P22; EVANS W, 1992, BORDER CROSSINGS DOI; FRANKO LG, 1971, JOINT VENTURE SURVIV; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GREENE WH, 1997, ECONOMETRIC ANAL; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HIRSCH S, 1988, SERVICES WORLD EC GR; HIRSCH S, 1993, COALITIONS COMPETITI; HYMER SH, 1976, INT OPERATIONS NATL; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; JOHANSON J, 1977, J INT BUS STUD, V8, P22; JOHANSSON JK, 1990, SERV IND J, V10, P85; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, REV ECON STAT, V73, P401; KOH J, 1991, ACAD MANAGE J, V34, P869; KOJIMA K, 1978, DIRECT FOREIGN INVES; KOJIMA K, 1984, JAPANS GEN TRADING C; LANE HW, 1990, BUSINESS Q, V54, P62; LI JT, 1991, J INT BUS STUD, V23, P675; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MITCHELL W, 1994, ADMIN SCI QUART, V39, P575; NAYYAR PR, 1993, STRATEGIC MANAGE J, V14, P569; NELSON RR, 1982, EVOLUTIONARY THEORY; NITSCH D, 1996, MANAGE INT REV, V36, P27; PORTER ME, 1987, HARVARD BUS REV, V65, P43; SCHERER FM, 1990, IND MARKET STRUCTURE; STINHCOMBE A, 1965, HDB ORG; STOPFORD JM, 1972, MANAGING MULTINATION; SWENSON D, 1993, FOREIGN DIRECT INVES; TELSER L, 1960, J LAW ECON, V3, P34; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253; YAMAWAKI H, 1991, REV ECON STAT, V73, P294	70	28	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				579	603			25	Business; Management	YC414	ISI:A1997YC41400006
J	Bailey, JR; Chen, CC			Conceptions of self and performance-related feedback in the US, Japan and China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; REPUBLIC-OF-CHINA; INDIVIDUALISM-COLLECTIVISM; EVENT-MANAGEMENT; UNITED-STATES; HONG-KONG; ATTRIBUTION; STRATEGIES; SEEKING; CONTEXT	Effective international management requires knowledge of culturally patterned self-concepts and concomitant feedback desires, This paper argues that the cultural forces of individualism versus collectivism shape the self-concept, and by extension individual performance evaluation and feedback seeking, We present a comparative study to test the hypotheses that U.S. respondents desire success feedback (whereas Japanese and Chinese desire failure feedback), show more initiative and perceive more direct workplace feedback than do either Japanese or Chinese respondents, Strong support was found for comparisons between the U.S. and Japan, but the Chinese consistently departed from predictions, We interpret these results in terms of recent reforms in the People's Republic of China, and discuss implications of the study for international management.	NORTHEASTERN UNIV,SCH IND & BUSINESS MANAGEMENT,SHENYANG,PEOPLES R CHINA	Bailey, JR, RUTGERS STATE UNIV,FAC MANAGEMENT,PISCATAWAY,NJ 08855		*MOW INT RES TEAM, 1987, MEAN WORK; ADLER NJ, 1986, J MANAGE, V12, P295; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ASHFORD SJ, 1983, ORGAN BEHAV HUM DEC, V32, P370; ASHFORD SJ, 1991, ACAD MANAGE J, V34, P251; BAILEY JR, 1994, MANAGING EGO ENERGY, P188; BLACK JS, 1991, J INT BUS STUD, V22, P99; BOND MH, 1982, J SOC PSYCHOL, V118, P157; BOND MH, 1986, PSYCHOL CHINESE PEOP, P213; BOND MH, 1994, INDIVIDUALISM COLLEC, P66; BRADLEY GW, 1978, J PERS SOC PSYCHOL, V36, P56; CHEN CC, 1995, ACAD MANAGE J, V38, P408; CHEN CC, 1997, J CROSS CULT PSYCHOL, V28, P44; CHILD J, 1991, ADV CHINESE IND STUD, V2, P69; CHILD J, 1994, MANAGEMENT CHINA AGE; CRITTENDEN KS, 1989, SOCIOL QUART, V30, P1; CRITTENDEN KS, 1991, GENDER SOC, V5, P98; EARLEY P, 1997, DID I DO VERSUS DID; EARLEY PC, 1993, ACAD MANAGE J, V36, P271; EARLEY PC, 1994, ADMIN SCI QUART, V39, P89; EREZ MP, 1993, CULTURE SELF IDENTIT; GUDYKUNST WB, 1988, CULTURE INTERPERSONA; HALL ET, 1976, CULTURE; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HUI CH, 1986, J CROSS CULT PSYCHOL, V17, P225; HWANG KK, 1987, AM J SOCIOL, V92, P944; JACKSON S, 1992, CHINESE ENTERPRISE M; LARSON JR, 1989, ACAD MANAGE REV, V14, P408; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; LINCOLN M, 1989, CULTURE CONTROL COMM; MARKUS H, 1987, ANNU REV PSYCHOL, V38, P299; MARKUS HR, 1991, PSYCHOL REV, V98, P224; NORTHCRAFT GB, 1990, ORGAN BEHAV HUM, V47, P42; OUCHI WG, 1981, THEORY Z; PETERSON MF, 1990, GROUP ORGAN STUD, V15, P75; RALSTON DA, 1993, J INT BUS STUD, V24, P249; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC, P85; SHENKAR O, 1987, ACAD MANAGE J, V30, P564; SHENKAR O, 1987, ACAD MANAGE REV, V12, P546; SHENKAR O, 1992, J INT BUS STUD, V23, P55; SHENKAR O, 1994, MANAGE SCI, V40, P56; SHINKANAI K, 1983, JAPANESE J EXPT SOCI, V23, P27; SMITH PB, 1994, J OCCUP ORGAN PSYCH, V67, P33; SMITH PB, 1996, J INT BUS STUD, V27, P115; STIPEK D, 1989, J PERS SOC PSYCHOL, V56, P109; STRUBE MJ, 1987, PERSPECTIVES PERSONA, V2; STRUBE MJ, 1988, ANN M AM PSYCH ASS N; STRUBE MJ, 1992, CONTROL MOTIVATION S; TAKATA T, 1987, JAPANESE J EXPT SOCI, V27, P27; TAYLOR C, 1989, SOURCES SELF; TRIANDIS HC, 1985, J RES PERS, V19, P395; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TRIANDIS HC, 1990, CROSS CULTURAL PERSP, P41; TRIANDIS HC, 1994, INDIVIDUALISM COLLEC, P41; VANCE CM, 1992, MANAGE INT REV, V32, P313; WAGNER JA, 1986, GROUP ORGAN STUD, V11, P280; WAGNER JA, 1995, ACAD MANAGE J, V38, P152; WALDER AG, 1986, COMMUNIST NEOTRADITI; WAN KC, 1982, ACTA PSYCHOL TAIWAN, V24, P23; YAMAGUCHI S, 1994, INDIVIDUALISM COLLEC, P175; YANG KS, 1988, ASIAN CONTRIBUTIONS, P263	61	8	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	3				605	625			21	Business; Management	YC414	ISI:A1997YC41400007
J	Harvey, M			Dual-career expatriates: Expectations, adjustment and satisfaction with international relocation	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		WORK-FAMILY CONFLICT; CROSS-CULTURAL ADJUSTMENT; HUMAN-RESOURCE MANAGEMENT; ROLE STRESSORS; LINKING WORK; JOB; COUPLES; ANTECEDENTS; LIFE; ASSIGNMENTS	Dual-career expatriate couples present a challenging set of problems for international human resource managers. The results of a survey of husbands and wives in expatriate dual-career couples are analyzed relative to: 1) differences between the expatriates and their trailing spouses; 2) differences between male-and female-led dual-career couples; 3) differences between dual-career couples' opinions prior to expatriation and upon repatriation. The results of the study indicate dual-career couples have relatively consistent concerns and expectations prior to expatriation and upon repatriation to their home country. The significant differences observed were between male-led dual-career couples prior to expatriation when compared to male-led dual-career couples upon repatriation. In addition, the dual-career expatriate respondents did not feel the MNC that transferred them overseas provided adequate training or social support during the international assignment.		Harvey, M, UNIV OKLAHOMA,MICHAEL F PRICE COLL BUSINESS,NORMAN,OK 73019		*WIND INT, 1994, GLOB REL TRENDS 1994; ADLER N, 1993, HR MAGAZINE      SEP, P52; ADLER N, 1993, INT STUDIES MANAGEME, V23, P3; ADLER N, 1994, INT STUDIES MANAGEME, V13, P24; AMMONS P, 1982, FAM RELAT, V31, P207; ANDERSON EA, 1993, MARRIAGE FAM REV, V19, P131; ARKIN A, 1993, PERS MANAGE, V25, P53; ARYEE S, 1992, HUM RELAT, V45, P813; BAIRD L, 1988, ACAD MANAGE REV, V13, P116; BARHAM K, 1990, 2098 ASHR MAN RES GR; BARLING J, 1990, EMPLOYMENT STRESS FA; BARLING J, 1992, J ORGAN BEHAV, V13, P573; BARNETT RC, 1992, WOMEN HEALTH, V18, P9; BECKHARD R, 1987, ORG CAREERS SOME NEW; BIELBY WT, 1992, AM J SOCIOL, V97, P1241; BIRD GW, 1986, INT J SOCIOL FAM, V16, P83; BIRDSEYE MG, 1995, J INT BUS STUD, V26, P787; BLACK J, 1990, INT J INTRACULTURAL, V14, P495; BLACK JS, 1989, J MANAGE, V15, P529; BLACK JS, 1991, ACAD MANAGE REV, V16, P292; BLACK JS, 1991, HUM RELAT, V44, P497; BLACK JS, 1991, J INT BUS STUD, V22, P461; BLACK JS, 1992, GLOBAL ASSIGNMENTS; BLAIR SL, 1993, J FAM ISSUES, V14, P189; BOLGER N, 1989, J MARRIAGE FAM, V51, P175; BRETT JM, 1992, WORK FAMILY; BUNKER B, 1992, J MARRIAGE FAMIL MAY, P399; BURKE R, 1988, J SOCIAL BEHAV PERSO, V34, P287; CHURCH AT, 1982, PSYCHOL BULL, V91, P540; COOLIDGE L, 1994, CPA J            MAY, P16; CRENDALL L, 1990, J RURAL HEALTH, V6, P19; DOWLING P, 1994, INT DIMENSIONS HUMAN; DOYLE F, 1990, COLUMBIA J WORLD SPR, P36; DUXBURY L, 1994, J FAM ISSUES, V15, P449; FELDMAN DC, 1976, ADM SCI Q, V21, P433; FELDMAN DC, 1983, ACAD MANAGE J, V26, P258; FELDMAN DC, 1993, J INT BUS STUD, V24, P507; FELTES P, 1993, BUSINESS HORIZON MAR, P82; FLETCHER B, 1988, SOC SCI MED, V27, P615; FLETCHER BC, 1983, HUM RELAT, V36, P123; FORSTER A, 1994, ORG PEOPLE, V1, P7; FRAME M, 1991, J SOCIAL BEHAV PERSO, V6, P227; FRONE MR, 1987, J OCCUP BEHAV, V8, P45; FUCHSBERG G, 1992, WALL STREET J, B1; FUKUDA J, 1994, INT STUDIES MANAGEME, V24, P36; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GLISSON C, 1988, ADM SCI Q, V33, P61; 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Int. Bus. Stud.		1997	28	3				627	658			32	Business; Management	YC414	ISI:A1997YC41400008
J	Bartholomew, S			National systems of biotechnology innovation: Complex interdependence in the global system	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; TECHNOLOGY; JAPAN; COMPETITIVENESS; GLOBALIZATION; COOPERATION; SCIENCE	This paper explores the relationship between national institutional context and the development of biotechnology in the United States, United Kingdom, Japan, and Germany, National patterns in biotechnology R&D are linked to the configuration of country-specific institutional features into a system of innovation which supports (or impedes) the accumulation and diffusion of knowledge between the scientific and industrial communities, Building on this comparative analysis, it is argued that the particular characteristics of national systems of biotechnology innovation form the basis for complex interdependence within the global system, through international technological cooperation and the cross-border adoption and adaptation of institutional forms and practices, Implications for national technological advantage and the stability of national institutional systems are discussed.		Bartholomew, S, UNIV CAMBRIDGE,JUDGE INST MANAGEMENT STUDIES,CAMBRIDGE CB2 1TN,ENGLAND		1986, FORTUNE          OCT, V13, P32; *NAT RES COUNC, 1992, US JAP LINK BIOT; *RAUC, 1988, BIOT FED REP GERM; *UNCTC, 1988, TRANSN CORP BIOT; *US C OFF TECHN AS, 1991, BIOT GLOB EC; ARCHIBUGI D, 1992, TECHN SPECIALISATION; ARCHIBUGI D, 1995, CAMBRIDGE J ECON, V19, P121; BARTHOLOMEW J, 1989, FORMATION SCI JAPAN; BECK N, 1992, SHIFTING GEARS; BLAU J, 1993, RES TECHNOLOGY MANAG, V36, P2; BLUMENTHAL D, 1986, SCIENCE, V231, P242; BROCK MV, 1989, BIOTECHNOLOGY JAPAN; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; COLEMAN RF, 1980, PHILOS T ROY SOC B, V324, P439; CONTRACTOR F, 1988, COOPERATIVE STRATEGI; CROZIER M, 1964, BUREAUCRATIC PHENOME; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOSI G, 1990, EC TECHNICAL CHANGE; DUNNING JH, 1995, J INT BUS STUD, V26, P461; ERGAS H, 1987, TECHNOLOGY GLOBAL IN; FISCHER W, 1978, SCI TECHNOLOGY EC DE; FRANCIS A, 1992, STRATEGIC MANAGE J, V13, P61; FREEMAN C, 1995, CAMBRIDGE J ECON, V19, P5; GIBBONS A, 1992, SCIENCE, V258, P1431; GOLDSTEIN J, 1989, INT STUD QUART, V33, P303; GOMORY RE, 1988, IND R D US TECHN LEA; GOULDNER AW, 1954, PATTERNS IND BUREAUC; HACKING AJ, 1986, EC ASPECTS BIOTECHNO; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMPDENTURNER C, 1993, 7 CULTURES CAPITALIS; HIKINO T, 1994, CONVERGENCE PRODUCTI; JASANOFF S, 1985, RES POLICY, V14, P23; JOHNSON C, 1966, REVOLUTIONARY CHANGE; KECK O, 1993, NATL INNOVATION SYST; KENNEY M, 1986, BIOTECHNOLOGY U IND; KEOHANE RO, 1989, POWER INTERDEPENDENC; KOBRIN SJ, 1995, INT BUSINESS INQUIRY; KOGUT B, 1991, STRATEGIC MANAGE J, V12, P33; KOGUT B, 1993, COUNTRY COMPETITIVEN; LENWAY SA, 1994, J INT BUS STUD, V25, P513; LEPKOWSKI W, 1992, CHEM ENG NEWS, V70, P16; LIST F, 1841, NATL SYSTEM POLITICA; LOCKE R, 1985, MANAGING DIFFERENT C; LODGE GC, 1990, COMP BUSINESS GOVT R; LUNDVALL BA, 1992, NATL SYSTEMS INNOVAT; MANSFIELD E, 1988, MANAGE SCI, V34, P1157; MOWERY DC, 1993, NATL INNOVATION SYST; NASH NC, 1994, NY TIMES        1221, D1; NELSEN LL, 1991, BUSINESS BIOTECHNOLO; NELSON RR, 1977, RES POLICY, V6, P36; NELSON RR, 1982, EVOLUTIONARY THEORY; NELSON RR, 1993, NATL INNOVATION SYST; ODAGIRI H, 1993, NATL INNOVATION SYST; OHMAE K, 1990, BORDERLESS WORLD; OSTRY S, 1990, GOVT CORPORATIONS SH; PARSONS T, 1960, STRUCTURE PROCESS MO; PATEL P, 1991, J INT BUS STUD, V22, P1; PAVITT K, 1987, STRATEGIES GLOBAL CO; PORTER ME, 1990, COMPETITIVE ADVANTAG; POWELL WW, 1991, NEW I ORG ANAL; ROSENBERG N, 1988, AM ECON REV, V78, P229; SAXONHOUSE G, 1986, JAPANS HIGH TECHNOLO; SCOTTRAM N, 1993, NATURE, V364, P666; SERAPIO MG, 1993, RES TECHNOL MANAGE, V36, P33; SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419; SHAN WJ, 1994, STRATEGIC MANAGE J, V15, P387; SHARP M, 1989, 72 U SUSS SCI POL RE; SHARP M, 1989, PHILOS T ROY SOC B, V324, P509; SNAVLEY LM, 1996, AM ASS ADV SCI ANN M; STINCHCOMBE AL, 1959, ADM SCI Q, V4, P168; SUN M, 1989, SCIENCE, V243, P1285; SWANN JP, 1988, ACAD SCI PHARM IND C; TAPON F, 1989, J ECON BEHAV ORGAN, V12, P197; WADE N, 1984, SCI BUSINESS; WALKER W, 1993, NATL INNOVATION SYST; WESTNEY D, 1993, COUNTRY COMPETITIVEN; YUAN RT, 1987, BIOTECHNOLOGY W EURO	77	29	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				241	266			26	Business; Management	XP949	ISI:A1997XP94900001
J	Shan, WJ; Song, JY			Foreign direct investment and the sourcing of technological advantage: Evidence from the biotechnology industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COMPETITIVE ADVANTAGE; EMPIRICAL-ANALYSIS; GLOBALIZATION; FIRMS	This paper investigates the proposition that foreign direct investment in a high-technology industry is motivated in part by the sourcing of country-specific technological advantages embedded in foreign firms. The empirical findings show that foreign equity investment is drawn to American biotechnology firms with high levels of patent activity, We suggest that, in the biotechnology industry, foreign direct investment in the form of equity participation can be an efficient vehicle for tapping into country-specific, firm-embodied technological advantages.		Shan, WJ, COLUMBIA UNIV,COLUMBIA BUSINESS SCH,NEW YORK,NY 10027		1990, CORPORATE VENTURING; *EL IND ASS JAP, 1995, 95 KAIG HOJ LIST; *ERNST YOUNG, 1993, BIOT 93; *MITI, 1994, GAIS KIG DOUK; *OFF TECHN ASS, 1984, COMM BIOT INT AN; ACS ZJ, 1988, AM ECON REV, V78, P678; ALLISON PD, 1984, EVENT HIST ANAL REGR; ALMEIDA P, 1995, GEOGRAPHIC LOCALIZAT; ALMEIDA P, 1996, STRATEGIC MANAGE J, V17, P155; ANAND J, 1997, IN PRESS J INT BUSIN, V28; BARNEY J, 1991, J MANAGE, V17, P99; CANTWELL J, 1995, CAMBRIDGE J ECON, V19, P155; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1982, MULTINATIONAL ENTERP; CRANDALL RW, 1981, US STEEL IND RECURRE; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1958, AM INVESTMENT BRIT M; DUNNING JH, 1990, GLOBALIZATION FIRMS, P9; DUNNING JH, 1994, PRINC BERT S STOCKH; DUNNING JH, 1994, RES POLICY, V23, P67; DUNNING JH, 1995, J INT BUS STUD, V26, P461; GRAHAM EM, 1989, FOREIGN DIRECT INVES; GRANSTRAND O, 1992, TECHNOLOGY MANAGEMEN; HAKANSON L, 1993, RES POLICY, V22, P373; HYMER SH, 1976, INT OPERATIONS NATL; JAFFE AB, 1993, Q J ECON, V108, P577; KOGUT B, 1990, GLOBALIZATION FIRMS, P59; KOGUT B, 1991, MANAGE SCI, V37, P19; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1994, EMBEDDED FIRM SOCIOE; LAWRENCE RZ, 1992, TRANSNATIONAL CORPOR, V1, P47; LERNER J, 1991, UNPUB GOV INN BIOT I; MOWERY DC, 1993, NATL INNOVATION SYST; NELSON RR, 1982, EVOLUTIONARY THEORY; NELSON RR, 1982, NATL INNOVATION; NELSON RR, 1993, NATL INNOVATION SYST; PATEL P, 1991, J INT BUS STUD, V22, P1; PAVITT K, 1985, SCIENTOMETRICS, V7; PEARCE RD, 1992, TECHNOLOGY MANAGEMEN; PENROSE ET, 1959, THEORY GROWTH FIRM; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1985, COMPETITIVE ADVANTAG; SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129; SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419; SPALDING BJ, 1991, BIO-TECHNOL, V9, P817; TEECE DJ, 1990, 908 U CAL CTR RES MA; TEECE DJ, 1992, CALIFORNIA MANAG WIN, P88; TEITELMAN R, 1989, GENE DREAMS WALL STR; TOYO KZ, 1994, GAISIKEI KIGYO SORAN; TOYO KZ, 1994, KAIGAI SHINSHUTSU KI; WESTNEY D, 1993, COUNTRY COMPETITIVEN, P36	52	29	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				267	284			18	Business; Management	XP949	ISI:A1997XP94900002
J	Brouthers, KD; Bamossy, GJ			The role of key stakeholders in international joint venture negotiations: Case studies from eastern Europe	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DEVELOPING-COUNTRIES; BARGAINING POWER; BUSINESS NEGOTIATIONS; UNITED-STATES; MANAGEMENT; PERSPECTIVE; BEHAVIOR; PARTNER; MEXICO; SECTOR	Recent literature has suggested that a key stakeholder may be able to shift the balance of bargaining po,ver during a joint venture negotiation, and thus change the outcome of the process, This paper explores the role of central and eastern European transitional governments as key stakeholders, and how they influence international joint venture negotiations, This role is described and analyzed by examining eight dyads of western European and central/eastern European enterprises that have recently negotiated agreements, The findings suggest that transitional governments as key stakeholders intervene at different stages of the negotiation process, have both direct and indirect influences on the process, and that they can change the balance of power in the negotiations, sometimes to the detriment of their own state-owned enterprise.	VRIJE UNIV AMSTERDAM,AMSTERDAM,NETHERLANDS	Brouthers, KD, UNIV E LONDON,LONDON E15 4LZ,ENGLAND		ADLER NJ, 1987, J BUS RES, V15, P411; ADLER NJ, 1989, J INT BUS STUD, V20, P515; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; CHILD J, 1993, J MANAGE STUD, V30, P611; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; EITEMAN DK, 1990, COLUMBIA J WORLD BUS, V25, P59; FAGRE N, 1982, J INT BUS STUD, V13, P9; FISHER R, 1987, GETTING YES NEGOTIAT; FORNELL C, 1990, MANAGE SCI, V36, P1246; GERINGER JM, 1990, MANAGE INT REV, V30, P103; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GRAHAM JL, 1985, J INT BUS STUD, V16, P81; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; HARRIS KL, 1990, ORGAN BEHAV HUM, V47, P138; HOOD N, 1994, EC CHANGE E CENTRAL; HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171; INKPEN AC, 1997, ACAD MANAGE REV, V22, P177; KIM WC, 1988, STRATEGIC MANAGEMENT, V9, P289; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOH J, 1991, ACAD MANAGE J, V34, P869; LANE HW, 1990, MANAGE INT REV, V30, P87; LARSSON R, 1993, ACAD MANAGE J, V36, P1515; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; LORANGE P, 1990, MANAGE INT REV, V30, P69; LORANGE P, 1992, LONG RANGE PLANN, V25, P10; LYLES M, 1994, MANAGE INT REV, V34, P313; NEALE MA, 1992, ORGAN BEHAV HUM, V51, P157; PATTON MQ, 1990, QUALITATIVE EVALUATI; PENG MW, 1996, ACAD MANAGE REV, V21, P492; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PORTER ME, 1980, COMPETITIVE STRATEGY; PRASAD S, 1990, ADV INT COMP MANAGEM, P137; RAIFFA H, 1982, ART SCI NEGOTIATION; SAWYER J, 1965, INT BEHAV SOCIAL PSY, P464; SCHAAN JL, 1988, J GEN MANAGE, V14, P4; SCHNEIDER P, 1972, COMP STUDIES SOC HIS, V14, P328; STREETEN P, 1976, WORLD DEV, V4, P225; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TUNG RL, 1982, J INT BUS STUD, V13, P25; TUNG RL, 1991, ORGAN DYN, V19, P30; WEISS SE, 1990, J INT BUS STUD, V21, P565; YAN A, 1996, EXERCISE MANAGEMENT; YAN AM, 1994, ACAD MANAGE J, V37, P1478; YIN RK, 1992, CASE STUDY RES DESIG	45	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				285	308			24	Business; Management	XP949	ISI:A1997XP94900003
J	GomezMejia, LR; Palich, LE			Cultural diversity and the performance of multinational firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		BRITISH MANUFACTURING COMPANIES; DIVERSIFICATION STRATEGY; INTERNATIONAL DIVERSIFICATION; FINANCIAL PERFORMANCE; PROFIT PERFORMANCE; ENTROPY MEASURE; CORPORATIONS; RISK; MANAGEMENT; INVESTMENT	We test the hypothesis that culturally related international diversification will have a positive impact on firm performance and that the opposite will be true for culturally unrelated globalization. Cultural diversity for Fortune 500 firms was used to predict performance over a ten-year period (1985-1994), controlling for several organizational and industry characteristics. Regression tests using nine indicators of cultural diversity revealed no significant cultural effects. Alternate interpretations are offered.	BAYLOR UNIV, HANKAMER SCH BUSINESS, WACO, TX 76798 USA	GomezMejia, LR, ARIZONA STATE UNIV, TEMPE, AZ 85287 USA		1991, HUMAN RESOURCE PLANN, V14; *HAMM INC, 1994, COMP WORLD ATL; *M BALDR NAT QUAL, 1990, 1990 APPL GUID; ADLER NJ, 1980, TRENDS ISSUES OD CUR; ADLER NJ, 1991, INT DIMENSIONS ORG B; AGARWAL S, 1994, J INT MARKETING, V2, P63; AGMON T, 1977, J FINANC, V32, P1049; BAAL JV, 1971, SYMBOLS COMMUNICATIO; BANKS AS, 1963, CROSS POLITY SURVEY; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BARLETT CA, 1986, COMPETITION GLOBAL I, P367; BARLETT CA, 1990, HARVARD BUSINESS JUL, P138; BARLETT CA, 1992, TRANSNATIONAL MANAGE; BARTON SL, 1988, ACAD MANAGE J, V31, P166; BEAMISH PW, 1994, INT MANAGEMENT; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BRIGHAM EF, 1995, FINANCIAL MANAGEMENT; BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25; BUTLER MC, 1996, AUG 1996 AC MAN M CI; CAVES RE, 1982, MULTINATIONAL ENTERP; CHAKRAVARTHY BS, 1986, STRATEGIC MANAGE J, V7, P437; CHANG YM, 1989, STRATEGIC MANAGE J, V10, P271; CHO KR, 1992, 1992 AC INT BUS ANN; CHOI JJ, 1989, J INT BUS STUD, V20, P145; COSIER RA, 1990, ACAD MANAGEMENT EXEC, V4, P69; COX T, 1991, ACAD MANAGEMENT EXEC, V5, P34; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DESS GG, 1990, J MANAGE, V16, P7; ERRAMILLI MK, 1996, J INT BUS STUD, V27, P225; FRANKE RH, 1996, AUG 1996 AC MAN M CI; GERHART B, 1990, ACAD MANAGE J, V33, P663; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GLICK WH, 1990, ORGAN SCI, V1, P293; GLICK WH, 1993, ORG CHANGE REDESIGN; GOMEZMEJIA LR, 1976, ACAD MANAGE J, V27, P27; GOMEZMEJIA LR, 1991, HUMAN RESOURCE PLANN, V14, P29; GOMEZMEJIA LR, 1995, HUMAN RESOURCES MANA; GRANT RM, 1987, J INT BUS STUD, V18, P79; GRANT RM, 1988, ACAD MANAGE J, V31, P771; HARRIS PR, 1992, MANAGING CULTURAL DI; HEIKO L, 1989, ACADEMY MANAGEMENT E, V3, P319; HENDON DW, 1996, CROSS CULTURAL BUSIN; HIRSCH S, 1976, OXF EC PAP, V28, P258; HODGETTS RM, 1993, COMPENSATION BENEFIT, V25, P42; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V14, P5; JACQUEMIN AP, 1979, J IND ECON, V27, P359; JAEGER AM, 1996, AUG 1996 NAT AC MAN; JAIN SC, 1989, J MARKETING, V53, P70; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; JURAN JM, 1989, JURAN LEADERSHIP QUA; KEATS BW, 1988, ACAD MANAGE J, V31, P570; KEDIA BL, 1992, J HIGH TECHNOLOGY MA, V3, P1; KELLER RT, 1990, ACAD MANAGEMENT EXEC, V4, P33; KIM WC, 1989, STRATEGIC MANAGE J, V10, P45; KIM WS, 1986, J INT BUS STUD, V17, P119; KLEIN K, 1995, IMPLEMENTATION MANAG; KOGUT B, 1988, J INT BUS STUD, V19, P411; LESSARD DR, 1979, EC ISSUES MULTINATIO; MATHUR I, 1983, J INT BUS STUD, V14, P135; MCCAIN BE, 1983, ACAD MANAGE J, V26, P626; MCCANN JE, 1981, HDB ORG DESIGN, V2, P60; MCCLELLAND DC, 1961, ACHIEVING SOC; MICHEL A, 1986, J INT BUS STUD, V17, P89; MILLER CC, 1990, THESIS U TEXAS AUSTI; MORRISON AJ, 1991, ORGAN DYN, V19, P17; NOHRIA N, 1994, STRATEGIC MANAGE J, V15, P491; OHMAE K, 1989, HARVARD BUSINESS MAR, P143; OHMAE K, 1989, HARVARD BUSINESS MAY, P152; OUCHI WG, 1982, THEORY Z; PALEPU K, 1985, STRATEGIC MANAGE J, V6, P239; PALICH LE, 1994, ACAD MANAGEMENT BEST, P152; PINKER S, 1995, LANGUAGE INSTINCT MI; PLENERT GJ, 1990, INT MANAGEMENT PRODU; RAMANUJAM V, 1989, STRATEGIC MANAGE J, V10, P523; RAMASWAMY K, 1993, ACAD MANAGEMENT BEST, P142; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; ROBINS J, 1995, STRATEGIC MANAGE J, V16, P277; RONEN S, 1985, ACAD MANAGE REV, V10, P434; ROTH K, 1996, ACAD MANAGE J, V39, P678; RUGMAN AM, 1979, INT DIVERSIFICATION; SAPIR E, 1921, LANGUAGE; SHAKED I, 1986, J INT BUS STUD, V17, P83; SHANE S, 1995, J INT BUS STUD, V26, P47; SMITH A, 1993, ACAD MANAGEMENT BEST, P152; SNODGRASS CR, 1989, INT STRATEGIC MANAGE, P141; SPRADLEY JP, 1975, CULTURE COGNITION; STANLEY LL, 1996, 1996 NAT AC MAN M CI; STEERS RM, 1989, CHAEBOL; STEWART TA, 1991, FORTUNE         0812, P41; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TAKEUCHI H, 1986, COMPEITION GLOBAL IN; TALLMAN S, 1996, ACAD MANAGE J, V39, P179; TERPSTRA V, 1991, CULTURAL ENV INT BUS; VENKATARAMAN S, 1992, STATE ART ENTREPRENE, P487; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WAGNER WG, 1984, ADMIN SCI QUART, V29, P74; WATSON WE, 1993, ACAD MANAGE J, V36, P590; WEBER M, 1958, PROTESTANT ETHIC; WERNERFELT B, 1986, MANAGE SCI, V32, P1223; WILLIAMSON OE, 1996, ACAD MANAGE REV, V21, P48; ZENGER TR, 1989, ACAD MANAGE J, V32, P353	104	34	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				309	335			27	Business; Management	XP949	ISI:A1997XP94900004
J	Eriksson, K; Johanson, J; Majkgard, A; Sharma, DD			Experiential knowledge and cost in the internationalization process	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		FOREIGN DIRECT-INVESTMENT; ENTRY-MODE CHOICE; SERVICE FIRMS; MULTINATIONAL-CORPORATIONS; MARKET KNOWLEDGE; ECLECTIC THEORY; STRATEGIES; EXPANSION; LOCATION; BEHAVIOR	Using a behavioral approach, this study identifies and delineates components of experiential knowledge in the internationalization process, Three hypotheses are developed and tested, They center around the lack of knowledge in the areas of foreign business, foreign institutions and firm internationalization, as well as the effect that this lack of knowledge has on managers' perceived cost in the internationalization process, With the help of a LISREL-based structural model, the three hypotheses are tested on a sample of 362 service firms, The analysis shows that lack of internationalization knowledge has a strong impact on the lack of both business and institutional knowledge which, in turn, influence the perceived cost of internationalization. But there is no direct effect of lack of internationalization knowledge on perceived cost of internationalization.	UMEA BUSINESS SCH,UMEA,SWEDEN; COPENHAGEN SCH ECON & BUSINESS ADM,COPENHAGEN,DENMARK; UPPSALA UNIV,DEPT STAT,UPPSALA,SWEDEN	Eriksson, K, UNIV UPPSALA,DEPT BUSINESS STUDIES,S-75105 UPPSALA,SWEDEN		*BUR IND EC, 1984, AUSTR DIR INV ABR; *UNCTC, 1981, TRANSN BANKS OP STRA; AGARWAL S, 1992, J INT BUS STUD, V23, P1; AHARONI Y, 1966, FOREIGN INVESTMENT D; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; AYAL I, 1979, J MARKETING, V43, P84; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BARKEMA HG, 1996, STRATEGIC MANAGE J, V17, P151; BEAMISH PW, 1987, J INT BUS STUD, V19, P1; BEAMISH PW, 1989, J INT BUS STUD, V20, P553; BEAMISH PW, 1990, RES GLOBAL BUSINESS, V1, P77; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BILKEY WJ, 1982, J INT BUS STUD, V12, P39; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BOLLEN KA, 1993, TESTING STRUCTURAL E; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1992, SCANDINAVIAN INT BUS, V1, P39; CALOF JL, 1995, INT BUSINESS REV, V4, P115; CALVET AL, 1981, J INT BUS STUD, V12, P43; CARLSON S, 1974, ANN AM ACAD POLIT SS, V412, P55; CAVUSGIL S, 1980, EUROPEAN RES, V8, P273; CAVUSGIL ST, 1984, J MANAGE STUD, V21, P3; CYERT RM, 1963, BEHAVIORAL THEORY FI; CZINKOTA M, 1982, EXPORT DEV STRATEGIE; DANIELS JD, 1976, INT BUSINESS ENV OPE; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1983, J BUS RES, V11, P439; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DENIS JE, 1985, J INT BUS STUD, V16, P77; DICHTL E, 1990, J INT BUS STUD, V21, P23; DUNNING JH, 1977, INT ALLOCATION EC AC; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1983, NEW THEORIES MULTINA; DUNNING JH, 1988, J INT BUS STUD, V19, P1; ERRAMILLI MK, 1990, INT MARKET REV, V7, P50; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FRANKO LG, 1989, J INT BUS STUD, V20, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOODNOW JD, 1972, J INT BUS STUD, V3, P33; GREEN RT, 1975, MANAGE INT REV, V15, P113; GRONROOS C, 1990, SERVICE MANAGEMENT M; HAYDUK LA, 1987, STRUCTURAL EQUATION; HEDLUND G, 1985, INT STUDIES MANAGEME, V15, P41; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HIRSCH S, 1993, COALITIONS COMPETITI, P66; HOFSTEDE G, 1984, ASIA PACIFIC J M JAN, P81; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; HORNELL E, 1972, EXPORT UTLANDSETABLE; HYMER SH, 1976, INT OPERATIONS NATL; JANSSON H, 1995, STATE TRANSNATIONAL; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1990, INT MARKET REV, V7, P11; JONES E, 1981, ACC BRIT EC 1840 198; JORESKOG KG, 1993, LISREL 8 STRUCTURAL; KILDUFF M, 1992, J INT BUS STUD, V23, P133; KILDUFF M, 1993, ORG THEORY MULTINATI, P259; KIM WC, 1992, J INT BUS STUD, V23, P29; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD 6; KOGUT B, 1988, J INT BUS STUD, V19, P411; LENWAY SA, 1994, J INT BUS STUD, V25, P513; LEVITT T, 1972, HARVARD BUS REV, V50, P41; LO TWC, 1988, MANAGE INT REV, V28, P26; LOVELOCK C, 1988, MANAGING SERVICES; LUOSTARINEN R, 1980, INT FIRM; MACLAYTON D, 1988, MANAGE INT REV, V20, P40; MADHOK A, 1996, INT BUSINESS REV, V5, P339; MADHOK A, 1997, STRATEGIC MANAGE J, V18, P39; MAKINO S, 1996, J INT BUS STUD, V27, P905; MARCH JG, 1958, ORGANIZATIONS; MILLINGTON AI, 1990, MANAGE INT REV, V30, P151; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NELSON RR, 1982, EVOLUTIONARY THEORY; NEWBOULD GD, 1978, GOING INT EXPERIENCE; NORDSTROM K, 1990, THESIS I INT BUSINES; NORMANN R, 1984, SERVICE MANAGEMENT; OGRADY S, 1996, J INT BUS STUD, V27, P309; PENROSE ET, 1959, THEORY GROWTH FIRM; POLANYI M, 1962, PERSONAL KNOWLEDGE; QUINN JB, 1986, HARVARD BUS REV, V64, P95; REID S, 1984, J BUS RES, V12, P141; REID SD, 1983, INT MARKET REV, V1, P44; ROOT FJ, 1987, FOREIGN MARKET ENTRY; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SAGARI SB, 1992, TRANSNATIONAL CORPOR, V1, P93; SAUVANT KP, 1993, TRANSNATIONAL CORPOR; SEYMOUR H, 1986, THESIS U READING REA; SHARMA DD, 1987, INT MARKET REV, V4, P20; SHETTY YK, 1979, MANAGE INT REV, V19, P39; SIMPSON CL, 1974, J INT BUS STUD, V5, P107; STOPFORD JM, 1972, MANAGING MULTINATION; STOPFORD JM, 1991, RIVAL STATES RIVAL F; SUNZOOK F, 1978, MARKETING        JUN, P29; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; VERNON R, 1966, Q J ECON, V80, P190; WALTER I, 1985, BARRIERS TRADE BANKI; WEINSTEIN AK, 1974, MSU BUSINESS TOPICS, V22, P29; WEINSTEIN AK, 1977, J INT BUS STUD, V8, P83; WIEDERSHEIMPAUL F, 1978, J INT BUS STUD, V8, P47; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WINTER SG, 1987, COMPETTIVE CHALLENGE; YOFFIE DB, 1988, HARVARD BUSINESS MAY, P82; YU CMJ, 1990, WELTWIRTSCH ARCH, V126, P561; ZEITHAML VA, 1985, J MARKETING, V49, P33	108	57	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				337	360			24	Business; Management	XP949	ISI:A1997XP94900005
J	Kim, CK; Chung, JY			Brand popularity, country image and market share: An empirical study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PRODUCTS	This study examines how brand popularity in conjunction with other marketing variables influences market share directly as well as indirectly by interacting with country-related intangible assets (or simply country image), The results of our empirical analysis show that a competitive analysis without the recognition of country image would be misleading. We found that country-specific intangible assets exist and that they significantly interact with marketing variables differently for U.S. and Japanese brands in the subcompact car market in the USA, Brand popularity and advertising were found to be key factors for intangible assets for both the U.S. and the Japanese brands. Brand popularity was the most significant factor for market share in both the short run and the long run. Japanese firms' direct investment (FDI) in the target country directly influenced market share only in the short run. Several important implications for international marketing are presented.	SUNGKYUNKWAN UNIV, SEOUL 110745, SOUTH KOREA	Kim, CK, CONCORDIA UNIV, MONTREAL, PQ H3G 1M8, CANADA		1982, AUTOMOTIVE NEWS; 1982, CONSUMER REPORTS; 1993, AM HERITAGE DICT; AAKER D, 1991, MANAGING BRAND EQUIT; CATTIN P, 1982, J INT BUS STUD, V13, P131; CHUNG J, 1994, ASIA PACIFIC ADV CON, V1, P47; COOPER L, 1988, MARKET SHARE ANAL EV; DANIELS J, 1993, INT BUSINESS ENV OPE; EHRENBERG ASC, 1990, J MARKETING, V54, P82; ERICKSON G, 1992, INT J RES MARK, V9, P23; GOLDBERGER AS, 1991, COURSE ECONOMETRICS; HAN CM, 1988, J INT BUS STUD, V19, P235; HAN CM, 1989, J MARKETING RES, V26, P222; HAUSMAN JA, 1981, ECONOMETRICA, V49, P1377; HORSKY D, 1992, MARKET SCI, V11, P133; HSIAO C, 1989, ECONOMETRIC MONOGRAP, V11; JOHANSSON JK, 1985, J INT BUS STUD, V16, P57; JOHANSSON JK, 1986, J INT BUS STUD, V17, P101; JUDGE GG, 1988, INTRO THEORY PRACTIC; KAMAKURA WA, 1988, J CONSUM RES, V15, P289; KRUGMAN P, 1988, INT COMPETITIVENESS; OLSEN JE, 1993, J ACAD MARKET SCI, V21, P307; PARK CW, 1986, J MARKETING, V50, P135; PORTER M, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; RAJ SP, 1985, J MARKETING, V49, P53; ROOT F, 1987, ENTRY STRATEGIES INT; ROTH MS, 1992, J INT BUS STUD, V23, P477; ROTH MS, 1995, J ADVERTISING, V24, P55; ROTH MS, 1995, J MARKETING RES, V32, P163; SAMIEE S, 1994, J INT BUS STUD, V25, P579; SCHERER FM, 1990, IND MARKET STRUCTURE; SHIMP T, 1993, J ACAD MARKET SCI, V21, P323; SHOCKER A, 1984, J MARKETING RES, V31, P149; WITTINK DR, 1977, J MARKETING RES, V14, P145	35	9	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				361	386			26	Business; Management	XP949	ISI:A1997XP94900006
J	Gray, BJ			Profiling managers to improve export promotion targeting	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKETING EFFECTIVENESS; INTERNATIONAL-BUSINESS; SMALL FIRMS; PERFORMANCE; BEHAVIOR; ORIENTATION; INDUSTRY; STRATEGY; SUCCESS; UK	One of the major criticisms of government export promotion schemes in many countries is that they tend to be poorly targeted, Awareness levels about export schemes among managers of companies at exporting or pre-exporting stages of internationalization are often quite low, and the perceived usefulness of schemes may decline as companies internationalize and their needs become more specific, One solution may be to develop a better understanding of the needs of managers who make export market development decisions, and to target segments of managers (rather than companies) who share similar strengths and weaknesses, This study attempts to address these concerns by devising a typology of senior international marketing managers, The most senior marketing decisionmakers in a broad, multi-industry sample of New Zealand exporting firms were surveyed, The results of the cluster analysis suggest that groups of managers who share similar characteristics can be identified and profiled, based on shared international business attitudes and similar levels of knowledge and skills, This appears to be a useful method for segmenting international marketing managers to determine what sort of educational and export assistance particular groups may require.		Gray, BJ, UNIV OTAGO,DUNEDIN,NEW ZEALAND		AABY NE, 1989, INT MARKET REV, V6, P7; AKOORIE M, 1993, INT BUSINESS REV, V2, P169; ALDENDERFER MS, 1984, CLUSTER ANAL; ALI A, 1991, J SMALL BUSINESS APR, P71; ARABIE P, 1994, ADV METHODS MARKETIN, P160; ARANDA L, 1986, TRAIN DEV J, P71; AXINN CN, 1988, INT MARKETING RE SUM, P61; BARHAM K, 1987, IND COMMERCIAL T JUL, P6; BARKER A, 1992, EUR J MARKETING, V26, P27; BARRETT NJ, 1986, THESIS U NEW S WALES; BAUERSCHMIDT A, 1985, J INT BUS STUD, V16, P111; BEAMISH PW, 1989, J INT BUS STUD, V20, P553; BEAMISH PW, 1993, MANAGE INT REV, V33, P121; BELL J, 1994, THESIS U STRATHCLYDE; BELL J, 1995, EUR J MARKETING, V29, P60; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BILKEY WJ, 1978, J INT BUS STUD, V9, P33; BONOMA TV, 1988, MARKETING PERFORMANC; BRADLEY MF, 1981, J IRISH BUSINESS OCT, P29; BRADLEY MF, 1991, INT MARKETING STRATE; BRENNAN M, 1992, P 1992 NZ MARK ED C, P110; BUATSI SN, 1986, INT MARKETING REV, P17; BURTON FN, 1987, MANAGE INT REV, V27, P38; CALOF J, 1993, INT BUSINESS REV, V2, P97; CALOF JL, 1994, BUSINESS Q       AUT, P105; CATEORA PR, 1987, MARKETING INT PERSPE; CATEORA PR, 1993, INT MARKETING; CAVUSGIL ST, 1976, THESIS U WISCONSIN M; CAVUSGIL ST, 1981, J MARKETING RES  FEB, P114; CAVUSGIL ST, 1983, AKRON BUS ECON REV, V14, P16; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHANDLER GN, 1992, J BUSINESS VENTURING, V7, P223; CHRISTENSEN CH, 1987, J INT BUS STUD, V18, P61; CZINKOTA MR, 1982, EXPORT DEV STRATEGIE; CZINKOTA MR, 1991, J BUS RES, V22, P243; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DIAMANTOPOULOS A, 1993, EUR J MARKETING, V27, P5; DICHTL E, 1990, J INT BUS STUD, V21, P23; DOUGLAS SP, 1989, COLUMBIA J WORLD FAL, P47; DOYLE P, 1986, J INT BUS STUD, V17, P27; GEMUNDEN HG, 1990, NEW PERSPECTIVES INT; GLAISTER K, 1993, J GEN MANAGE, V18, P15; GOMEZMEJIA LR, 1988, STRATEGIC MANAGEMENT, V9, P493; GRAY BJ, 1994, EUR J MARKETING, V28, P42; GRAY BJ, 1995, P 7 WORLD MARK C MEL, V7, P110; HAIR JF, 1995, MULTIVARIATE DATA AN; HARDY KG, 1987, BUSINESS Q, V52, P67; HARRISON EF, 1991, LONG RANGE PLANN, V24, P78; JENKINS M, 1993, 1293 SWP CRANF SCH M; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KATONA G, 1971, ASPIRATIONS AFFLUENC; KATZ D, 1960, PUBLIC OPIN QUART, V24, P163; KAU AK, 1989, INT MARKETING REV, V6, P27; KEDIA B, 1986, COLUMBIA J WORLD WIN, P13; KIRPALANI VH, 1980, J INT BUS STUD, V11, P81; KOH AC, 1991, INT MARKETING REV, V3, P46; KORTH CM, 1991, BUS HORIZONS, V34, P18; KOTABE M, 1992, J INT BUS STUD, V23, P637; LEE CS, 1991, ASIA PACIFIC INT J M, V3, P29; LEVITT T, 1983, HARVARD BUSINESS MAY, P92; LI J, 1992, J INT BUS STUD, V23, P657; LIM JS, 1993, MANAGE INT REV, V2, P103; LLANES VA, 1991, P 1991 AC INT BUS SE, P249; LOUTER PJ, 1991, EUR J MARKETING, V25, P7; LUOSTARINEN R, 1980, INT FIRM; LYLES MA, 1992, J MANAGE STUD, V29, P155; MILLER D, 1986, MANAGE SCI, V32, P1389; MILLINGTON AI, 1990, MANAGE INT REV, V30, P151; MITCHELL W, 1992, STRATEGIC MANAGE J, V13, P419; MOINI AH, 1995, J SMALL BUSINESS JUL, P9; MORRIS MH, 1993, EUR J MARKETING, V27, P36; MUELLERHEUMANN G, 1993, CEOS MARKETING NZ MA; NORBURN D, 1990, J INT BUS STUD, V21, P451; PAVORD WC, 1975, AKRON BUSINESS E SPR, P6; PERLMUTTER HV, 1969, COLUMBIA J WORLD JAN, P9; PIERCY N, 1981, EUR J MARKETING, V15, P26; REID SD, 1981, J INT BUS STUD, V12, P101; REYNOLDS J, 1988, MANAGE INT REV, V3, P48; RING PS, 1990, STRATEGIC MANAGE J, V11, P141; SERINGHAUS FH, 1987, IRISH MARKETING REV, V2, P106; SERINGHAUS FH, 1990, GOVT EXPORT PROMOTIO; SHARMA D, 1987, INT MARKETING RE WIN, P20; SIMPSON CL, 1974, J INT BUS STUD, V5, P107; SULLIVAN D, MANAGE INT REV, V30, P19; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; TURNBULL PW, 1987, MANAGING EXPORT ENTR; WARD K, 1990, MARKETING INVESTMENT; WELCH LS, 1988, J GEN MANAGE, V14, P34	89	6	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	2				387	420			34	Business; Management	XP949	ISI:A1997XP94900007
J	Foerster, SR; Schmitz, JJ			The transmission of US election cycles to international stock returns	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET SEASONALITY; EXPECTED RETURNS; REAL ACTIVITY; RISK; INFLATION; PRICES; DIVERSIFICATION; MODEL; TESTS	This paper examines the international pervasiveness and importance of the previously uncovered four-year U.S. election cycle whereby U.S. stock returns are significantly lower, and negative, in year 2 following a U.S. presidential election relative to years 1, 3 and 4. All eighteen countries examined over the 1957 to 1996 time period possess lower local currency stock market capital gains returns in year 2 (-0.66%) relative to the average capital gains of years 1, 3 and 4 (11.68%). These predominately lower year 2 returns are shown to be robust in conditional expected return regressions which include both local macroeconomic variables, as well as U.S. macroeconomic, fiscal and monetary policy variables, In addition, we find that the U.S. dollar tends to depreciate more in year 2 of the election cycle, We conclude that the U.S. election cycle variable is either proxying for information variables not included in our model, or the U.S. election cycle variable is capturing some form of U.S. and international market sentiment. That is, the U.S. election cycle may be an important nondiversifiable political factor in the determination of international conditional expected stock returns.		Foerster, SR, UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA		ALLIVINE FD, 1980, FINANCIAL ANAL J, V36, P49; CAMPBELL JY, 1987, J FINANC ECON, V18, P373; CAMPBELL JY, 1992, J FINANC, V47, P43; CHEN NF, 1991, J FINANC, V46, P529; COSSET JC, 1995, J INT BUS STUD, V26, P301; COX JC, 1985, ECONOMETRICA, V53, P363; ERRUNZA V, 1977, J INT BUS STUD, V8, P83; ERRUNZA VR, 1987, J PORTFOLIO MANAGE, V14, P62; FAMA EF, 1977, J FINANC ECON, V5, P115; FAMA EF, 1981, AM ECON REV, V71, P545; FAMA EF, 1988, J FINANC ECON, V22, P3; FAMA EF, 1989, J FINANC ECON, V25, P23; FAMA EF, 1990, J FINANC, V45, P1089; FERSON WE, 1989, J FINANC, V44, P1191; FERSON WE, 1991, J POLIT ECON, V99, P385; FERSON WE, 1993, J FINANC, V48, P131; FERSON WE, 1993, REV FINANC STUD, V6, P527; FOERSTER SR, 1994, CANADIAN INVESTM SUM, P39; GESKE R, 1983, J FINANC, V38, P1; GRUBEL HG, 1968, AM ECON REV, V58, P1299; GULTEKIN MN, 1983, J FINANC ECON, V12, P469; GULTEKIN NB, 1983, J FINANC, V38, P49; HARVEY CR, 1991, J FINANC, V46, P111; HARVEY CR, 1995, REV FINANC STUD, V8, P773; HUANG RD, 1985, FINANCIAL ANAL J, V41, P58; KEIM DB, 1983, J FINANC ECON, V12, P13; KEIM DB, 1986, J FINANC ECON, V17, P357; LEVY H, 1970, AM ECON REV, V60, P668; MERTON RC, 1973, ECONOMETRICA, V41, P867; NIEDERHOFFER V, 1970, FINANCIAL ANAL J, V26, P111; NORDHAUS WD, 1975, REV ECON STUD, V42, P169; POTERBA JM, 1988, J FINANC ECON, V22, P27; REINGANUM MR, 1983, J FINANC ECON, V12, P89; RILEY WB, 1980, J FINANCIAL QUANTITA, V15, P541; ROZEFF MS, 1976, J FINANC ECON, V3, P379; SCHMITZ JJ, 1996, 9605 U W ONT R IV SC; SHANKEN J, 1990, J ECONOMETRICS, V45, P99; SOLNIK B, 1983, J FINANC, V38, P35; SOLNIK B, 1993, J EMPIRICAL FINANCE, V1, P33; STOKEN D, 1994, STRATEGIC INVESTMENT; TUFTE ER, 1978, POLITICAL CONTROL EC; TVERSKY A, 1986, J BUS, V59, P251; WHITE H, 1980, ECONOMETRICA, V48, P817; ZELLNER A, 1962, J AM STAT ASSOC, V57, P348	44	4	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				1	27			27	Business; Management	WX879	ISI:A1997WX87900001
J	Choi, JMJ; Rajan, ML			A joint test of market segmentation and exchange risk factor in international capital markets	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ARBITRAGE PRICING THEORY; CANADIAN STOCK-MARKET; UNITED-STATES; MULTIVARIATE TESTS; FOREIGN-EXCHANGE; FIRM VALUATION; RATE EXPOSURE; WORLD PRICE; INTEGRATION; EQUILIBRIUM	Market segmentation and exchange risk are two main factors that distinguish international financing and investment decisions from domestic ones, Existing studies of market segmentation have been conducted within a framework in which exchange risk is not explicitly recognized, This paper performs a joint test of market segmentation and exchange risk pricing based on individual stock data from seven major countries, outside of the U.S. for the period January 1981 to December 1989. The theoretical framework used is a multifactor model with domestic and world market factors and an exchange risk factor, The maximum likelihood method is used to estimate risk premia, and factor analysis is used to provide additional evidence on the pricing of risk factors, The results indicate that (a) the factor structure of asset returns is internationally heterogeneous, (b) many national capital markets can be described as partially segmented, rather than the polar cases of complete segmentation or integration, and (c) exchange risk is a significant factor affecting asset returns in addition to the domestic and world market risk factors.	UNIV SCRANTON,SCRANTON,PA 18510	Choi, JMJ, TEMPLE UNIV,PHILADELPHIA,PA 19122		ADLER M, 1983, J FINANC, V38, P925; AMSLER CE, 1985, J FINANC ECON, V14, P359; BARTOV E, 1994, J FINANC, V49, P1755; BEKAERT G, 1995, J FINANC, V50, P403; BLACK F, 1974, J FINANC ECON, V1, P337; BLACK F, 1990, J FINANC, V45, P899; BODURTHA J, 1994, UNPUB INT FACTORS US; BODURTHA JN, 1989, GLOBAL FINANCE J, V1, P21; BODURTHA JN, 1991, J FINANC, V46, P1485; BURMEISTER E, 1988, J FINANC, V43, P721; CAMPBELL JY, 1992, J FINANC, V47, P43; CHAN KC, 1992, J FINANC ECON, V32, P137; CHEN NF, 1986, J BUS, V59, P383; CHO DC, 1986, J FINANC, V41, P313; CHOI JJ, 1984, J FINANC QUANT ANAL, V19, P287; CHOI JJ, 1986, J INT BUS STUD, V17, P153; CHOI JJ, 1989, J INT BUS STUD, V20, P145; CHOI JJ, 1991, J MULTINATIONAL FINA, V1, P1; CHOI JJ, 1992, J BANK FINANC, V16, P983; CHOI JJ, 1995, FINANC MANAGE, V24, P77; DUMAS B, 1992, REV FINANC STUD, V5, P153; DUMAS B, 1995, J FINANC, V50, P445; ELTON EJ, 1991, MODERN PORTFOLIO THE; ERRUNZA V, 1985, J FINANC, V40, P105; ERRUNZA V, 1992, J BANK FINANC, V16, P949; ERRUNZA V, 1995, UNPUB CHARACTERIZING; EUN CS, 1986, J FINANC, V41, P897; EUN CS, 1988, J FINANC, V43, P197; FAMA EF, 1973, J POLITICAL EC, V81, P607; GALLANT AR, 1975, J ECONOMETRICS, V3, P35; GIBBONS MR, 1982, J FINANC ECON, V10, P3; GIBBONS MR, 1989, ECONOMETRICA, V57, P1121; GIOVANNINI A, 1989, J FINANC, V44, P307; GRAUER FLA, 1976, J FINANC ECON, V3, P233; GULTEKIN MN, 1989, J FINANC, V44, P849; GUPTA M, 1992, REV QUANTITATIVE FIN, V2, P245; HAMAO Y, 1988, JPN WORLD ECON, V1, P45; HARMAN HH, 1967, MODERN FACTOR ANAL; HARVEY CR, 1991, J FINANC, V46, P111; HIETALA PT, 1989, J FINANC, V44, P697; IKEDA S, 1991, J FINANC, V46, P447; JORION P, 1986, J FINANC, V41, P603; JORION P, 1990, J BUS, V63, P331; JORION P, 1991, J FINANCIAL QUANTITA, V26, P362; KAROLYI GA, 1996, J FINANC, V51, P951; KORAJCZYK RA, 1989, REV FINANC STUD, V2, P553; KOURI P, 1978, BROOKINGS PAPERS EC, V1, P111; LESSARD DR, 1974, J FINANC, V29, P379; MITTOO UR, 1992, J FINANC, V47, P2035; NG LL, 1991, J FINANC, V46, P1507; ROSS SA, 1976, J ECON THEORY, V13, P341; SHANKEN J, 1985, J FINANC ECON, V14, P327; SOLNIK B, 1974, J ECON THEORY, V9, P500; SOLNIK B, 1974, J FINANC, V29, P48; SOLNIK B, 1983, J FINANC, V38, P449; STAMBAUGH RF, 1982, J FINANC ECON, V14, P359; STEHLE R, 1977, J FINANC, V32, P493; STULZ R, 1981, J FINANC, V36, P923; STULZ R, 1994, NBER WORKING PAPER S, V4645; WHEATLEY S, 1988, J FINANC ECON, V21, P177	60	4	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				29	49			21	Business; Management	WX879	ISI:A1997WX87900002
J	Taggart, JH			Autonomy and procedural justice: A framework for evaluating subsidiary strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTEGRATION-RESPONSIVENESS FRAMEWORK; MULTINATIONAL-CORPORATIONS; EMPIRICAL-ANALYSIS; GLOBAL STRATEGIES; COMPETITION; PERFORMANCE; MANAGEMENT; INDUSTRIES; PATTERNS; CULTURE	Using the well-supported dimensions of autonomy and procedural justice, a four-quadrant model of subsidiary strategy is proposed and a four-part typology hypothesised (partner, collaborator, militant, and vassal subsidiaries). A clustering process is used to develop a four-group taxonomy that corresponds with the induced model. The four groups of subsidiaries are analysed across seven alternative strategic dimensions - integration, responsiveness, coordination, configuration, market scope, product scope, and value-added scope. The external and internal validity of the framework is confirmed and its utility discussed in terms of a subsidiary's movement from one strategy state to another.		Taggart, JH, UNIV STRATHCLYDE,STRATHCLYDE INT BUSINESS UNIT,GLASGOW G1 1XQ,LANARK,SCOTLAND		AGTHE KE, 1990, BUSINESS HORIZON JAN, P37; ALSEGG RJ, 1971, CONTROL RELATIONSHIP; AYLMER RJ, 1970, J MARKETING      OCT, P25; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BARTLETT CA, 1981, MANAGEMENT HEADQUART; BARTLETT CA, 1983, HARVARD BUSINESS MAR, P138; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; CATTELL RB, 1966, MULTIVARIATE BEHAVIO, V1, P245; DCRUZ JR, 1986, MANAGING MULTINATION; DEMEYER A, 1993, R&D MANAGE, V23, P109; DESS GG, 1984, ACAD MANAGE J, V27, P467; DOYLE F, 1990, COLUMBIA J WORLD SPR, P36; DOZ YL, 1991, STRATEGIC MANAGE J, V12, P145; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; FORSGREN M, 1992, EUROPE MULTINATIONAL; GARNIER GH, 1982, ACAD MANAGE J, V25, P893; GATES SR, 1986, J INT BUS STUD, V17, P71; GHOSHAL S, 1988, J INT BUS STUD, V19, P365; GNAN L, 1995, MANAGE INT REV, V35, P9; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HAIR JF, 1995, MULTIVARIATE DATA AN; HARRISON EF, 1991, LONG RANGE PLANN, V24, P78; HASSARD J, 1989, J GEN MANAGE, V15, P4; HEDLUND G, 1981, MANAGEMENT HEADQUART; JAEGER AM, 1983, J INT BUS STUD, V14, P91; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JOHNSON JH, 1995, J INT BUS STUD, V26, P621; KAGONO T, 1981, MANAGEMENT HEADQUART; KASHANI K, 1990, EUROPEAN MARKETING J, V8, P150; KIM WC, 1988, J BUSINESS STRAT JAN, P33; KIM WC, 1991, STRATEGIC MANAGE J, V12, P125; KIM WC, 1993, ACAD MANAGE J, V36, P502; KIM WC, 1993, J INT BUS STUD, V24, P419; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; KRIGER MP, 1987, COLUMBIA J WORLD WIN, P39; LEONTIADES J, 1986, LONG RANGE PLANN, V19, P96; LEVITT T, 1983, HARVARD BUSINESS MAY, P92; LEWIS P, 1990, STRATEGIC MANAGE J, V11, P385; LIND E, 1988, SOCIAL PSYCHOL PROCE; MARTIN SA, 1989, BEHAV RES METH INSTR, V21, P465; MARTINEZ JI, 1991, J INT BUS STUD, V22, P429; MESCHI P, 1994, MANAGE INT REV, V34, P197; MILLER D, 1984, ORG QUANTUM VIEW; MOON W, 1994, INT EXECUTIVE, V36, P557; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; OUCHI WG, 1978, ACAD MANAGE J, V21, P173; PECCEI R, 1976, J GEN MANAGE, V2, P66; PICARD J, 1977, RECENT RES INT BUSIN; PICARD J, 1980, COLUMBIA J WORLD SPR, P30; PORTER ME, 1986, CALIF MANAGE REV, V28, P9; POYATER TA, 1982, BUSINESS Q       AUT, P54; PRAHALAD CK, 1976, HARVARD BUSINESS JUL, P67; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; QUELCH JA, 1986, HARVARD BUS REV, V64, P59; ROBINSON RB, 1988, STRATEGIC MANAGEMENT, V9, P43; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROTH K, 1990, J INT BUS STUD, V21, P541; ROTH K, 1991, J INT BUS STUD, V22, P369; ROTH K, 1992, J INT BUS STUD, V23, P533; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN AM, 1982, COLUMBIA J WORLD BUS, V17, P58; SCHOLLHAMMER H, 1971, ACAD MANAGEMENT  SEP, P345; TAGGART JH, 1996, INT BUSINESS REV, V5, P447; TAGGART JH, 1996, P BRIT AC MAN C BIRM; TAGGART JH, 1997, IN PRESS MANAGEMENT; TAKEUCHI H, 1986, COMPETITION GLOBAL I; WELGE MK, 1994, MANAGE INT REV, V34, P33; WHITE RE, 1984, BUSINESS Q       SUM, P59; YIP GS, 1994, INT EXECUTIVE, V36, P529; YOUNG S, 1988, REG STUD, V22, P487	72	23	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				51	76			26	Business; Management	WX879	ISI:A1997WX87900003
J	Zaheer, S; Zaheer, A			Country effects on information seeking in global electronic networks	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; ORGANIZATION; MANAGEMENT; STRATEGY; JAPANESE; CULTURE	We examine the existence of country effects on information seeking in response to market volatility, and explore the institutional factors underlying these effects, The empirical setting is the use of an electronic inter-bank network over twelve months by 3,266 banks located in twenty-five countries, We find significant differences across countries in banks' information-seeking behavior in response to market volatility, influenced both by differences in national industry arrangements and by national culture, However, national industry arrangements and national culture influence banks' information seeking in distinct ways.		Zaheer, S, UNIV MINNESOTA,CARLSON SCH MANAGEMENT,MINNEAPOLIS,MN 55455		1993, EUROMONEY; *BANK INT SETTL, 1993, SURV FOR EXCH MARK A; *HAMBR BANK, 1993, FOR EXCH BULL DEAL D; *SAS I, 1993, SAS ETS US GUID; ADLER NJ, 1991, INT DIMENSIONS ORG B; ADMATI AR, 1988, REV FINANC STUD, V1, P3; BALIGH HH, 1994, MANAGE SCI, V40, P14; BARTLETT CA, 1986, COMPETITION GLOBAL I; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; CYERT RM, 1963, BEHAVIORAL THEORY FI; DAFT RL, 1984, ACAD MANAGE REV, V9, P284; DAFT RL, 1990, INFORMATION COGNITIO; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DUNCAN RB, 1972, ADM SCI Q, V17, P313; DUNLOP JT, 1975, IND IND MAN RECONSID; EARLEY PC, 1989, ADMIN SCI QUART, V34, P565; EGELHOFF W, 1988, GORG MULTINATIONAL E; GALBRAITH JR, 1973, DESIGNING COMPLEX OR; GALBRAITH JR, 1977, ORG DESIGN; HAMBRICK DC, 1982, STRATEGIC MANAGEMENT, V3, P159; HAMBRICK DC, 1985, ACAD MANAGE J, V28, P763; HAMILTON GG, 1988, AM J SOCIOL, V94, S52; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; HSIEH DA, 1996, MICROSTRUCTURE FOREI; JANSSENS M, 1995, ACAD MANAGE J, V38, P364; KOBRIN SJ, IN PRESS GLOBALIZATI; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, COUNTRY COMPETITIVEN; LINCOLN JR, 1986, ADMIN SCI QUART, V31, P338; LINCOLN JR, 1990, RES ORGAN BEHAV, V12, P255; LYONS RK, 1995, IS PROFIT TAKING RAT; LYONS RK, 1995, J FINANC ECON, V39, P321; MADDALA GS, 1977, ECONOMETRICS; MAURICE M, 1979, ORG ALIKE UNALIKE IN; MAURICE M, 1980, ORGAN STUD, V1, P59; MUELLER F, 1994, ORGAN STUD, V15, P407; NEGANDHI A, 1981, MANAGEMENT HEADQUART, P107; NORTH DC, 1990, I I CHANGE EC PERFOR; OHMAE K, 1990, BORDERLESS WORLD; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; POWELL WW, 1991, NEW I ORG ANAL; QUAH D, 1993, 820 CTR EC POL RES; ROBERTS KH, 1984, RES ORGAN BEHAV, V6, P423; ROSE M, 1985, EUROPEAN SOCIOLOGICA, V1, P65; SCHNEIDER SC, 1988, HUMAN RESOURCE MANAG, V27, P231; SHANE S, 1992, AC MAN BEST PAP P LA; SORGE A, 1993, COUNTRY COMPETITIVEN, P75; SUTCLIFFE KM, IN PRESS STRATEGIC M; TAYEB MH, 1988, ORG NATL CULTURE; THOMPSON JD, 1967, ORG ACTION; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; ZAHEER A, 1997, IN PRESS MANAGEMENT; ZAHEER S, 1995, ACAD MANAGE J, V38, P341; ZAHEER S, 1995, J INT BUS STUD, V26, P699	57	15	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				77	100			24	Business; Management	WX879	ISI:A1997WX87900004
J	Sharp, DJ; Salter, SB			Project escalation and sunk costs: A test of the international generalizability of agency and prospect theories	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EVALUATION DECISIONS; COMMITMENT; RISK; INFORMATION; JUDGMENT; CULTURE	Previous North American research suggests that aspects of agency theory and prospect theory may explain decisions to escalate commitment to failing projects, This study explores the universality of these theories in this context, The willingness of North American and Asian managers to escalate commitment to losing projects was measured using four go/no-go decision cases. We hypothesized that Asian managers would be less willing to act in their self-interest (a lower agency effect), and would be more willing to escalate a decision in the face of negative framing (a stronger framing effect), We found that agency theory had strong explanatory power for project escalation decisions in North America, but no explanatory power in our Asian sample, Framing effects were significant in both, but they were not significantly different.	UNIV CINCINNATI,DEPT ACCOUNTING & INFORMAT SYST,CINCINNATI,OH 45221	Sharp, DJ, UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA		1987, J CROSS CULTURAL PSY, V18, P143; ABDULEZZ M, 1995, P EUR ACC ASS ANN C; ADLER NJ, 1983, J INT BUS STUD, V14, P29; ASHTON RH, IN PRESS JUDGMENT DE; BAIMAN S, 1982, J ACCOUNTING LIT, V1, P154; BAIMAN S, 1990, ACCOUNT ORG SOC, V15, P341; BOYACIGILLER NA, 1991, ACAD MANAGE REV, V16, P262; BROCKNER J, 1992, ACAD MANAGE REV, V17, P39; CHOW CW, 1996, P AM ACC ASS ANN M C; CHRISTENSON C, 1983, ACCOUNT REV, V58, P1; GRAY SJ, 1988, ABACUS, V24, P1; HARRELL A, 1994, ACCOUNT ORG SOC, V19, P569; HARRISON PD, 1993, ACAD MANAGE J, V36, P635; HEALY PM, 1985, J ACCOUNT ECON, V7, P85; HO DYF, 1976, AM J SOCIOL, V81, P867; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1980, ORGAN DYN, V9, P42; HOFSTEDE G, 1988, ORGAN DYN, V16, P5; HOGARTH R, 1980, JUDGEMENT CHOICE PSY; JENSEN MC, 1976, J FINANC ECON, V3, P305; KAHNEMAN D, 1979, ECONOMETRICA, V47, P263; KANODIA C, 1989, J ACCOUNTING RES, V27, P59; KENNEDY J, 1993, J ACCOUNTING RES, V31, P231; KLUCKHOHN FR, 1961, VARIATIONS VALUE ORI; LANE H, 1992, INT MANAGEMENT BEHAV; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NORUSIS M, 1993, SPSS WINDOWS ADV STA; POPPER KR, 1959, LOGIC SCI DISCOVERY; PRATT J, 1987, INT J ACCOUNTING, V22, P1; RUTLEDGE R, 1993, INT J MANAGEMENT, V10, P300; SHARP DJ, 1991, SLOAN MANAGE REV, V32, P69; SMITH PB, 1996, J CROSS CULT PSYCHOL, V27, P231; STAW B, 1987, RES ORG BEHAV; STAW BM, 1976, ORGAN BEHAV HUM PREF, V16, P27; STAW BM, 1981, ACAD MANAGE REV, V6, P577; TRIGEORGIS L, 1996, REAL OPTIONS MANAGER; TSE DK, 1988, J MARKETING, V52, P81; WATTS RL, 1990, ACCOUNT REV, V65, P131; WHYTE G, 1993, ORGAN BEHAV HUM, V54, P430; YATES JF, 1989, ORGAN BEHAV HUM, V43, P145; YATES JF, 1996, ORGAN BEHAV HUM DEC, V65, P138; ZAHEER S, 1995, J INT BUS STUD, V26, P699; ZIMMERMAN J, 1995, ACCOUNTING DECISION	43	8	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				101	121			21	Business; Management	WX879	ISI:A1997WX87900005
J	DeCastro, JO; Uhlenbruck, K			Characteristics of privatization: Evidence from developed, less-developed, and former communist countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DIVERSIFICATION STRATEGY; FINANCIAL PERFORMANCE; ACQUISITIONS; MERGERS; ISSUES; FIRMS; STATE	A privatization wave has swept the world, starting in the U.K. in the early 1980s and then progressing to other developed and less-developed nations, This study examines how the country characteristics for the formerly state-owned enterprises relate to the nature of the privatization deal and the strategy of the acquiring firm, In particular, this paper examines how country characteristics affect government privatization policies and, in turn, firm strategy, Results indicate that there are differences with respect to the characteristics of privatization and government policies that translate into differences in firm strategy in former communist, less-developed and developed countries.	CALIF STATE UNIV, SAN MARCOS, CA USA	DeCastro, JO, UNIV COLORADO, BOULDER, CO 80309 USA		ADLER M, 1975, J FINANC, V30, P1; AHARONI Y, 1986, EVOLUTION MANAGEMENT; BARNEY JB, 1988, STRATEGIC MANAGE J, V9, P71; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BERGER R, 1991, BETRIEB FORSCH PRAX, V43, P104; BLEEKE J, 1991, HARVARD BUS REV, V69, P127; BRAHM R, 1995, STRATEGIC MANAGE J, V16, P71; CAVES RE, 1990, CEPR I MOB IT C EUR; CHATTERJEE S, 1986, STRATEGIC MANAGE J, V7, P119; CHATTERJEE S, 1991, STRATEGIC MANAGE J, V12, P33; CHATTERJEE S, 1992, STRATEGIC MANAGE J, V13, P319; CHRISTENSEN HK, 1981, STRATEGIC MANAGEMENT, V2, P327; COOK P, 1988, PRIVATISATION LESS D, P3; DATTA DK, 1995, MANAGE INT REV, V35, P325; DECASTRO J, 1993, AC MAN ANN M ATL GEO; DONAHUE JD, 1989, PRIVATIZATION DECISI; FATEMI AM, 1984, J FINANC, V34, P1325; FOWLER KL, 1989, STRATEGIC MANAGE J, V10, P339; FRYDMAN R, 1992, PRIVATIZATION EUROPE, P75; GOODMAN JB, 1991, HARVARD BUS REV, V69, P26; HASPESLAGH PC, 1991, MANAGING ACQUISITION; HISEY KB, 1985, J INT BUS STUD, V16, P51; HOSMER DW, 1989, APPL LOGISTIC REGRES; HUTCHINSON G, 1991, PRIVATIZATION EC EFF, P87; JEMISON DB, 1986, ACAD MANAGE REV, V11, P145; KITCHING J, 1973, ACQUISITIONS EUROPE; LABAN R, 1993, AM ECON REV, V83, P1199; LENWAY SA, 1994, J INT BUS STUD, V25, P513; LUBATKIN M, 1983, ACAD MANAGE REV, V8, P218; MARKIDES CC, 1994, J INT BUS STUD, V25, P343; MARKIDES CC, 1994, STRATEGIC MANAGE J, V15, P149; MCDONALD KR, 1993, HARVARD BUS REV, V71, P49; MURTHA TP, 1994, STRATEGIC MANAGE J, V15, P113; NANKANI HB, 1990, FINANC DEV, V27, P43; NAPIER NK, 1989, J MANAGE STUD, V26, P271; PARKER D, 1991, STRATEGIC MANAGE J, V12, P631; PERRY JL, 1988, ACAD MANAGE REV, V13, P182; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PRAHALAD CK, 1993, R GANDHI I CONT STUD, V2; RAMAMURTI R, 1992, J INT BUS STUD, V23, P225; RAMANADHAM VV, 1993, PRIVATIZATION GLOBAL, P526; RONDINELLI DA, 1994, PRIVATIZATION EC REF, P1; RUMELT RP, 1974, STRATEGY STRUCTURE E; SCHWEIGER DM, 1991, ACAD MANAGE J, V34, P110; SOBELL V, 1993, EUROPEAN TRENDS, V2, P71; TARGETTI F, 1992, PRIVATIZATION EUROPE, P1; UHLENBRUCK N, 1996, THESIS U COLORADO; VERNON R, 1988, PROMISE PRIVATIZATIO; VICKERS J, 1988, PRIVATIZATION EC ANA; YOUNG P, 1987, PROSPECTS PRIVATIZAT, P190	50	18	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				123	143			21	Business; Management	WX879	ISI:A1997WX87900006
J	Aulakh, PS; Kotabe, M			Antecedents and performance implications of channel integration in foreign markets	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; INTERNATIONAL ENTRY-MODE; VERTICAL INTEGRATION; GLOBAL STRATEGY; MULTINATIONAL-ENTERPRISE; DIRECT-INVESTMENT; CHOICE; CAPABILITIES; ORGANIZATION; OWNERSHIP	This study enhances our understanding of channel integration in foreign markets on two fronts, First, the eclectic approach to foreign entry mode, proposed by Hill, Hwang and Kim [1990] and Kim and Hwang [1992], is used to examine transaction-specific organizational capability and strategic factors that influence channel choices in foreign markets, Empirical results based on a survey of U.S. firms support the combined relevance of these factors in predicting the degree of channel integration, Second, the study empirically examines the performance consequences of channel integration, The results suggest that, although the degree of channel integration does not have a direct influence on channel performance, a contingency model based on the fit between the contextual factors and the actual channel choice is significantly related to performance in foreign markets.	UNIV TEXAS,AUSTIN,TX 78712; NYU,NEW YORK,NY	Aulakh, PS, MICHIGAN STATE UNIV,E LANSING,MI 48824		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P71; ANDERSON E, 1988, MANAGE SCI, V34, P599; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ASPINWALL L, 1958, MANAGERIAL MARKETING, P435; BAIN JS, 1956, BARRIERS NEW COMPETI; BALAKRISHNAN S, 1986, STRATEGIC MANAGE J, V7, P347; BOURGEOIS LJ, 1985, ACAD MANAGE J, V28, P548; CAVES RE, 1982, MULTINATIONAL ENTERP; CHANDLER AD, 1992, J ECON PERSPECT, V6, P79; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DAY GS, 1987, REV MARKETING, P39; DRAZIN R, 1985, ADM SCI Q, V30, P514; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1995, J INT BUS STUD, V26, P461; ERRAMILLI MK, 1993, J MARKETING, V57, P19; ETGAR M, 1978, J IND ECON, V26, P249; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GREENE WH, 1992, LIMDEP VERSION 6 0 U; HAIR JF, 1995, MULTIVARIATE DATA AN; HAMEL G, 1985, HARVARD BUS REV, V63, P134; HARRIGAN K, 1983, STRATEGIES VERTICAL; HARRIGAN KR, 1985, ACAD MANAGE J, V28, P397; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOUT T, 1982, HARVARD BUS REV, V60, P98; HUBER GP, 1985, STRATEGIC MANAGE J, V6, P171; HYMER S, 1976, INT OPERATIONS NATL; JENSEN MC, 1976, J FINANC ECON, V3, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHN G, 1988, J LAW ECON ORGAN, V4, P121; KEEGAN W, 1984, MULTINATIONAL MARKET; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN S, 1990, J MARKETING RES, V27, P196; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1985, SLOAN MANAGEMENT SUM, P15; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOTABE M, 1992, GLOBAL SOURCING STRA; LAMBKIN M, 1988, STRATEGIC MANAGE J, V9, P127; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LILIEN GL, 1979, MANAGE SCI, V25, P191; MADHOK A, 1997, IN PRESS STRATEGIC M; MALHOTRA NK, 1984, J MARKETING RES, V21, P20; MASTERS JM, 1992, J BUSINESS LOGISTICS, V13, P47; NELSON RR, 1991, STRATEGIC MANAGE J, V12, P61; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PODSAKOFF PM, 1986, J MANAGE, V12, P531; PORTER M, 1986, COMPETITION GLOBAL I; PORTER ME, 1980, COMPETITIVE STRATEGY; RANGAN VK, 1993, ORGAN SCI, V4, P454; ROBINSON RC, 1978, INT BUSINESS MANAGEM; ROOT FR, 1994, ENTRY STRATEGIES INT; ROTH K, 1991, J INT BUS STUD, V22, P369; STERN LW, 1992, MARKETING CHANNELS; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE DJ, 1981, SLOAN MANAGE REV, V22, P3; TEECE DJ, 1985, AM ECON REV, V75, P233; TEECE DJ, 1987, TECHNOLOGY GLOBAL IN, P65; TIROLE J, 1990, THEORY IND ORG; VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423; VENKATRAMAN N, 1990, STRATEGIC MANAGEMENT, V13, P109; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; VERNON R, 1983, MANAGING INT RISK; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, AM J SOCIOL, V87, P548; WILLIAMSON OE, 1985, EC I CAPITALISM	70	42	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				145	175			31	Business; Management	WX879	ISI:A1997WX87900007
J	Ralston, DA; Holt, DH; Terpstra, RH; KaiCheng, Y			The impact of national culture and economic ideology on managerial work values: A study of the United States, Russia, Japan, and China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		HONG-KONG; MANAGEMENT; CONSTRUCTS; ATTITUDES	This study assesses the impact of economic ideology and national culture on the individual work values of managers in the United States, Russia, Japan, and China. The convergence-divergence-crossvergence (CDC) framework was used as a theoretical framework for the study, while the Schwartz Value Survey (SVS) was used to operationalize our investigation of managerial work values across these four countries. The findings largely support the crossvergence perspective, while also confirming the role of national culture. Implications from the findings are drawn for the convergence-divergence-crossvergence of values, as well as for the feasibility of multidomestic or global strategies for a corporate culture.	UNIV CONNECTICUT,CIBER CTR,STORRS,CT 06269; LINGNAN COLL,DEPT MANAGEMENT,HONG KONG,HONG KONG; UNIV MACAU,DEPT FINANCE,TAIPA,MACAO; DALIAN UNIV TECHNOL,SCH BUSINESS,DALIAN,PEOPLES R CHINA	Ralston, DA, UNIV CONNECTICUT,DEPT MANAGEMENT,STORRS,CT 06269		1994, ECONOMIST       1001, P3; 1995, ECONOMIST       0506, P51; 1995, ECONOMIST       1223, P12; 1997, ECONOMIST       0322, P79; ABEGGLEN JC, 1957, AM J SOCIOL, V63, P181; ABEGGLEN JC, 1986, CALIF MANAGE REV, V28, P9; ADLER NJ, 1989, J INT BUS STUD, V20, P515; AJIFERUKE M, 1970, ACAD MANAGE J, V13, P153; ASLUND A, 1994, WORLD BANK RES OBSER, P45; BAILLIE AS, 1986, SAM ADV MANAGEME AUT, P15; BAKER JA, 1996, VITAL SPEECHES DAY, V62, P389; BERLINER J, 1988, SOVIET IND STALIN GO; BOEKER W, 1989, ACAD MANAGE J, V32, P489; BONTEMPO R, 1990, J CROSS CULT PSYCHOL, V21, P200; CHANDA N, 1995, FAR E EC REV, V9, P20; CHATMAN JA, 1994, ACAD MANAGE J, V37, P522; CHEN D, 1994, APPL MATH LETT, V7, P49; CHRISTOPHER RC, 1983, JAPANESE MIND; COLE RE, 1973, AM SOCIOL REV, V38, P424; DOBROKHOTOV LN, 1993, RUSSIA TODAY, V1, P1; DOLLINGER MJ, 1988, J BUS ETHICS, V7, P575; DUNNE MJ, 1995, MANAGE REV, V84, P13; DUNPHY D, 1987, ACAD MANAGE REV, V12, P445; EISENSTADT SN, 1973, TRADITION CHANGE MOD; ELENKOV D, IN PRESS INT STUDIES; ENGARDIO P, 1995, BUSINESS WEEK   0529, P53; ENGLAND GW, 1974, J APPL PSYCHOL, V59, P411; EVANS R, 1970, BUS HIST REV, V44, P110; FERRARO GP, 1993, CULTURAL DIMENSION I; FURNHAM A, 1984, EUR J SOC PSYCHOL, V14, P87; GALUSZKA P, 1996, BUSINESS WEEK   0401, P50; GEORGE RL, 1992, E W PENDULUM; HALL RH, 1990, ORGAN STUD, V11, P569; HARRIS M, 1979, CULTURAL MAT STRUGGL; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1984, ACAD MANAGE REV, V9, P389; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOLT DH, 1994, CALIF MANAGE REV, V36, P124; HOWARD N, 1981, MANAGE INT REV, V21, P19; JACOBS L, 1993, J INT CONSUMER MARKE, V5, P93; KELLEY L, 1973, ACAD MANAGE J, V16, P67; KELLEY L, 1981, ACAD MANAGE J, V24, P164; KELLEY L, 1987, J INT BUS STUD, V18, P17; KIEUZN W, 1991, MANAGEMENT SOCIALIST; KIRK RE, 1982, EXPT DESIGN PROCEDUR; KORDONSKY S, 1992, COMMUNIST EC EC TRAN, V4, P85; LINCOLN JR, 1978, AM SOCIOL REV, V43, P829; LVOV DS, 1992, COMMUNIST EC EC TRAN, V4, P75; MILLER WH, 1995, IND WEEK, V244, P20; NEGANDHI AR, 1975, ACAD MANAGE J, V18, P334; NOVE A, 1994, PROBL ECON TRANSIT, V37, P41; OHMAE K, 1990, BORDERLESS WORLD POW; OTTAWAY R, 1989, P 26 ANN M E AC MAN, P155; OUCHI WG, 1981, ORGAN DYN, V9, P36; PASCLE RT, 1980, HUM RELAT, V33, P433; PORTER ME, 1986, CALIF MANAGE REV, V28, P9; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PUFFER SM, 1994, ACAD MANAGEMENT EXEC, V8, P41; PYE LW, 1985, ASIAN POWER POLITICS; RALSTON DA, 1992, J APPL PSYCHOL, V77, P664; RALSTON DA, 1993, J INT BUS STUD, V24, P249; RALSTON DA, 1995, ASIA PACIFIC J MANAG, V12, P1; RALSTON DA, 1995, J CROSS CULT PSYCHOL, V26, P714; RALSTON DA, 1996, J INT MANAGEMENT, V2, P79; RICKS DA, 1990, J MANAGE, V16, P219; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHWARTZ SH, 1990, J PERS SOC PSYCHOL, V58, P878; SCHWARTZ SH, 1992, ADV EXPT SOCIAL PSYC, P1; SHAW JB, 1991, ACADEMY MANAGEMENT E, V5, P7; SHMELEV N, 1991, GREAT MARKET DEBATE; THOMPSON JE, 1990, NEONATAL NETWORK, V8, P77; TRIANDIS HC, 1986, AUST J PSYCHOL, V38, P257; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TRIANDIS HC, 1990, J CROSS CULT PSYCHOL, V21, P302; TSE DK, 1994, J INT BUS STUD, V25, P537; TUNG RL, 1988, COMP MANAGEMENT REGI, P139; VANCE CM, 1992, J MANAGEMENT INQUIRY, V1, P66; WALEY A, 1938, ANALECTS CONFUCIUS; WAYNE FS, 1989, J BUS ETHICS, V8, P793; WEBBER RA, 1969, COLUMBIA J WORLD BUS, V4, P75; WHITEHILL AM, 1991, JAPANESE MANAGEMENT; XING F, 1995, SAM ADV MANAGE J, V60, P14; YANG KS, 1990, J PERS SOC PSYCHOL, V58, P1087; YIP GS, 1992, TOTAL GLOBAL STRATEG; YOUZHOU Z, 1996, J ENTERPRISING CULTU, V4, P331	85	71	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1997	28	1				177	207			31	Business; Management	WX879	ISI:A1997WX87900008
J	Buckley, PJ; Casson, M			An economic model of international joint venture strategy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			The strategic choice between joint ventures, licensing agreements and mergers is analysed using eight key factors suggested by internalisation theory. The model explains the increasing role of international joint ventures in the 1980s in terms of the accelerating pace of technological innovation and the globalisation of markets, It offers a range of predictions about the formation of joint ventures within industries, across industries, across locations, and over time, It exploits a powerful modelling technique that has many other applications in international business strategy.	UNIV READING,READING,BERKS,ENGLAND	Buckley, PJ, UNIV LEEDS,CTR INT BUSINESS,LEEDS,W YORKSHIRE,ENGLAND		BEAMISH PW, 1987, J INT BUS STUD, V19, P1; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P181; CASSON MC, 1991, EC BUSINESS CULTURE; CASSON MC, 1995, ORG INT BUSINESS; CASSON MC, 1996, INFORMATION ORG NEW; DUNNING JH, 1993, MULTINATIONAL ENTERP; GERINGER JM, 1989, J INT BUS STUD, V20, P235; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P205; NELSON RR, 1982, EVOLUTIONARY THEORY; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; POLANYI M, 1966, TACIT DIMENSION; RING PS, 1994, ACAD MANAGE REV, V19, P90; TALLMAN SB, 1992, J MANAGE, V18, P455; VEUGELERS R, 1994, EUR ECON REV, V38, P1799	17	35	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				849	876			28	Business; Management	WD983	ISI:A1996WD98300002
J	Lyles, MA; Salk, JE			Knowledge acquisition from foreign parents in international joint ventures: An empirical examination in the Hungarian context	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		STRATEGIC ALLIANCES; PERFORMANCE; MANAGEMENT; FIRM; BEHAVIOR	In this paper we examine organizational characteristics, structural mechanisms and contextual factors that influence knowledge acquisition from the foreign parent in international joint ventures (IJVs), We in turn relate assessments of knowledge acquisition to IJV performance, The data come from a survey of IJVs in the Hungarian context, where learning and knowledge acquisition from the foreign parent is thought to be particularly critical, Adaptation mechanisms, such as capacity to learn, articulated goals, and structural mechanisms, such as the provision of training, technology and managerial assistance by foreign parents, all were positively associated with the degree to which IJVs reported acquiring knowledge from their foreign parents, We also found limited support for the belief that cultural conflicts can impede knowledge acquisition, but only for two-party joint ventures with 50/50 equity arrangements, We also looked at the relationship between knowledge acquisition and different dimensions for evaluating IJV performance, The relationship between knowledge acquisition and performance was significant for all indicators of performance, through knowledge acquisition from the foreign parent and the organizational characteristics hypothesized to enhance IJV knowledge acquisition affected assessments of some dimensions of performance more than others. Our findings contribute to advancing knowledge about the relationship between organizational characteristics and organizational knowledge acquisition in IJVs, as well as the relationships between knowledge acquisition and different dimensions of IJV performance.	GRP ESSEC,CERGY,FRANCE	Lyles, MA, INDIANA UNIV,SCH BUSINESS,BLOOMINGTON,IN 47405		BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BIVENS KK, 1966, JOINT VENTURES FOREI; BROWN JS, 1991, ORGAN SCI, V2, P40; CHILD J, 1993, J MANAGE STUD, V30, P611; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DESS GG, 1984, STRATEGIC MANAGE J, V5, P265; DODGSON M, 1993, ORGAN STUD, V14, P375; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; HAMAR J, 1993, FOREIGN DIRECT INVES; HAMEL G, 1989, HARVARD BUS REV, V67, P133; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399; HARRIGAN KR, 1986, MANAGING JOINT VENTU; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; HILL RC, 1994, ORGAN SCI, V5, P594; HISRICH RD, 1993, ENTREP REGION DEV, V5, P61; HUBER GP, 1991, ORGAN SCI, V2, P88; INKPEN AC, 1995, 1995 NAT AC MAN M VA; INKPEN AC, 1997, IN PRESS ACAD MANAGE; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1992, ORGAN SCI, V3, P383; LANE HW, 1990, MANAGE INT REV, V30, P87; LYLES M, 1994, MANAGE INT REV, V34, P313; LYLES MA, 1988, MANAGE INT REV, V28, P85; LYLES MA, 1992, J MANAGE STUD, V29, P155; LYLES MA, 1994, INT BUSINESS REV, V3, P459; MARCH JG, 1991, ORGAN SCI, V2, P71; MARKOCZY L, 1993, INT J HUM RESOUR MAN, V4, P277; NONAKA I, 1994, ORGAN SCI, V5, P14; NONAKA I, 1995, KNOWLEDGE CREATING C; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; PARKHE A, 1993, ORGAN SCI, V4, P301; PEDHAZUR EJ, 1982, MULTIPLE REGRESSION; POLANYI M, 1962, PERSONAL KNOWLEDGE; PORTER ME, 1986, COMPETITION GLOBAL I, P15; PRAHALAD CK, 1986, STRATEGIC MANAGE J, V7, P485; SALK JE, 1992, THESIS MIT CAMBRIDGE; SALK JE, 1997, IN PRESS INT STUDIES; SZULANSKI G, 1993, ACAD MANAGEMENT BEST, P47; VONHIPPEL E, 1988, SOURCES INNOVATION; VONKROGH G, 1994, STRATEGIC MANAGE J, V15, P53; WEBSTER L, 1992, PRIVATE SECTOR MANUF; WESTNEY DE, 1988, COOPERATIVE STRATEGI, P339; YAN AM, 1994, ACAD MANAGE J, V37, P1478	47	80	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				877	903			27	Business; Management	WD983	ISI:A1996WD98300003
J	Makino, S; Delios, A			Local knowledge transfer and performance: Implications for alliance formation in Asia	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL STRATEGIC ALLIANCES; JOINT VENTURES; MULTINATIONAL-ENTERPRISE; MARKET FAILURE; UNITED-STATES; ENTRY MODE; FIRM; CHOICE; SUBSIDIARIES; TECHNOLOGY	Foreign firms in host country environments frequently face location-based disadvantages, This study proposes three means (channels) of overcoming local knowledge disadvantages, Based on a sample of 558 Japanese joint ventures (JVs) located in Southeast and East Asia, we find that partnering with local firms (the first channel) can be a primary strategy for accessing local knowledge and improving JV performance, JV experience in the host country (the second channel) also mitigates local knowledge disadvantages and leads to increased JV performance, The third channel, the foreign parent's host country experience, leads to increased performance in the absence of a local partner, However, when a JV is formed with a local partner, increased parent experience in the host country leads to decreased performance suggesting that the need for a local partner declines as parent experience in a host country increases.	UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA	Makino, S, CHINESE UNIV HONG KONG,HONG KONG,HONG KONG		ANDERSON E, 1986, J INT BUS STUD, V17, P1; BEAMISH PW, 1984, THESIS U W ONTARIO L; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1995, LONG RANGE PLANN, V28, P26; BEAMISH PW, 1997, COOPERATIVE STRATEGI; BROWN PR, 1994, STRATEGIC MANAGE J, V15, P75; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1996, EC ANAL MULTINATIONA; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; DANIELS JD, 1976, INT BUSINESS ENV OPE; DAVIDSON WH, 1980, EXPERIENCE EFFECTS I; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DUNNING JH, 1977, OXFORD B ECON STAT, V41, P269; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUSSAUGE P, 1995, J INT BUS STUD, V26, P505; ERRAMILLI M, 1991, J INT BUS STUD, V21, P479; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; FRANKO LG, 1971, JOINT VENTURE SURVIV; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P36; HENNART JF, 1991, MANAGE SCI, V37, P483; HOSMER DW, 1987, APPL LOGISTIC REGRES; HYMER SH, 1976, INT OPERATIONS NATL; INKPEN A, 1992, THESIS U W ONTARIO L; INKPEN A, 1997, IN PRESS ACAD MANAGE; JOHANSON J, 1977, J INT BUS STUD, V8, P22; JOHANSON J, 1987, INT STUDIES MANAGEME, V17, P34; KILLING JP, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1992, ORGAN SCI, V3, P383; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1995, J INT BUS STUD, V26, P417; LI J, 1994, MANAGE INT REV, V34, P217; LI JT, 1991, J INT BUS STUD, V22, P209; LOVE JH, 1995, J INT BUS STUD, V26, P399; MAGEE SP, 1977, NEW INT EC ORDER; MAKINO S, 1995, THESIS U W ONTARIO L; MCFETRIDGE DG, 1995, J INT BUS STUD, V26, P409; NITSCH D, 1996, MANAGE INT REV, V36, P27; PORTER ME, 1986, COMPETITION GLOBAL I; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; SHARMA DD, 1987, INT MARKET REV, V4, P20; STOPFORD JM, 1972, MANAGING MULTINATION; TIEMESSEN I, 1997, COOPERATIVE STRATEGI; TOYO K, 1991, KAISHA SHIKIHO; TOYO K, 1992, JAPANESE OVERSEAS IN; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	59	51	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				905	927			23	Business; Management	WD983	ISI:A1996WD98300004
J	Pan, YG; Tse, DK			Cooperative strategies between foreign firms in an overseas country	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ENTRY-MODE CHOICE; JOINT VENTURES	In this paper, we study the cooperative strategies between two firms in an overseas country, In Part 1, we examine the circumstances under which foreign firms would cooperate with another foreign firm in a third country market, Drawing upon existing literature, we develop and test a set of hypotheses using a longitudinal data set from China, The types of cooperative arrangements include all the major modes of operation, In Part 2, we further investigate what types of operation and level of control exist among the cooperative arrangements between two foreign firms in China, We used a sample of 483 cooperative arrangements between two firms from Dong Kong, the U.S., Japan, Germany, or Britain, This study offers interesting insight as to why foreign firms form cooperative arrangements in an overseas country and what types of cooperative arrangements these firms prefer.	DEPAUL UNIV,COLL COMMERCE,CHICAGO,IL 60604; CITY UNIV HONG KONG,CHINESE MANAGEMENT RES CTR,HONG KONG,HONG KONG	Pan, YG, UNIV OREGON,LUNDQUIST COLL BUSINESS,EUGENE,OR 97403		ANDERSON EM, 1992, INT J RES MARKETING, V9, P149; BEAMISH PW, 1987, J INT BUS STUD, V19, P1; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BUCKLEY PJ, 1988, MANAGE INT REV, P19; COSSET JC, 1991, J INT BUS STUD, V22, P135; ERRAMILLI MK, 1993, J MARKETING, V57, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERLACH M, 1987, CALIFORNIA MANAG FAL, P126; GROSSE R, 1996, J INT BUS STUD, V27, P139; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HOFSTEDE G, 1994, MANAGE SCI, V40, P4; KILLING JP, 1988, COOPERATIVE STRATEGI, P55; KILLING PJ, 1983, STRATEGIES JOINT VEN; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; MAKINO S, 1995, DEV NEW MEASURE INT; PAN YG, 1996, J INT BUS STUD, V27, P1; PAN YG, 1997, IN PRESS STRATEGIC M; PARKHE A, 1991, J INT BUS STUD, V22, P579; REDDING SG, 1993, SPIRIT CHINESE CAPIT; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SHETH JN, 1992, SCANDINAVIAN INT BUS, V1, P71; STOPFORD JM, 1972, MANAGING MULTINATION; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TSE DK, 1994, J INT BUS STUD, V25, P537; TSE DK, 1995, ENTERING CHINA PROPO; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	27	17	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				929	946			18	Business; Management	WD983	ISI:A1996WD98300005
J	Leung, K; Smith, PB; Wang, ZM; Sun, H			Job satisfaction in joint venture hotels in China: An organizational justice analysis	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PROCEDURAL JUSTICE; PAY SATISFACTION; DECISIONS; FAIRNESS	In a survey of local employees of joint venture hotels in China, it was found that procedural and performance-based distributive justice was related to job satisfaction, but interactional justice was not, Comparison with other local employees was related to job satisfaction, but comparison with overseas employees was not, Senior managers reported a lower level of procedural and interactional justice, and senior managers and supervisors regarded their pay as less fair in comparison with local employees in state-owned hotels. Employees who worked with overseas Chinese and Japanese expatriates were less satisfied than those who worked with expatriates from the West, and this difference was explainable in terms of differences in perceived distributive justice.	UNIV SUSSEX,CTR RES CROSS CULTURAL ORG & MANAGEMENT,BRIGHTON BN1 9RH,E SUSSEX,ENGLAND; HANGZHOU UNIV,SCH MANAGEMENT,HANGZHOU,PEOPLES R CHINA	Leung, K, CHINESE UNIV HONG KONG,DEPT PSYCHOL,HONG KONG,HONG KONG		ADAMS JS, 1965, ADV EXPT SOCIAL PSYC; ADLER NJ, 1986, INT DIMENSIONS ORG B; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BIES RJ, 1986, RES NEGOTIATION ORG; BROCKNER J, 1990, APPL SOCIAL PSYCHOL; CHEN CC, 1995, ACAD MANAGE J, V38, P408; COLE RE, 1979, WORK MOBILITY PARTIC; DAVIDSON WH, 1987, CALIF MANAGE REV, V29, P77; FOLGER R, 1989, ACAD MANAGE J, V32, P115; GLADWIN TN, 1980, MULTINATIONALS FIRE; GREENBERG J, 1986, J APPL PSYCHOL, V71, P340; HENEMAN HG, 1985, INT J PSYCHOL, V20, P129; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HULIN CL, 1965, J APPL PSYCHOL, V49, P209; JOHNSON JP, 1997, COOPERATIVE STRATEGI; KIM WC, 1993, ACAD MANAGE J, V36, P502; KONOVSKY MA, 1993, JUSTICE WORKPLACE; LAWLER EE, 1981, PAY ORG DEV; LEUNG K, IN PRESS NEW PERSPEC; LEUNG K, 1990, J APPL PSYCHOL, V75, P613; LEUNG K, 1993, J APPL PSYCHOL, V78, P781; MCFARLIN DB, 1992, ACAD MANAGE J, V35, P626; MICELI MP, 1993, JUSTICE WORKPLACE; MOBLEY WH, 1978, J APPL PSYCHOL, V63, P408; MOORMAN RH, 1991, J APPL PSYCHOL, V76, P845; NEHEMKIS P, 1980, CALIFORNIA MANAGEMEN, V22, P37; PEARSON MM, 1991, JOINT VENTURES PEOPL; PRICE JL, 1986, HDB ORG MEASUREMENT; REDDING G, 1986, PSYCHOL CHINESE PEOP; RICE RW, 1990, J APPL PSYCHOL, V75, P386; SENSENBRENNER J, 1994, CHINESE BUSINESS NOV, P40; SHENKAR O, 1987, PERS REV, V16, P30; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SMITH PB, 1995, HDB CHINESE PSYCHOL; SWEENEY PD, 1990, ACAD MANAGE J, V33, P423; SWIERCZEK F, 1994, EUROPEAN MANAGEMENT, V12, P197; THIBAUT J, 1975, PROCEDURAL JUSTICE P; TYLER TR, 1990, APPL SOCIAL PSYCHOL	38	31	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				947	962			16	Business; Management	WD983	ISI:A1996WD98300006
J	Nordberg, M; Campbell, AJ; Verbeke, A			Can market-based contracts substitute for alliances in high technology markets?	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DYNAMIC THEORY; DETERMINANTS; INNOVATION; STRATEGY	Most current research on technology alliances assumes that trading partners are free to select an optimal governance structure, However, for international scientific research centres working with advanced technologies, the choices for industrial collaboration are often limited to short-term contracts, This research investigates whether in high technology settings, such short-term contracts can substitute for longer-term cooperative alliances, While the short-term transaction costs are high, the results suggest that, similar to alliances, certain market-based contracts do result in long-term learning and transferable firm-specific advantages.	YORK UNIV,SCHULICH SCH BUSINESS,N YORK,ON M3J 1P3,CANADA; CERN,EUROPEAN LAB PARTICLE PHYS,CH-1211 GENEVA,SWITZERLAND	Nordberg, M, FREE UNIV BRUSSELS,SOLVAY BUSINESS SCH,B-1050 BRUSSELS,BELGIUM		*BETA, 1980, EC EFF ESA CONTR; *BETA, 1988, STUD EC EFF EUR SPAC; ACHROL RS, 1991, J MARKETING, V55, P77; ANDERSON E, 1989, MARKET SCI, V8, P310; ANDERSON JC, 1990, J MARKETING, V54, P42; BADARACCO JL, 1991, KNOWLEDGE LINK FIRMS; BLEEKE J, 1992, MCKINSEY Q, P113; BUCHANAN L, 1992, J MARKETING RES, V29, P65; CHOI C, 1997, IN PRESS COOPERATIVE; COHEN WM, 1984, STRATEGIC MANAGEMENT, P107; COHEN WM, 1990, ADMIN SCI QUART, V35, P128; DAY GS, 1987, REV MARKETING, P39; DWYER FR, 1987, J MARKETING, V51, P11; FLORIN JM, 1997, IN PRESS COOPERATIVE; FRAZIER GL, 1988, J MARKETING, V52, P52; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; HAMEL G, 1989, HARVARD BUSINESS JAN, P133; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HAMEL G, 1994, COMPETING FUTURE; HEIDE JB, 1990, J MARKETING RES, V27, P24; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL RC, 1994, ORGAN SCI, V5, P594; HORTON V, 1997, COOPERATIVE STRATEGI; INKPEN AC, 1997, IN PRESS COOPERATIVE; KALAWANI MU, 1995, J MARKETING, V59, P1; KANTER RM, 1994, HARVARD BUSINESS JUL, P96; LYLES MA, 1997, IN PRESS COOPERATIVE; MONROE J, 1989, CALIFORNIA MANAGEMEN, V31, P91; MORGAN RM, 1994, J MARKETING, V58, P20; NEVENS TM, 1990, HARVARD BUSINESS MAY, P154; NONAKA I, 1994, ORGAN SCI, V5, P14; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PORTER ME, 1991, STRATEGIC MANAGE J, V12, P95; PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79; SHACHAR J, 1990, PERSPECTIVES IND ORG; TEECE DJ, 1988, TECHNICAL CHANGE EC; VONHIPPEL E, 1990, RES POLICY, V19, P407; VONKROGH G, 1994, STRATEGIC MANAGE J, V15, P53; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269	42	9	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				963	979			17	Business; Management	WD983	ISI:A1996WD98300007
J	Johnson, JL; Cullen, JB; Sakano, T; Takenouchi, H			Setting the stage for trust and strategic integration in Japanese-US cooperative alliances	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; ORGANIZATIONS; COMMITMENT; FIRMS	This study investigated the formation and outcomes of trust between partners in a specific form of strategic alliance not often studied, the non-equity-based international cooperative alliance (ICA). Because a component of the investigation involved the reciprocal effects of trust in the ICA relationship, dyadic data were gathered from Japanese and U.S. partners in 101 ICAs based in Japan, Results showed that partner cultural sensitivity is an important contributor to trust building for both sides of the dyad, Complementarity with partner contributed to trust for the U.S. but not for the Japanese, Similarity between ICA partners led to trust for the Japanese but not the U.S. partner, The results also showed strong reciprocal effects of trust in the relationship, and that trust of the ICA partner leads the individual firm to integrate the ICA into its own strategic framework.	WASEDA UNIV,GRAD SCH COMMERCE,TOKYO,JAPAN	Johnson, JL, WASHINGTON STATE UNIV,PULLMAN,WA 99164		1990, FORTUNE         1217, P121; ALPERT F, 1995, 95108 MARK SCI I; AXELROD R, 1984, EVOLUTION COOPERATIO; BEAMISH P, 1984, THESIS U W ONTARIO; BLAU PM, 1964, EXCHANGE POWER SOCIA; BOLLEN K, 1991, PSYCHOL BULL, V110, P305; BORYS B, 1989, ACAD MANAGE REV, V14, P234; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BROWN LT, 1989, ASIA PACIFIC J MANAG, V6, P225; BUCHANAN L, 1992, J MARKETING RES, V29, P65; BUCKLEY PJ, 1988, MANAGE INT REV, V28, P19; BUCKLIN LP, 1993, J MARKETING, V57, P32; COHEN J, 1983, APPLIED MULTIPLE REG; CONTRACTOR F, 1988, COOPERATIVE STRATEGI, P1; CULLEN JB, 1989, ORGAN DYN, V18, P50; CULLEN JB, 1995, J INT BUS STUD, V26, P91; CULLEN JB, 1997, MULTINATIONAL MANAGE; DATTA DK, 1993, MULTINATIONAL STRATE, P251; DOUGLAS SP, 1983, INT MARKETING RES; DOWLING PJ, 1990, INT DIMENSIONS HUMAN; GANESAN S, 1994, J MARKETING, V22, P1; GERINGER JM, 1988, BUSINESS Q, V53, P67; GOULDNER AW, 1960, AM SOCIOL REV, V25, P161; GRAY C, 1992, J BONE MINER RES, V7, P41; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HEBERT L, 1994, THESIS U W ONTARIO; INKPEN AC, 1992, THESIS U W ONTARIO; JOHANSON J, 1987, INT STUDIES MANAGEME, V17, P34; JOHNSON G, 1993, STUD SHORT FICTION, V30, P1; KILLING P, 1983, STRATEGIES JOINT VEN; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KRAFT FB, 1992, INT MARKET REV, V9, P59; LARSON A, 1992, ADMIN SCI QUART, V37, P76; LOLLA C, 1991, ADV INT COMP MANAGEM, V6, P103; LORANGE P, 1993, STRATEGIC ALLIANCES; MADHOK A, 1995, J INT BUS STUD, V26, P117; MCLELLAN K, 1993, THESIS U W ONTARIO; MENDENHALL M, 1986, COLUMBIA J WORLD BUS, V21, P73; MOORMAN C, 1993, J MARKETING, V57, P81; MORGAN RM, 1994, J MARKETING, V58, P20; NEUPERT K, 1994, THESIS U W ONTARIO; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PORTER ME, 1986, COMPETITIVE ADVANTAG; PRUITT DG, 1981, NEGOTIATION BEHAVIOR; PUCIK V, 1988, COOPERATIVE STRATEGI, P487; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; ROTTER JB, 1967, J PERS, V35, P651; THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37; TUNG R, 1981, COLUMBIA J WORLD BUS, V16, P68; WALLETS BA, 1994, BUSINESS HORIZON JUL, P5; WIERSEMA MF, 1993, ACAD MANAGE J, V36, P996; WILLIAMSON OE, 1985, EC I CAPITALISM; ZAND DE, 1981, INFORMATION ORG POWE	54	43	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				981	1004			24	Business; Management	WD983	ISI:A1996WD98300008
J	Aulakh, PS; Kotabe, M; Sahay, A			Trust and performance in cross-border marketing partnerships: A behavioral approach	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL JOINT VENTURES; STRATEGIC ALLIANCES; COOPERATION; DETERMINANTS; CONSEQUENCES; COMMITMENT; TECHNOLOGY; OUTCOMES; AGENCY; NORMS	Existing research on international partnerships focuses primarily on the ex ante structuring of interorganizational relationships. This study departs from this research by taking a behavioral approach to understand the ex post maintenance of cross-border marketing partnerships. A conceptual model is developed by identifying the antecedents of trust and performance in such partnerships. The model is empirically tested on a sample of U.S. firms having distributor and licensing relationships with firms from Asia, Europe, and Central/South America. Findings support the importance of bilateral relational norms and informal monitoring mechanisms in building interorganizational trust and improving market performance of international partnerships.	UNIV TEXAS,AUSTIN,TX 78712; LONDON BUSINESS SCH,LONDON NW1 4SA,ENGLAND	Aulakh, PS, MICHIGAN STATE UNIV,E LANSING,MI 48824		ANDERSON E, 1987, J MARKETING, V51, P76; ANDERSON E, 1989, MARKET SCI, V8, P310; ANDERSON JC, 1990, J MARKETING, V54, P42; ARMSTRONG JS, 1977, J MARKETING RES, V14, P396; ASHFORTH BE, 1989, ACAD MANAGE REV, V14, P20; AXELROD R, 1986, AM POLIT SCI REV, V80, P1095; BEAMISH PW, 1985, THESIS U W ONTARIO; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BERGEN M, 1992, J MARKETING, V56, P1; BLEEKE J, 1991, HARVARD BUSINESS NOV, P127; BRADACH JL, 1989, ANNU REV SOCIOL, V15, P97; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; CASSON M, 1992, NEW DIRECTIONS INT B, P4; COHEN J, 1983, APPLIED MULTIPLE REG; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI, P3; CROSBY LA, 1990, J MARKETING, V54, P60; CULLEN JB, 1995, J INT BUS STUD, V26, P91; DALTON GW, 1971, MOTIVATION CONTROL O, P1; DARLINGTON RB, 1990, REGRESSION LINEAR MO; DWYER FR, 1987, J MARKETING, V51, P11; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P57; GENCTURK EF, 1995, J INT BUS STUD, V26, P755; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P41; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HAKANSSON H, 1988, COOPERATIVE STRATEGI, P369; HEIDE JB, 1992, J MARKETING, V56, P32; HEIDE JB, 1994, J MARKETING, V58, P71; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; HOPWOOD A, 1972, EMPIRICAL RES ACCOUN, V10, P156; HOSMER LT, 1995, ACAD MANAGE REV, V20, P379; JAEGER AM, 1983, J INT BUSINESS S FAL, P91; JAWORSKI BJ, 1988, J MARKETING, V52, P23; JOHNSTON J, 1984, ECONOMETRIC METHODS; KOTABE M, 1995, STRATEGIC MANAGE J, V16, P621; KUMAR N, 1995, J MARKETING RES, V32, P54; LEWIS JD, 1985, SOC FORCES, V63, P967; MADHOK A, 1995, J INT BUS STUD, V26, P117; MOORMAN C, 1993, J MARKETING, V57, P81; MORGAN RM, 1994, J MARKETING, V58, P20; NOORDEWIER TG, 1990, J MARKETING, V54, P80; OUCHI WG, 1979, MANAGE SCI, V25, P833; OUCHI WG, 1980, ADM SCI Q, V25, P129; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PARKHE A, 1993, ORGAN SCI, V4, P301; PODSAKOFF PM, 1986, J MANAGE, V12, P531; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; ROBICHEAUX RA, 1994, J ACAD MARKET SCI, V22, P38; SCANZONI J, 1979, SOCIAL EXCHANGE DEV; STINCHCOMBE AL, 1986, STRATIFICATION ORG S, P231; THIBAUT JW, 1959, SOCIAL PSYCHOL GROUP; THORELLI HB, 1986, STRATEGIC MANAGEMENT, V7, P35; WEBSTER FE, 1992, J MARKETING, V56, P1; WILKINS AL, 1983, ADMIN SCI QUART, V28, P468; ZAND DE, 1972, ADM SCI Q, V17, P229	57	59	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				1005	1032			28	Business; Management	WD983	ISI:A1996WD98300009
J	Holm, DB; Eriksson, K; Johanson, J			Business networks and cooperation in international business relationships	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EXCHANGE RELATIONSHIPS; TRANSACTION COST; COMMITMENT; MARKETS; DYADS	Cooperative relationships between firms can be better understood if they are examined in the context of a network of connected business relationships, Based on research on business relationships and business networks, this paper formulates a LISREL model that analyses cooperation in international business relationships between suppliers and customer firms. Theory suggests that cooperation can raise the value of business relationships, and that business network connections have an impact on cooperation, The model is investigated in a sample of 136 international business relationships. The analysis shows that relationship profitability is directly affected by relationship commitment and, indirectly through commitment, by business network connections.		Holm, DB, UNIV UPPSALA,DEPT BUSINESS STUDIES,S-75105 UPPSALA,SWEDEN		ACHROL RS, 1983, J MARKETING, V47, P55; ALTER C, 1993, ORG WORKING TOGETHER; ANDERSON JC, 1988, PSYCHOL BULL, V103, P411; ANDERSON JC, 1990, J MARKETING, V54, P42; ANDERSON JC, 1994, J MARKETING, V58, P1; ASTLEY WG, 1984, ACAD MANAGE REV, V9, P526; AXELROD R, 1984, EVOLUTION COOPERATIO; AXELSSON B, 1991, IND NETWORKS NEW VIE; BEAMISH PW, 1988, MULTINATIONAL JOINT; BLANKENBURG D, 1995, BUSINESS MARKETING I, P375; BLAU PM, 1964, EXCHANGE POWER SOCIA; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; CARLTON DW, 1986, AM ECON REV, V76, P637; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; COOK KS, 1978, AM SOCIOL REV, V43, P721; CUNNINGHAM MT, 1986, IND MARKETING PURCHA, V1, P3; DWYER FR, 1987, J MARKETING, V51, P11; EMERSON RM, 1972, SOCIOLOGICAL THEORIE, V2; EMERSON RM, 1981, SOCIAL PSYCHOL SOCIO; FIOL CM, 1985, ACAD MANAGE REV, V10, P803; FORD D, 1990, UNDERSTANDING BUSINE; FORSGREN M, 1992, MANAGING NETWORKS IN; FORSGREN M, 1996, NATURE INT FIRM NORD; FRAZIER GL, 1988, J MARKETING, V52, P52; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GUNDLACH GT, 1995, J MARKETING, V59, P78; GUPTA PP, 1994, ADMIN SCI QUART, V39, P264; HAKANSSON H, 1982, INT MARKETING PURCHA; HAKANSSON H, 1995, DEV RELATIONSHIPS BU; HALLEN L, 1991, J MARKETING, V55, P29; HAYDUK LA, 1987, STRUCTURAL EQUATION; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; HOMANS GC, 1958, AM J SOCIOL, V63, P597; IACOBUCCI D, 1992, J MARKETING RES, V29, P5; JOHANSON J, 1988, STRATEGIES GLOBAL CO, P287; JOHNSON HT, 1992, RELEVANCE REGAINED T; JORESKOG KG, 1993, LISREL 8 STRUCTURAL; KALWANI MU, 1995, J MARKETING, V59, P1; KELLEY HH, 1978, INTERPERSONAL RELATI; KOGUT B, 1992, NETWORKS ORG STRUCTU, P348; LARSON A, 1992, ADMIN SCI QUART, V37, P76; LEE C, 1995, J INT BUS STUD, V26, P637; LEE JW, 1991, SWEDISH FIRMS ENTERI; LEVINTHAL DA, 1988, ADMIN SCI QUART, V33, P345; LUNDVALL BA, 1985, PRODUCT INNOVATION U; MADHOK A, 1995, SCANDINAVIAN J MANAG, V11, P57; MORGAN RM, 1994, J MARKETING, V58, P20; POWELL WW, 1990, RES ORGAN BEHAV, V12, P295; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; THIBAUT JW, 1959, SOCIAL PSYCHOL GROUP; THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37; TOYNE B, 1989, J INT BUS STUD, V20, P1; TURNBULL P, 1986, STRATEGIES INT IND M; WILLER D, 1981, NETWORKS EXCHANGE CO; ZAJAC EJ, 1993, J MANAGE STUD, V30, P131	56	31	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	5				1033	1053			21	Business; Management	WD983	ISI:A1996WD98300010
J	Allen, L; Pantzalis, C			Valuation of the operating flexibility of multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET VALUE; UNITED-STATES; PERFORMANCE; INTERNATIONALIZATION; DIVERSIFICATION; ACQUISITIONS; FIRM	The returns to multinationality are estimated as the value of ''operating flexibility.'' Empirical measures of the return to multinationality require a precise specification of the extensiveness of the MNC's transnational network to measure the degree of multinationality. This precise, empirically grounded definition of multinationality has been absent from the academic literature to date, We address this omission and we find that two characteristics of the transnational network, its BREADTH (number of foreign countries in which the MNC has operations) and DEPTH (the concentration of foreign subsidiaries in a few countries) are significant in explaining the value of operating flexibility, In particular, we find that the returns to multinationality are maximized for firms with networks that have BREADTH, but not DEPTH. The role of market intangibles such as R&D and advertising on MNC market valuation is shown to depend on the flexibility regime.	UNIV MANITOBA,WINNIPEG,MB R3T 2N2,CANADA	Allen, L, CUNY BERNARD M BARUCH COLL,NEW YORK,NY 10010		CHANDLER A, 1986, COMPETITION GLOBAL I; CHAUVIN KW, 1993, FINANC MANAGE, V22, P128; COLLINS JM, 1990, J INT BUS STUD, V21, P271; DOUKAS J, 1988, J FINANC, V43, P1161; DOUKAS J, 1995, J BANK FINANC, V19, P1285; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1985, AM ECON REV, V75, P228; ERRUNZA VR, 1984, J FINANC, V39, P727; GALBRAITH CS, 1986, J ECON BEHAV ORGAN, V7, P3; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; GOLDFELD SM, 1973, ANN ECON SOC MEAS, V2, P475; HIRSCHEY M, 1984, J BUS ECON STAT, V2, P375; HIRSCHEY M, 1985, J BUS, V58, P89; KIM WS, 1986, J INT BUS STUD, V17, P119; KIM WS, 1990, J INT BUS STUD, V21, P41; KOGUT B, 1983, MULTINATIONAL CORPOR; KOGUT B, 1994, MANAGE SCI, V40, P123; LINDENBERG E, 1981, J BUS, V54, P1; MALNIGHT TW, 1996, J INT BUS STUD, V27, P43; MELLO AS, 1995, J INT ECON, V39, P27; MORCK R, 1991, J BUS, V64, P165; MORCK R, 1992, J INT ECON, V33, P41; PANTZALIS C, 1995, THESIS U NEW YORK; RAMASWAMY K, 1996, J INT BUS STUD, V27, P167; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; SULLIVAN D, 1994, MANAGE INT REV, V34, P165; SULLIVAN D, 1996, J INT BUS STUD, V27, P179; THOMADAKIS SB, 1977, REV ECON STAT, V59, P179	29	17	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				633	653			21	Business; Management	WD839	ISI:A1996WD83900001
J	Tan, B; Vertinsky, I			Foreign direct investment by Japanese electronics firms in the United States and Canada: Modelling the timing of entry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DETERMINANTS; LOCATION; INTERNALIZATION; SUBSIDIARIES; ADVANTAGES; OWNERSHIP; INDUSTRY; CHOICE; MARKET	This paper examines the relationship between attributes of Japanese electronics firms and the sequence of their investments in the US, and Canada. It is argued that a useful way to model foreign direct investment (FDI) decisions is to recognize explicitly the uncertainties involved in them. A probabilistic model of FDI is specified. The following hypotheses are incorporated in the model: 1) the higher the risk-adjusted expected net benefits from foreign direct investment, ceteris paribus, the higher the probability of making an investment at any particular moment and thus the probability of investing earlier; 2) risk-adjusted expected net benefits from FDI by a firm are a function of its possession of certain types of intangible, transportable assets; 3) the uncertainties involved with FDI may be reduced with the passage of time and with increased experience with foreign operations; 4) parent company attributes that facilitate market intelligence capabilities permit early recognition of investment opportunities; and 5) timing of entry may reflect strategic considerations such as responding to growing foreign market opportunities, the need to ensure market access and the presence of opportunities to obtain abnormal profits due to market concentration. The models are estimated using Cox's proportional hazards regression model. Results generally confirm the hypotheses that size and financial capabilities, as well as possession of some knowledge-based, firm-specific strategic assets, are significantly related to early FDI. They also confirm that timing of entry is affected by market opportunities and in some eases by the need to ensure market access. We did not find evidence in this sector that differences in market concentration significantly affected the tinting of FDI. Analyses are also provided of inter-period changes in the importance of different types of intangible assets in explaining earlier FDI as well as changes that reflect differences in host country environments.	UNIV BRITISH COLUMBIA,CTR INT BUSINESS STUDIES,VANCOUVER,BC V5Z 1M9,CANADA; UNIV BRITISH COLUMBIA,INST ASIAN RES,VANCOUVER,BC V5Z 1M9,CANADA	Tan, B, NANYANG TECHNOL UNIV,SCH ACCOUNTING & BUSINESS,SINGAPORE 2263,SINGAPORE		*DODW MARK CONS, 1990, IND GROUP JAP; *USDA, 1987, STAND IND CLASS MAN; ABEGGLEN JC, 1985, KAISHA JAPANESE CORP; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ALIBER R, 1993, MULTINATIONAL PARADI; BERGSTEN CF, 1978, AM MULTINATIONALS AM; BORRUS MJ, 1982, US JAPANESE COMPETIT; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BURTON FN, 1987, MANAGE INT REV, V27, P13; CAVES RE, 1974, REV ECON STAT, V56, P272; CAVES RE, 1980, COMPETITION OPEN EC; CAVES RE, 1982, MULTINATIONAL ENTERP; CAVES RE, 1986, COMPETITION GLOBAL I, P449; CAVES RE, 1993, WORLD ECON, V16, P279; CONTRACTOR FJ, 1984, J INT BUS STUD, V15, P165; COX DR, 1972, J ROY STAT SOC B MET, V34, P187; CUSUMANO MA, 1985, JAPANESE AUTOMOBILE; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DRAKE TA, 1992, J JPN INT ECON, V6, P228; DUBOIS FL, 1993, J INT BUS STUD, V23, P307; FLOWERS E, 1976, J INT BUS STUD, V7, P43; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GRAHAM E, 1985, MULTINATIONALS MUTUA; GREGORY G, 1986, JAPANESE ELECT TECHN; GRUBAUGH SG, 1987, REV ECON STAT, V69, P149; HENNART JF, 1991, MANAGE SCI, V37, P483; HENNART JF, 1993, MANAGE SCI, V39, P1054; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HORIUCHI T, 1989, JAPANESE INVESTMENT; HORST T, 1972, REV ECON STAT, V54, P258; ITO K, 1993, STRATEGIC MANAGEMENT, V14, P61; KIM WS, 1990, J INT BUS STUD, V20, P41; KIMURA Y, 1989, J INT BUS STUD, V20, P296; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1991, REV ECON STAT, V73, P401; LAFRANCE VA, 1985, THESIS PENNSYLVANIA; LALL S, 1980, OXFORD ECON PAP, V32, P102; NAKAMURA M, 1994, JAPANESE EC POLICIES; NIHON KS, NIKKEIS CONSOLIDATED; OKIMOTO D, 1987, POLITICAL EC JAPAN, V1, P385; OZAWA T, 1991, J WORLD TRADE, V25, P43; PUGEL TA, 1978, INT MARKET LINKAGES; PUGEL TA, 1981, MANAGERIAL DECISION, V2, P220; RAPP WV, 1973, COLUMBIA J WORLD BUS, V82, P98; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; TALLMAN SB, 1991, STRATEGIC MANAGE J, V12, P69; TAN B, 1995, INT BUSINESS REV, V4, P373; TODD D, 1990, WORLD ELECT IND; TOYO K, 1960, JAPAN CO HDB; TOYO K, 1985, SURVEY JAPANESE OVER; TSURUMI Y, 1976, JAPANESE ARE COMING; URSACKI T, 1992, J BANK FINANC, V16, P405; YOSHIDA M, 1987, MANAGE INT REV, V27, P19; YU CM, 1988, J INT BUSINESS S FAL, P449	57	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				655	681			27	Business; Management	WD839	ISI:A1996WD83900002
J	Hooley, G; Cox, T; Shipley, D; Fahy, J; Beracs, J; Kolos, K			Foreign direct investment in Hungary: Resource acquisition and domestic competitive advantage	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-ENTERPRISE; MARKET ORIENTATION; JOINT VENTURES; STRATEGIC ALLIANCES; FIRM; PERSPECTIVE; COMPETENCE; ECONOMICS	This paper examines the impact of foreign direct investment on the marketing resources and capabilities of firms in Hungary. Foreign direct investment into Hungary has been substantial in recent years and is credited as a major factor in leading the transition towards a market-led economy. While the motives of foreign investors to invest and of governments to attract investment have been extensively addressed in the literature, there has been little research on the reasons why individual host firms seek to attract investment. This paper develops a theoretical explanation of host firm motives through the resource-based theory of the firm, proposing that host firms seek resources from their investors that can then be deployed to create competitive advantage over rivals in the domestic market. A series of specific propositions are developed and tested empirically on a large sample of Hungarian enterprises.	UNIV DUBLIN TRINITY COLL,DUBLIN 2,IRELAND; BUDAPEST UNIV ECON SCI,DEPT MKT,BUDAPEST,HUNGARY; BUDAPEST UNIV ECON SCI,CTR INT STUDIES,BUDAPEST,HUNGARY	Hooley, G, ASTON UNIV,ASTON BUSINESS SCH,MKT & LAW GRP,BIRMINGHAM B4 7ET,W MIDLANDS,ENGLAND		1993, EC YB 1993 1992 REV; 1993, ECONOMIST       0313; *HUNG STAT OFF, 1990, STAT POCK BOOK HUNG; *PLAN, 1992, PLAN BUS REP; *PLAN, 1993, PLAN BUS REP; ARTISIEN P, 1992, FOREIGN DIRECT INVES; BARKSDALE HC, 1978, J ACAD MARKETING SCI, V6, P258; BARNEY J, 1991, J MANAGE, V17, P99; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1983, GROWTH INT BUSINESS; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P181; BUCKLEY PJ, 1992, INT BUSINESS STUDIES; BUCKLEY PJ, 1994, EC CHANGE E CENTRAL; CARROLL JD, 1986, J MARKETING RES, V23, P271; CARROLL JD, 1987, J MARKETING RES, V24, P445; CASSON M, 1994, EC CHANGE E CENTRAL, P33; CAVES RE, 1982, MULTINATIONAL ENTERP; CONNER KR, 1991, J MANAGE, V17, P121; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; CULPAN R, 1995, TRANSFORMATION MANAG, P1; DAY GS, 1994, J MARKETING, V58, P37; DIERICKX I, 1989, MANAGE SCI, V35, P1504; DOMANSKI T, 1992, J BUS RES, V24, P57; DOYLE P, 1992, INT J RES MARK, V9, P59; DOYLE P, 1992, J INT BUS STUD, V23, P419; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1993, CENTRAL E EUROPEAN P, V2; ENNEW CT, 1993, EUR J MARKETING, V27, P21; FRYDMAN R, 1993, PRIVATIZATION PROCES; GILPIN R, 1975, US POWER MULTINATION; GLOWACKI R, 1991, INT STUDIES MANAGEME, V21, P39; GRANT RM, 1991, CALIF MANAGE REV, V33, P114; GREEN PE, 1989, MULTIDIMENSIONAL SCA; GREENWALD P, 1995, BAS CLIN ON, V6, P1; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARE P, 1993, BUSINESS STRATEGY RE, V4, P39; HART S, 1987, J MARKETING MANAGEME, V3, P25; HART S, 1993, J STRATEGIC MARKETIN, V1, P93; HENNART JF, 1989, J INT BUS STUD, V24, P7; HOOLEY GJ, 1990, EUR J MARKETING, V24, P7; HOOLEY GJ, 1992, INT J RES MARK, V9, P75; HOOLEY GJ, 1993, EUR J MARKETING, V27, P6; HYMER SH, 1960, INT OPERATIONS NATL; HYMER SH, 1971, EC WORLD ORDER; JAWORSKI BJ, 1992, MARKET ORIENTATION A; KINDLEBERGER C, 1969, AM BUSINESS ABROAD; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOHLI AK, 1990, J MARKETING, V54, P1; LEI D, 1992, CALIF MANAGE REV, V35, P81; LESSARD DR, 1974, MULTINATIONAL BUSINE; MACDOUGALL GD, 1960, ECON REC, V33, P13; MANN CL, 1991, AM ECON REV, V81, P181; MARINOV M, 1993, EUR J MARKETING, V27, P35; MCDONALD KR, 1993, HARVARD BUSINESS MAY, P49; MIRZA H, 1993, INT BUSINESS REV, V2; NARVER JC, 1990, J MARKETING, V54, P20; NOAR J, 1989, INT MARKETING REV, V7, P7; NORUSIS M, 1992, SPSS WINDOWS SYSTEM; PORTER ME, 1990, COMPETITIVE ADVANTAG; QUELCH JA, 1991, SLOAN MANAGEMENT WIN, P82; REDDY AC, 1991, J APPL BUSINESS RES, V7, P104; RONDINELLI DA, 1994, PRIVATIZATION EC REF, P1; RUEKERT RW, 1992, INT J RES MARK, V9, P225; SHIPLEY D, 1993, EUR J MARKETING, V27, P60; SLATER SF, 1994, J MARKETING, V58, P46; SMITH SC, 1990, PC MDS MULTIDIMENSIO; SULKOWSKI HV, 1991, INT FINANCIAL LAW RE, V10, P32; TALLMAN SB, 1992, J MANAGE, V18, P455; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21; TESAR G, 1994, R&D MANAGE, V24, P199; TIETZ B, 1994, EC CHANGE E CENTRAL, P55; TOVIAS A, 1994, EC CHANGE E CENTRAL, P131; TREACY M, 1995, DISCIPLINE MARKET LE; VANOUS J, 1992, PLANECON REPORT DEV; VERNON R, 1971, SOVEREIGNTY BAY; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WILLS G, 1971, EUR J MARKETING, V5, P13; WOODSIDE AG, 1994, EC CHANGE E CENTRAL, P169; WRIGHT M, 1993, INT BUSINESS REV, V2, P239	80	13	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				683	709			27	Business; Management	WD839	ISI:A1996WD83900003
J	Gregersen, HB; Hite, JM; Black, JS			Expatriate performance appraisal in US multinational firms	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		REPATRIATION ADJUSTMENT; RATINGS; MANAGERS; ACCURACY	This exploratory study examines empirically expatriate performance appraisal (EPA) practices for U.S. multinational firms and assesses how such practices relate to the perceived accuracy of EPAs. From a sample of U.S. multinationals, the results suggest that a balanced set of raters from host and home countries and more frequent appraisals relate positively to perceived accuracy of EPAs. The data suggest, however, that most respondent firms did not follow these practices. In addition, the use of standardized and customized EPA evaluation forms relates negatively to perceived EPA accuracy. Implications of these exploratory findings for research and practice are also discussed.	UNIV UTAH,ECCLES GRAD SCH MANAGEMENT,SALT LAKE CITY,UT 84112; THUNDERBIRD GRAD SCH INT MANAGEMENT,GLENDALE,AZ	Gregersen, HB, BRIGHAM YOUNG UNIV,MARRIOTT SCH MANAGEMENT,PROVO,UT 84602		*WAI, 1978, HIGHL LIT, V4; ADLER NJ, 1991, INT DIMENSIONS ORG B; BARTLETT CA, 1987, SLOAN MANAGE REV, V29, P43; BERNARDIN H, 1984, PERFORMANCE APPRAISA; BERNARDIN H, 1984, READINGS PERSONNEL H; BERNARDIN HJ, 1986, GEN LAB FIELD SETTIN; BLACK J, 1992, GLOBAL ASSIGNMENTS S; BLACK J, 1992, J INT COMPENSATION B, V1, P35; BLACK JS, 1991, J INT BUS STUD, V22, P671; BLACK JS, 1992, J INT BUS STUD, V23, P737; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BUTLER JE, 1991, STRATEGY HUMAN RESOU; CAMPBELL JP, 1982, J APPL PSYCHOL, V67, P691; CARDY RI, 1991, J HIGH TECHNOLOGY MA, V2, P193; CARDY RL, 1994, PERFORMANCE APPRAISA; CARROLL SJ, 1982, PERFORMANCE APPRAISA; CASCIO WF, 1986, MANAGING HUMAN RESOU; CLEVELAND JN, 1989, J APPL PSYCHOL, V74, P130; COX T, 1986, GROUP ORGAN STUD, V11, P101; CUMMINGS LL, 1973, PERFORMANCE ORG DETE; DICKINSON TL, 1987, ORGAN BEHAV HUM DEC, V40, P1; DOWLING PJ, 1990, INT DIMENSIONS HUMAN; EDSTROM A, 1977, ADM SCI Q, V22, P248; EDWARDS MR, 1990, SUPERV MANAGE, V36, P3; GREGERSEN HB, 1995, EXPATRIATE MANAGEMEN; GREGERSEN HB, 1995, J INT MANAGEMENT, V1, P3; HARRIS MM, 1988, PERS PSYCHOL, V41, P43; HARVEY MG, 1989, J INT BUS STUD, V20, P131; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; ILGEN DR, 1993, ORGAN BEHAV HUM, V54, P321; IVANCEVICH JM, 1992, HUMAN RESOURCE MANAG; KINGSTROM PO, 1985, ACAD MANAGE J, V28, P641; KOBRIN SJ, 1988, HUMAN RESOURCE MANAG, V27, P63; LANDY FJ, 1980, PSYCHOL BULL, V87, P72; MENDENHALL M, 1991, READINGS CASES INT H; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; MURPHY KR, 1991, PERFORMANCE APPRAISA; NAPIER NK, 1991, HUMAN RESOURCE PLANN, V14, P18; PETERS LH, 1985, RES PERSONNEL HUMAN, V3; SCHULER RS, 1993, PERSONNEL HUMAN RESO; SMITHER JW, 1987, ORGAN BEHAV HUM DEC, V40, P369; TUNG RI, 1988, NEW EXPATRIATES; YIP GS, 1989, SLOAN MANAGEMENT FAL, P29	45	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				711	738			28	Business; Management	WD839	ISI:A1996WD83900004
J	Bigoness, WJ; Blakely, GL			A cross-national study of managerial values	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; WORK VALUES; HONG-KONG; PERFORMANCE; ORIENTATION; CULTURE; GENDER; EUROPE; STYLE; AGE	This study investigated cross-national differences in managerial values. A total of 567 managers from twelve nations participated in the study. Managerial values were assessed by means of Rokeach's Value Survey. Factor analysis of the eighteen instrumental values included in Rokeach's Value Survey revealed four underlying value dimensions. The value dimension that included the instrumental values broadminded, capable and courageous was ranked as the most important value dimension by managers from all twelve nations. National differences were found on three of the four value dimensions.	W VIRGINIA UNIV,MORGANTOWN,WV 26506	Bigoness, WJ, UNIV N CAROLINA,KENAN FLAGLER BUSINESS SCH,CHAPEL HILL,NC 27514		ADLER NJ, 1986, HUM RESOURCE MANAGE, V25, P73; BASS B, 1973, IND RELAT, V12, P158; BEER M, 1981, 9481009 HARV BUS SCH; BLACK JS, 1991, J INT BUS STUD, V22, P99; BRENNER OC, 1988, PSYCHOL REP, V63, P639; CALLAHAN MR, 1989, TRAIN DEV J, P28; CHUSMIR LH, 1989, J SOC PSYCHOL, V129, P65; CHUSMIR LH, 1991, J BUS RES, V23, P325; COX CJ, 1985, J GEN MANAGE, V11, P27; DEVAUS D, 1991, WORK OCCUPATION, V18, P72; DOWLING PJ, 1986, J MANAGE, V12, P121; EARLEY PC, 1989, ADM SCI Q, V34, P556; ELIZUR D, 1991, J ORGAN BEHAV, V12, P21; EREZ M, 1986, J MANAGE, V12, P585; HAMBRICK DC, 1987, EXECUTIVE EFFECT CON; HARPAZ I, 1990, J INT BUS STUD, V21, P75; HEISKANEN TA, 1985, J OCCUPATIONAL BEHAV, V6, P273; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P5; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; HOWARD A, 1983, PERS PSYCHOL, V36, P883; JAEGER AM, 1986, ACAD MANAGE REV, V11, P178; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KEDIA BL, 1988, ACAD MANAGE REV, V13, P559; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LEE KC, 1991, INT J PSYCHOL, V26, P299; LIKERT R, 1967, HUMAN ORG ITS MANAGE; LOSCOCCO KA, 1988, SOC FORCES, V67, P337; MENDENHALL M, 1985, ACAD MANAGE REV, V10, P39; MIETHE TD, 1985, J PSYCHOL, V119, P441; MORRIS T, 1992, J INT BUS STUD, V23, P169; OREILLY B, 1988, FORTUNE         0425, P245; RALSTON DA, 1992, J APPL PSYCHOL, V77, P664; RAVLIN EC, 1987, RES CORPORATE SOCIAL, V9, P153; ROKEACH M, 1968, BELIEFS ATTITUDES VA; ROKEACH M, 1973, NATURE HUMAN VALUES; SCHWIND HF, 1985, INT STUDIES MANAGEME, V15, P60; SHENKAR O, 1987, J APPL BEHAV SCI, V23, P263; SIROTA D, 1971, HARVARD BUS REV, V51, P53; TABACHNICK BG, 1989, USING MULTIVARIATE S; TINGTOOMEY S, 1988, THEORIES INTERCULTUR, P213; TUNG R, 1981, COLUMBIA J WORLD BUS, V16, P68; TUNG RL, 1990, MANAGE INT REV, V30, P5; WELSH DHB, 1993, ACAD MANAGE J, V36, P58; WHITELY W, 1980, PERSONAL PSYCHOL, V33, P77; YASIN MM, 1989, INT J VALUE BASED MA, V2, P35	46	24	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				739	752			14	Business; Management	WD839	ISI:A1996WD83900005
J	Newman, KL; Nollen, SD			Culture and congruence: The fit between management practices and national culture	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PSYCHOLOGICAL CLIMATE; ORGANIZATIONAL CULTURE; SOCIAL-BEHAVIOR; PERFORMANCE; PARTICIPATION; PRODUCTIVITY; DIMENSIONS; VARIABLES; SELF	The financial performance of European and Asian work units of one multinational company is examined as a function of the congruence between management practices and national culture. Using Hofstede's five national culture dimensions and analogous management practices, we find that work unit financial performance is higher when management practices in the work unit are congruent with the national culture.		Newman, KL, GEORGETOWN UNIV,SCH BUSINESS,WASHINGTON,DC 20057		ADLER NJ, 1997, INT DIMENSIONS ORG B; BECK BEF, 1985, ORG CULTURE, P335; BLALOCK HM, 1979, SOCIAL STATISTICS; BURNS T, 1961, MANAGEMENT INNOVATIO; CHATMAN JA, 1994, ACAD MANAGE J, V37, P522; CHILD J, 1981, RES ORGAN BEHAV, V3, P303; CHOW CW, 1991, ACCOUNT ORG SOC, V16, P209; CROZIER M, 1964, BUREAUCRATIC PHENOME; DAY DV, 1991, J MANAGE, V17, P589; DENISON DR, 1990, CORPORATE CULTURE OR; DENISON DR, 1995, ORGAN SCI, V6, P204; DORFMAN PW, 1988, ADV INT COMP MANAGEM, V3, P127; DYER L, 1995, INT J HUM RESOUR MAN, V6, P656; EARLEY PC, 1994, ADMIN SCI QUART, V39, P89; EVANS P, 1992, HUMAN RESOURCE PLANN, V15, P85; GLICK WH, 1985, ACAD MANAGE REV, V10, P601; HAIRE M, 1963, IND RELAT, V2, P95; HANSEN GS, 1989, STRATEGIC MANAGE J, V10, P399; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1991, CULTURES ORG; JACOBSON R, 1990, MARKET SCI, V9, P74; JAEGER AM, 1986, ACAD MANAGE REV, V11, P178; JONES AP, 1979, ORGAN BEHAV HUM PREF, V23, P201; KLUCKHOLN FR, 1961, VARIATIONS VALUE ORI; KOTTER JP, 1992, CORPORATE CULTURE PE; LAURENT A, 1983, INT STUDIES MANAGEME, V13, P75; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LAWLER EE, 1990, STRATEGIC PAY; LUTHANS F, 1993, J INT BUS STUD, V24, P741; MAURO R, 1990, PSYCHOL BULL, V108, P314; MILLER KI, 1986, ACAD MANAGE J, V29, P727; MORRIS MH, 1994, J INT BUS STUD, V25, P65; MORRIS T, 1992, J INT BUS STUD, V23, P169; POWELL TC, 1992, STRATEGIC MANAGE J, V13, P119; PRESCOTT JE, 1986, ACAD MANAGE J, V29, P329; PUFFER SM, 1993, EUROPEAN MANAGEMENT, V11, P473; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SHACKLETON VJ, 1990, J CROSS CULT PSYCHOL, V21, P109; SLOCUM JW, 1993, ORG CHANGE REDESIGN, P295; SONDERGAARD M, 1994, ORGAN STUD, V15, P447; TRIANDIS HC, 1982, HUM ORGAN, V41, P86; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TROMPENAARS F, 1993, RIDING WAVES CULTURE; WAGNER JA, 1987, ACAD MANAGE J, V30, P524; WILKINS AL, 1983, ADMIN SCI QUART, V28, P468; WRIGHT JC, 1987, J PERS SOC PSYCHOL, V53, P1159	48	74	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				753	779			27	Business; Management	WD839	ISI:A1996WD83900006
J	Grosse, R			International technology transfer in services	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		KNOWLEDGE	This study examines the nature of technology and the process of its transfer in five service industries from parent companies to foreign affiliates. Three principal research questions are posed: What is the key technology in each industry? What are the main methods for transferring this technology? How and why do technology and transfer methods differ across firms, industries and countries? The empirical analysis shows that key technologies were generally knowledge of/experience in the industry and methodology for producing the service. Transfer of the technology was mainly done through the training and transfer of experts: and organizational forms were wholly owned subsidiaries and international partnerships. More technology transfer occurred when firms were more international, when affiliates were more recently-established, and when parent ownership was lower in the affiliate. Some evidence exists that more firm-specific, jointly produced technology leads to higher ownership percentage and greater transfer to affiliates.				*UN C TRAD DEV, 1984, SERV DEV PROC; *UN C TRAD DEV, 1986, IMPL LAWS REG TRANSF; *UN C TRAD DEV, 1991, TECHN CHANG SERV INT; *UN C TRAD DEV, 1994, UNPUB TRANSN SERV CO; *UN CTR TRANSN COR, 1988, TRANSN CORP WORLD DE; *UN CTR TRANSN COR, 1989, CTC REPORTER     SPR; *UN CTR TRANSN COR, 1989, FOR DIR INV TRANSN C; *UN CTR TRANSN COR, 1989, TRANSN SERV CORP DEV; *UN CTR TRANSN COR, 1990, DIR WORLDS LARG SERV; *US C, 1987, INT COMP SERV; *US DEP COMM, 1993, US DIR INV ABR 1989; BADARACCO J, 1991, KNOWLEDGE LINK FIRMS; BARANSON J, 1978, TECHNOLOGY MULTINATI; BEHRMAN JN, 1976, TRANSFERS MANUFACTUR; BODDEWYN JJ, 1986, J INT BUS STUD, V17, P41; BROOKE M, 1985, SELLING MANAGEMENT S; CHUDSON W, 1971, 13 UNITAR; CONTRACTOR F, 1989, INT TRADE J      FAL, P21; DAVIDSON W, 1984, J IND EC         MAR, P253; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; GALBRAITH CS, 1990, CALIFORNIA MANAG SUM, P56; GROSSE R, 1992, J BUS RES, V25, P27; GROSSE R, 1995, INT BUSINESS; KOBRIN SJ, 1987, INT ORGAN, V41, P609; KOGUT B, 1992, ORGAN SCI, V3, P383; MANSFIELD E, 1975, AM EC REV        MAY, P372; MARTON K, 1986, MULTINATIONALS TECHN; MARTON K, 1986, WORLD EC         DEC, P409; PORTER ME, 1985, COMPETITIVE ADVANTAG; QUINN JB, 1987, TECHNOLOGY GLOBAL IN, P119; ROBINSON R, 1988, INT TRANSFER TECHNOL; ROBINSON R, 1989, INT TRADE J      FAL, P1; ROBOCK S, 1980, INT TECHNOLOGY TRANS; SAFARIAN E, 1987, MULTINATIONALS GOVT; SHELP RK, 1984, SERVICE IND EC DEV; STOBAUGH R, 1988, INNOVATION COMPETITI; TEECE D, 1976, MULTINATIONAL CORPOR; TELESIO P, 1979, TECHNOLOGY LICENSING	38	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	4				781	800			20	Business; Management	WD839	ISI:A1996WD83900007
J	Rao, A; Hashimoto, K			Intercultural influence: A study of Japanese expatriate managers in Canada	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INFLUENCE TACTICS; WORK; COMMUNICATION; EXPLORATIONS; PERCEPTIONS	This study explored the nature of intercultural influence by examining the influence strategies of Japanese managers in Canada with their Canadian and Japanese subordinates, Theories of inter-group behavior and cultural differences were used to predict the influence strategies used by Japanese managers with subordinates from their own and another culture. There were significant differences in their strategies, which were associated with the national culture of their subordinates, Japanese managers used significantly more influence with Canadian than with Japanese subordinates, including strategies of assertiveness, reason, sanctions, upward appeal, and reciprocity. The structure of Japanese influence differed from that found in prior research, We discuss the implications of these differences for managers influencing subordinates across cultures.	MCGILL UNIV,MONTREAL,PQ,CANADA; MITSUI & CO LTD USA,CORP TRAFF LOGIST & TRAFF BUSSINESS DEPT,CHICAGO,IL 60601	Rao, A, RUTGERS STATE UNIV,UNIV HTS,81 NEW ST,NEWARK,NJ 07102		*MONTR SHOK, 1993, MONTR; *TOR JAP ASS BUS I, 1993, TOR; *US DEP COMM, 1992, SURV CURR BUS; ADLER NJ, 1989, J INT BUS STUD, V20, P515; ADLER NJ, 1991, INT DIMENSIONS ORG B; BASS B, 1979, ASSESSMENT MANAGERS; BEALS R, 1953, ANTHROPOLOGY TODAY; BLAKER M, 1977, JAPANESE INT NEGOTIA; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BRISLIN RW, 1986, FIELD METHODS CROSS, P137; BYRNE D, 1971, ATTRACTION PARADIGM; DEVELLIS RF, 1991, SCALE DEV THEORY APP; DORFMAN PW, 1988, ADV INT COMP MANAGEM, V3, P127; EARLEY CP, 1993, OB93015 U CAL IRV; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; FRANCIS JND, 1991, J INT BUSINESS NEGOT, V22, P408; GOLDENBERG S, 1991, GLOBAL PURSUIT; GRAHAM JL, 1987, J BUS COMMUN, V24, P63; GRAHAM JL, 1989, HARPER BUSINESS, P19; HAIN T, 1982, MANAGEMENT JAPANESE, P433; HAIR JF, 1987, MULTIVARIATE DATA AN; HAIRE M, 1966, MANAGERIAL THINKING; HALL ET, 1988, UNDERSTANDING CULTUR; HATVANY N, 1981, ACAD MANAGE REV, V6, P469; HINKIN TR, 1990, HUM RELAT, V43, P221; HIROKAWA R, 1986, COMMUNICATIONS Q, V34, P260; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOMANS GC, 1950, HUMAN GROUP; JANOSIK RL, 1987, NEGOTIATION J    OCT, P385; KIPNIS D, 1980, J APPL PSYCHOL, V65, P440; KIPNIS D, 1982, PROFILES ORG INFLUEN; KIPNIS D, 1984, ORG DYNAMICS     WIN, P58; LINOWES RG, 1993, ACAD MANAGEMENT EXEC, V7, P21; MARCH RM, 1991, INTERSECT        JAN, P11; MATHIEU JE, 1991, J APPL PSYCHOL, V76, P127; NAKANE C, 1970, JAPANESE SOC; OUCHI WG, 1981, THEORY Z; PASCALE RT, 1978, ADM SCI Q, V23, P91; PASCALE RT, 1981, ART JAPANESE MANAGEM; RAO A, 1993, THESIS TU PHILADELPH; RAO A, 1995, ADV INT COMP MANAGEM, V10, P79; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHMIDT SM, 1991, ACAD INT BUSINESS AN; SCHMIDT SM, 1992, J CROSS CULT PSYCHOL, V23, P251; SPECTOR PE, 1987, J APPL PSYCHOL, V72, P438; TAJFEL H, 1986, PSYCHOL INTERGROUP R, P7; THOMAS DC, 1992, P ASS JAP BUS STUD; TRIANDIS HC, 1960, HUM RELAT, V13, P175; TURNER JC, 1987, REDISCOVERING SOCIAL; TUSHMAN M, 1978, ACAD MANAGE J, V21, P624; VANZANDT HF, 1970, HARVARD BUS REV, V48, P45; WEISS S, 1985, NEGOTIATING FOREIGN; WHITEHILL AM, 1991, JAPANESE MANAGEMENT; YEH RS, 1986, THESIS TEMPLE U PHIL; YEH RS, 1988, ASIA PACIFIC J MANAG, V6, P149; YEH RS, 1995, INT J HUMAN RESOURCE, V6, P626; YOSHINO MY, 1968, JAPANS MANAGERIAL SY	58	14	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				443	466			24	Business; Management	VN981	ISI:A1996VN98100001
J	Birkinshaw, J			How multinational subsidiary mandates are gained and lost	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CORPORATIONS; ROLES; FIRM	A subsidiary mandate is a business, or element of a business, in which the subsidiary participates and for which it has responsibilities beyond its national market, This research studied thirty-one mandates in six Canadian subsidiaries of U.S.-owned multinational corporations, A life-cycle framework was proposed, and used to explore the factors associated with the gain, development and loss of mandates by subsidiaries, Two key findings emerged, First, it was shown that there is a risk in having a full-scope world product mandate, because it is possible to become marginal to the corporate strategy, Second, it was observed that the engine of subsidiary growth is its distinctive capabilities, and that for a mandate to be effective it must be built on those capabilities, Implications for mandate sustainability are proposed on the basis of these two insights.		Birkinshaw, J, STOCKHOLM SCH ECON,INST INT BUSINESS,S-11383 STOCKHOLM,SWEDEN		*SCI COUNC CAN, 1980, MULT IND STRAT ROL W; AMIT R, 1993, STRATEGIC MANAGE J, V14, P33; BARNEY J, 1991, J MANAGE, V17, P99; BARTLETT CA, 1986, HARVARD BUS REV, V64, P87; BIRKINSHAW JM, 1994, ADV COMP MANAGEMENT, V9, P111; BIRKINSHAW JM, 1995, J INT BUS STUD, V26, P729; BISHOP P, 1986, CANADIAN IND TRANSIT; BONIN B, 1986, MANAGING MULTINATION; CROOKELL HH, 1984, BUSINESS Q, P59; CROOKELL HH, 1986, MANAGING MULTINATION; CROOKELL HH, 1990, BUSINESS Q       FAL; CROOKELL HH, 1990, CANADIAN AM TRADE IN; DCRUZ JR, 1986, MANAGING MULTINATION; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1993, MULTINATIONAL ENTERP; ETEMAD H, 1986, MANAGING MULTNATIONA; FORSGREN M, 1991, MANAGING NETWORKS IN; FORSGREN M, 1995, J MANAGE STUD, V32, P475; GALUNIC D, 1994, RES ORG BEHAV; GALUNIC D, 1995, EVOLUTION INTRACORPO; GHOSHAL S, 1986, THESIS HARVARD BUSIN; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEDLUND G, 1990, MANAGING GLOBAL FIRM; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JOHNSTON P, 1982, POLICY OPTIONS, V3, P26; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; KOGUT B, 1994, J INT BUS STUD, V25, P625; LEKSELL L, 1984, THESIS STOCKHOLM SCH; LEONARDBARTON D, 1992, STRATEGIC MANAGE J, V13, P111; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; MCGUINNESS N, 1986, MANAGING MULTINATION; MILES MB, 1984, QUALITATIVE DATA ANA; MORRISON AJ, 1990, STRATEGIES GLOBAL IN; PAPANASTASSIOU M, DISCUSSION PAPERS IN; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PEARCE RD, 1992, SCANDINAVIAN INT BUS, V1, P38; PENROSE ET, 1959, THEORY GROWTH FIRM; PORTER ME, 1986, COMPETITION GLOBAL I; POYNTER TA, 1982, BUSINESS Q       AUT, P54; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1982, COLUMBIA J WORLD BUS, V17, P58; RUGMAN AM, 1986, MANAGING MULTINATION; SARNA AJ, 1986, MANAGING MULTINATION; SOLVELL O, 1994, BERT S STOCKH JUN 12; TAGGART J, 1995, 954 SIBU U STRATHCL; VERNON R, 1966, Q J ECON, V80, P190; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WHITE RE, 1984, BUSINESS Q       SUM, P59; YIN RK, 1984, CASE STUDY RES DESIG; YOUNG S, 1982, SCOTTISH IND POLICY, V1; YOUNG S, 1988, REG STUD, V22, P487; YOUNG S, 1994, REG STUD, V28, P657	57	40	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				467	495			29	Business; Management	VN981	ISI:A1996VN98100002
J	Dawar, N; Parker, PM; Price, LJ			A cross-cultural study of interpersonal information exchange	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		OPINION LEADERSHIP; BEHAVIOR; DIMENSIONS; DIFFUSION	Research conducted primarily in the United States has shown that interpersonal influence arising from opinion exchange behavior is an important factor in consumers' product adoption and brand choice decisions, An important managerial question in the international arena is whether information-giving and seeking behaviors depend on culture, In a study representing eleven nationalities, we explore the role of culture in moderating consumers' opinion exhange behavior, Results indicate that the cultural characteristics of power distance and uncertainty avoidance [Hofstede 1980] influence the focus of consumers' product information search activities, but not their tendencies to share product-related opinions with others, Following earlier opinion leadership studies, we find that individual characteristics such as product category interest and involvement are most indicative of active opinion leadership behavior.	EUROPEAN INST BUSINESS ADM,INSEAD,FONTAINEBLEAU,FRANCE; HONG KONG UNIV SCI & TECHNOL,SCH BUSINESS & MANAGEMENT,HONG KONG,HONG KONG	Dawar, N, UNIV WESTERN ONTARIO,RICHARD IVEY SCH BUSINESS,LONDON,ON N6A 3K7,CANADA		ANDERSON R, 1977, J CONSUM RES, V3, P185; ARNDT J, 1967, J MARKETING RES, V4, P291; BEARDEN WO, 1989, J CONSUM RES, V15, P473; BROWN JJ, 1987, J CONSUM RES, V14, P350; BURNKRANT RE, 1975, J CONSUM RES, V2, P206; CLARK T, 1990, J MARKETING, V54, P66; DAWAR N, 1994, J MARKETING, V58, P81; DOUGLAS SP, 1983, INT MARKETING RES; FARLEY JU, 1994, MANAGE SCI, V40, P111; FEICK LF, 1986, ADV CONSUM RES, V13, P301; FEICK LF, 1987, J MARKETING, V51, P83; GATIGNON H, 1985, J CONSUM RES, V11, P849; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JACOBY J, 1981, ADV CONSUM RES, V8, P31; JAIN SC, 1989, J MARKETING, V53, P70; KIEL GC, 1981, J MARKETING RES, V18, P233; KING CW, 1970, J MARKETING RES, V7, P43; LEONARDBARTON D, 1985, J CONSUM RES, V11, P914; LEVITT T, 1983, HARVARD BUS REV, V61, P92; LYNN M, 1993, J CONSUM RES, V20, P478; MURDOCK GP, 1945, SCI MAN WORLD CRISIS; MYERS JH, 1972, J MARKETING RES, V9, P41; OHMAE K, 1985, TRIAD POWER COMING S; PARK C, 1977, J CONSUM RES, V4, P102; PRICE LL, 1984, ADV CONSUM RES, V11, P250; REYNOLDS FD, 1971, J MARKETING RES, V8, P449; RICHINS ML, 1988, ADV CONSUM RES, V15, P32; ROTH MS, 1995, J MARKETING RES, V32, P163; SUMMERS JO, 1970, J MARKETING RES, V7, P178; THOMAS RJ, 1982, J CONSUM RES, V9, P171; THORELLI HB, 1975, INFORMATION SEEKERS; THORELLI HB, 1980, CALIFORNIA MANAGEMEN, V23, P46	32	14	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				497	516			20	Business; Management	VN981	ISI:A1996VN98100003
J	Leonidou, LC; Katsikeas, CS			The export development process: An integrative review of empirical models	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		MEDIUM-SIZED FIRMS; INTERNATIONALIZATION PROCESS; PROMOTION; BEHAVIOR; STRATEGY; VENTURES; PERFORMANCE; COMPANIES; EXPANSION; DECISION	Despite widespread research on the export behavior of firms, no integrative review of the empirical work in relation to export development models exists in the extant literature, This article reviews the main models on the subject, identifies their structural characteristics, evaluates the methodologies used for their validation, and analyzes the key conceptual issues emerging from their assessment, While valuable inroads into the mechanics and constituent parts of the export development process have been made, this avenue of empirical inquiry has attracted criticism on structural, methodological and conceptual grounds, Future research in the field should harness the eclectic contribution afforded by existing theory and, at the same time, enhance its status with contributions from marketing, business and other disciplines.	UNIV WALES COLL CARDIFF,SCH BUSINESS,CARDIFF CF1 3NS,S GLAM,WALES	Leonidou, LC, UNIV CYPRUS,SCH ECON & MANAGEMENT,NICOSIA,CYPRUS		*IMF, 1995, DIR TRAD STAT YB; *WORLD BANK, 1955, WORLD TABL; AABY NE, 1989, INT MARKET REV, V6, P53; AKSOY S, 1994, INT MARKET REV, V11, P16; ALBAUM G, 1984, J INT BUS STUD, V15, P161; ALBAUM G, 1994, INT MARKETING EXPORT; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; AXINN CN, 1994, ADV INT MARKETING, V6, R11; BARRETT NI, 1986, RES INT MARKETING, P213; BARRETT NJ, 1985, EUR J MARKETING, V19, P53; BEAMISH PW, 1993, MANAGE INT REV, V33, P121; BILKEY WJ, 1977, J INT BUS STUD, V8, P93; BILKEY WJ, 1978, J INT BUS STUD, V9, P33; BRADY DL, 1979, J INT BUS STUD, V10, P79; BUCKLEY PJ, 1979, MANAGEMENT BIBLIOGRA, V5, P186; BUCKLEY PJ, 1992, SCANDINAVIAN INT BUS, V1, P39; CANNON T, 1980, EUR J MARKETING, V14, P34; CAVUSGIL S, 1980, THEORETICAL DEV MARK, P68; CAVUSGIL ST, 1981, REV MARKETING, P195; CAVUSGIL ST, 1982, EXPORT MANAGEMENT IN, P276; CAVUSGIL ST, 1982, MANAGE DECIS, V20, P47; CAVUSGIL ST, 1982, MARKETING THEORY PHI, P117; CAVUSGIL ST, 1984, J BUS RES, V12, P195; CAVUSGIL ST, 1993, J INT BUS STUD, V24, P479; CAVUSGIL ST, 1994, J INT MARKETING US, V2, P4; CAVUSGIL ST, 1994, J MARKETING, V58, P1; CHANG TL, 1992, J GLOB MARK, V6, P5; CHETTY SK, 1993, INT MARKET REV, V10, P26; CRICK D, 1995, EUR J MARKETING, V29, P76; CZINKOTA MR, 1982, EXPORT DEV STRATEGIE; CZINKOTA MR, 1983, J INT BUS STUD, V14, P147; CZINKOTA MR, 1987, DEV MARKETING SCI, V10, P157; CZINKOTA MR, 1992, INT BUSINESS; DALLI D, 1994, ADV INT MARKETING, V6, P85; DICHTL E, 1983, RES MARKETING, V10, P7; DICHTL E, 1983, Z BETRIEBSWIRT, V53, P428; DICHTL E, 1984, MANAGE INT REV, V24, P49; DONTHU N, 1994, J GLOBAL MARKETING, V7, P47; DOUGLAS SP, 1995, GLOBAL MARKETING STR; EDVARDSSON B, 1993, SERV IND J, V13, P80; FORD ID, 1982, EXPORT MANAGEMENT IN, P227; FORD ID, 1987, MANAGING EXPORT ENTR, P71; FORD ID, 1991, NEW PERSPECTIVES INT, P3; FORGSEN M, 1989, MANAGING INTERNATION; GARNIER G, 1982, EXPORT MANAGEMENT IN, P113; GEMUNDEN HG, 1991, NEW PERSPECTIVES INT, P33; GROSSE RE, 1992, INT BUSINESS THEORY; HAAR J, 1995, J BUS RES, V32, P175; HECKSCHER E, 1950, READINGS THEORY INT; HOLZGREVE W, 1994, CURR OPIN OBSTET GYN, V6, P3; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1978, EUROPEAN RES INT BUS, P9; JOHANSON J, 1986, RES INT MARKETING; JOHANSON J, 1990, INT MARKET REV, V7, P11; JULL M, 1987, MANAGE INT REV, V27, P58; KAMMATH S, 1987, MANAGING EXPORT ENTR, P398; KATSIKEAS CS, 1990, J MARKETING MANAGEME, V6, P239; KHAN SM, 1978, STUDY SUCCESS FAILUR; KOTABE M, 1992, J INT BUS STUD, V23, P637; LEONIDOU LC, 1989, EUR J MARKETING, V23, P17; LEONIDOU LC, 1995, INT BUSINESS REV, V4, P133; LEONIDOU LC, 1995, J INT MARKETING, V3, P29; LIM JS, 1991, MANAGE INT REV, V31, P51; LINDER SB, 1961, ESSAY TRADE TRANSFOR; MADSEN TK, 1987, ADV INT MARKETING, P177; MADSEN TK, 1989, INT MARKET REV, V6, P41; MADSEN TK, 1994, ADV INT MARKETING, P25; MADSEN TK, 1994, INT MARKETING REV, P25; MIESENBOCK KJ, 1988, INT SMALL BUSINESS J, V6, P42; MILLINGTON AI, 1990, MANAGE INT REV, V30, P151; MOON J, 1990, INT MARKET REV, V7, P16; MULLER S, 1986, Z BETRIEBSWIRT, V38, P788; NAIDU GM, 1993, J BUS RES, V27, P85; NAIDU GM, 1994, J BUS RES, V31, P107; OHLIN B, 1933, INTERREGIONAL INT TR; OLSON HC, 1978, EUROPEAN RES INT BUS, P283; ORTIZBUONAFINA M, 1991, AKRON BUSINESS EC RE, V22, P45; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PAVORD WC, 1975, AKRON BUSINESS E SPR, P6; PHILLIPS LW, 1981, J MARKETING RES, V18, P395; PIERCY N, 1981, J INT MARKETING, V1, P56; RAO TR, 1992, J GLOB MARK, V6, P147; REID SD, 1981, J INT BUS STUD, V12, P101; REID SD, 1983, INT MARKET REV, V2, P44; RICARDO D, 1817, PRINCIPLES POLITICAL; ROOT FR, 1987, ENTRY STRATEGIES INT; RYANS JK, 1977, FOREIGN TRADE REV, V12, P208; SERINGHAUS FHR, 1986, INT SMALL BUS J, V5, P26; SMITH A, 1976, WEALTH NATIONS; STRANDSKOV J, 1994, INT FIRM READER, P201; STYLES C, 1994, INT MARKET REV, V11, P23; SULLIVAN D, 1990, MANAGE INT REV, V30, P19; TERPSTRA V, 1994, INT MARKETING; THOMAS MJ, 1985, EUR J MARKETING, V19, P42; THOMAS MJ, 1986, RES INT MARKETING, P138; TURNBULL PW, 1987, MANAGING EXPORT ENTR, P21; VERNON R, 1966, Q J ECON, V80, P190; WELCH LS, 1980, J MANAGEMENT STU OCT, P333; WELCH LS, 1988, J GEN MANAGE, V14, P34; WELCH LS, 1993, J INT MARKETING, V1, P44; WELLS LT, 1968, J MARKETING, V32, P1; WIEDERSHEIMPAUL F, 1978, J INT BUS STUD, V9, P47; WORTZEL LH, 1981, COLUMBIA J WORLD SPR, P51; YANG YS, 1992, J MARKETING, V56, P84; YOUNG S, 1987, MANAGE DECIS ECON, V8, P31; YOUNG S, 1989, INT MARKET ENTRY DEV; YOUNG S, 1995, EUR J MARKETING, V29, P7	108	76	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				517	551			35	Business; Management	VN981	ISI:A1996VN98100004
J	Burgman, TA			An empirical examination of multinational corporate capital structure	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONAL DIVERSIFICATION; MARKET VALUE; RISK	This paper examines whether there are systematic differences in the traditional capital structure determinants between MNCs and DCs, and if there are additional, uniquely international factors that may help explain the capital structure choice of multinational corporations. The results suggest that specific international factors such as political risk and exchange rate risk are relevant to the multinational capital structure decision, that multinationals have higher agency costs than purely domestic firms, and that international diversification does not lower earnings volatility for multinational corporations.		Burgman, TA, UNION COLL,GRAD MANAGEMENT INST,SCHENECTADY,NY		ABDULLAH F, 1987, FINANCIAL MANAGEMENT; ADLER M, 1984, FINANC MANAGE, V13, P41; BARNEA A, 1985, AGCY PROBLEMS FINANC; BRADLEY M, 1984, J FINANC, V39, P857; CAVES R, 1974, REV ECON STAT, V56, P270; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1982, MULTINATIONAL ENTERP; CHAPLINSKY S, 1984, THESIS U CHICAGO; EITEMAN D, 1994, MULTINATIONAL BUSINE; ERRUNZA VR, 1981, J FINANC, V36, P401; ERRUNZA VR, 1984, J FINANC, V39, P727; FAMA E, 1986, 200 CRSP U CHIC; FATEMI AM, 1984, J FINANC, V39, P1325; FATEMI AM, 1988, J BUS RES, V16, P17; GEYIKDAGI YM, 1981, MANAGE INT REV, V21, P89; HARRIS M, 1991, J FINANC, V46, P297; KALE JR, 1991, J FINANC, V46, P1693; KIM WS, 1986, J INT BUS STUD, V17, P119; LEE KC, 1986, THESIS U S CAROLINA; LEE KC, 1988, J INT BUS STUD, V19, P195; MADURA J, 1983, J PORTFOLIO MANAGE, V9, P43; MADURA J, 1995, INT FINANCIAL MANAGE; MICHEL A, 1986, J INT BUS STUD, V17, P89; MYERS S, 1977, J FINANC ECON, V5, P146; SCOTT JH, 1977, J FINANC, V32, P1; SHAKED I, 1986, J INT BUS STUD, V17, P83; SHAPIRO AC, 1992, MULTINATIONAL FINANC; STANLEY M, 1983, MANAGE INT REV, V23, P61	28	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				553	570			18	Business; Management	VN981	ISI:A1996VN98100005
J	Werner, S; Brouthers, LE; Brouthers, KD			International risk and perceived environmental uncertainty: The dimensionality and internal consistency of Miller's measure	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		GLOBAL STRATEGY; ENTRY MODE; INVESTMENT; INDUSTRY; CHOICE	Increasingly, scholars have suggested that there is a need to approach the problem of international risk from a multidimensional perspective [Brouthers 1995; Miller 1993; Shan 1991], Miller [1992, 1993] developed and tested the most comprehensive framework to date, Miller [1993] showed high inter-rater reliability in his measure of Perceived Environmental Uncertainty (PEU), In this paper we test the dimensionality of the scales from a statistical viewpoint and find that the statistical determination is reasonably consistent with Miller's conceptual determination. We also investigate Miller's measure by comparing scales, conceptualized by Miller, with ones determined by factor analysis, We test the reliability of these scales and find that the conceptualized scales have generally high internal consistency in samples of both manufacturing and service firms, However, the findings also suggest that several changes in the PEU measure are warranted, resulting in a refinement of Miller's measure, which we have labeled PEU 2.	UNIV TEXAS,DIV MANAGEMENT & MKT,SAN ANTONIO,TX 78285; FREE UNIV AMSTERDAM,AMSTERDAM,NETHERLANDS	Werner, S, UNIV HOUSTON,DEPT MANAGEMENT,HOUSTON,TX 77004		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANASTASI A, 1986, PSYCHOL TESTING; BONACCORSI A, 1992, J INT BUS STUD, V23, P605; BROUTHERS KD, 1995, MANAGE INT REV, V35, P7; CAMPA JM, 1994, J INT BUS STUD, V25, P557; CATTELL RB, 1966, MULTIVARIATE BEHAVIO, V1, P245; DAVIS FB, 1964, ED MEASUREMENTS THEI; DILL WR, 1958, ADM SCI Q, V2, P409; FATEHI K, 1994, J BUS RES, V31, P65; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GUERTIN WH, 1970, INTRO MODERN FACTOR; HAIR JF, 1995, MULTIVARIATE DATA AN; HARVEY MG, 1993, J INT BUS STUD, V24, P465; HOWELL LD, 1994, COLUMBIA J WORLD FAL, P70; HUNTER JE, 1990, METHODS METANALAYSIS; KAISER HF, 1958, PSYCHOMETRIKA, V23, P187; KAPLAN RW, 1982, PSYCHOL TESTING PRIN; KATZ D, 1978, SOCIAL PSYCHOL ORG; KIM WC, 1992, J INT BUS STUD, V23, P29; KWOK CCY, 1987, J INT BUS STUD, V19, P33; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; LUEHRMAN TA, 1990, J INT BUS STUD, V21, P225; MAKHIJA MV, 1993, J INT BUS STUD, V24, P531; MASON M, 1994, J COMMON MARK STUD, V32, P433; MILES RE, 1978, ORG STRATEGY STRUCTU; MILLER KD, 1990, ACAD MANAGE J, V33, P756; MILLER KD, 1992, J INT BUS STUD, V23, P311; MILLER KD, 1993, J INT BUS STUD, V24, P693; MINOR MS, 1994, J INT BUS STUD, V25, P177; MURPHY KR, 1988, PSYCHOL TESTING PRIN; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PETERSON RA, 1994, J CONSUM RES, V21, P381; SHAN WJ, 1991, J INT BUS STUD, V22, P555; TABACHNICK BG, 1989, USING MULTIVARIATE S; THOMPSON JD, 1967, ORG ACTION; VERNON R, 1985, STRATEGIC MANAGEMENT, P112	36	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				571	587			17	Business; Management	VN981	ISI:A1996VN98100006
J	Nobes, CW			The effects of international differences in the tax treatment of goodwill: A comment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This paper suggests that a hypothesis in a previous paper in this journal is false, The hypothesis relates to the tax deductibility of goodwill, but the paper does not distinguish between goodwill on consolidation (which is not tax deductible) and other purchased goodwill (which is deductible in some jurisdictions).		Nobes, CW, UNIV READING,READING RG6 2AH,BERKS,ENGLAND		COOKE TE, 1992, FINANCIAL REPORTING; DIJKSMA J, 1993, EUROPEAN FINANCIAL R; DOERING JA, 1993, TAXES            OCT, P621; DUNNE KM, 1992, J INT ACCOUNTING AUD, V2, P191; DUNNE KM, 1995, J INT BUS STUD, V26, P361; LAMB M, 1995, EUROPEAN ACCOUNTING, V4, P33; LEE C, 1992, J INT FINANCIAL MANA, V4, P220; MACHARZINA K, 1995, COMP INT ACCOUNTING, P265; MILLER M, 1995, AUSTR ACCOUNTING JUN, P3; ORDELHEIDE D, 1994, EUROPEAN FINANCIAL R; PENSLER S, 1988, WALL STREET J    MAR, V24, P26; SCHEID JC, 1992, EUROPEAN FINANCIAL R; ZAMBON S, 1995, EUROPEAN ACCOUNTING, P379; ZEFF SA, 1994, READINGS NOTES FINAN, P339	14	1	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				589	592			4	Business; Management	VN981	ISI:A1996VN98100007
J	Dunne, KM; Ndubizu, GA			The effects of international differences in the tax treatment of goodwill: A reply	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ACQUISITION ACCOUNTING METHOD	This reply summarizes the major findings of Dunne and Ndubizu [1995] and addresses the comments of Nobes [1996]. The assumptions underlying the tax hypothesis [Dunne and Ndubizu 1995] are reviewed. A possible suggestion for a direct test of the hypothesis is presented as well as the requirements for the falsification of a hypothesis.	DREXEL UNIV,PHILADELPHIA,PA 19104	Dunne, KM, RIDER UNIV,LAWRENCEVILLE,NJ 08648		CHRISTENSON C, 1983, ACCOUNT REV, V58, P1; DUNNE KM, 1995, J INT BUS STUD, V26, P361; HAYN C, 1989, J FINANC ECON, V23, P121; HINES RD, 1988, ACCOUNT REV, V63, P657; NOBES C, 1996, J INT BUS STUD, V27, P589; ORSINI LL, 1987, WORLD ACCOUNTING; ROBINSON JR, 1990, ACCOUNT REV, V65, P25	7	0	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, RICHARD IVEY SCHOOL BUSINESS, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	3				593	596			4	Business; Management	VN981	ISI:A1996VN98100008
J	Erramilli, MK			Nationality and subsidiary ownership patterns in multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; ENTRY MODE; CULTURE; CHOICE; MARKET; AMERICAN; NEGOTIATIONS	This paper examines the notion that the multinational's nationality influences its foreign subsidiary ownership decisions, It identifies theoretically meaningful constructs to represent nationality and examines, under carefully controlled conditions, their influence on subsidiary ownership preferences in American and European multinationals. The paper concludes that there are indeed significant differences in ownership preferences among various nationalities that can be explained using cultural as well as economic variables, but that these differences may become weaker in larger multinationals.		Erramilli, MK, NANYANG TECHNOL UNIV,NANYANG BUSINESS SCH,NANYANG,SINGAPORE		AGARWAL S, 1992, J INT BUS STUD, V23, P1; AGARWAL S, 1994, J INT MARKETING, V2, P63; AIKEN LS, 1991, MULTIPLE REGRESSION; ANDERSON E, 1986, J INT BUS STUD, V17, P1; BROOKE MZ, 1970, STRATEGY MULTINATION; CAMPBELL NCG, 1988, J MARKETING, V52, P49; CLARK T, 1990, J MARKETING, V54, P66; DARLINGTON RB, 1990, REGRESSION LINEAR MO; DAVIDSON WH, 1982, GLOBAL STRATEGIC MAN; DOYLE P, 1992, J INT BUS STUD, V23, P419; DUERR MG, 1973, ORG CONTROL INT OPER; DUIJKER HCJ, 1960, NATL CHARACTER NATL; DUNNING JH, 1988, EXPLAINING INT PRODU; EGELHOFF WG, 1984, J INT BUS STUD, V15, P73; ERRAMILLI M, 1993, J MARKETING      JUL, P19; ERRAMILLI MK, 1991, J INT BUS STUD, V22, P479; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GRAHAM JL, 1992, J INT BUS STUD, V23, P387; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOECKLIN L, 1995, MANAGING CULTURAL DI; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1983, J INT BUS STUD, V14, P75; INKELES A, 1969, HDB SOCIAL PSYCHOL, V4; JAIN SC, 1990, INT MARKETING MANAGE, P529; KELLEY L, 1987, J INT BUS STUD, V18, P17; KLEIN S, 1990, J MARKETING RES, V27, P196; KLEINSPEHN KL, 1989, GEOLOGY, V17, P253; KOGUT B, 1988, J INT BUS STUD, V19, P411; LALL S, 1982, ECON J, V92, P668; LEVITT T, 1983, HARVARD BUS REV, V61, P92; NETER J, 1983, APPL LINEAR REGRESSI; NORBURN D, 1990, J INT BUS STUD, V21, P451; PEABODY D, 1985, NATL CHARACTERISTICS; PORTER ME, 1990, COMPETITIVE ADVANTAG; PUXTY AG, 1979, MANAGE INT REV, V19, P39; ROBINSON RD, 1978, INT BUSINESS MANAGEM, P357; ROOT FR, 1994, FOREIGN MARKET ENTRY; SHANE S, 1995, J INT BUS STUD, V26, P47; SHETTY YK, 1979, MANAGE INT REV, V19, P39; STOPFORD JM, 1972, MANAGING MULTINATION; TSE DK, 1988, J MARKETING, V52, P81; UENO S, 1992, J INT BUS STUD, V23, P659; VACHANI S, 1995, J INT BUS STUD, V26, P159; WEINSTEIN AK, 1974, MSU BUSINESS TOP SUM, P29	44	36	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				225	248			24	Business; Management	UY494	ISI:A1996UY49400002
J	Andersson, T; Fredriksson, T			International organization of production and variation in exports from affiliates	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET; FIRM	There is no simple relationship between internationalization of firms' operations and expanding trade, The variation in exports from Swedish affiliates is here shown to be influenced by properties related to their degree of vertical and horizontal integration, Affiliates' propensity to export is positively affected by production in few countries, intermediate imports from the parent, plant size, income level of the host country and a location in the European Community, and is negatively affected by R&D intensity and the size of the host country market.	OECD,DIRECTORATE SCI TECHNOL & IND,F-75775 PARIS 16,FRANCE; INVEST SWEDEN AGCY,STOCKHOLM,SWEDEN			*UN, 1993, WORLD INV REP TRANS; ANDERSSON T, 1993, 378 IND I EC SOC RES; ANDERSSON T, 1996, MULTINATIONAL RESTRU; BARTLETT C, 1989, MANAGING BORDERS TRA; BERGSTEN CF, 1978, AM MULTINATIONALS AM; BLOMSTROM M, 1988, 2493 NBER; BLOMSTROM M, 1990, 3412 NBER; CASSON MC, 1986, MULTINATIONALS WORLD; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1982, MULTINATIONAL ENTERP; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; FORS G, 1993, 370 IND I EC SOC RES; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HELPMAN E, 1985, MARKET STRUCTURE FOR; HORST T, 1972, AM ECON REV, V62, P37; JOHANSON J, 1977, J INT BUS STUD, V8, P23; KOGUT B, 1990, MANAGING GLOBAL FIRM; KRAVIS IB, 1982, J INT ECON, V12, P201; KUME G, 1991, JAPANESE DIRECT INVE; LALL S, 1980, OXFORD ECON PAP, V32, P102; MARKUSEN JR, 1984, J INT ECON, V16, P205; PEARCE RD, 1982, DISCUSSION PAPERS IN, V64; PORTER ME, 1991, HARVARD BUSINESS REV; SWEDENBORG B, 1979, MULTINATIONAL OEPRAT; SWEDENBORG B, 1982, SVENSK IND UTLANDET; TOBIN J, 1958, ECONOMETRICA, V26, P24; VERNON R, 1966, Q J ECON, V80, P190; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WERNERFELT B, 1988, AM ECON REV, V78, P246	29	9	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				249	263			15	Business; Management	UY494	ISI:A1996UY49400003
J	Hagedoorn, J; Narula, R			Choosing organizational modes of strategic technology partnering: International and sectoral differences	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; DIRECT-INVESTMENT; LINKAGES	This paper focuses on international strategic technology partnerships, and the choice that companies have in terms of the organizational mode, either through complex inter-organizational modes involving equity-sharing, or contractual non-equity alliances, The empirical results show that the choice of particular mode of cooperation varies with the technological characteristics of sectors of industry, Joint ventures are disproportionately represented in relatively mature industries, Contractual alliances dominate strategic technology partnering in so-called high-tech industries.		Hagedoorn, J, UNIV LIMBURG,NL-6200 MD MAASTRICHT,NETHERLANDS		*OECD, 1992, TECHN EC; ARCHIBUGI D, 1994, J EVOLUTIONARY EC, V14, P17; AUSTER ER, 1992, MANAGE SCI, V38, P778; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI; CANTWELL J, 1991, GLOBAL RES STRATEGY, P104; CHESNAIS F, 1988, STI REV, V4, P51; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; DUNNING J, 1993, GLOBALIZATION BUSINE; DUYSTERS G, 1995, J MANAGE STUD, V32, P359; FREEMAN C, 1988, SMALL COUNTRIES FACI; FREEMAN C, 1995, TECHNICAL CHANGE WOR, P34; HAGEDOORN J, 1990, NEW EXPLORATIONS EC, P3; HAGEDOORN J, 1991, TECHNOVATION, V11, P429; HAGEDOORN J, 1993, EUROPEAN COMPETITIVE, P60; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HAKLISCH CS, 1986, UNPUB TECHNICAL ALLI; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HERGERT M, 1988, COOPERATIVE STRATEGI, P99; HLADIK KJ, 1908, COOPERATIVE STRATEGI, P187; HLADIK KJ, 1985, INT JOINT VENTURES; KOGUT B, 1989, J IND ECON, V38, P183; LINK AN, 1989, COOPERATIVE RES US M; LUNDVALL BA, 1992, ELEMENTS NATL SYSTEM; MOSER CA, 1971, SURVEY METHODS SOCIA; MOWE DC, 1988, INT COLLABORATIVE VE; MYTELKA LK, 1991, STRATEGIC PARTNERSHI; NARULA R, 1995, MULTINATIONAL INVEST; NELSON RR, 1993, NATL INNOVATION SYST; NOHRIA N, 1991, STRATEGIC MANAGE J, V12, P105; NOHRIA N, 1992, NETWORKS ORG; OSBORN RN, 1990, ACAD MANAGE J, V33, P503; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PATEL P, 1991, J INT BUS STUD, V22, P1; POWELL WW, 1992, NETWORKS ORG STRUCTU, P366; PROTER ME, 1987, HARVARD BUSINESS MAY, P43; ROTHWELL R, 1985, REINDUSTRIALIZATION; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; SOETE L, 1991, OECD TECHNOLOGY PROD, P249; WALSH V, 1988, SMALL COUNTRIES FACI, P37	41	45	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				265	284			20	Business; Management	UY494	ISI:A1996UY49400004
J	Chi, TL; McGuire, DJ			Collaborative ventures and value of learning: Integrating the transaction cost and strategic option perspectives on the choice of market entry modes	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT-VENTURES; INVESTMENTS; FIRM	This paper employs a simple stochastic model to investigate how transaction cost and strategic option considerations interact to influence a firm's evaluation of collaborative venturing as a market entry mode. After demonstrating how uncertainty about the market and about the potential partner can add to the value of a collaborative venture, the paper explicates a condition under which the option to acquire or sell out generates a positive economic value for both of the partners, The interaction of transaction cost and strategic option considerations is then examined, and a number of testable hypotheses are proposed based on the theoretical analyses of the paper.		Chi, TL, UNIV WISCONSIN,SCH BUSINESS ADM,MILWAUKEE,WI 53201		AKERLOF GA, 1970, Q J ECON, V84, P488; BALAKRISHNAN S, 1993, J ECON BEHAV ORGAN, V20, P99; BARZEL Y, 1988, UNPUB MORAL HAZARD M; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; CASSON M, 1979, ALTERNATIVES MULTINA; CHI T, 1994, STRATEGIC MANAGE J, V15, P271; CHI TL, 1996, MANAGE SCI, V42, P93; CONTRACTOR FJ, 1987, COOPERATIVE STRATEGI; COX JC, 1979, J FINANC ECON, V7, P229; DELONG J, 1992, J POLITICAL EC, V98, P703; ESWARAN M, 1985, AM ECON REV, V75, P352; FOLTA TB, 1994, P ANN M AC MAN, P27; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; HARSANYI JC, 1988, GEN THEORY EQUILIBRI; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HILL CWL, 1992, ORGAN SCI, V3, P428; HOLMSTROM B, 1982, BELL J ECON, V13, P324; KAMRAD B, 1991, MANAGE SCI, V37, P14; KOGUT B, 1991, MANAGE SCI, V37, P19; LEACH J, 1992, J FINANCIAL INTERMED, V2, P207; ROOT FR, 1987, ENTRY STRATEGIES INT; SHAN WJ, 1990, STRATEGIC MANAGE J, V11, P129; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE DJ, 1982, J ECON BEHAV ORGAN, V3, P39; TEECE DJ, 1987, COMPETITIVE CHALLENG; TRIGEORGIS L, 1991, J FINANC QUANT ANAL, V26, P309; TRIGEORGIS L, 1993, J FINANC QUANT ANAL, V28, P1; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; ZIEGLER B, 1995, WALL STREET J   1201, B5	31	21	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				285	307			23	Business; Management	UY494	ISI:A1996UY49400005
J	OGrady, S; Lane, HW			The psychic distance paradox	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTERNATIONALIZATION; STRATEGY; FIRM	Companies tend to begin their internationalization process in countries that are 'psychically' close. Researchers describe the sequence of entry that firms follow and the mode of entry they choose, They suggest that psychically close countries are more easily understood than distant ones; and offer more familiar operating environments, Although not prescriptive, an unstated conclusion can be drawn linking sequence of entry to performance. Evidence from thirty-two Canadian retail companies shows that only seven (22%) were functioning successfully in the United States, The psychic distance paradox is that operations in psychically close countries are not necessarily easy to manage, because assumptions of similarity can prevent executives from learning about critical differences, Moreover, empirical evidence from 271 CEOs confirms greater cultural differences between Canada and the U.S. than assumed previously. Modifications are suggested to improve the psychic distance concept.	UNIV WESTERN ONTARIO,WESTERN BUSINESS SCH,LONDON,ON N6A 3K7,CANADA	OGrady, S, QUEENS UNIV BELFAST,BELFAST,ANTRIM,NORTH IRELAND		ADLER N, 1991, INT DIMENSIONS ORG B; AGREN L, 1990, SWEDISH DIRECT INVES; AKOORIE M, 1992, ASIA PACIFIC J MANAG, V9, P51; ANDERSEN O, 1993, J INT BUS STUD, V24, P209; ARGYRIS C, 1978, ORG LEARNING; BECKERMANN W, 1956, REV ECON STAT, V28, P31; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BERTON P, 1982, WHY WE ACT CANADIANS; CHAGANTI R, 1987, STRATEGIC MANAGE J, V8, P393; COOK JD, 1981, EXPERIENCE WORK COMP; DESS GG, 1987, STRATEGIC MANAGE J, V8, P259; DILLMAN DA, 1978, MAIL TELEPHONE SURVE; ENGLAND GW, 1978, COLUMBIA J WORLD BUS, V13, P35; EVANS W, 1992, BORDER CROSSINGS DOI; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GODFREY J, 1986, FINANCIAL POST   WIN, P89; HAMBRICK DC, 1987, CALIF MANAGE REV, V30, P88; HARMON F, 1985, VITAL DIFFERENCES UN; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HORNELL E, 1973, EXPORT UTLANDSETABLE; JACKSON DN, 1976, JACKSON PERSONALITY; JACKSON DN, 1984, PERSONALITY RES FORM; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1977, J INT BUS STUD, V8, P22; JOHANSON J, 1992, 922 RP I INT BUS STO; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1993, J INT BUS STUD, V24, P625; LINNEMANN H, 1966, ECONOMETRIC STUDY IN; LIPSET SM, 1963, 1 NEW NATION; LIPSET SM, 1989, CONTINENTAL DIVIDE V; LUOSTARINEN R, 1990, INT BUSINESS OPERATI; NEWMAN W, 1972, MANAGEMENT INT CONTE, P327; NORDSTROM KA, 1992, INT TRAD FIN ASS ANN; OREILLY CA, 1986, EXECUTIVE TEAM DEMOG; PETERS TJ, 1982, SEARCH EXCELLENCE; POSNER BZ, 1979, HUMAN RESOURCE MANAG, V18, P9; PUXTY AG, 1979, MANAGE INT REV, V19, P39; ROKEACH M, 1973, NATURE HUMAN VALUES; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROSENZWEIG P, 1994, CALIFORNIA MANAG SPR, P107; SCHWENK CR, 1984, STRATEGIC MANAGE J, V5, P111; VANDENBULCKE D, 1986, EUROPEAN APPROACHES; WALSH JP, 1986, J MANAGE, V12, P325	43	47	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				309	333			25	Business; Management	UY494	ISI:A1996UY49400006
J	Rivoli, P; Salorio, E			Foreign direct investment and investment under uncertainty	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ENTRY MODE; MULTINATIONAL-ENTERPRISE; RESOURCE INVESTMENTS; ECLECTIC THEORY; CHOICE; IRREVERSIBILITY; FIRM; OWNERSHIP; STRATEGY	We show that in uncertain environments ownership and internalization advantages may be negatively rather than positively associated with FDI. This reversal from extant theory occurs because ownership advantages often serve to make FDI delayable, while internalization advantages often serve to make it less reversible, When FDI becomes either more delayable or less reversible, it is less likely to occur at a point in time, Our approach enriches the ''who,'' ''where'' and ''why'' explanations offered by current FDI theory to incorporate the question of ''when.''	NATL UNIV IRELAND UNIV COLL DUBLIN,DUBLIN 4,IRELAND; QUINNIPIAC COLL,HAMDEN,CT 06518	Rivoli, P, GEORGETOWN UNIV,WASHINGTON,DC 20057		1994, HARVARD BUSINESS MAY, P35; ABEL AB, 1995, 5091 NATL BUR EC RES; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ARROW KJ, 1968, VALUE CAPITAL GROWTH, P1; BALDWIN CY, 1982, J FINANC, V37, P763; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BERNANKE BS, 1983, Q J ECON, V98, P85; BERTOLA G, 1994, REV ECON STUD, V61, P223; BOWMAN EH, 1993, ACAD MANAGE REV, V18, P760; BRENNAN MJ, 1985, J BUS, V58, P135; BREWER TL, 1991, FOREIGN DIRECT INVES; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BUCKLEY PJ, 1981, ECON J, V91, P75; BUCKLEY PJ, 1983, GROWTH INT BUSINESS; BUCKLEY PJ, 1990, J INT BUS STUD, V21, P657; CANTWELL J, 1989, TECHNOLOGICAL INNOVA; CANTWELL J, 1991, THEORY TRANSNATIONAL; CASSON M, 1987, FIRM MARKET STUDIES; CASSON M, 1994, EC INT INVESTMENT; CAVES RE, 1971, ECONOMICA, V38, P1; CHANG SJ, 1995, ACAD MANAGE J, V38, P383; CONTRACTOR F, 1981, INT TECHNOLOGY LICEN; DIXIT A, 1989, J POLITICAL EC, V97, P621; DIXIT A, 1994, INVESTMENT UNCERTAIN; DUNNING JH, 1985, AM ECON REV, V75, P228; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1991, THEORY TRANSNATIONAL; DUNNING JH, 1993, MULTINATIONAL ENTERP; FLOWERS E, 1976, J INT BUS STUD, V7, P43; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GRAHAM EM, 1978, J POST KEYNESIAN EC, V1, P82; GROSSE R, 1992, TRANSNATIONAL CORPOR, V1, P93; HARRIGAN KR, 1981, ACAD MANAGE J, V24, P306; HENNART JF, 1982, THEORY MULTINATIONAL; HILL CWL, 1988, STRATEGIC MANAGEMENT, V9, P93; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HIRSCH S, 1976, OXF EC PAP, V28, P258; HOCKSTADER L, 1994, WASHINGTON POST 0628, A19; HYMER S, 1976, INT OPERATIONS NATL; ITAKI M, 1991, J INT BUS STUD, V22, P445; JORGENSON DW, 1963, AM ECON REV, V53, P247; KIM WC, 1992, J INT BUS STUD, V23, P29; KNICKERBOCKER FT, 1973, OLIGOPOLISTIC REACTI; KOGUT B, 1983, MULTINATIONAL CORPOR; KOGUT B, 1993, J INT BUS STUD, V24, P625; KOGUT B, 1994, CALIF MANAGE REV, V36, P52; KOJIMA K, 1978, DIRECT FOREIGN INVES; LIZONDO JS, 1991, DETERMINANTS SYSTEMI; MAGEE SP, 1977, NEW INT EC ORDER; MCDONALD R, 1986, Q J ECON, V101, P707; MYERS SC, 1977, J FINANC ECON, V5, P147; PAVITT K, 1988, STRATEGIES GLOBAL CO; PINDYCK RS, 1991, J ECON LIT, V29, P1110; ROBERTS K, 1981, ECONOMETRICA, V49, P1261; RUGMAN AM, 1981, INSIDE MULTINATIONAL; SPAR D, 1994, CHINA A GREAT AWAKEN; TEECE DJ, 1977, ECON J, V87, P242; TEECE DJ, 1983, GROWTH INT BUSINESS; TEECE DJ, 1985, AM ECON REV, V75, P233; TEECE DJ, 1987, COMPETITIVE CHALLENG, P185; VERNON R, 1971, SOVEREIGNTY BAY; VERNON R, 1983, MANAGING INT RISK; YIP G, 1982, HARVARD BUSINESS SEP, P85; YU CM, 1988, J INT BUS STUD, V19, P449	65	24	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				335	357			23	Business; Management	UY494	ISI:A1996UY49400007
J	Brouthers, LE; Werner, S; Wilkinson, TJ			The aggregate impact of firms' FDI strategies on the trade balances of host countries	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; PERFORMANCE; COMPENSATION; DETERMINANTS	In this paper, we suggest that the dominant motives for firms investing in Advanced Industrial Nations or Developing Countries (AINs or DCs) tend to be different, These dissimilar principal motives manifest themselves in aggregate impacts on national trade balances, Using market imperfections theory and borrowing from Root [1977], we suggest that firms generally tend to use FDI in AINs for market access and penetration, increasing host-country import levels, Firms tend to use FDI in DCs in order to gain resource advantages that can be exploited in export markets leading to increased exports and hence, trade surpluses, A contingency framework which outlines the conditions under which FDI inflows will be related to national trade surpluses and/or deficits, based on the dominant strategic motives of the investing firms, is presented and tested, Our findings suggest that the relationship between FDI inflow and trade balance is moderated by whether a country is an Advanced Industrial Nation or a Developing Country, In the Limitations and Future Research sections of the paper, readers are cautioned to view the findings as research opening rather than as definitive, Recommendations for future research are also discussed.	UNIV HOUSTON,DEPT MANAGEMENT,HOUSTON,TX 77004; BOISE STATE UNIV,BOISE,ID 83725	Brouthers, LE, UNIV TEXAS,DIV MANAGEMENT & MKT,SAN ANTONIO,TX 78285		1992, BALANCE PAYMENTS STA, V43; *INT MON FUND, 1993, DIR TRAD STAT YB; AGODO O, 1978, J INT BUS STUD, V9, P95; BEAMISH PW, 1994, INT MANAGEMENT; BROUTHERS L, 1994, COMPETITIVENESS REV, V4, P31; BUHNER R, 1987, STRATEGIC MANAGE J, V8, P25; CALVET AL, 1981, J INT BUS STUD, V12, P43; COHEN J, 1983, APPLIED MULTIPLE REG; DANIELS JD, 1989, MANAGE INT REV, V29, P46; DONNELLY G, 1987, INT EC; DUNNING JH, 1993, GLOBALIZATION BUSINE; ERRAMILLI MK, 1990, MANAGE INT REV, V30, P135; GERINGER JM, 1988, P ACAD MANAGEMENT, P101; GOLD D, 1991, CTI REPORTER, V31, P21; GOMEZMEJIA LR, 1987, ACAD MANAGE J, V30, P51; GRAHAM E, 1989, INT POLITICAL EC DIR, V2; GRIFFIN RW, 1995, INT BUSINESS MANAGEM; HIPPLE FS, 1990, J INT BUS STUD, V21, P495; HITT MA, 1991, AC MAN ANN M MIAM FL; HYMER SH, 1976, INT OPERATIONS NATL; KOJIMA K, 1978, DIRECT FOREIGN INVES; KOJIMA K, 1991, FOREIGN DIRECT INVES; MORRISON AJ, 1992, J MANAGE, V18, P473; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; ORR J, 1991, FEDERAL RESERVE BANK, V16, P63; PEDHAZUR EJ, 1982, MULTIPLE REGRESSION; PHONGPAICHIT P, 1990, NEW WAVE JAPANESE IN; ROBOCK SH, 1989, INT BUSINESS MULTINA; ROLFE RJ, 1993, J INT BUS STUD, V24, P335; ROOT F, 1977, ENTRY STRATEGIES FOR; ROOT F, 1990, INT INVESTMENT TRADE; ROOT F, 1994, ENTRY STRATEGIES INT; SCHNEIDER F, 1985, WORLD DEV, V13, P161; WERT FS, 1973, J INT BUS STUD, V73, P51; ZAJAC EJ, 1990, STRATEGIC MANAGE J, V11, P217	35	4	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				359	373			15	Business; Management	UY494	ISI:A1996UY49400008
J	Thompson, AG			Compliance with agreements in cross-cultural transactions: Some analytical issues	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		COST; COOPERATION	Assessing whether the other party is likely to fulfil all obligations can be arduous when a transaction is international, The mechanisms that underpin compliance with agreements, and the functional detail of these mechanisms, may vary in relative importance between countries, perplexing the foreign operative, Additionally, a foreigner may suffer from informational constraints, communication distortions, and difficulty in achieving full acceptance in the local business culture.	UNIV MELBOURNE,ASIAN BUSINESS CTR,PARKVILLE,VIC 3052,AUSTRALIA	Thompson, AG, UNIV MELBOURNE,DEPT BUSINESS DEV & CORP HIST,PARKVILLE,VIC 3052,AUSTRALIA		ADLER NJ, 1989, J INT BUS STUD, V20, P515; ALTER C, 1993, ORG WORKING TOGETHER; ARMSTRONG RW, 1990, ASIA PACIFIC INT J M, V2, P5; BAILEY FG, 1971, GIFTS POISON POLITIC; BARTON C, 1983, CHINESE SE ASIA, V1; BEAMISH PW, 1988, MULTINATIONAL JOINT; BUCKLEY P, 1988, COOPERATIVE STRATEGI; CASSON M, 1991, EC BUSINESS CULTURE; CASSON M, 1993, J COMP ECON, V17, P418; DASGUPTA P, 1988, TRUST MAKING BREAKIN; DORE R, 1991, INT MARKETS NATL TRA; GOSLING LA, 1983, CHINESE SE ASIA, V1; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; GREIF A, 1993, AM ECON REV, V83, P525; HAMILTON G, 1991, BUSINESS NETWORKS EC; HAMZAHSENDUT TSD, 1989, MANAGING PLURAL SOC; HEIDENHEIMER AJ, 1970, POLITICAL CORRUPTION; HILL CWL, 1990, ACAD MANAGE REV, V15, P500; KAO CS, 1991, BUSINESS NETWORKS EC; KREPS DM, 1990, PERSPECTIVES POSITIV; LEVERTRACY C, 1992, POLICY ORG SOC, V5, P50; LIM LYC, 1983, CHINESE SE ASIA, V1; MADHOK A, 1995, J INT BUS STUD, V26, P117; MCCALL JB, 1989, MARKETING AGREEMENT; MILGROM P, 1992, EC ORG MANAGEMENT; MORGAN JC, 1991, CRACKING JAPANESE MA; PARKHE A, 1993, ACAD MANAGE J, V36, P794; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; RING PS, 1992, STRATEGIC MANAGE J, V13, P483; SAKO M, 1992, PRICES QUALITY TRUST; SHAPIRO SP, 1987, AM J SOCIOL, V93, P623; SIMON HA, 1993, AM ECON REV, V83, P156; SIMSON S, 1986, BUSINESS REV WEEKLY, V8, P24; THOMPSON AG, 1981, AUSTR CO INDONESIA E; THOMPSON AG, 1981, AUSTR CO THAILAND ES; THOMPSON AG, 1982, AUSTR CO MALAYSIA ES; THOMPSON AG, 1983, AUSTR CO PHILIPPINES; VANROY E, 1970, EC DEV CULTURAL CHAN, V19, P86; WONG SL, 1991, BUSINESS NETWORKS EC; ZAJAC EJ, 1993, J MANAGE STUD, V30, P131; ZIMMERMAN M, 1985, DO BUSINESS JAPANESE; ZUCKER LG, 1986, RES ORG BEHAV, V8	42	2	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				375	390			16	Business; Management	UY494	ISI:A1996UY49400009
J	Husted, BW; Dozier, JB; McMahon, JT; Kattan, MW			The impact of cross-national carriers of business ethics on attitudes about questionable practices and form of moral reasoning	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DECISION-MAKING; ORGANIZATIONS; STUDENTS; BELIEFS; CULTURE; MODEL	The study explores the impact of cross-national carriers of ethics on attitudes about questionable business practices and form of moral reasoning across Mexican, Spanish and U.S. MBAs. Results show substantial agreement across cultures on twelve personally most objectionable practices, while form of moral reasoning varied significantly, Social cognitive theory is used to address the theoretical and practical implications.	INST TECNOL ESTUDIOS SUPER,MONTEREY,CA; TULUNE UNIV COLL,NEW ORLEANS,LA 70118; UNIV HOUSTON,HOUSTON,TX 77004; BAYLOR COLL MED,INFORMAT TECHNOL PROGRAM,HOUSTON,TX 77030	Husted, BW, GRAD SCH BUSINESS ADM,MONTEREY,CA		ABRATT R, 1992, J BUS ETHICS, V11, P29; BANDURA A, 1986, SOCIAL F THOUGHT ACT; BECKER H, 1987, J BUS ETHICS, V6, P123; BLASI A, 1980, PSYCHOL BULL, V88, P1; BULLER PF, 1991, J BUS ETHICS, V10, P766; CONRY EJ, 1989, AM BUS LAW J, V27, P1; CROWNE DP, 1967, APPROVAL MOTIVE; DECEW JW, 1990, ETHICS, V101, P26; DEGEORGE RT, 1982, BUSINESS ETHICS; DEGEORGE RT, 1993, COMPETING INTEGRITY; DEGEORGE RT, 1994, BUSINESS ETHICS Q, V4, P1; DOBSON J, 1990, J BUS ETHICS, V9, P481; ELM DR, 1993, J BUS ETHICS, V12, P816; ELM DR, 1994, J BUS ETHICS, V13, P341; FISHBEIN M, 1975, BELIEF ATTITUDE INTE; GILLIGAN C, 1982, DIFFERENT VOICE; GLENN JR, 1993, J BUS ETHICS, V12, P835; GUDYKUNST WB, 1988, AM BEHAV SCI, V31, P384; GUERRERO AC, 1989, FRONTERA NORTE INTEG; HAMPDENTURNER C, 1991, CHARTING CORPORATE M; HOFFMAN W, 1994, EMERGING GLOBAL BUSI; HOFSTEDE G, 1984, CULTURES CONSEQUENCE; JOHNSON RA, 1988, APPLIED MULTIVARIATE; JONES TM, 1991, ACAD MANAGE REV, V16, P366; JOSEPH JD, 1989, MARINE BIOGENIC LIPI, V2, P49; KAMM JB, 1994, EMERGING GLOBAL BUSI, R13; KERR C, 1964, IND IND MAN; KOHLBERG L, 1969, HDB SOCIALIZATION TH; KRAS ES, 1990, CULTURA GERENCIAL ME; LYSONSKI S, 1991, J BUS ETHICS, V10, P141; MCGUIRE WJ, 1985, HDB SOCIAL PSYCHOL; PARSONS T, 1951, GENERAL THEORY ACTIO; PAX O, 1985, LABYRINTH SOLITUDE; PORTER ME, 1990, HARVARD BUS REV, V90, P73; RAGSDALE CT, 1992, DECISION SCI, V23, P724; RANDALL DM, 1990, ACAD MANAGEMENT BEST, P336; REST JR, 1973, J PERS, V47, P86; REST JR, 1986, MORAL DEV ADV RES TH; REST JR, 1987, GUIDE DEFINING ISSUE; REST JR, 1990, GUIDE DEFINING ISSUE; RIDING A, 1984, DISTANT NEIGHBORS PO; SCHWARTZ SH, 1990, J CROSS CULT PSYCHOL, V21, P139; SNAREY JR, 1985, PSYCHOL BULL, V97, P202; TREVINO LK, 1986, ACAD MANAGE REV, V11, P601; TREVINO LK, 1990, J APPL PSYCHOL, V75, P378; TREVINO LK, 1992, J BUS ETHICS, V11, P445; TROMPENAARS F, 1993, RIDING WAVES CULTURE; TSALIKIS J, 1988, J BUS ETHICS, V7, P745; TSALIKIS J, 1991, J BUS ETHICS, V10, P85; VELLINGA M, 1979, IND BURGUESIA CLASE; VITELL SJ, 1993, J BUS ETHICS, V12, P753; WEBER J, 1991, BUSINESS ETHICS Q, V1, P293	52	23	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	2				391	411			21	Business; Management	UY494	ISI:A1996UY49400010
J	Pan, YG			Influences on foreign equity ownership level in joint ventures in China	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		TRANSACTION-COST-ANALYSIS; INTERNATIONAL ENTRY-MODE; UNITED-STATES; MULTINATIONAL-ENTERPRISE; DIRECT-INVESTMENT; BARGAINING POWER; NATIONAL CULTURE; POLITICAL EVENTS; CHOICE; DETERMINANTS	This study examines the determinants of foreign equity ownership in joint ventures in China, Drawing upon Dunning's ownership, locational and internalization paradigm and the literature on bargaining power, eleven variables that impact foreign ownership preferences and concessions are examined, These variables are advertising intensity, foreign capital input, country risk of China, EJV investment amount, EJV contractual duration, cultural distance, competitive intensity, local partner state ownership, local partner alignment, foreign partner alignment, and EJV location, The empirical findings are largely consistent with the hypotheses, Further, interesting differences were found among U.S., European and Japanese firms with respect to the impact of these determinants.	DEPAUL UNIV,COLL COMMERCE,CHICAGO,IL 60604	Pan, YG, UNIV OREGON,LUNDQUIST COLL BUSINESS,EUGENE,OR 97403		AGARWAL S, 1992, J INT BUS STUD, V23, P1; BEAMISH PW, 1985, COLUMBIA J WORLD BUS, V20, P13; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1989, MANAGE INT REV, V29, P57; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BLODGETT LL, 1991, J INT BUS STUD, V21, P63; CAVES RE, 1982, MULTINATIONAL ENTERP; CHEN K, 1994, WALL STREET J   1118, A12; COSSET JC, 1991, J INT BUS STUD, V22, P135; DAVIDSON WH, 1985, J INT BUS STUD, V16, P5; DEKAIJZER AJ, 1992, CHINA BUSINESS STRAT; DUNNING JH, 1980, J INT BUS STUD, V11, P8; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1989, J INT BUS STUD, V20, P411; DUNNING JH, 1993, INT EXECUTIVE, V35, P187; ERRAMILLI MK, 1993, J MARKETING, V57, P19; FAGRE N, 1982, J INT BUS STUD, V13, P9; FAROK J, 1985, J INT BUS STUD, V16, P23; FAROK J, 1990, J INT BUS STUD, V20, P55; FEDER G, 1985, J POLICY MODEL, V7, P133; FRANKO LG, 1989, J INT BUS STUD, V20, P19; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERLACH M, 1987, CALIFORNIA MANAG FAL, P126; GOMESCASSERES B, 1989, J ECON BEHAV ORGAN, V11, P1; GOMESCASSERES B, 1990, J INT BUS STUD, V21, P1; GOODNOW JD, 1972, J INT BUS STUD, V3, P33; GRAY C, 1992, J BONE MINER RES, V7, P41; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1991, MANAGE SCI, V37, P483; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; JONES GR, 1988, STRATEGIC MANAGEMENT, V9, P159; KILLING JP, 1983, STRATEGIES JOINT VEN; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN B, 1980, AM ECON REV, V70, P356; KLEIN B, 1981, J POLITICAL EC, V89, P615; KOBRIN SJ, 1988, COOPERATIVE STRATEGI, P129; KOGUT B, 1988, J INT BUS STUD, V19, P411; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; LECRAW DJ, 1984, J INT BUS STUD, V15, P27; NIGH D, 1986, MANAGE DECIS ECON, V7, P99; PAN YG, 1995, J GLOB MARK, V8, P125; PRAHALAD CK, 1990, HARVARD BUSINESS MAY, P79; ROOT FR, 1987, ENTRY STRATEGIES INT; SCHMITT BH, 1994, CALIF MANAGE REV, V36, P32; SCHNEIDER SC, 1991, STRATEGIC MANAGE J, V12, P307; SCHOLLHAMMER H, 1984, MANAGE INT REV, V24, P18; SHAN WJ, 1991, J INT BUS STUD, V22, P555; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SIMON DF, 1990, CALIF MANAGE REV, V32, P106; SMOTHERS NP, 1990, STRATEGIC MANAGE J, V11, P521; STOPFORD JM, 1972, MANAGING MULTINATION; TALLMAN SB, 1988, J INT BUS STUD, V19, P219; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P21; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1986, EC ORG FIRMS MARKETS; YAN DY, 1993, FORTUNE          JUL, P52; YU CM, 1988, J INT BUS STUD, V19, P449	61	47	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				1	26			26	Business; Management	UE202	ISI:A1996UE20200001
J	Mascarenhas, B			The founding of specialist firms in a global fragmenting industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DENSITY DEPENDENCE; BREWING INDUSTRY; NICHE WIDTH; POPULATIONS; ORGANIZATIONS; EVOLUTION; DYNAMICS	The study examines what drives the founding of specialist firms. Two theoretical explanations are tested for the founding of specialists: density dependence and resource partitioning. The study finds that specialists' foundings are dependent on the population's density at the global level, but not at the United States level. The evidence from a fragmented industry does not support the resource partitioning hypothesis, either at the global level or the United States national level. The study shows how multi-level analyses can suggest if an industry is multi-domestic or globally integrated.		Mascarenhas, B, RUTGERS STATE UNIV,PISCATAWAY,NJ 08855		ECONOMIST       0417, P13; ANDERSON P, 1988, ACADEMY MANAGEMENT B, P150; BARNETT WP, 1990, ORG EVOLUTOIN NEW DI; CARROLL GR, 1984, CALIFORNIA MANAGEMEN, V16, P126; CARROLL GR, 1985, AM J SOCIOL, V90, P1262; CARROLL GR, 1987, ORG ECOLOGY NEWSPAPE, V6; CARROLL GR, 1989, AM SOCIOL REV, V54, P524; CARROLL GR, 1991, SOC SCI RES, V20, P271; CARROLL GR, 1992, IND CORP CHANGE, V1, P65; DELACROIX J, 1983, ADMIN SCI QUART, V28, P274; DELACROIX J, 1988, ECOLOGICAL MODELS OR; FREEMAN J, 1983, AM J SOCIOL, V88, P1116; GREINER L, 1972, HARVARD BUSINESS JUL; HANNAN MT, 1987, AM J SOCIOL, V92, P910; HANNAN MT, 1988, ECOLOGICAL MODELS OR, P7; HANNAN MT, 1989, ORG ECOLOGY; HANNAN MT, 1992, DYNAMICS ORG POPULAT; LIEBESKIND JT, 1992, CORPORATE RESTRUCTUR; LITVAK IA, 1984, J INT BUSINES STUDIE, V15, P97; MARTIN P, 1993, FINANCIAL TIMES 1220, P18; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; NETER J, 1990, APPL LINEAR STAT MOD; OVIATT BM, 1994, J INT BUS STUD, V25, P45; PORTER ME, 1980, COMPETITIVE STRATEGY; STINCHCOMBE AL, 1965, HDB ORG; SWAMINATHAN A, 1991, SOC SCI RES, V20, P45; TUCKER DJ, 1988, ECOLOGICAL MODELS OR, P127	27	5	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				27	42			16	Business; Management	UE202	ISI:A1996UE20200002
J	Malnight, TW			The transition from decentralized to network-based MNC structures: An evolutionary perspective	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-CORPORATIONS; STRATEGY PROCESS; COORDINATION; FIRM	This paper investigates and models the transition process within established multinational corporations (MNCs) in moving from decentralized toward network-based structures. Whereas there has been substantial research on various MNC models, there has been little longitudinal research on the movement toward projected network-based models. This paper develops an evolutionary perspective of this transition, distinguishing adjustments altering how the MNC defines its ''global'' strategy, where it locates key resources, and how it structures and manages operations. It argues that rather then being a planned process, each phase represents a viable strategic response to then-existing challenges and opportunities. The paper also argues that the focus of the process shifts over time, initially focusing on building organizational linkages and adjusting the quantity and nature of resources within dispersed units, and later shifting toward reallocating resources and roles across units.		Malnight, TW, UNIV PENN,WHARTON SCH,PHILADELPHIA,PA 19104		BARTLETT C, 1992, HARVARD BUSINESS SEP, P124; BARTLETT CA, 1985, 0385287 ICCH HARV BU; BARTLETT CA, 1986, COMPETITION GLOBAL I; BARTLETT CA, 1989, MANAGING BORDERS TRA; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; BURGELMAN RA, 1983, ADMIN SCI QUART, V28, P223; CALVET AL, 1981, J INT BUS STUD, V12, P43; CHAKRAVARTHY BS, 1992, STRATEGIC MANAGE J, V13, P5; CLEVELAND HB, 1985, CITIBANK 1812 1970; COLLINS PJ, 1989, COMMUNICATION   0801; CYERT RM, 1963, BEHAVIORAL THEORY FI; DOZ Y, 1978, COLUMBIA J WORLD FAL, P82; DOZ YL, 1981, CALIFORNIA MANAG SPR, P63; EDSTROM A, 1977, ADM SCI Q, V22, P248; EGELHOFF WG, 1982, ADM SCI Q, V22, P435; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P532; FRANKO L, 1976, EUROPEAN MULTINATION; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HANNAN MT, 1977, AM J SOCIOL, V82, P1262; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; HOUT T, 1982, HARVARD BUSINESS SEP, P98; KANTER RM, 1983, CHANGE MASTERS; KOBRIN S, 1991, STRATEGIC MANAGEMENT, V17, P17; KOGUT B, 1983, MULTINATIONAL CORPOR; KOGUT B, 1984, J INT BUS STUD, V15, P151; LAWRENCE PR, 1967, ADM SCI Q, P1; LEONG SM, 1993, J INT BUS STUD, V24, P449; LEVISON H, 1984, CEO CORPORATE LEADER; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; MINTZBERG H, 1979, STRUCTURING ORG; OHMAE K, 1985, TRIAD POWER COMING S; PARKHE A, 1993, ACAD MANAGE REV, V18, P227; PASCALE R, 1990, MANAGING EDGE; PERLMUTTER HV, 1969, COLUMBIA J WORLD JAN, P8; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1986, COMPETITION GLOBAL I; PRAHALAD CK, 1976, THESIS HARVARD BUSIN; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; QUINN JB, 1980, STRATEGIES CHANGE; REED J, 1990, HARVARD BUSINESS NOV, P134; SIMON HA, 1976, ADM BEHAVIOR; SINGH JV, 1990, ORG EVOLUTION NEW DI; STOPFORD JM, 1972, MANAGING MULTINATION; TEECE DJ, 1981, SLOAN MANAGE REV, V22, P3; TICHY NM, 1983, MANAGING STRATEGIC C; TUSHMAN M, 1985, RES ORGAN BEHAV, V7, P171; VANDEVEN AH, 1990, ORGAN SCI, V1, P213; VANDEVEN AH, 1992, STRATEGIC MANAGEMENT, V13, P169; WESTNEY D, 1987, IMITATION INNOVATION; WHITE RE, 1990, MANAGING GLOBAL; WINTER SG, 1990, ORG EVOLUTION NEW DI; YIN RK, 1989, CASE STUDY RES DESIG	54	25	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				43	65			23	Business; Management	UE202	ISI:A1996UE20200003
J	Sundaram, AK; Logue, DE			Valuation effects of foreign company listings on US exchanges	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MARKET	This study examines post-listing equity price performance of foreign firms which cross-listed sponsored American Depository Receipts (ADRs) on the New York and the American Stock Exchanges during the period 1982-1992, We use three valuation metrics-price-to-book, price-to-cash-earnings, and price-to-earnings-which are adjusted for the home country and world industry indices to which the listing firm's stock belongs, We find positive valuation effects associated with cross-listing for both country-benchmarked and industry-benchmarked price ratios, Variables that proxy for home country characteristics such as governance styles, disclosure quality, market liquidity, and so forth are unable to explain the cross-sectional variation in the data, Our results thus suggest that cross-listing in the U.S. enhances valuations for listing firms by simply reducing the overall effect of segmentation among different national securities markets.	DARTMOUTH COLL,AMOS TUCK SCH BUSINESS ADM,HANOVER,NH 03755	Sundaram, AK, UNIV MICHIGAN,SCH BUSINESS,ANN ARBOR,MI 48109		ALEXANDER G, 1988, J FINANCIAL QUAN JUN, P135; BARRY CB, 1985, J FINANC QUANT ANAL, V20, P407; BLACK F, 1974, J FINANC ECON, V1, P337; ERRUNZA V, 1985, J FINANC, V40, P105; FAMA EF, 1995, J FINANC, V50, P131; FOERSTER SR, 1993, J INT BUS STUD, V24, P763; HOWE J, 1990, J BANKING FINANC DEC, P1133; HOWE JS, 1987, FINANCIAL MANAGE AUT, P51; HOWE JS, 1993, J INT MONEY FINANC, V12, P99; JAYARAMAN N, 1993, J BANKING FINANC FEB, P91; KAO G, 1992, J INT FINANCE, V2, P139; LEE I, 1991, J BUSINESS FINANCE A, V18, P583; MARR W, 1991, FINANCIAL MANAGE WIN, P11; MITTOO UR, 1992, J FINANC, V47, P2035; OFFICER D, 1987, J PORTFOLIO MANA WIN, P61; SIE TL, 1994, J BANKING FINANC DEC, P743; STAPLETON RC, 1977, J FINANC, V32, P307; STULZ R, 1981, J FINANC, V36, P923	18	4	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				67	88			22	Business; Management	UE202	ISI:A1996UE20200004
J	Banerji, K; Sambharya, RB			Vertical keiretsu and international market entry: The case of the Japanese automobile ancillary industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; SUPPLIER RELATIONS; STRATEGY; FIRM; PERFORMANCE; DETERMINANTS; EXPERIENCE; LOCATION; BUSINESS	This study investigated whether small Japanese automobile ancillary firms followed the major Japanese automakers in setting up production facilities in the United States, Based on Dunning's eclectic theory of foreign direct investment and resource dependence theory, hypotheses were generated to explain the determinants of foreign investment of Japanese suppliers, It was hypothesized that mutual dependencies between the major Japanese automobile firms and their suppliers, firm-specific ownership advantages, profitability, and keiretsu affiliation influenced the foreign direct investment of the first-tier automobile ancillary firms into the United States, Data on the entire population of 446 Japanese automobile ancillary manufacturers were obtained from archival sources, Logistical regression analyses indicated that keiretsu affiliation, previous international experience, smaller size, lower dependence of supplier firms on the automobile assembly firm, and higher dependence of core firms on affiliate firms all contributed to this foreign direct investment.	RUTGERS STATE UNIV,SCH BUSINESS,CAMDEN,NJ 08102	Banerji, K, W VIRGINIA UNIV,DEPT MANAGEMENT,MORGANTOWN,WV 26506		*DODW MARK CONS, 1986, STRUCT JAP AUT IND; *JAP EC I, 1988, JAP EXP US MAN PRES; *MITS RES I, 1987, REL JAP AUT AUT MAK; AGARWAL S, 1992, J INT BUS STUD, V23, P1; AHARONI Y, 1966, FOREIGN DIRECT INVES; ASANUMA B, 1985, JAPANESE EC STUDIES, V15, P33; ASTLEY WG, 1984, ACAD MANAGE REV, V9, P526; BUCKLEY PJ, 1976, FUTURE MULTINATIONAL; CARR C, 1993, STRATEGIC MANAGE J, V14, P551; CAVES R, 1976, IND ORG JAPAN; CLARK KB, 1989, MANAGE SCI, V35, P1247; COLE RE, 1984, AM JAPANESE AUTOPART; COOK TD, 1976, HDB IND ORG PSYCHOL, P224; CUSUMANO MA, 1991, STRATEGIC MANAGE J, V12, P563; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DAVIES C, 1990, WARDS AUTO WORLD, V26, P62; DRAKE TA, 1992, J JPN INT ECON, V6, P228; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DYER JH, 1993, SLOAN MANAGE REV, V35, P51; FLORIDA R, 1991, AM SOCIOL REV, V56, P381; GERLACH M, 1987, CALIF MANAGE REV, V30, P126; GERLACH ML, 1992, ADMIN SCI QUART, V37, P105; GERLACH ML, 1992, J JPN STUD, V18, P79; GITTELMAN M, 1992, DOES OWNERSHIP MATTE; GITTELMAN M, 1992, MULTINATIONALS NEW E; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1994, STRATEGIC MANAGE J, V15, P419; HOSMER DW, 1989, APPL LOGISTIC REGRES; JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JUUL M, 1987, MANAGE INT REV, V27, P58; KELLY K, 1992, BUSINESSWEEK    0127, P52; KIMURA Y, 1989, J INT BUS STUD, V20, P296; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOGUT B, 1991, REV ECON STAT, V73, P401; MCMILLAN J, 1990, CALIF MANAGE REV, V32, P38; NORISUS MJ, 1990, SPSS ADV STAT USERS; ODAKA K, 1988, AUTOMOBILE IND JAPAN; ORRU M, 1989, ORGAN STUD, V10, P549; OUCHI WG, 1980, ADM SCI Q, V25, P129; PFEFFER J, 1978, EXTERNAL CONTROL ORG; RICHARDSON J, 1993, STRATEGIC MANAGEMENT, V14, P339; SCHERMERHORN JR, 1975, ACAD MANAGE J, V18, P846; SHIMOKAWA K, 1985, JAPANESE EC STUDIES, V15, P5; SMOTHERS NP, 1990, STRATEGIC MANAGE J, V11, P521; TERPSTRA V, 1988, J INT BUS STUD, V19, P33; TURNBULL P, 1992, STRATEGIC MANAGE J, V13, P159; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WINTER D, 1986, WARDS AUTO WORLD, V22, P35; WOMACK JP, 1988, INT COLLABORATIVE VE; WOMACK JP, 1990, MACHINE CHANGED WORL	52	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				89	113			25	Business; Management	UE202	ISI:A1996UE20200005
J	Smith, PB; Peterson, MF; Wang, ZM			The manager as mediator of alternative meanings: A pilot study from China, the USA and UK	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; ROLE-CONFLICT; AMBIGUITY; REFORMS; WORK	Managers in China, the USA and Britain were asked to describe the extent to which they used five sources for handling nine managerial events, Western managers were found to rely more upon their own experience and training, while in China, rules and procedures were more salient, For most events, Western managers who described themselves as relying on their own experience and training believed that the events had been,yell handled, They reported that events were less well handled to the extent that they referred to their superiors, Reliance on the superior was associated with role ambiguity among Western managers but not in China, Even though Chinese managers relied more upon rules and procedures they too evaluated events more positively when they had relied on their own experience and training, The results are discussed in terms of Chinese and Western cultural values and the prospects for change in managerial practice in China.	ROFFEY PK MANAGEMENT INST,CTR RES CROSS CULTURAL ORG & MANAGEMENT,HORSHAM,W SUSSEX,ENGLAND; TEXAS TECH UNIV,LUBBOCK,TX 79409; HANGZHOU UNIV,SCH MANAGEMENT,HANGZHOU,PEOPLES R CHINA; HANGZHOU UNIV,GRAD SCH,HANGZHOU,PEOPLES R CHINA	Smith, PB, UNIV SUSSEX,BRIGHTON BN1 9RH,E SUSSEX,ENGLAND		1987, J CROSS CULTURAL PSY, V18, P143; AGARWAL S, 1993, J INT BUS STUD, V24, P715; BASS BM, 1985, LEADERSHIP PERFORMAN; BOISOT M, 1988, ADMIN SCI QUART, V33, P507; BOISOT M, 1992, ORGAN STUD, V13, P161; CHEN CC, IN RPESS J CROSS CUL; CHILD J, 1973, ADM SCI Q, V18, P168; CHILD J, 1991, ADV CHINESE IND STUD, V2, P69; CHILD J, 1993, J MANAGE STUD, V30, P611; CRAGIN JP, 1986, ENTERPRISE MANAGEMEN; DUBINSKY AJ, 1992, J INT BUS STUD, V23, P77; EREZ M, 1993, CULTURE SELF IDENTIT; FIEDLER FE, 1967, THEORY LEADERSHIP EF; HELLER F, 1993, INT J HUMAN RESOURCE, V4, P113; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOUSE RJ, 1983, J APPL PSYCHOL, V68, P334; IZUMI H, 1991, THESIS TEXAS TU; JACKSON SE, 1985, ORG BEH HUMAN DECISI, V35, P115; LEUNG K, 1989, J CROSS CULT PSYCHOL, V20, P133; MARKUS HR, 1991, PSYCHOL REV, V98, P224; MINTZBERG H, 1973, NATURE MANAGERIAL WO; NEE V, 1992, ADMIN SCI QUART, V37, P1; PERROW C, 1970, ORG ANAL SOCIOLOGICA; PETERSON MF, 1990, GROUP ORGAN STUD, V15, P75; PETERSON MF, 1995, ACAD MANAGE J, V38, P429; RALSTON DA, 1993, J INT BUS STUD, V24, P233; REDDING S, 1986, PSYCHOL CHINESE PEOP; REDDING S, 1990, SPIRIT CHINESE CAPIT; RIZZO JR, 1970, ADM SCI Q, V15, P150; SCHNEPP O, 1990, US CHINA TECHNOLOGY; SCHWARTZ SH, 1994, INDIVIDUALISM COLLEC; SHENKAR O, 1990, LONG RANGE PLANN, V23, P82; SINGELIS T, 1995, CROSS-CULT RES, V29, P240; SMITH PB, 1988, CROSS CULTURAL CHALL; SMITH PB, 1988, LEADERSHIP ORG CULTU; SMITH PB, 1993, SOCIAL PSYCHOL CULTU; SMITH PB, 1994, INT C APPL PSYCHOL M; SMITH PB, 1994, J OCCUP ORGAN PSYCH, V67, P33; SMITH PB, 1994, JOURNEYS CROSS CULTU; SMITH PB, 1996, HDB CHINESE PSYCHOL; SMITH PB, 1996, J CROSS CULTURAL PSY, V27; STENING BW, 1984, J SOC PSYCHOL, V122, P151; TRIANDIS HC, 1995, INDIVIDUALISM COLLEC; TROMPENAARS F, 1993, RIDING WAVES CULTURE; WANG ZM, 1989, ADV INDUSTRIALLORGAN; WANG ZM, 1993, INT J HUMAN RESOURCE, V4, P113; XIA RJ, 1987, THESIS I PSYCHOL BEI; YUKL GA, 1989, LEADERSHIP ORG	49	20	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				115	137			23	Business; Management	UE202	ISI:A1996UE20200006
J	Grosse, R; Trevino, LJ			Foreign direct investment in the United States: An analysis by country of origin	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		POLITICAL RISK	Given the large size and rapid growth of foreign direct investment in the United States, this subject is a central concern of US. firms and U.S. government policymakers, This study explores the factors that contribute to the explanation of FDI in the United States by country of origin of investment, Evidence from the past twelve years shows that the main significant positive influences are home country's exports to the United States and home country market size, Significant negative influences include the home country's imports from the United States, the cultural and geographic distances of the home country from the United States, and the exchange rate (fx/$).	UNIV MIAMI,SCH BUSINESS,CORAL GABLES,FL 33124			AJAMI RA, 1984, MANAGE INT REV, V24, P16; ALIBER RZ, 1970, INT CORPORATION; ARPAN J, 1981, J INT BUS STUD, V12, P137; ARPAN JS, 1974, J INT BUS STUD, V5, P1; BALL CA, 1982, J FINANCIAL QUANTITA, V17, P411; BRAINARD S, 1993, NBER4583; CAVES RE, 1971, ECONOMICA, V38, P1; CULEM C, 1988, EUROPEAN EC REV  APR, P885; CUSHMAN DO, 1988, WELTWIRTSCHAFTLICHES, V124, P323; DANIELS JD, 1971, RECENT FOREIGN DIREC; FROOT KA, 1991, Q J ECON, V106, P1191; GRAHAM EM, 1976, J POST KEYNESIAN EC, V1, P82; GRAHAM EM, 1991, FOREIGN DIRECT INVES; GROSSE R, 1991, J BANK FINANC, V15, P1093; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HYMER SH, 1976, INT OPERATIONS NATL; JULIUS D, 1991, 33 GROUP 30; KIM WS, 1987, J INT BUS STUD, V18, P53; KINDLEBERGER CP, 1969, AM BUSINESS ABROAD; KLEIN MW, 1994, J INT ECON, V36, P373; KOBRIN SJ, 1979, J INT BUS STUD, V10, P67; KOGUT B, 1988, J INT BUS STUD, V19, P411; LEFTWICH RB, 1973, SURV CURR BUS, P29; LINDER SB, 1961, ESSAY TRADE TRANSFOR; LIPSEY RE, 1993, FOREIGN DIRECT INVES, P113; MCLAIN D, 1983, MULTINATIONAL CORPOR; RAY EJ, 1977, 723606 US DEP COMM; RAY EJ, 1989, TRADE POLICIES INT C, P53; ROHATYN F, 1989, FOREIGN AFF, V68, P53; SPENCER LM, 1988, AM ASSETS EXAMINATIO; TALLMAN SB, 1988, J INT BUS STUD, V19, P219; TOLCHIN M, 1988, BUYING AM; TREVINO LJ, 1994, WELTWIRTSCHAFTLICHES, V13, P576	33	30	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				139	155			17	Business; Management	UE202	ISI:A1996UE20200007
J	Donnelly, R; Sheehy, E			The share price reaction of UK exporters to exchange rate movements: An empirical study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EXPOSURE; RISK	Contrary to prior research, this U.K.-based study finds a contemporaneous relation between the foreign exchange rate and the market value of large exporters. We also find a weak lagged relationship which suggests that the stock market takes time to incorporate all of the implications of foreign currency movements into share prices. Evidence that the nature of this relationship changed when sterling was in the ERM is also provided.		Donnelly, R, NATL UNIV IRELAND UNIV COLL CORK,DEPT ACCOUNTING FINANCE & INFORMAT SYST,CORK,IRELAND		ADLER M, 1984, FINANC MANAGE, V13, P41; AMIHUD Y, 1992, STERN GRAD SCH BUS; BARTOV E, 1992, FIRM VALUATION EARNI; BODNAR GM, 1993, J INT MONEY FINANC, V12, P29; BUCKLEY A, 1986, MULTINATIONAL FINANC; CHOI JJ, 1986, J INT BUS STUD, V17, P153; CORREIA EB, 1993, BAA C SCOTL; JORION P, 1990, J BUS, V3, P331; JORION P, 1991, J FINANC QUANT ANAL, V26, P363; MA CK, 1990, J BUSINESS FINANCE A, V17, P441; MADDALA GS, 1988, INTRO ECONOMETRICS; MARK NC, 1990, J INT ECON, V28, P115; MUSSA M, 1979, CARNEGIE-ROCHESTER C, P9; SHAPIRO AC, 1975, J FINANC, V30, P485; STRONG N, 1992, J BUSINESS FINANCE A, V19, P533	15	2	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				157	165			9	Business; Management	UE202	ISI:A1996UE20200008
J	Ramaswamy, K; Kroeck, KG; Renforth, W			Measuring the degree of internationalization of a firm: A comment	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE	Sullivan's [1994] suggestion that an index measure of the internationalization construct is superior to single-variable measures is critiqued on psychometric, content validity, criterion validity, reliability, and utilitarian grounds. We argue that internationalization is more complex than envisioned by this index and suggest that further refinement of the construct is necessary before constructing indices.	TEXAS A&M INT UNIV,LAREDO,TX 78040	Ramaswamy, K, FLORIDA INT UNIV,MIAMI,FL 33199		CATTELL RB, 1978, SCI USE FACTOR ANAL; DANIELS JD, 1989, MANAGE INT REV, V29, P46; GRANT RM, 1987, J INT BUS STUD, V18, P79; HIRSCH S, 1992, INT TADE FINANCE RAP, V5, P1177; KOBRIN SJ, 1994, J INT BUS STUD, V25, P493; NORDSTROM KA, 1992, INT TRAD FIN ASS ANN; OGRADY S, 1994, AC INT BUS ANN M BOS; RAMASWAMY K, 1992, ADV INT COMP MANAGEM, V7, P241; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SIDDHARTHAN NS, 1982, OXFORD B ECON STAT, V44, P1; SULLIVAN D, 1994, J INT BUS STUD, V25, P325	11	29	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				167	177			11	Business; Management	UE202	ISI:A1996UE20200009
J	Sullivan, D			Measuring the degree of internationalization of a firm: A reply	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		CONFIRMATORY FACTOR-ANALYSIS; SELF-REPORTED AFFECT; METHOD VARIANCE; FIT INDEXES; PERFORMANCE; GOODNESS; PERCEPTIONS; STRATEGY; WORK			Sullivan, D, UNIV DELAWARE,NEWARK,DE 19716		ADLER NJ, 1986, J MANAGE, V12, P295; BAGOZZI RP, 1990, J APPL PSYCHOL, V75, P547; BAGOZZI RP, 1991, ADMIN SCI QUART, V36, P421; BEAMISH P, 1984, P EUR INT BUS ASS C; BENTLER PM, 1980, ANNU REV PSYCHOL, V31, P419; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BENTLER PM, 1990, PSYCHOL BULL, V107, P238; CAMPBELL DT, 1959, PSYCHOL BULL, V56, P81; CAPON N, 1990, MANAGE SCI, V36, P1143; COOK TD, 1979, QUASIEXPERIMENTATION; EINHORN HJ, 1975, ORGAN BEHAV HUM PREF, V13, P171; FISKE DW, 1982, FORMS VALIDITY RES, P77; FORSGREN M, 1989, MANAGING INT PROCESS; GERINGER JM, 1989, STRATEGIC MANAGE J, V10, P109; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; JACOBY J, 1978, J MARKETING, V42, P87; LAWSHE CH, 1959, EDUC PSYCHOL MEAS, V19, P103; MAISONROUGE JG, 1983, J INT BUS STUD, V14, P56; MARCH J, 1958, ORGANIZATIONS; MARITAN C, 1995, NOTE MESAURING DEGRE; MARSH HW, 1988, J APPL PSYCHOL, V73, P107; MARSH HW, 1988, PSYCHOL BULL, V103, P391; MCDONALD RP, 1990, PSYCHOL BULL, V107, P247; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PHILLIPS L, 1985, RES MARKETING, V8, P313; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCHMIDT FL, 1981, AM PSYCHOL, V36, P1128; SULLIVAN D, 1989, MANAGE INT REV, V29, P2; SULLIVAN D, 1990, MANAGE INT REV, V30, P19; SULLIVAN D, 1994, J INT BUS STUD, V25, P325; SULLIVAN D, 1994, MANAGE INT REV, V34, P165; VENKATRAMAN N, 1986, ACAD MANAGE REV, V11, P801; WAINER H, 1978, PSYCHOL BULL, V85, P267; WANG MW, 1970, REV EDUC RES, V40, P663; WELCH LS, 1988, J GEN MANAGE, V14, P34; WILLIAMS LJ, 1989, J APPL PSYCHOL, V74, P462	37	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1996	27	1				179	192			14	Business; Management	UE202	ISI:A1996UE20200010
J	Zaheer, S			Circadian rhythms: The effects of global market integration in the currency trading industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This essay assesses the impact of global market integration in the currency trading industry as the market interfaces with states,,vith firms and with individuals, and raises questions for research from a variety of disciplines, Issues discussed include the question of state control in global markets, the impact of globalization on firm structures and processes, how firms can derive competitive advantage from global circadian rhythms, and the influence of the circadian rhythms of the global market on the individuals who work in this industry.		Zaheer, S, UNIV MINNESOTA,CARLSON SCH MANAGEMENT,MINNEAPOLIS,MN 55455		1988, EUROMONEY; *BANK INT SETTL, 1990, SURV FOR EXCH MARK A; *BANK INT SETTL, 1995, CENTR BANK SURV FOR; *CIT, 1988, CONS STAT OP CIT WOR, P42; *FOR EXCH COMM, 1989, ANN REP; *HAMBR BANK, 1974, FOR EXCH BULL DEAL D; ADMATI AR, 1988, REV FINANC STUD, V1, P3; AOKI M, 1988, INFORMATION INCENTIV; BARNET RJ, 1994, GLOBAL DREAMS IMPERI; BARTLETT CA, 1986, COMPETITION GLOBAL I; BARTLETT CA, 1989, MANAGING BORDERS TRA; CALLIER P, 1986, BANCA NAZL LAVORO Q, V159, P423; CROZIER M, 1964, BUREAUCRATIC PHENOME; CUMMINGS LL, 1971, ACAD MANAGE J, V14, P285; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOMINGUEZ K, 1993, DOES FOREIGN EXCHANG; DORE RP, 1983, BRIT J SOCIOL, V344, P459; DOUGLAS M, 1982, RISK CULTURE; DOUGLAS M, 1985, RISK ACCEPTABILITY A; DUNLOP JT, 1975, IND IND MAN RECONSID, P1; DUNNING JH, 1993, MULTINATIONAL ENTERP; EICHENGREEN B, 1993, 817 CTR EC POL RES D; GEERTZ C, 1973, INTERPRETATION CULTU; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GRANOVETTER M, 1985, AM J SOCIOL, V91, P481; HALBERG F, 1959, Z VITAMIN HORMON FER, V10, P225; HAYASHI K, 1974, ORG SCI JAPAN, V83, P50; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; KHANDWALLA PN, 1976, DESIGN ORG; KOBRIN SJ, 1994, FEB FREEM LECT HUMPH; KOGUT B, 1992, ORG THEORY MULTINATI; KUBARYCH RM, 1983, FOREIGN EXCHANGE MAR; LYONS RK, 1994, NBER4984 WORK PAP; MEYER MW, 1990, STRUCTURES CAPITAL S; MINORS DS, 1981, CIRCADIAN RHYTHMS HU; NONAKA I, 1995, KNOWLEDGE CREATING C; OBRIEN R, 1992, GLOBAL FINANCIAL INT; OHMAE K, 1990, BORDERLESS WORLD; OUCHI WG, 1979, MANAGE SCI, V25, P833; OUCHI WG, 1981, THEORY Z; PIORE MJ, 1984, 2ND IND DIVIDE; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1976, HARVARD BUSINESS JUL; PUGH DS, 1969, ADM SCI Q, V14, P91; RIEHL H, 1983, FORIENG EXCHANGE MON; ROSENZWEIG PM, 1991, ACAD MANAGE REV, V16, P340; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; THOMPSON JD, 1967, ORG ACTION; TOBIN J, 1994, NEW EC, V20, P104; TSE DK, 1988, J MARKETING, V52, P81; VERNON R, 1971, SOVEREIGNTY BAY; WALTER I, 1988, GLOBAL COMPETITION F; WEBER M, 1946, M WEBER ESSAYS SOCIO; WESTNEY D, 1992, ORG THEORY MULTINATI; WRISTON WB, 1992, TWILIGHT SOVEREIGNTY; ZAHEER A, 1995, ACADEMY MANAGEMENT B, P72; ZAHEER S, 1992, THESIS MIT; ZAHEER S, 1995, ACAD MANAGE J, V38, P341	58	10	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				699	728			30	Business; Management	TP452	ISI:A1995TP45200001
J	Birkinshaw, JM; Morrison, AJ			Configurations of strategy and structure in subsidiaries of multinational corporations	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MODEL	A three-fold typology of subsidiary roles (world mandate, specialized contributor, local implementer) was induced from the literature and its empirical validity was confirmed, Adopting a configurational approach, we then explored the ways in which subsidiary 'structural context' varied across subsidiary role types, Structural context characteristics were determined through a discussion of the underlying principles of the 'hierarchy' and 'heterarchy' models of multinational organization, The key findings were: (a) higher strategic autonomy in world mandates than in local implementers; (b) a more internationally configured value-chain in world mandates and specialized contributors than local implementers; (c) lower levels of internal product flows in world mandates than the other two types; and (d) a significantly lower performance in specialized contributors, Implications for a configurational model of subsidiary management, and for heterarchy as a higher level conceptualization, are discussed.	AMER GRAD SCH INT MANAGEMENT THUNDERBIRD,GLENDALE,AZ	Birkinshaw, JM, STOCKHOLM SCH ECON,S-11383 STOCKHOLM,SWEDEN		AMBURGEY TL, 1994, ACAD MANAGE J, V37, P1427; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BARTLETT C, 1986, HARVARD BUSINESS NOV, P87; BARTLETT CA, 1979, THESIS HARARD GRADUA; BARTLETT CA, 1983, HARVARD BUSINESS MAR, P138; BARTLETT CA, 1989, MANAGING BORDERS TRA; BOWER JL, 1970, MANAGING RESOURCE AL; BRANDT WK, 1977, COLUMBIA J WORLD WIN, P7; BURGELMAN RA, 1983, ACAD MANAGE REV, V8, P61; CHANDLER AD, 1962, STRATEGY STRUCTURE C; CHILD J, 1973, ADM SCI Q        MAR, P1; CRAY D, 1984, J INT BUS STUD, V15, P85; DANIELS JD, 1984, ACAD MANAGE J, V27, P292; DANIELS JD, 1985, STRATEGIC MANAGE J, V6, P223; DCRUZ JR, 1986, MANAGING MULTINATION; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; EGELHOFF WG, 1988, STRATEGIC MANAGEMENT, V9, P1; ETZIONI A, 1961, COMP ANAL COMPLEX OR; FRANKO LG, 1974, ADM SCI Q, V19, P493; GATES SR, 1986, J INT BUS STUD, V17, P71; GHOSHAL S, 1986, THESIS HARVARD BUSIN; GHOSHAL S, 1989, STRATEGIC MANAGE J, V10, P323; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; GUPTA AK, 1991, ACAD MANAGE REV, V16, P768; HEDLUND G, 1986, HUM RESOURCE MANAGE, V25, P9; HEDLUND G, 1992, MANAGING GLOBAL FIRM; HEDLUND G, 1993, ORG THEORY MULTINATI; HEDLUND G, 1994, STRATEGIC MANAGE J, V15, P73; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; JOLLY V, 1988, STRATEGY ORG DESIGN; KOBRIN SJ, 1991, STRATEGIC MANAGE J, V12, P17; LEONG SM, 1993, J INT BUS STUD, V24, P449; MEYER AD, 1993, ACAD MANAGE J, V36, P1175; MILLER D, 1984, ORG QUANTUM VIEW; MILLER D, 1986, STRATEGIC MANAGE J, V7, P233; MILLER D, 1988, ACAD MANAGE J, V31, P280; PERLMUTTER HV, 1969, COLUMBIA J WORLD JAN, P9; PICARD J, 1980, COLUMBIA J WORLD SPR, P30; PORTER ME, 1980, COMPETITIVE STRATEGY; PORTER ME, 1985, COMPETITIVE ADVANTAG; PORTER ME, 1986, COMPETITION GLOBAL I; PRAHALAD CK, 1976, HARVARD BUSINESS JUL, P67; PRAHALAD CK, 1981, SLOAN MANAGEMENT SUM, P5; PRAHALAD CK, 1985, HARVARD BUSINESS JUL, P139; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; ROTH K, 1990, J INT BUS STUD, V22, P541; ROTH K, 1992, J INT BUS STUD, V23, P715; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; SCHOLLHAMMER H, 1971, ACAD MANAGEMENT  SEP, P345; SIMON HA, 1962, P AM PHILOS SOC, V106, P467; STOPFORD JM, 1972, MANAGING MULTINATION; THOMPSON JD, 1967, ORG ACTION; WHITE RE, 1984, BUSINESS Q       SUM, P59; WHITE RE, 1990, MANAGING GLOBAL FIRM; WILLIAMSON OE, 1972, MARKET STRUCTURE COR; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, EC I CAPITALISM; YOUSSEF SM, 1975, ACAD MANAGE J, V18, P136	58	54	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				729	753			25	Business; Management	TP452	ISI:A1995TP45200002
J	Gencturk, EF; Aulakh, PS			The use of process and output controls in foreign markets	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		SALESFORCE CONTROL-SYSTEMS; TRANSACTION COST-ANALYSIS; MULTINATIONAL-CORPORATIONS; CONCEPTUAL-FRAMEWORK; DIRECT-INVESTMENT; GLOBAL STRATEGY; ENTRY MODE; PERFORMANCE; MECHANISMS; FIT	This study builds upon previous control research to propose a model of formal controls used in managing activities performed in foreign markets. Theoretically derived contingency relationships are also proposed to assess the performance consequences of different formal control types. The findings support the importance of internal and external sources of uncertainty in determining the type of control used. Partial support was also found for the premise that the fit between the type of control used and the type of uncertainty perceived will contribute to superior performance.	MEM UNIV NEWFOUNDLAND,FAC BUSINESS ADM,ST JOHNS,NF A1B 3X5,CANADA	Gencturk, EF, UNIV TEXAS,AUSTIN,TX 78712		ABELL DF, 1980, DEFINING BUSINESS ST; ALEXANDER JW, 1985, ACAD MANAGE J, V28, P844; ANDERSON E, 1985, MARKET SCI, V4, P234; ANDERSON E, 1986, J INT BUS STUD, V17, P1; ANDERSON E, 1987, J MARKETING, V51, P76; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BASU AK, 1985, MARKET SCI, V4, P267; BOYACIGILLER N, 1990, J INT BUS STUD, V21, P357; BRANDT WK, 1977, COLUMBIA J WORLD BUS, V12, P7; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P181; BURKE MC, 1984, J MARKETING RES  NOV, P345; BURNS T, 1966, MANAGEMENT INNOVATIO; CHILD J, 1973, ADM SCI Q        MAR, P1; COHEN J, 1983, APPLIED MULTIPLE REG; CRAVENS DW, 1993, J MARKETING, V57, P47; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DOZ Y, 1986, HUM RESOURCE MANAGE, V25, P55; DRAZIN R, 1985, ADM SCI Q, V30, P514; EGELHOFF WG, 1982, ADM SCI Q, V27, P435; EISENHARDT KM, 1985, MANAGE SCI, V31, P134; EISENHARDT KM, 1989, ACAD MANAGE REV, V14, P57; ERRAMILLI KM, 1991, J INT BUS STUD, V22, P419; GATIGNON H, 1988, J LAW ECON ORGAN, V4, P305; GERBING D, 1988, J MARKETING RES  MAY, P186; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GREINER LE, 1972, HARVARD BUSINESS JUL, P37; GUPTA AK, 1991, ACAD MANAGE REV, V16, P968; HENNART JF, 1991, MANAGE INT REV, P71; JAWORSKI BJ, 1988, J MARKETING, V52, P23; JAWORSKI BJ, 1993, J MARKETING, V57, P57; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHN G, 1987, J LAW ECON ORGAN, V3, P373; JOYCE W, 1982, J OCCUPATIONAL BEHAV, V3, P265; KILLING P, 1982, HARVARD BUS REV, V60, P120; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN S, 1990, J MARKETING RES, V27, P196; KOGUT B, 1988, J INT BUS STUD, V19, P411; LAWRENCE PR, 1967, ORG ENV MANAGING DIF; MARTINEZ JI, 1989, J INT BUS STUD, V20, P489; MASCARENHAS B, 1982, J INT BUS STUD, V13, P87; MASCARENHAS B, 1984, J INT BUS STUD, V15, P91; MILLER D, 1986, ADMIN SCI QUART, V31, P539; MILLER D, 1988, ACAD MANAGE J, V31, P280; MINTZBERG H, 1979, STRUCTURING ORG; OUCHI WG, 1975, ADM SCI Q, V20, P558; OUCHI WG, 1979, MANAGE SCI, V25, P833; PORTER ME, 1985, COMPETITIVE ADVANTAG; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PRICE JL, 1986, HDB ORG MEASUREMENT; ROTH K, 1990, J INT BUS STUD, V21, P541; ROTH K, 1991, J INT BUS STUD, V22, P369; RUGMAN AM, 1985, WELTWIRTSCH ARCH, V121, P570; SHETTY YK, 1979, MANAGE INT REV, V19, P39; SOHN JHD, 1994, J INT BUS STUD, V25, P295; TEECE DJ, 1986, J ECON BEHAV ORGAN, V7, P23; TUSHMAN M, 1985, RES ORGAN BEHAV, V7, P171; VENKATRAMAN N, 1989, ACAD MANAGE REV, V14, P423; WILLIAMSON OE, 1975, MARKETS HIERARCHIES	58	12	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				755	786			32	Business; Management	TP452	ISI:A1995TP45200003
J	Birdseye, MG; Hill, JS			Individual, organizational work and environmental influences on expatriate turnover tendencies: An empirical study	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		EMPLOYEE TURNOVER; INTERNATIONAL ASSIGNMENTS; OVERSEAS ASSIGNMENTS; JOB-SATISFACTION; RESPONSE RATES; MODEL; COMMITMENT; ADJUSTMENT; SELECTION; AMERICAN	Foreign postings for executives are costly undertakings for multinational corporations, especially when they fail. Yet little research has been done on the causes of expatriate turnover. This 115-expatriate survey assesses individual, organizational/work and environmental influences on both internal and external turnover tendencies. It was found that job autonomy and material life satisfaction were key predictors for both internal and external turnover tendencies. Only for organizational turnover did job autonomy supersede material life satisfaction as the lead predictor of turnover tendencies. American expatriates attach much importance to maintaining living standards in postings to foreign locations.	UNIV ALABAMA,TUSCALOOSA,AL	Birdseye, MG, AUGUSTA COLL,SCH BUSINESS,AUGUSTA,GA 30904		1983, INT MANAG, V83, P150; *US BUR EC AN, 1994, SURV CURR BUS, P100; ABE H, 1983, INT J INTERCULT REL, V7, P53; ADLER NJ, 1983, ACAD MANAGE REV, V8, P226; ALISAU P, 1992, BUSINESS MEXICO, V2, P44; ANDREWS FM, 1974, SOCIAL INDICATORS WE; ANGLE HL, 1981, ADM SCI Q, V26, P1; ARNOLD HJ, 1982, J APPL PSYCHOL, V67, P350; BAKER JC, 1971, CALIFORNIA MANAGEMEN, V13, P39; BLACK JS, 1988, J INT BUS STUD, V19, P277; BLACK JS, 1989, J MANAGE, V15, P529; BLACK JS, 1990, ACAD MANAGE REV, V15, P113; BLACK JS, 1991, ACAD MANAGE REV, V16, P291; BLAU GJ, 1987, ACAD MANAGE REV, V12, P288; BLUEDORN AC, 1982, HUM RELAT, V35, P135; BOHL D, 1986, HIRING COSTS STRATEG; BOYACIGILLER N, 1991, INT HUMAN RESOURCE M, P148; BRISLIN R, 1979, PERSPECTIVES CROSS C, P287; CHURCH AT, 1982, PSYCHOL BULL, V91, P540; COPELAND L, 1985, GOING INT; COPELAND L, 1986, MANAGE REV, V75, P19; DANSEREAU F, 1974, J APPL PSYCHOL, V50, P228; DAWSON S, 1988, J INT BUS STUD, V19, P491; DEMING J, 1991, HR MAGAZINE, V36, P46; DEWAR R, 1979, ADM SCI Q, V24, P426; DILLMAN DA, 1978, MAIL TELEPHONE SURVE; EARLEY PC, 1987, ACAD MANAGE J, V30, P685; FELDMAN DC, 1991, HUMAN RESOURCE MANAG, V1, P163; FELDMAN DC, 1992, J INT BUS STUD, V23, P271; FELDMAN DC, 1993, J INT BUS STUD, V24, P507; FIELDS MW, 1985, PERS J, V64, P58; FRANKENSTEIN J, 1985, CHINA BUS REV, V12, P22; GLADSTEIN DL, 1984, ADMIN SCI QUART, V29, P499; GLISSON C, 1988, ADM SCI Q, V33, P61; GREGERSEN HB, 1990, GROUP ORGAN STUD, V15, P461; HALL ET, 1976, PSYCHOL TODAY    JUL, P68; HARVEY MG, 1985, COLUMBIA J WORLD BUS, V20, P84; HAYS RD, 1971, J INT BUS STUD, V2, P40; HEENAN D, 1970, COLUMBIA J WORLD BUS, V5, P49; HELLER JE, 1980, PERSONNEL, V57, P47; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; IVANCEVICH JM, 1969, J APPL PSYCHOL, V53, P274; IVANCEVICH JM, 1970, ACAD MANAGE J, V13, P69; JANOFFBULMAN R, 1982, PERSONALITY SOCIAL P, V4, P691; JOBBER D, 1988, J INT BUS STUD, V19, P483; KITSUSE A, 1992, ACROSS BOARD, V29, P34; LANIER AR, 1979, PERS J, V58, P160; LEE TW, 1987, ACAD MANAGE J, V30, P721; LUBLIN JS, 1994, WALL STEET J    0615, B1; MENDENHALL M, 1985, ACAD MANAGE REV, V10, P39; MENDENHALL ME, 1987, HUM RESOURCE MANAGE, V26, P331; MILLER EL, 1973, ACAD MANAGE J, V16, P239; MILLER KI, 1986, ACAD MANAGE J, V29, P727; MISA KF, 1979, FINANCIAL EXECUT APR, P42; MITCHEL JO, 1981, ACAD MANAGE J, V24, P742; MOBLEY WH, 1979, PSYCHOL BULL, V86, P493; MORRIS JH, 1981, ACAD MANAGE J, V24, P512; MUCHINSKY PM, 1979, J VOCAT BEHAV, V14, P43; NAUMANN E, 1992, J INT BUS STUD, V23, P499; NAUMANN E, 1993, J INT BUS STUD, V24, P61; NEWMAN J, 1978, ACAD MANAGE REV, V3, P655; ONDRACK D, 1985, J INT BUS STUD, V16, P1; PETTY MM, 1988, UNPUB RELATIONSHIP O; PINDER CC, 1987, ACAD MANAGE J, V30, P336; PORTER LW, 1973, PSYCHOL BULL, V80, P151; RAHIM A, 1983, PERS J, V62, P312; SCHIFFMAN LG, 1991, CONSUMER BEHAVIOR; SIEVEKING N, 1981, PERS J, V60, P197; STEEL RP, 1984, J APPL PSYCHOL, V69, P673; SUSSMAN L, 1992, HR MAGAZINE, V37, P68; TORBIORN I, 1982, LIVING ABROAD PERSON; TU H, 1994, BUS HORIZONS, V37, P67; TUNG R, 1981, COLUMBIA J WORLD BUS, V16, P68; TUNG RL, 1982, CALIFORNIA MANAGEMEN, V25, P57; TUNG RL, 1984, HUMAN RESOURCE MANAG, V23, P129; TUNG RL, 1987, ACADEMY MANAGEMENT E, V1, P117	76	36	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				787	813			27	Business; Management	TP452	ISI:A1995TP45200004
J	Mariotti, S; Piscitello, L			Information costs and location of FDIs within the host country: Empirical evidence from Italy	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; UNITED-STATES; DETERMINANTS; PATTERNS; UK	The literature on foreign direct investments (FDIs) has analysed the location strategies of multinational enterprises across national borders, but there have been few studies of location decisions by foreign investors within the borders of a single country, The paper argues that the driving factors of these location choices have differing influences on indigenous and foreign investors, Specifically, foreign investors suffer from a condition of adverse asymmetry in information costs compared to insiders, Thus, foreign investors' decisions on the location of their activities within a host country mainly reflect a rational response to the existence of information costs. In this paper, a cross-region multiple regression model is developed, with reference to a database containing detailed information on cross-border takeovers involving Italian industrial firms in the period 1986-91. Empirical evidence supports the hypothesis that the spatial distribution of inward FDIs is mainly governed by information costs, Finally, implications for future research are discussed.	UNIV PADUA,I-35100 PADUA,ITALY	Mariotti, S, POLITECN MILAN,DEPT ECON & PROD,I-20133 MILAN,ITALY		*CENS, 1986, MET DEC REFL DAT SUL; *CONF CTR STUD, 1988, IND EC PROV; *I GUGL TAGL, 1990, I REDD CONS IT UN AN; *I GUGL TAGL, 1990, REDD DISP CONS RISP; *IST, 1987, ANN STAT IT; *IST, 1987, COLL INF, P1; *IST, 1988, COLL INF, P26; ARROW KJ, 1972, DECISION ORG; BACHTLER J, 1989, REG STUD, V24, P173; BAGCHISEN S, 1989, ECON GEOGR, V65, P113; BARTIK TJ, 1985, J BUS ECON STAT, V3, P14; BEESON PE, 1989, J REGIONAL SCI, V29, P15; BENITO GRG, 1992, J INT BUS STUD, V23, P461; BRANCATI R, 1992, RIV EC MEZZOGIORNO, V6, P507; BUCKLEY PJ, 1979, EUROPEAN RES INT BUS; CASSON M, 1994, J ECON BUS, V1, P47; CASSON M, 1994, P EMOT WORKSHOP; COMINOTTI R, 1994, ITALIA MULTINAZIONAL; CONTRACTOR FJ, 1990, J INT BUS STUD, V21, P55; COUGHLIN C, 1990, REGIONAL SCI PERSPEC, V20, P190; COUGHLIN CC, 1991, REV ECON STAT, V73, P675; CULEM CG, 1988, EUROPEAN EC REV, V32, P885; CUSHMAN DO, 1987, SOUTH ECON J, V54, P174; CYERT RM, 1963, BEHAVIORAL THEORY FI; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DICKEN P, 1976, ENVIRON PLANN A, V8, P685; DUNNING JH, 1979, FACTORS INFLUENCING; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1993, MULTINATIONAL ENTERP; FRIEDMANN J, 1972, GROWTH CTR REGIONAL; GLICKMAN N, 1988, INT REGIONAL SCI REV, V11, P137; GREEN MB, 1990, MERGERS ACQUISITIONS; HAIGH R, 1990, COLUMBIA J WORLD BUS, V25, P22; HAMILTON IFE, 1979, SPATIAL ANAL IND IND; HILL S, 1991, APPL ECON, V23, P1761; HILL S, 1992, REG STUD, V26, P535; HIRSHLEIFER J, 1989, TIME UNCERTAINTY INF; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOOD N, 1983, MULTINATIONALS INVES; HUGHES K, 1992, APPL ECON, V24, P745; JOHANSON J, 1975, J MANAGE STUD, V12, P305; JOHANSON J, 1990, INT MARKET REV, V7, P11; KEEBLE DE, 1979, CENTRALITY PERIPHERA; KINDLEBERGER CP, 1983, J BANK FINANC, V7, P583; KOBRIN SJ, 1978, COLUMBIA J WORLD BUS, V13, P113; KOECHLIN T, 1992, INT REV APPLIED EC, V6, P203; KOGUT B, 1988, J INT BUS STUD, V19, P411; KUMAR NB, 1991, DETERMINANTS COUNTRY; LI JT, 1991, J INT BUS STUD, V22, P209; LIM D, 1983, J DEV STUD, V19, P207; LITTLE JS, 1978, NEW ENGLAND EC REV, V4, P43; LITTLE JS, 1980, NEW ENGLAND EC REV, V6, P5; LUGER MI, 1985, VANDERBILT J TRANSNA, V18, P223; LUNDVALL BA, 1992, NATIONAL SYSTEM INNO; LUNN J, 1980, EUROPEAN EC REV, V183, P391; LUOSTARINEN R, 1980, INT FIRM; MCALEESE D, 1985, IRISH AM EMIGRATION; MCCONNELL JE, 1980, ANN ASSOC AM GEOGR, V70, P259; NETER J, 1985, APPLIED LINEAR STATI; NIGH D, 1985, J INT BUS STUD, V16, P1; OHUALLACHAIN B, 1985, REG STUD, V20, P151; OHUALLACHAIN B, 1989, ENVIRON PLANN, V22, P1205; OWEN RF, 1982, NEW THEORIES MULTINA; PEARCE RD, 1992, INT R D TECHNOLOGY; PIORE MJ, 1984, 2ND IND DIVIDE; POLANYI M, 1964, SCI FAITH SOC; PORTER ME, 1990, COMPETITIVE ADVANTAG; RADNER R, 1992, J ECON LIT, V30, P1382; RONEN S, 1985, ACAD MANAGE REV, V10, P435; SCAPERLANDA A, 1983, EUR ECON REV, V21, P381; SEN A, 1990, REGRESSION ANAL THEO; SOLOCHA A, 1994, MANAGE INT REV, V34, P79; STOPFORD JM, 1983, MULTINATIONALS CO PE; SWAMIDASS PM, 1989, J INT BUS STUD, V21, P301; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; TOWNROE PM, 1978, IND MOVEMENT EXPERIE; VEUGELERS R, 1991, KYKLOS, V44, P363; WOODWARD DP, 1992, SOUTH ECON J, V58, P690; YAMAWAKI H, 1991, 18 P EARIE C FERR; YU CMJ, 1990, WELTWIRTSCH ARCH, V126, P561	80	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				815	841			27	Business; Management	TP452	ISI:A1995TP45200005
J	Dewenter, KL			Are intra-industry investment patterns consistent with cost disadvantages to cross-border investing? Evidence from the US chemical industry	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		DIVERSIFICATION	This paper tests whether the pattern of related and unrelated acquisitions is consistent with the existence of cost disadvantages to cross-border investing. Data from the U.S. chemical industry (1978-89) are consistent with the implication that foreign investors are more likely than domestic investors to make closely related acquisitions. The data also indicate that U.S. FTC antitrust policy affected the pattern of domestic acquisitions.		Dewenter, KL, WASHINGTON UNIV,SCH BUSINESS ADM,FINANCE & BUSINESS ECON DEPT,ST LOUIS,MO 63130		ARON DJ, 1988, RAND J ECON, V19, P72; BHAGAT S, 1980, BROOKINGS PAPERS EC, P1; CAVES RE, 1974, REV EC STATISTIC AUG, P279; CAVES RE, 1982, MULTINATIONAL ENTERP; DAVIDSON WH, 1980, J INT BUS STUD, V11, P9; DEWENTER KL, 1991, UNPUB REV SOURCES FO; ECKBO BE, 1983, J FINANC ECON, V11, P241; ETHIER WJ, 1990, J INT ECON, V28, P25; GOLLOP FM, 1991, REV ECON STAT, V73, P318; GORT M, 1962, DIVERSIFICATION INTE; GRAHAM EM, 1989, FOREIGN DIRECT INVES; GROSSE R, 1985, J INT BUS STUD, V16, P57; HYMER SH, 1976, THESIS MIT CAMBRIDGE; JAHERA JS, 1987, Q REV ECON BUS, V27, P51; KIM WS, 1987, J INT BUS STUD, V19, P53; KOGUT B, 1988, J INT BUS STUD, V19, P411; LANGENFELD J, 1990, REV IND ORG      SUM, P79; MATSUSAKA J, 1992, UNPUB DID TOUGHT ANT; MONTGOMERY CA, 1994, J ECON PERSPECT, V8, P163; MORCK R, 1988, CORPORATE TAKEOVERS, P101; PANZAR JC, 1981, AM ECON REV, V71, P268; PEARCE RD, 1993, GROWTH EVOLUTION MUL; SALTER MS, 1979, DIVERSIFICATION ACQU; SHLEIFER A, 1991, STRATEGIC MANAGE J, V12, P51; TEECE DJ, 1983, GROWTH INT BUSINESS, P51; WHITE LJ, 1987, J ECON PERSPECT, V1, P13	26	2	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				843	857			15	Business; Management	TP452	ISI:A1995TP45200006
J	Schlegelmilch, BB; Robertson, DC			The influence of country and industry on ethical perceptions of senior executives in the US and Europe	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		BUSINESS ETHICS; CORPORATE CODES; CULTURE; MANAGERS; DETERMINANTS; ATTITUDES; CONDUCT; VALUES	This paper reports the results of a large-scale survey among senior executives in the U.S., the U.K., Germany and Austria, The research provides empirical evidence on the variation of perceptions of ethical issues by country and type of firm, Our findings suggest that country and industry type have significant effects, both with regard to identification of ethical problems and the comprehensiveness of written ethics policies and ethics training.	LONDON BUSINESS SCH,LONDON NW1 4SA,ENGLAND	Schlegelmilch, BB, AMER GRAD SCH INT MANAGEMENT THUNDERBIRD,INST INT BUSINESS ETH,CIBER,15249 N 59TH AVE,GLENDALE,AZ 85303		1986, J BUS ETHICS, V5, P85; 1992, J BUS ETHICS, V11, P863; 1993, ECONOMIST       0605, P71; *ETH RES CTR, 1990, ETH POL PROGR AM BUS; ALLEN CS, 1987, IDEOLOGY NATIONAL CO; BECKER H, 1987, COLUMBIA J WORLD BUS, V22, P87; BECKER H, 1987, J BUS ETHICS, V6, P289; BELTRAMINI RF, 1986, J BUS ETHICS, V5, P307; BENEISH MD, 1993, J ACCOUNT PUBLIC POL, V12, P3; BOWIE N, 1982, BUSINESS ETHICS; BUDDE A, 1982, ORGAN STUD, V3, P1; BULLER PF, 1991, J BUS ETHICS, V10, P767; CHATOV R, 1980, CALIFORNIA MANAGEMEN, V22, P20; CHATOV R, 1982, ACADEMY MANAGEMENT N; CIULLA JB, 1991, CALIFORNIA MANAG FAL, P67; COHEN DV, 1993, BUSINESS ETHICS Q, V3, P343; CRESSEY DR, 1983, CALIF MANAGE REV, V25, P53; CRONBACH LJ, 1971, ED MEASUREMENT, P443; DEGEORGE RT, 1986, BUSINESS ETHICS; DERRY R, 1991, BUSINESS ETHICS STAT; DONALDSON T, 1989, ETHICS INT BUSINESS; DONALDSON T, 1991, RESPONSIVE COMMUNITY, V1, P48; DONALDSON T, 1994, ACAD MANAGE REV, V19, P252; DUBINSKY AJ, 1991, J INT BUS STUD, V22, P651; ENGLAND GW, 1978, COLUMBIA J WORLD BUS, V13, P35; FREDERICK WC, 1991, J BUS ETHICS, V10, P165; FREEMAN R, 1988, CORPORATE STRATEGY S; GILBERT DR, 1991, BUSINESS ETHICS STAT; GORDON GG, 1991, ACAD MANAGE REV, V16, P396; HANSEN U, 1988, BETRIEBSWIRTSCHAFT, V48, P711; HICKSON DJ, 1974, SOCIOLOGY, V8, P58; HOFSTEDE G, 1976, J APPL PSYCHOL, V61, P148; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1993, ACADEMY MANAGEMENT E, V7, P81; IZRAELI D, 1988, J BUS ETHICS, V7, P263; JACKALL R, 1988, MORAL MAZES; KANTER RM, 1991, HARVARD BUSINESS MAY, P151; KELLEY L, 1987, J INT BUS STUD, V18, P17; LANGLOIS CC, 1990, J INT BUS STUD, V21, P519; LASHER HJ, 1993, J SMALL BUSINESS MAN, V31, P63; LEVINE MS, 1977, CANONICAL ANAL FACTO; LODGE GC, 1987, IDEOLOGY NATIONAL CO; LODGE GC, 1990, PERESTROIKA AM; MAHONEY J, 1992, BUSINESS ETHICS NEW; MARZ E, 1981, MODERN AUSTRIA, P123; MATHEWS MC, 1988, STRATEGIC INTERVENTI; MATHISON DL, 1993, BUSINESS ETHICS EURO, V2, P97; MAURICE M, 1980, ORGAN STUD, V1, P59; MILLER GA, 1987, ORGAN STUD, V8, P309; MULLER S, 1991, PSYCHE MANAGERS DETE; MURPHY KR, 1993, HONESTY WORKPLACE; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; ONEIL R, 1986, INT J SOC ECON, V13, P64; PAINE LS, 1991, J BUS ETHICS, V10, P423; ROBERTSON DC, 1993, J BUS ETHICS, V12, P585; ROWAN RL, 1983, COLUMBIA J WORLD BUS, V18, P64; RYAN LV, 1994, BUSINESS ETHICS EURO, V3, P54; SCHLEGELMILCH BB, 1989, EUR J MARKETING, V23, P7; SCHLEGELMILCH BB, 1990, BETRIEBSWIRTSCHAFT, V3, P365; STEINMANN H, 1985, BETRIEBSWIRTSCHAFT, V45, P170; STEINMANN H, 1989, UNTERNEHMENSETHIK; STEINMANN H, 1992, BUSINESS ETHICS EURO, V1, P139; THUROW L, 1992, HEAD HEAD COMING EC; TSE DK, 1988, J MARKETING, V52, P81; VANLUIJK HJL, 1990, J BUS ETHICS, V9, P537; VITELL SJ, 1993, J BUS ETHICS, V12, P753; VOGEL D, 1992, CALIF MANAGE REV, V35, P30; VONRIEKHOFF H, 1993, UNEQUAL PARTNERS COM; WEAVER GR, 1993, BUS SOC, V32, P44; WEBLEY S, 1992, BUSINESS ETHICS CO V; WINES WA, 1992, J BUS ETHICS, V11, P831	71	16	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				859	881			23	Business; Management	TP452	ISI:A1995TP45200007
J	Peterson, RA; Jolibert, AJP			A meta-analysis of country-of-origin effects	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERCEIVED PRODUCT QUALITY; FOREIGN PRODUCTS; IMAGE; INFORMATION; ATTRIBUTE; DETERMINANTS; ATTITUDES; SUPPLIERS; FRAMEWORK; JAPANESE	This note reports a quantitative analysis of the country-of-origin (COO) effect. Based on fifty-two articles or papers containing sixty-nine independent studies and 1,520 effect sizes, an analysis of fifteen study characteristics revealed that country-of-origin effects are only somewhat generalizable. Using omega-squared as the measure of effect size, verbal product descriptions produced larger COO effect sizes than did the presence of an actual product. Likewise, single-cue studies produced larger COO effect sizes than did multiple-cue studies, and larger samples produced effect sizes that on average were greater than those produced by smaller samples. The size of an observed COO effect was a function of whether the dependent variable was a quality/reliability perception or a purchase intention; the average effect size for quality/reliability perceptions was .30, whereas the average effect size for purchase intentions was .19. Purchase intentions were more susceptible to methodological artifacts than were quality/reliability perceptions. Study findings selectively confirm and refute common beliefs regarding the impact of a country-of-origin cue on product perceptions and purchase intentions.	UNIV TOULOUSE 1,GRENOBLE,FRANCE	Peterson, RA, UNIV TEXAS,AUSTIN,TX 78712		ALBAUM G, 1984, J INT BUS STUD, V15, P161; ALDEN DL, 1993, ADV CONSUM RES, V20, P678; BANGERTDROWNS RL, 1986, PSYCHOL BULL, V99, P388; BANNISTER JP, 1978, EUR J MARKETING, V12, P562; BAUMGARTNER G, 1978, ADV CONSUM RES, V5, P603; BELK RW, 1985, RES CONSUMER BEHAVIO, V1, P1; BILKEY WJ, 1982, J INT BUS STUD, V13, P89; BROWN JJC, 1987, EUR J MARKETING, V21, P90; CATTIN P, 1982, J INT BUS STUD, V13, P131; CHAO P, 1989, J ADVERTISING RES, V29, P35; CHAO P, 1993, J INT BUS STUD, V24, P291; COHEN J, 1988, STATISTICAL POWER AN; CRAWFORD JC, 1981, J PURCHASING MATERIA, V17, P28; CRONIN JJ, 1992, J MARKETING, V56, P55; CZEPIEC H, 1984, P AM MARKETING ASS, V50, P49; DAMANPOUR F, 1983, DEV MARKETING SCI, V6, P418; DARLING JR, 1977, EUR J MARKETING, V11, P517; DARLING JR, 1987, EUR J MARKETING, V21, P17; ERICKSON GM, 1984, J CONSUM RES, V11, P694; EROGLU SA, 1988, INT MARKETING REV, V6, P27; ETTENSON R, 1988, J RETAILING, V64, P85; FESTERVAND TA, 1985, AKRON BUSINESS EC RE, V16, P31; FISHBEIN M, 1963, HUM RELAT, V16, P233; FISHBEIN M, 1975, BELIEF ATTITUDE INTE; GAEDEKE R, 1973, J RETAILING, V49, P13; GRABY F, 1984, P SEMINAIRE INT RECH, V7, P1; HAN CM, 1988, J ADVERTISING RES, V28, P25; HAN CM, 1988, J INT BUS STUD, V19, P235; HAN CM, 1989, J MARKETING RES, V26, P222; HAN CM, 1994, J BUS RES, V29, P151; HESLOP LA, 1987, P ANN C ADM SCI ASS, V8, P179; HISRICH RD, 1981, J INT BUS STUD, V12, P109; HONG ST, 1989, J CONSUM RES, V16, P175; HONG ST, 1990, J CONSUM RES, V17, P277; HUNG CSL, 1989, J INT CONSUMER MARKE, V1, P5; JOHANSSON JK, 1986, J INT BUS STUD, V17, P101; JOHNASSON JK, 1985, J MARKETING RES, V22, P388; JOHNASSON JK, 1989, INT MARKETING REV, V6, P47; JUN WJ, 1983, J ECON PSYCHOL, V4, P263; KAYNAK E, 1983, INT J ADVERTISING, V2, P147; KAYNAK E, 1989, IND MARKET MANAG, V18, P187; KHANNA SR, 1986, COLUMBIA J WORLD BUS, V21, P29; KOH AC, 1988, P ACADEMY MARKETING, V11, P122; LI WK, 1993, ADV CONSUM RES, V20, P684; LIEFELD JP, 1993, PRODUCT COUNTRY IMAG, P117; LILLIS CM, 1974, J INT BUS STUD, V5, P119; LIM JS, 1989, P ACADEMY MARKETING, V12, P148; LIM JS, 1994, J ACAD MARKET SCI, V22, P274; LUMPKIN JR, 1985, INT J ADVERTISING, V4, P157; MORELLO G, 1984, EUROPEAN RES, V12, P5; NAGASHIMA A, 1970, J MARKETING, V34, P68; NAGASHIMA A, 1977, J MARKETING, V41, P95; NARAYANA CL, 1981, COLUMBIA J WORLD BUS, V16, P31; NIFFENEGGER P, 1982, J ACADEMY MARKETING, V10, P281; OBERMILLER C, 1989, ADV CONSUM RES, V16, P454; OZSOMER A, 1991, P AM MARKETING ASS, P269; PAPADOPOULOS NG, P ESOMAR C, P91; PAPADOPOULOS NG, 1987, 87104 MARK SCI I WOR; PAPADOPOULOS NG, 1993, PRODUCT COUNTRY IMAG; PARAMESWARAN R, 1987, J INT BUS STUD, V18, P35; PETERSON RA, 1976, J APPL PSYCHOL, V61, P533; PETERSON RA, 1985, J CONSUM RES, V12, P97; ROTH MS, 1992, J INT BUS STUD, V23, P477; SAWYER AG, 1981, J MARKETING RES, V18, P275; SCHOOLER RD, 1965, J MARKETING RES, V4, P394; SCHOOLER RD, 1971, J INT BUS STUD, V2, P71; STOLTMAN JJ, 1991, WIN P AMA ED C, V2, P82; TAN CT, 1985, P INT RES SEMINAR MA, V12, P263; TAN CT, 1987, J CONSUM RES, V13, P540; THORELLI HB, 1989, INT MARKET REV, V6, P35; TSE DK, 1993, J INT MARKETING, V1, P57; TURNBULL PW, 1985, EUR J MARKETING, V19, P39; ULGADO FM, 1993, J INT MARKETING, V1, P5; VAUGHAN GM, 1969, PSYCHOL BULL, V72, P204; WALL M, 1986, J ACADEMY MARKETING, V14, P27; WALL M, 1991, J ACADEMY MARKETING, V19, P105; WHITE PD, 1979, J INT BUS STUD, V10, P81	77	42	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	4				883	900			18	Business; Management	TP452	ISI:A1995TP45200008
J	DUNNING, JH			REAPPRAISING THE ECLECTIC PARADIGM IN AN AGE OF ALLIANCE CAPITALISM	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Review		RESOURCE-BASED VIEW; COMPETITIVE ADVANTAGE; UNITED-STATES; COOPERATION; INVESTMENT; FIRM; ORGANIZATION; NETWORKS; LOCATION; MODES	This article discusses the implications of the advent of alliance capitalism for our theorizing about the determinants of MNE activity, In particular, it argues that, due to the increasing porosity of the boundaries of firms, countries and markets, the eclectic, or OLI, paradigm of international production needs to consider more explicitly the competitive advantages arising from the way firms organize their inter-firm transactions, the growing interdependencies of many intermediate product markets, and the widening of the portfolio of the assets of districts, regions and countries to embrace the external economies of interdependent activities.	RUTGERS STATE UNIV,PISCATAWAY,NJ 08855	DUNNING, JH, UNIV READING,READING RG6 2AH,BERKS,ENGLAND		*UNCTAD, 1993, 1993 WORLD INV REP; *UNCTAD, 1994, 1994 WORLD INV REP; *WORLD BANK, 1992, WORLD DEV REP; AMIN A, 1994, GLOBALIZATION I REGI; AUDRETSCH DB, 1994, LOCATION EC ACTIVITY; BANJRJI K, 1994, VERTICAL KEIRETSU IN; BARNEY J, 1991, J MANAGE, V17, P99; BARTMESS A, 1993, CALIFORNIA MANAG WIN, P78; BEST M, 1990, NEW COMPETITION I RE; BROOKS MR, 1993, MULTINATIONAL STRATE, P221; BUCKLEY PJ, 1985, EC THEORY MULTINATIO; BUCKLEY PJ, 1988, COOPERATIVE STRATEGI, P31; BUCKLEY PJ, 1994, COOPERATIVE FORMS TN; BYE M, 1958, INT EC PAPERS, V8, P147; CANTWELL JA, 1989, TECHNOLOGICAL INNOVA; CANTWELL JA, 1994, TRANSNATIONAL CORPOR; CASSON MC, 1987, FIRM MARKET; CHAMBERLIN EH, 1933, THEORY MONOPOLISTIC; CHANDLER AD, 1962, STRATEGY STRUCTURE; CHANDLER AD, 1990, SCALE SCOPE DYNAMICS; COASE RH, 1937, ECONOMICA, V4, P386; COASE RH, 1988, FIRM MARKET LAW; COASE RH, 1993, NATURE FIRM ORIGINS, P34; CONTRACTOR FJ, 1988, COOPERATIVE STRATEGI; COURNOT A, 1851, RES MATH PRINCIPLES; DCRUZ JR, 1992, BUSINESS Q, V54, P101; DCRUZ JR, 1993, BUSINESS Q, V57, P93; DUNNING JH, 1977, INT ALLOCATION EC AC, P395; DUNNING JH, 1993, GLOBALIZATION BUSINE; DUNNING JH, 1993, MULTINATIONAL ENTERP; DUNNING JH, 1994, 1994 PREB LECT GEN; DUNNING JH, 1994, DOES OWNERSHIP MATTE, P59; ENRIGHT MJ, 1993, COORDINATION INFORMA; ENRIGHT MJ, 1994, JUN BERT S DYN FIRM; FORSGREN M, 1991, MANAGING NETWORKS IN; FREEMAN C, 1988, TECHNICAL CHANGE EC; FREEMAN C, 1991, RES POLICY, V20, P499; FREEMAN C, 1992, MERIT92013 MAASTR RE; GERLACH ML, 1992, ALLIANCE CAPITALISM; GLAISMEIER A, 1988, REG STUD, V22, P287; GOMESCASSERES B, 1993, FREE TRADE FIRMS GOV; GOMESCASSERES B, 1994, HARVARD BUSINESS JUL, P62; GOMESCASSERES B, 1994, UNPUB ALLIANCE CLUST; GOMESCASSERES B, 1995, COLLECTIVE COMPETITI; HAGEDOORN J, 1990, TECHNOVATION, V10, P17; HAGEDOORN J, 1993, EMBEDDED FIRM SOCIOE, P116; HAGEDOORN J, 1993, EUROPEAN COMPETITIVE, P60; HAGEDOORN J, 1993, STRATEGIC MANAGE J, V14, P371; HAKANSSON L, 1993, EMBEDDED FIRM SOCIOE, P35; HAMEL G, 1991, STRATEGIC MANAGEMENT, V12, P82; HARRISON B, 1994, LEAN MEAN CHANGING L; HELPER S, 1993, EMBEDDED FIRM SOCIOE, P141; HENDERSON V, 1994, LOCATION EC ACTIVITY; HENNART JF, 1982, THEORY MULTINATIONAL; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1989, J INT BUS STUD, V20, P211; HERRIGEL GB, 1994, EMBEDDED FIRM, P227; HIRSCHMAN AO, 1970, EXIT VOICE LOYALTY; JOHANSON J, 1977, J INT BUS STUD, V8, P23; JOHANSON J, 1987, STRATEGIES GLOBAL CO; JOHANSON J, 1994, RES TRADITIONS MARKE, P321; KOBRIN SJ, 1993, 9310 U PENNS CTR INT; KODAMA F, 1992, JAPANS GROWING TECHN; KOGUT B, 1988, STRATEGIC MANAGEMENT, P319; KOGUT B, 1991, REV ECON STAT, V73, P401; KOGUT B, 1993, EMBEDDED FIRM SOCIOE, P67; KOJIMA K, 1978, DIRECT FOREIGN INVES; KOJIMA K, 1990, SOCIAL SCI RES I MON, V1; KRUGMAN PR, 1991, GEOGRAPHY TRADE; LAZERSON M, 1993, EMBEDDED FIRM; LAZONICK W, 1991, BUSINESS ORG MYTH MA; LAZONIK W, 1992, TECHNOLOGY ENTERPRIS, P119; LINCOLN JR, 1990, RES ORGAN BEHAV, V12, P255; LORENZONI G, 1995, CALIF MANAGE REV, V37, P146; MALECKI EJ, 1985, ECON GEOGR, V61, P345; MARKUSEN A, 1991, RISE GUNBELT MILITAR; MARSHALL A, 1920, PRINCIPLES EC; MASON M, 1994, DOES OWNERSHIP MATTE; MCMANUS JC, 1972, MULTINATIONAL FIRM N; MICHALET CA, 1991, STRATEGIC PARTNERSHI; MODY A, 1993, J ECON BEHAV ORGAN, V20, P151; MOWERY DC, 1993, CALIF MANAGE REV WIN, P9; MYTELKA LK, 1991, STRATEGIC PARTNERSHI; NAISBITT J, 1994, GLOBAL PARADOX BIGGE; NELSON RR, 1982, EVOLUTIONARY THEORY; PENG MW, 1993, UNPUB BLURRING BOUND; PENROSE ET, 1956, ECON J, V60, P220; PENROSE ET, 1959, THEORY GROWTH FIRM; PEREZ C, 1983, FUTURES, V15, P357; PETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179; PIGOU AC, 1932, EC WELFARE; PIORE MJ, 1984, 2ND IND DIVIDE; PORTER ME, 1990, COMPETITIVE ADVANTAG; POWELL WW, 1990, RES ORGAN BEHAV, V12, P245; QUINN JB, 1994, SLOAN MANAGEMENT SUM, P43; ROBINSON J, 1933, EC IMPERFECT COMPETI; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUIGROK W, 1995, IN PRESS LOGIC INT R; SAXENIAN AL, 1991, RES POLICY, V20, P423; SAXENIAN AL, 1994, REGIONAL ADVANTAGE C; SCOTT AJ, 1993, TECHNOLOGIES HIGH TE; SCOTT AJ, 1994, JUN BERT S DYN FIRM; SHAN WJ, 1991, STRATEGIC MANAGE J, V12, P419; SMITH A, 1947, INQUIRY NATURE CLAUS, V1; STOPFORD JM, 1995, COMPETING GLOBALLY C; STORPER M, 1994, I LEARNING EC; TEECE DJ, 1992, J ECON BEHAV ORGAN, V18, P1; WEIERMAR K, 1991, POLITICAL EC GLOBAL, V2, P159; WERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171; WHEELER D, 1992, J INT ECON, V33, P57; WHITTAKER E, 1994, R&D MANAGE, V24, P249; WILLIAMSON OE, 1985, EC I CAPITALISM; WILLIAMSON OE, 1993, NATURE FIRM	113	105	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				461	491			31	Business; Management	TC749	ISI:A1995TC74900001
J	DENEKAMP, JG			INTANGIBLE ASSETS, INTERNALIZATION AND FOREIGN DIRECT-INVESTMENT IN MANUFACTURING	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		ENTRY MODE; INTERNATIONAL PRODUCTION; ECLECTIC THEORY; CHOICE; OWNERSHIP	This study provides strong empirical evidence in support of the intangible assets model of foreign direct investment. The percentage of lawyers in total employment is introduced as a proxy for the internalization advantage that is associated with the presence of intangible assets. Legal intensity is shown to be directly related to the level of U.S. foreign direct investment abroad for sixty-one manufacturing industries from 1982-1989.		DENEKAMP, JG, WAYNE STATE UNIV,DETROIT,MI 48202		*US BUR CENS, 1984, 1980 CENS POP, V2; *US BUR CENS, 1986, 1982 CENS MAN SUBJ S; *US BUR EC AN, 1990, SURV CURR BUS; AGARWAL S, 1992, J INT BUS STUD, V23, P1; ANDERSON E, SLOAN MANAGE REV, V27, P3; BUCKLEY PJ, 1978, FUTURE MULTINATIONAL; BUCKLEY PJ, 1988, J INT BUS STUD, V19, P181; CASSON M, 1979, ALTERNATIVES MULTINA; CAVES RE, 1971, ECONOMICA, V38, P1; COASE RH, 1937, ECONOMICA, V4, P386; DUNNING J, 1979, OXFORD B ECON STAT, V41, P269; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1993, COALITIONS COMPETITI; DUNNING JH, 1993, MULTINATIONAL ENTERP; GROSSMAN SJ, 1986, J POLIT ECON, V94, P691; GRUBAUGH SG, 1987, REV ECON STAT, P149; HILL CWL, 1990, STRATEGIC MANAGE J, V11, P117; HORST T, 1972, REV EC STAT      AUG, P258; KIM WC, 1992, J INT BUS STUD, V23, P29; KLEIN B, 1982, J LAW ECON, V21, P297; KUMAR N, 1987, WELTWIRTSCH ARCH, V123, P325; MCMANUS JC, 1972, MULTINATIONAL FIRM N; RAMSTETTER ED, 1989, WELTWIRTSCH ARCH, V125, P375; RAY EJ, 1989, TRADE POLICIES INT C; RUGMAN AM, 1980, WELTWIRTSCHAFTLICHES, V116, P365; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1992, J INT BUS STUD, V23, P761; VERNON R, 1979, OXFORD B ECON STAT, V41, P255; WILLIAMSON OE, 1985, EC I CAPITALISM; YU CMJ, 1990, WELTWIRTSCH ARCH, V126, P561	31	6	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				493	504			12	Business; Management	TC749	ISI:A1995TC74900002
J	DUSSAUGE, P; GARRETTE, B			DETERMINANTS OF SUCCESS IN INTERNATIONAL STRATEGIC ALLIANCES - EVIDENCE FROM THE GLOBAL AEROSPACE INDUSTRY	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		JOINT VENTURES; ENTRY MODE; PERFORMANCE; TAXONOMY; CONFIGURATIONS; COMBINATIONS; COMPETITION; ATTRIBUTES; NETWORKS; CHOICE	This paper presents the results of a study linking the performance of international joint ventures and alliances set up in the global aerospace industry to their strategic and organizational features, In a first stage, an empirically based taxonomy of the observed alliances is generated, Then, the economic performance of various types of alliances is evaluated on the basis of industry expert opinions, and the difference in performance of different alliance types is tested.		DUSSAUGE, P, HEC SCH MANAGEMENT,JOUY EN JOSAS,FRANCE		AGARWAL S, 1992, J INT BUS STUD, V23, P1; BARTLETT CA, 1986, COMPETITION GLOBAL I, P367; BARTLETT CA, 1989, MANAGING BORDERS TRA; BEAMISH PW, 1984, THESIS U W ONTARIO; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BERG SV, 1977, SO EC J, V43, P1330; BERG SV, 1982, JOINT VENTURE STRATE; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; BORYS B, 1989, ACAD MANAGE REV, V14, P234; CHANDLER AD, 1962, STRATEGY STRUCTURE; CREASEY P, 1988, EUROPEAN ARMAMENTS M, P89; DOZ YL, 1988, COOPERATIVE STRATEGI, P317; DOZ YL, 1989, HARVARD BUS REV, V67, P133; DUSSAUGE P, 1993, DEFENC ECON, V4, P45; FIEGENBAUM A, 1990, STRATEGIC MANAGE J, V11, P197; FRANKO LG, 1971, JOINT VENTURE SURVIV; GERINGER JM, 1988, JOINT VENTURE PARTNE; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; GHEMAWAT P, 1986, COMPETITION GLOBAL I, P345; HAMBRICK DC, 1983, ACAD MANAGE J, V26, P5; HAMEL G, 1991, STRATEGIC MANAGE J, V12, P83; HARRIGAN KR, 1985, STRATEGIES JOINT VEN; HARRIGAN KR, 1987, COLUMBIA J WORLD BUS, V22, P67; HARRIGAN KR, 1988, COOPERATIVE STRATEGI, P141; HARRIGAN KR, 1988, STRATEGIC MANAGEMENT, V9, P141; HARTLEY K, 1983, NATO ARMS COOPERATIO; HARTLEY K, 1990, SCI PUBL POLICY, V17, P143; HARTLEY K, 1991, EC DEFENCE POLICY; HARTLEY K, 1993, DEFENC ECON, V4, P195; HENNART JF, 1988, STRATEGIC MANAGEMENT, V9, P361; HENNART JF, 1989, J INT BUS STUD, V20, P211; HERGERT M, 1987, COLUMBIA J WORLD BUS, V22, P15; JARILLO JC, 1988, STRATEGIC MANAGEMENT, V9, P31; KETCHEN DJ, 1993, ACAD MANAGE J, V36, P1278; KILLING JP, 1983, STRATEGIES JOINT VEN; KILLING JP, 1988, COOPERATIVE STRATEGI, P55; KILLING P, 1982, HARVARD BUS REV, V60, P120; KIM WC, 1992, J INT BUS STUD, V23, P29; KOGUT B, 1988, COOPERATIVE STRATEGI, P169; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KOH J, 1991, ACAD MANAGE J, V34, P869; KOLODZIEJ EA, 1987, MAKING MARKETING ARM; LEBART L, 1984, MULTIVARIATE DESCRIP; LORANGE P, 1992, STRATEGIC ALLIANCES; MANKIN ED, 1986, HARVARD BUS REV, V64, P78; MCCONNELL JJ, 1985, J FINANC, V40, P519; MCGEE J, 1986, STRATEGIC MANAGE J, V7, P141; MCKELVEY B, 1975, ADM SCI Q, V20, P509; MCKELVEY B, 1978, MANAGE SCI, V24, P1428; MILLER A, 1988, STRATEGIC MANAGEMENT, V9, P239; MILLER D, 1977, J MANAGE STUD, V14, P259; MILLER D, 1978, MANAGE SCI, V24, P921; MILLER D, 1986, STRATEGIC MANAGE J, V7, P233; MORRISON AJ, 1992, STRATEGIC MANAGE J, V13, P399; MOWERY DC, 1987, ALLIANCE POLITICS EC; MOWERY DC, 1988, INT COLLABORATIVE VE, P70; MOXON RW, 1988, COOPERATIVE STRATEGI, P255; OHMAE K, 1993, COLLABORATING COMPET, P35; PARKHE A, 1991, J INT BUS STUD, V22, P579; PISANO GP, 1988, INT COLLABORATIVE VE, P23; PORTER ME, 1986, COMPETITION GLOBAL I, P315; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; RAVENSCRAFT DJ, 1987, J IND ECON, V36, P147; RUMELT RP, 1974, STRATEGY STRUCTURE E; SHENKAR O, 1992, J INT BUS STUD, V23, P55; THORELLI HB, 1986, STRATEGIC MANAGE J, V7, P37; WARDYNSKI C, 1990, UNPUB EUROPEAN MULTI; WEISS SE, 1987, COLUMBIA J WORLD BUS, V22, P23; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WILLIAMSON OE, 1981, J ECON LIT, V19, P1537; WILLIAMSON OE, 1991, ADM SCI Q, V36, P269; WOMACK JP, 1988, INT COLLABORATIVE VE, P301; WOOLRIDGE JR, 1990, STRATEGIC MANAGE J, V11, P353; YOSHINO M, 1986, COMPETITION GLOBAL I, P517	75	19	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				505	530			26	Business; Management	TC749	ISI:A1995TC74900003
J	HANNON, JM; HUANG, IC; JAW, BS			INTERNATIONAL HUMAN-RESOURCE STRATEGY AND ITS DETERMINANTS - THE CASE OF SUBSIDIARIES IN TAIWAN	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		MULTINATIONAL-CORPORATIONS; CONTROL-SYSTEMS; MANAGEMENT; ISSUES; ORGANIZATION; COORDINATION; INFORMATION; FRAMEWORK; COMPANIES; CULTURE	This paper explores how the tension between global integration and local responsiveness affects the dimensions and determinants of international human resource (IHR) strategy. To accomplish this, Jarillo and Martinet's [1990] business strategy framework for parents and their subsidiaries was recast in an IHR strategy setting. Then, the relationships between the two dimensions of IHR strategy that emerged, global integration and local responsiveness, and a set of interorganizational interdependency variables were explored. Several new and informative associations between the interorganizational interdependency variables (subsidiaries' dependence on parent's resources, local resources, and host institutions) and IHR strategy were observed in a sample of one hundred subsidiaries of Japanese, U.S. and European MNCs operating in Taiwan.	SUN YAT SEN UNIV,INST HUMAN RESOURCE MANAGEMENT,KAOHSIUNG,TAIWAN	HANNON, JM, PURDUE UNIV,KRANNERT GRAD SCH MANAGEMENT,W LAFAYETTE,IN 47907		ADLER NJ, 1986, HUM RESOURCE MANAGE, V25, P73; ADLER NJ, 1986, INT DIMENSIONS ORG B; ADLER NJ, 1989, HUMAN RESOURCE PLANN, V12, P37; AIKEN LS, 1991, MULTIPLE REGRESSION; BALIGA BR, 1984, J INT BUS STUD, V15, P25; BAMBERGER P, 1991, HUMAN RESOURCE M SUM, P153; BARON RM, 1986, J PERS SOC PSYCHOL, V51, P1173; BARTLETT C, 1989, MANAGING BORDERS TRA; BARTLETT CA, 1987, SLOAN MANAGEMENT FAL, P43; BARTLETT CA, 1987, SLOAN MANAGEMENT SUM, P7; CALOF JL, 1994, BUSINESS Q       AUT, P105; COHEN J, 1993, APPLIED MULTIPLE REG; CORTINA JM, 1993, J APPL PSYCHOL, V78, P98; CRAY D, 1984, J INT BUS STUD, V15, P85; DEBEJAR G, 1986, AUG AC MAN ANN M CHI; DIMAGGIO PJ, 1983, AM SOCIOL REV, V48, P147; DOWLING P, 1989, PERS ADMIN, V34, P66; DOWLING PJ, 1990, INT DIMENSIONS HUMAN; DOZ Y, 1986, HUM RESOURCE MANAGE, V25, P55; DUNCAN OD, 1975, INTRO STRUCTURAL EQU; DYER L, 1984, IND RELAT, V23, P156; EVANS PA, 1986, MANAGEMENT FORUM, V6, P105; FOMBRUN C, 1982, J BUS STRAT, V3, P61; GHOSHAL S, 1987, STRATEGIC MANAGE J, V8, P425; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; HARTIGAN JA, 1975, CLUSTERING ALGORITHM; HARTIGAN JA, 1979, APPL STATIST, V28, P100; HEENAN DA, 1979, MULTINATIONAL ORG DE, P18; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1994, INT BUSINESS REV, V3, P1; JAEGER AM, 1985, STRATEGIC MANAGE J, V6, P115; JARILLO JC, 1990, STRATEGIC MANAGE J, V11, P501; LAURENT A, 1986, HUM RESOURCE MANAGE, V25, P91; LAWRENCE PR, 1969, ORG ENV MANAGING DIF; MARTINEZ JI, 1991, J INT BUS STUD, V22, P429; MARTINEZ ZL, 1989, J INT BUS STUD, V20, P465; MEYER JW, 1983, ORG ENV; MILLIMAN J, 1991, ACAD MANAGE REV, V16, P318; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; PERLMUTTER HV, 1969, COLUMBIA J WORLD BUS, V4, P9; PFEFFER J, 1978, EXTERNAL CONTROL ORG; PFEFFER J, 1984, ADMIN SCI QUART, V29, P550; PFEFFER J, 1988, ADMIN SCI QUART, V33, P588; PORTER ME, 1986, COMPETITIVE ADVANTAG; PRAHALAD CK, 1976, THESIS HARVARD BUSIN; PRAHALAD CK, 1981, SLOAN MANAGEMENT SUM, P5; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PUCIK V, 1984, STRATEGIC MANAGEMENT; PUCIK V, 1986, HUM RESOURCE MANAGE, V25, P121; ROSENZWEIG PM, 1994, J INT BUS STUD, V25, P229; SCHNEIDER SC, 1988, HUMAN RESOURCE MANAG, V27, P231; SCHULER RS, 1987, ACADEMY MANAGEMENT E, V1, P207; SCHULER RS, 1993, J MANAGE, V19, P419; SCHWAB DP, 1980, RES ORGAN BEHAV, V2, P3; SCOTT WR, 1987, ADM SCI Q, V32, P493; SHETH JV, 1989, GLOBAL HUMAN RESOURC; SNELL SA, 1992, ACAD MANAGE J, V35, P292; STONE EF, 1984, ORGAN BEHAV HUM DEC, V34, P195; STOPFORD JM, 1972, MANAGING MULTINATION; THOMPSON JD, 1967, ORG ACTION; TICHY NM, 1982, SLOAN MANAGE REV, V23, P47; WESTNEY D, 1993, ORG THEORY MULTINATI; WRIGHT PM, 1992, J MANAGE, V18, P295; ZUCKER LG, 1988, I PATTERNS ORG	64	18	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				531	554			24	Business; Management	TC749	ISI:A1995TC74900004
J	MEEK, GK; ROBERTS, CB; GRAY, SJ			FACTORS INFLUENCING VOLUNTARY ANNUAL-REPORT DISCLOSURES BY US, UK AND CONTINENTAL EUROPEAN MULTINATIONAL-CORPORATIONS	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This study examines factors influencing the voluntary disclosures of three types of information (strategic, nonfinancial, financial) contained in the annual reports of MNCs from the U.S., U.K. and Continental Europe. While company size, country/region, listing status, and, to a lesser extent, industry are the most important factors explaining voluntary disclosures overall, the importance of the factors varies by information type.	UNIV EXETER,DEPT ECON,EXETER,DEVON,ENGLAND; UNIV WARWICK,WARWICK BUSINESS SCH,COVENTRY,W MIDLANDS,ENGLAND	MEEK, GK, OKLAHOMA STATE UNIV,STILLWATER,OK 74078		1989, FINANCIAL TIMES EURO; 1989, FINANCIAL TIMES UK T; 1990, BUSINESS WEEK   0413, P217; *AM I CERT PUBL AC, ACC PROF; *PRIC WAT, DOING BUS; AKERLOF GA, 1970, Q J ECON, P488; BUZBY S, 1975, J ACCOUNTING RES SPR, P16; CHANG LS, 1983, J INT BUS STUD, V14, P63; CHASTEEN LG, 1992, INTERMEDIATE ACCOUNT; CHOI FDS, 1990, CAPITAL MARKET EFFEC; CHOI FDS, 1992, INT ACCOUNTING; CHOW C, 1987, ACCOUNT REV      JUL, P533; COOKE TE, 1989, J INT FINANCIAL  SUM, P171; COOKE TE, 1991, INT J ACCOUNTING, V26, P174; DYE R, 1985, J ACCOUNTING RES, P544; DYE RA, 1986, J BUS, P331; FIRTH M, 1979, ACCOUNTING BUSIN AUT, P273; FOSTER G, 1986, FINANCIAL STATEMENT; GRAY SJ, 1984, INT FINANCIAL REPORT; GRAY SJ, 1984, J ACCOUNTING RES SPR, P351; GRAY SJ, 1989, INT PRESSURES ACCOUN, P116; GRAY SJ, 1991, HDB INT ACCOUNTING; GRAY SJ, 1993, ACADEMY INT BUSINESS; JENSEN M, 1976, J FINANCIAL EC   OCT, P305; LEFTWICH R, 1981, J ACCOUNTING RES S, P50; MCNALLY G, 1982, ACCOUNTING BUSIN WIN, P11; MEEK G, 1990, J ACCT LIT, V9, P145; MEEK GK, 1989, J INT BUS STUD, V20, P315; MUELLER GG, 1994, ACCOUNTING INT PERSP; NOBES CW, 1991, COMP INT ACCOUNTING; SAUDAGARAN SM, 1988, J INT BUS STUD, V19, P101; SMITH CW, 1979, J FINANCIAL EC   JUN, P117; SPERO LL, 1979, THESIS HARVARD U; TONKIN DJ, 1989, WORLD SURVEY PUBLISH; VERRECCHIA RE, 1983, J ACCOUNT ECON, P179; WATTS RL, 1986, POSITIVE ACCOUNTING	36	14	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				555	572			18	Business; Management	TC749	ISI:A1995TC74900005
J	MULLEN, MR			DIAGNOSING MEASUREMENT EQUIVALENCE IN CROSS-NATIONAL RESEARCH	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		UNITED-STATES; CONSUMER RESEARCH; JAPAN; MANAGEMENT; STRATEGY; QUALITY; ISSUES; INDEX; FIT	Many researchers have pointed out that it is necessary to ensure measurement equivalence in cross-national comparative research, Three aspects of measurement equivalence, translation, metric, and calibration equivalence, are necessary to establish the cross-national reliability and validity of items used to measure theoretical constructs, This paper discusses these issues and proposes two recently developed empirical techniques, Multiple Group LISREL and Optimal Scaling, for use in diagnosing cross-national measurement equivalence, These techniques are illustrated by reanalysis of a pioneering U.S. and Japanese study, The two techniques yield convergent results, indicating measurement equivalence for some, but not all, ordinal-level items under consideration, The findings demonstrate that the proposed methods are useful diagnostic tools for exploring measurement equivalence, Several suggestions for reducing the likelihood of problems with measurement equivalence and a number of methods for dealing with items where lack of equivalence persists are also discussed.		MULLEN, MR, FLORIDA ATLANTIC UNIV,BOCA RATON,FL 33431		*SAS I INC, 1988, SAS P179 TECHN REP; ADLER NJ, 1983, J INT BUS STUD, V14, P29; ADLER NJ, 1989, J INT BUS STUD, V20, P61; AGARWAL S, 1993, J INT BUS STUD, V24, P715; ALBAUM G, 1984, J INT BUS STUD, V15, P161; ANDERSON RD, 1980, J INT BUSINESS RES, V9, P27; AULAKH PS, 1993, J INT MARKETING, V1, P5; BAGOZZI RP, 1980, CAUSAL MODELS MARKET; BARKSDALE HC, 1982, J MACROMARKETING, V2, P57; BECHTEL GG, 1988, PSYCHOMETRIKA, V53, P93; BENTLER PM, 1980, PSYCHOL BULL, V88, P588; BERRY JW, 1980, HDB CROSS CULTURAL P, V2, P1; BHALLA G, 1987, PSYCHOL MARKET, V4, P275; BODDEWYN JJ, 1981, J INT BUS STUD, V12, P61; BOLLEN KA, 1986, PSYCHOMETRIKA, V51, P375; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BRAY JH, 1985, MULTIVARIATE ANAL VA; BRISLIN RW, 1973, CROSS CULTURAL RES M; BRISLIN RW, 1980, HDB CROSS CULTURAL P, V2, P389; BUSS AR, 1975, PSYCHOL BULL, V82, P128; CAMPBELL DT, 1966, EXPT QUASI-EXPT DESI; CAPON N, 1987, J INT BUS STUD, V18, P51; CHURCHILL GA, 1979, J MARKETING RES, V16, P64; CHURCHILL GA, 1987, MARKETING RES METHOD; CLEMANS WV, 1956, PSYCHOMETRIC MONOGRA, V14; CUNNINGHAM WH, 1977, PUBLIC OPIN QUART, V41, P379; DAVIS HL, 1981, J MARKETING, V45, P98; DIDOW N, 1992, ENHANCING KNOWLEDGE, V3, P290; DIDOW NM, 1983, J CONSUM RES, V10, P339; DIDOW NM, 1985, J MARKETING RES, V22, P30; DOUGLAS SP, 1983, INT MARKETING RES; ENGLAND GW, 1983, J INT BUS STUD, V14, P49; FORNELL C, 1983, J CONSUM RES, V9, P443; GORSUCH RL, 1974, FACTOR ANAL; GRAY S, 1990, J INT BUS STUD, V21, P597; GREEN RT, 1976, J INT BUS STUD, V7, P81; HARPAZ I, 1990, J INT BUS STUD, V21, P75; IRVINE SH, 1980, HDB CROSS CULTURAL P, P181; JACOBY J, 1978, J MARKETING, V42, P87; JOHNSON RA, 1982, APPLIED MULTIVARIATE; JONES LV, 1960, PSYCHOL SCALING THEO; JORESKOG KG, 1988, PRELIS PREPROCESSOR; JORESKOG KG, 1989, LISREL 7 USERS REFER; KERLINGER FN, 1986, F BEHAVIORAL RES; KOTABE M, 1990, J INT BUS STUD, V21, P383; KOTABE M, 1991, J MARKETING, V55, P26; KRUSKAL JB, 1964, PSYCHOMETRIKA, V29, P1; LEE C, 1991, J INT BUS STUD, V22, P289; LINCOLN JR, 1985, AM SOCIOL REV, V50, P738; LODGE M, 1981, MAGNITUDE SCALING QU; MARTILLA JA, 1975, J MARKETING, V39, P8; MAYER CS, 1978, EUROPEAN RES, V6, P77; MCDONALD RP, 1990, PSYCHOL BULL, V2, P247; MORRIS T, 1992, J INT BUS STUD, V23, P169; MULLEN MR, 1995, IN PRESS ADV INT MAR; MULLEN MR, 1995, J INT MARKETING, V3, P45; NASON RW, 1989, J MACROMARKETING, V9, P3; ONKVISIT S, 1989, INT MARKETING ANAL S; PARAMESWARAN R, 1987, J INT BUS STUD, V8, P35; PERREAULT WD, 1980, J MARKETING RES, V27, P1; PETER JP, 1979, J MARKETING RES, V16, P6; PETERS JP, 1981, J MARKETING RES  FEB, P133; PRZEWORSKI A, 1970, LOGIC COMP SOCIAL IN; REITSPERGER WD, 1990, J INT BUS STUD, V21, P289; SEKARAN U, 1982, J INT BUS STUD, V13, P51; SEKARAN U, 1983, J INT BUS STUD, V14, P61; SERINGHAUS FHR, 1991, J INT BUS STUD, V22, P115; SRINIVASAN V, 1989, MARKET SCI, V8, P205; VANDEVIJVER FJR, 1982, J CROSS CULT PSYCHOL, V13, P387; VANRAAIJ FW, 1978, ASS CONSUMER RES, V5, P693; YOUNG FW, 1978, PSYCHOMETRIKA, V43, P279; YOUNG FW, 1981, PSYCHOMETRIKA, V46, P357; ZHANG L, 1991, ENHANCING KNOWLEDGE, P610	73	94	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				573	596			24	Business; Management	TC749	ISI:A1995TC74900006
J	SINGH, J			MEASUREMENT ISSUES IN CROSS-NATIONAL RESEARCH	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		POPULATIONS	Substantive inferences from cross-national studies have important implications for theory (e.g., because they reveal insights into generalizability and boundary conditions) and managerial practice (e.g., because they offer guidelines to MNC managers). However, few empirical studies attend to measurement issues involved in cross-national research, and still fe,ver recognize the risk of inferential errors that are likely to occur by overlooking measurement issues. We discuss four measurement issues, namely (1) standardized versus unstandardized coefficients, (2) the impact of measurement error and unequal reliability, (3) the overall error rate and simultaneous analysis and (4) construct equivalence. Using illustrative examples we demonstrate the nature of each of these problems, the likely impact they can have on substantive conclusions, and approaches for tackling these problems. Additionally, we reanalyze a recently published three-nation study by Dubinsky, Michaels, Kotabe, Lim and Moon [1992] to clarify these measurement concerns, highlight a methodological approach, and delineate the extent and severity of inferential errors. Our reanalysis shows that the interactive effects of these measurement issues are pervasive, complex and unpredictable. We close with implications for cross-national research in general.		SINGH, J, CASE WESTERN RESERVE UNIV,WEATHERHEAD SCH MANAGEMENT,DIV MKT,CLEVELAND,OH 44106		ADLER NJ, 1983, J INT BUS STUD, V14, P29; ALWIN DF, 1988, COMMON PROBLEMS PROP; BENTLER P, 1989, EQS STRUCTURAL EQUAT; BOLLEN KA, 1989, STRUCTURAL EQUATIONS; BRISLIN RW, 1976, INT J PSYCHOL, V11, P215; BYRNE BM, 1989, MULTIVAR BEHAV RES, V24, P503; COLE DA, 1985, MULTIVAR BEHAV RES, V20, P389; DAVIS HL, 1981, J MARKETING, V45, P98; DRASGOW F, 1985, J APPL PSYCHOL, V70, P662; DUBINSKY AJ, 1992, J INT BUS STUD, V23, P77; GREEN RT, 1976, J INT BUS STUD, V7, P81; HUMMEL TJ, 1971, PSYCHOL BULL, V76, P49; JORESKOG KG, 1971, PSYCHOMETRIKA, V36, P409; KAHN RL, 1964, ORG STRESS; KLOCKARS A, 1986, MULTIPLE COMP; MULLEN MR, 1995, J INT BUS STUD, V26, P573; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PARAMESWARAN R, 1987, J INT BUS STUD, V8, P35; SEKARAN U, 1983, J INT BUS STUD, V14, P61; TRIANDIS HC, 1980, HDB CROSS CULTURAL P; WALKER OC, 1977, J MARKETING RES, V14, P156	21	82	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				597	619			23	Business; Management	TC749	ISI:A1995TC74900007
J	JOHNSON, JH			AN EMPIRICAL-ANALYSIS OF THE INTEGRATION-RESPONSIVENESS FRAMEWORK - US CONSTRUCTION EQUIPMENT INDUSTRY FIRMS IN GLOBAL COMPETITION	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		PERFORMANCE; STRATEGY	In this study, businesses competing as part of the global U.S. construction equipment industry were categorized into three subgroups according to the integration-responsiveness framework (I-R) in an attempt to further understand industry pressures confronting businesses that compete internationally. The results show that three generic strategies suggested by the I-R framework do appear in a single industry context: globally integrated, locally responsive and multifocal, Beyond providing additional insight into the nature of competition in a ''single global industry,'' several broad extensions to the integration-responsiveness framework are suggested.		JOHNSON, JH, UNIV MISSOURI,ST LOUIS,MO 63121		*STAND POORS CORP, 1993, STAND POORS IND SURV, V2, P36; *US DEP COMM, 1993, IND OUTL; BARTLETT C, 1985, ICCH0385287 HARV BUS; BOURGEOIS LJ, 1980, STRATEGIC MANAGEMENT, V1, P227; CHAKRAVARTHY BS, 1991, MANAGING STRATEGY PR; CHANDLER AD, 1962, STRATEGY STRUCTURE C; CHILD J, 1972, SOCIOLOGY, V6, P1; CVAR M, 1984, THESIS HARVARD BUSIN; DESS GG, 1984, ACAD MANAGE J, V27, P467; DOUGLAS SP, 1989, COLUMBIA J WORLD BUS, V24, P47; DOZ Y, 1976, THESIS HARVARD BUSIN; DOZ Y, 1986, COMPETITION GLOBAL I; GALBRAITH JR, 1986, STRATEGY IMPLEMENTAT; GHOSHAL S, 1987, STRATEGIC MANAGEMENT, V26, P687; GHOSHAL S, 1990, ACAD MANAGE REV, V15, P603; HABIB MM, 1991, STRATEGIC MANAGEMENT, P589; HAIR JF, 1992, MULTIVARIATE DATA AN; HAMEL G, 1985, HARVARD BUSINESS JUL, P139; HAMEL G, 1989, HARVARD BUSINESS MAY, P63; HOUT T, 1982, HARVARD BUSINESS SEP, P98; LEWIS P, 1990, STRATEGIC MANAGE J, V11, P385; MARTINEZ JI, 1991, J INT BUS STUD, V22, P429; MCGUIRE J, 1986, ADV STRATEGIC MANAGE; MILES RE, 1978, ORG STRATEGY STRUCTU; MILLER D, 1978, MANAGE SCI, V24, P921; MILLER L, 1987, OCCUPATIONAL THERAPY, V7, P55; MORSICATO HG, 1979, INT J ACCOUNTING ED, V15, P77; PORTER M, 1986, COMPETITION GLOBAL I; PORTER ME, 1990, COMPETITIVE ADVANTAG; PRAHALAD CK, 1975, THESIS HARVARD BUSIN; PRAHALAD CK, 1985, STRATEGIC MANAGEMENT, V7, P485; PRAHALAD CK, 1987, MULTINATIONAL MISSIO; PRESCOTT JE, 1983, THESIS PENNSYLVANIA; PUNJ G, 1983, J MARKETING RES, V20, P134; ROBINSON RB, 1988, STRATEGIC MANAGEMENT, V9, P43; ROTH K, 1990, J INT BUS STUD, V21, P541; YIP GS, 1989, SLOAN MANAGEMENT FAL, P29	37	14	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				621	635			15	Business; Management	TC749	ISI:A1995TC74900008
J	LEE, C; BEAMISH, PW			THE CHARACTERISTICS AND PERFORMANCE OF KOREAN JOINT VENTURES IN LDCS	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Little has been reported on joint ventures between firms from newly industrialized countries and developing countries, This paper examines twelve characteristics of a sample of Korean firms with partners in developing countries (LDCs) and contrasts them with existing research where (a) developed country firms have linked with firms in other developed countries, and (b) developed country firms have linked with local firms in developing countries, As part of the analysis, ten hypotheses were formulated and tested.	UNIV WESTERN ONTARIO,WESTERN BUSINESS SCH,LONDON,ON N6A 3K7,CANADA	LEE, C, HONG IK UNIV,COLL BUSINESS,MAPO KU,72-1 SANGSU DONG,SEOUL 121,SOUTH KOREA		AGARWAL S, 1992, J INT BUS STUD, V23, P1; ARTISIEN PFR, 1985, J INT BUS STUD, V16, P111; AUSTIN JE, 1990, MANAGEMENT DEV COUNT; BEAMISH P, 1985, COLUMBIA J WORLD FAL, P13; BEAMISH PW, 1987, J INT BUS STUD, V18, P1; BEAMISH PW, 1988, MULTINATIONAL JOINT; BEAMISH PW, 1993, J INT MARKETING, V1, P29; BLODGETT LL, 1991, J INT BUS STUD, V22, P63; CONTRACTOR FJ, 1987, COOPERATIVE STRATEGI; CORY PF, 1982, NEW THEORIES MULTINA; CULLEN JB, 1995, J INT BUS STUD, V26, P91; DANIELS JD, 1985, CALIFORNIA MANAG SUM, P46; FRANKO LG, 1971, JOINT VENTURE SURVIV; FRIEDMAN WG, 1971, JOINT INT BUSINESS V; GERINGER JM, 1989, J INT BUS STUD, V20, P235; GERINGER JM, 1991, J INT BUS STUD, V22, P249; HARRIGAN KR, 1984, STRATEGIES JOINT VEN; HENNART J, 1988, STRATEGIC MANAGEMENT, V4, P361; HILLS SM, 1978, ACADEMY MANAGEMENT P, P277; JO SH, 1981, MULTINATIONALS DEV C; KILLING JP, 1983, STRATEGIES JOINT VEN; KOBRIN SJ, 1988, COOPERATIVE STRATEGI; KOGUT B, 1988, COOPERATIVE STRATEGI; KOGUT B, 1988, STRATEGIC MANAGEMENT, V9, P319; KUMAR K, 1984, J INT BUS STUD, V15, P45; LECRAW DJ, 1983, J INT BUS STUD, V14, P15; LEE J, 1989, SONG KOK J, V20; MIN SK, 1985, KOREAN BUSINESS MANA; NEGANDHI AR, 1987, ASIA PACIFIC J MANAG, V5, P67; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; PARKHE A, 1991, J INT BUS STUD, V22, P579; PATTON DJ, 1978, MANAGE INT REV, P51; PETERSON RB, 1978, ACADEMY MANAGEME OCT, P796; RAVEED SR, 1983, MANAGE INT REV, V1, P47; REYNOLDS JI, 1979, COLUMBIA J WORLD BUS, V19, P23; SCHAAN JL, 1983, THESIS U W ONTARIO L; SCHAAN JL, 1988, COOPERATIVE STRATEGI; SHAN WJ, 1991, J INT BUS STUD, V22, P555; SIMYAR F, 1983, MANAGE INT REV, V23, P58; SOHN JHD, 1994, J INT BUS STUD, V25, P295; STUCKEY JA, 1983, VERTICAL INTEGRATION; SULLIVAN J, 1982, MANAGE INT REV, V22, P30; TALLMAN SB, 1990, MANAGE INT REV, V30, P299; TALLMAN SB, 1994, J INT BUS STUD, V25, P91; TOMLINSON JWC, 1970, JOINT VENTURE PROCES; TOMLINSON JWC, 1982, CANADIAN J DEV STUDI, V3, P66; WELLS LT, 1983, 3RD WORLD MULTINATIO; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WOODCOCK CP, 1994, J INT BUS STUD, V25, P253	49	26	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				637	654			18	Business; Management	TC749	ISI:A1995TC74900009
J	YEH, RS; LAWRENCE, JJ			INDIVIDUALISM AND CONFUCIAN DYNAMISM - A NOTE ON HOFSTEDES CULTURAL ROOT TO ECONOMIC-GROWTH	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			Hofstede and his associates have presented statistical evidence purporting to identify a link between national culture and economic growth, This note describes two problems with this line of research. First, two of the dimensions of culture used in this research, individualism and Confucian dynamism, are treated as if they are independent when in fact they appear to be highly interrelated, And second, culture is not a sufficient condition to explain economic growth and is related to other important factors that play a role in determining economic growth, The consequences of these problems on interpretation of the research findings are discussed and recommendations for future research directions are proposed.	UNIV IDAHO,MOSCOW,ID 83843	YEH, RS, CHINESE UNIV HONG KONG,DEPT MANAGEMENT,HONG KONG,HONG KONG		*WORLD BANK, 1987, EC DEV REP; *WORLD BANK, 1991, EC DEV REP; *WORLD BANK, 1991, TRENDS DEV EC 1991; ADELMAN I, 1967, SOC POLITICS EC DEV; BELL D, 1976, CULTURAL CONTRADICTI; BELLAH RN, 1985, HABITS OF HEART; BURKI SJ, 1991, PAKISTAN CONTINUING; FRANKE RH, 1991, STRATEGIC MANAGE J, V12, P165; HAGEN EE, 1980, EC DEV; HEILBRONER RL, 1972, WORLDLY PHILOS; HIGGINS B, 1968, EC DEV; HOFHEINZ R, 1982, EASTASIA EDGE; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1980, ORGAN DYN, V16, P4; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1991, CULTURES ORG SOFTWAR; KAHN H, 1979, WORLD EC DEV 1979; KEDIA BL, 1988, ACAD MANAGE REV, V13, P559; KUZNETS S, 1973, AM ECON REV, V63, P247; LEWIS WA, 1955, THEORY EC GROWTH; MEIER GM, 1989, LEADING ISSUES EC DE; NETER J, 1985, APPLEID LINEAR STATI; NOVAK JJ, 1993, BANGLADESH REFLECTIO; ROSTOW WW, 1960, STAGES EC GROWTH; SCHUMPETER JA, 1934, THEORY EC DEV; SHIRK S, 1993, POLTIICAL LOGIC EC R; TAWNEY RH, 1927, RELIG RISE CAPITALIS; TODARO M, 1994, EC DEV; TRIANDIS H, 1990, CROSS CULTURAL PERSP; WEBER M, 1958, PROTESTANT ETHICS SP	30	20	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	3				655	669			15	Business; Management	TC749	ISI:A1995TC74900010
J	ALMOR, T; HIRSCH, S			OUTSIDERS RESPONSE TO EUROPE 1992 - THEORETICAL CONSIDERATIONS AND EMPIRICAL-EVIDENCE	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		FOREIGN DIRECT-INVESTMENT; INTERNAL MARKET; INTEGRATION; EC	This paper examines the response to the creation of the European Union by firms located outside the European Community that seek to serve its markets. Analysis of some of the major steps taken by the European Community to complete the internal market shows that the relative competitive position of outsiders is expected to deteriorate, even if the concept of ''Fortress Europe'' is rejected by the Community. Outsider firms can neutralize some of the disadvantages they encounter by engaging in foreign direct investment in the European Community which transforms them, in some sense. into insiders, This paper outlines a model that distinguishes between the expected investment behavior of producers of different kinds of goods. Distinction is made between Heckscher-Ohlin goods (H-goods), characterized by publicly available technologies, and Schumpeter goods (S-goods), based on firm-specific knowledge. Analysis of recent foreign direct investment by Israeli firms in the European Community and in other parts of the world shows that patterns of actual flows by sector, by geographic region and over time, correspond to predictions derived from the model.	TEL AVIV UNIV,FAC MANAGEMENT,LEON RECANATI GRAD SCH BUSINESS ADM,IL-69978 TEL AVIV,ISRAEL	ALMOR, T, TEL AVIV UNIV,COLL MANAGEMENT,IL-69978 TEL AVIV,ISRAEL		*COMM EC, 1988, EC 1992 ASS POT EC E; *US INT TRAD COMM, 1992, EFF GREAT EC INT EUR; ALMORELLEMERS T, 1991, WP991 I INT EC MAN C; ALMORELLEMERS T, 1993, THESIS TEL AVIV U; BALASUBRAMANYAM VN, 1992, J COMMON MARK STUD, V30, P175; BALDWIN R, 1989, ECON POLICY, P248; BUIGUES P, 1989, J COMMON MARK STUD, V28, P53; CANTWELL J, 1990, UNPUB DISCUSSION PAP, V149; CECCHINI P, 1988, 1992 EUROPEAN CHALLE; DAEMS H, 1990, LONG RANGE PLANN, V23, P41; DUNNING JH, 1988, J INT BUS STUD, V19, P1; DUNNING JH, 1991, WP391 I INT EC MAN C; FRANKO LG, 1989, EUROPEAN BUSINESS J, V1, P23; HEITGER B, 1990, J COMMON MARK STUD, V29, P1; HIRSCH S, 1974, INT DIVISION LABOUR; HIRSCH S, 1989, WELTWIRTSCH ARCH, V125, P45; HIRSCH S, 1990, WP6690 TEL AV U ISR; HIRSCH S, 1991, ENLARGED EUROPE GLOB, V577; KOJIMA K, 1990, JAPANESE DIRECT INVE; LINE TRM, 1988, EUROPEAN MANAGEMENT, V6, P359; OHLSSON L, 1989, WP1089 TEL AV ISR I; OZAWA T, 1992, MULTINATIONAL INVEST; RUGMAN AM, 1991, MULTINATIONALS EUROP; STOPFORD JS, 1991, RIVAL STATE RIVAL FI; TOVIAS A, 1990, WELTWIRTSCHAFLICHES, V126, P723; YANNOPOULOS GN, 1990, J COMMON MARK STUD, V28, P235	26	7	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	2				223	237			15	Business; Management	RJ951	ISI:A1995RJ95100001
J	MILLINGTON, AI; BAYLISS, BT			TRANSNATIONAL JOINT VENTURES BETWEEN UK AND EU MANUFACTURING COMPANIES AND THE STRUCTURE OF COMPETITION	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		INTEGRATION; STRATEGIES; INDUSTRY; FIRMS	This paper analyses both the incidence and motivation for transnational joint ventures between UK and EU companies in relation to the structure of competition. It is based on a survey of 812 UK manufacturing PLCs and case studies in forty-six companies with a total of sixty-nine joint ventures. The results highlight the importance of transnational JVs in the EU and suggest that they are unlikely to have significantly seduced the level of competition in the Union. The motivations which underlie these ventures can be broken into two groups. Large firms undertake JVs in response to competitive pressures within an increasingly unified single market. Small and medium-sized firms undertake JVs in order to penetrate discrete national markets.		MILLINGTON, AI, UNIV BATH,BATH BA2 7AY,AVON,ENGLAND		*EC COMM, 1975, 4TH REP COMP POL; *EC COMM, 1976, 5TH REP COMP POL; *EC COMM, 1984, 14TH REP COMP POL; *EC COMM, 1985, COM85310; *EC COMM, 1986, COM8640; *EC COMM, 1989, 19TH REP COMP POL; *EC COMM, 1990, COM90528; *EC COMM, 1991, B EUROP COMM S, V3; BRONDER C, 1992, EUROPEAN MANAGEMENT, V10, P412; BUIGUES P, 1989, J COMMON MARK STUD, V28, P53; CANTWELL J, 1987, J COMMON MARK STUD, V26, P127; CASPARI M, 1986, ANN P FORDHAM CORPOR; CHANUT R, 1985, EUROPEAN MANAGEMENT, V3, P67; DOZ Y, 1986, STRATEGIC MANAGEMENT; DUNNING JH, 1987, J COMMON MARK STUD, V26, P103; FRANKO LG, 1976, EUROEPAN MULTINATION; GUGLER P, 1992, DISCUSSION PAPERS IN, V163; HAMEL G, 1994, EUROPEAN CASEBOOK CO; HAMILL J, 1992, EUROPE MULTINATIONAL; HERGERT M, 1988, COOPERATIVE STRATEGI; HLADIK KJ, 1989, RES TECHNOL MANAGE, V32, P11; JACQUEMIN A, 1988, EUROPEAN EC REV, V32, P552; JACQUEMIN A, 1989, EUROPEAN EC, V40; MARITI P, 1983, J IND ECON, V31, P437; MILLINGTON AI, 1988, PENETRATION EC MARKE; MILLINGTON AI, 1991, J INT BUS STUD, V22, P695; MYTELKA LK, 1987, J COMMON MARK STUD, V26, P231; OVERBURY C, 1986, ANN P FORDHAM CORPOR; PELKMANS J, 1985, WRR VOORSTUDIES ACTE, V47; PETERSON J, 1991, J COMMON MARKET  MAR, P268; PIERRE AJ, 1987, EUROPE AM SERIES, V6; PRATTEN C, 1988, RES COST NONEUROPE, V12; PROGNOS, 1988, UNPUB; RITTER L, 1977, COMMON MARKET LAW RE, V14, P601; SERVANSCHREIBER JJ, 1967, DEFI AM; VILA J, 1994, EUROPEAN CASEBOOK CO	36	2	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	2				239	254			16	Business; Management	RJ951	ISI:A1995RJ95100002
J	GIBSON, CB			AN INVESTIGATION OF GENDER DIFFERENCES IN LEADERSHIP ACROSS 4 COUNTRIES	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article		SEX-ROLE STEREOTYPES; ETHNIC AFFIRMATION; UNITED-STATES; MANAGEMENT; SELF	This study investigates the emphasis males and females place on leadership behaviors and styles across four countries characterized as two cultural dyads (Norway - Sweden and Australia - U.S.). Previous gender comparisons and cross-cultural studies of leadership are reviewed. A framework for exploring leadership, consisting of five leadership behaviors and six leadership styles, is then presented and tested with questionnaire data for 209 managers across the four countries. Results demonstrate significant effects for gender and country, but no interaction effects, Post-hoc analyses suggest that across all four countries, males emphasize the goal setting dimension. while females emphasize the interaction facilitation dimension, Australians scored significantly differently than leaders in the other countries on interaction facilitation, benevolent autocratic style, and laissez-faire style. These findings are discussed in light of gender characteristics and cultural values.	UNIV CALIF IRVINE,IRVINE,CA 92717			*UN EQ OPP STAT, 1991, WOM MEN SWED EQ SEX; *US BUR LAB STAT, 1991, EMPL EARN; ADLER NJ, 1983, J INT BUS STUD, V14, P29; ADLER NJ, 1988, WOMEN MANAGEMENT WOR; ADLER NJ, 1991, INT DIMENSIONS ORG B; ADLER NJ, 1992, STRATEGIC MANAGE J, V13, P449; AYMAN R, 1983, J APPL PSYCHOL, V68, P338; BAKER R, 1986, TEST RETEST RELIABIL; BASS BM, 1990, BASS STOGDILLS HDB L; BEM SL, 1974, J CONSULT CLIN PSYCH, V42, P155; BENNETT M, 1977, J APPL PSYCHOL, V62, P578; BENNETT M, 1977, PERS PSYCHOL, V30, P29; BOND MH, 1984, INT J INTERCULT REL, V8, P347; BOWERS DG, 1966, ADM SCI Q, V11, P238; BROVERMAN IK, 1972, J SOC ISSUES, V28, P59; BURNS LM, 1978, LEADERSHIP; DEAUX K, 1983, PSYCHOL DOCUMENTS, V13, P25; DLUGOS G, 1981, MANAGEMENT DIFFERING; DOUGLAS M, 1989, J GEN MANAGE, V14, P35; EAGLY AH, 1984, J PERS SOC PSYCHOL, V46, P735; EAGLY AH, 1987, SEX DIFFERENCES SOCI; EAGLY AH, 1990, PSYCHOL BULL, V108, P233; EARLEY PC, 1993, ACAD MANAGE J, V36, P319; EREZ M, 1987, J APPL PSYCHOL, V72, P658; EREZ M, 1993, CULTURE SELF IDENTIT; EREZ M, 1993, HDB IND ORG PSYCHOL, V4; FIEDLER FE, 1978, ADV EXPT SOCIAL PSYC; FLAMHOLTZ EG, 1986, MAKE TRANSITION ENTR; FOXALL GR, 1989, HUM RELAT, V42, P639; FRENCH JRP, 1960, HUM RELAT, V13, P3; GIBSON CB, IN PRESS J MANAGERIA; GOWER JC, 1985, ENCY STATISTICAL SCI, V5; HAIRE M, 1966, MANAGERIAL THINKING; HARRIS PR, 1987, MANAGING CULTURAL DI; HELLER FA, 1981, COMPETENCE POWER MAN; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HOFSTEDE G, 1980, ORG DYNAMICS     SUM, P42; HOFSTEDE G, 1983, J INT BUSINESS S FAL, P75; HOFSTEDE G, 1987, GROWTH PROGR CROSS C, P113; HOFSTEDE G, 1988, ORGAN DYN, V16, P4; HOFSTEDE G, 1991, CULTURE ORG SOFTWARE; JENKINS D, 1993, FAR E EC REV, V25, P15; JENNER SR, 1982, J MANAGE STUD, V19, P307; JORESKOG KG, 1992, E COMMUNICATION; KANTER RM, 1977, MEN WOMEN CORPORATIO; KANUNGO RN, 1983, J INT BUS STUD, V14, P115; KELLEY L, 1987, J INT BUS STUD, V14, P17; KLUCKHOHN CC, 1951, POLICY SCI; LIMERICK DC, 1990, ORGAN DYN, V18, P22; MARIN G, 1983, J CROSS CULT PSYCHOL, V14, P173; MISUMI J, 1985, BEHAVIORAL SCI LEADE; NUNNALLY JC, 1967, PSYCHOMETRIC THEORY; NUNNALLY JC, 1978, PSYCHOMETRIC THEORY; OLIVARES F, 1991, HARVARD BUSINESS JAN, P151; OSGOOD CE, 1964, AM ANTHROPOL, V66, P171; OSGOOD CE, 1977, ANN NY ACAD SCI, V285, P435; PEDHAZUR EJ, 1991, MEASUREMENT DESIGN A; POLLEY RB, 1988, J MANAGE, V14, P617; RANDALL DM, 1993, J BUS RES, V26, P9; RANDLE YR, 1984, UNPUB MALE FEMALE LE; REICHEL A, 1991, INT J MANAGEMENT, V8, P631; ROKEACH M, 1972, NATURE HUMAN VALUES; RONEN S, 1985, ACAD MANAGE REV, V10, P435; ROSENSTEIN E, 1985, HUM RELAT, V38, P1; ROSNER JB, 1990, HARVARD BUSINESS NOV, P119; RUBLE TL, 1983, SEX ROLES, V9, P397; SCALBERG E, 1983, VALIDITY RELIABILITY; SCHMIDT SM, 1992, J CROSS CULT PSYCHOL, V23, P251; SHWEDER RA, 1984, CULTURE THEORY ESSAY; SPENCE JT, 1978, MASCULINITY FEMININI; TANNENBAUM R, 1958, HARVARD BUS REV, V36, P95; TRIANDIS HC, 1988, J PERS SOC PSYCHOL, V54, P323; TRIANDIS HC, 1989, PSYCHOL REV, V96, P506; TRIANDIS HC, 1993, HDB IND ORG PSYCHOL, V4; VROOM VH, 1973, LEADERSHIP DECISION; WERNER PD, 1985, SEX ROLES, V12, P1089; WHITING JWM, 1964, EXPLORATIONS CULTURA, P496; WILLIAMS JE, 1982, MEASURING SEX STEREO; WYER RS, 1989, MEMORY COGNITION SOC; ZEMKE R, 1988, MANAGEMENT REV   JUL, P44	80	11	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	2				255	279			25	Business; Management	RJ951	ISI:A1995RJ95100003
J	LOREE, DW; GUISINGER, SE			POLICY AND NON-POLICY DETERMINANTS OF US EQUITY FOREIGN DIRECT-INVESTMENT	JOURNAL OF INTERNATIONAL BUSINESS STUDIES		English	Article			This study examined the effects of policy and non-policy variables on the location of new U.S. direct investment abroad (as distinct from reinvested earnings of existing affiliates), using 1977 and 1982 Benchmark data. The data revealed statistically significant effects for investment incentives (positive), performance requirements (negative), and host country effective tax rates (negative) with interesting differences between the two time periods and between developed versus developing countries, Significance was also found for non-policy variables such as political stability, cultural distance, GDP per capita, and infrastructure.		LOREE, DW, UNIV TEXAS,DALLAS,TX 75230		*GUIS S ASS, 1985, INV INC PERF REQ; *US DEP COMM, 1981, US DIR INV ABR 1977; *US DEP COMM, 1985, US DIR INV ABR 1982; *US DIV INT BUS CO, INT COUNTR RISK GUID; *US INT REV SERV, 1982, STAT INC; AGODO O, 1978, J INT BUS STUD, V9, P95; BENITO GRG, 1991, J INT BUS STUD, V23, P461; BERK RA, 1983, AM SOCIOL REV, V48, P386; BREWER TL, 1993, J INT BUS STUD, V24, P101; CAVES RE, 1971, ECONOMICA, V38, P1; CAVES RE, 1974, REV EC STATISTIC AUG, P279; COHEN J, 1975, APPLIED MULTIPLE REG; CONTRACTOR F, 1991, UNCTC CURRENT SERI A, V21; DUNNING JH, 1980, J INT BUS STUD, V11, P9; DUNNING JH, 1981, INT PRODUCTION MULTI; DUNNING JH, 1988, EXPLAINING INT PRODU; DUNNING JH, 1992, MULTINATIONAL ENTERP; GRUBERT H, 1991, REV ECON STAT, V5, P285; GUERTIN WH, 1970, INTRO MODERN FACTOR; GUISINGER S, 1989, J INT BUS STUD, V20, P280; HOFSTEDE G, 1980, CULTURES CONSEQUENCE; HYMER SA, 1960, THESIS MIT; KIM WS, 1986, J INT BUS STUD, V17, P119; KOBRIN SJ, 1976, J INT BUSINESS S FAL, P29; KOGUT B, 1988, J INT BUS STUD, V19, P411; LECRAW DJ, 1991, MULTINATIONAL ENTERP; LI JT, 1992, J INT BUS STUD, V23, P675; MANSFIELD E, 1979, REV EC STATISTIC FEB, P49; NEHRT LC, 1972, BUSINESS HORIZON JUN, P51; NIGH D, 1985, J INT BUS STUD, V16, P1; ROOT F, 1978, J INT BUS STUD, V9, P81; RUGMAN AM, 1980, COLUMBIA J WORLD BUS, V15, P23; RUGMAN AM, 1981, INSIDE MULTINATIONAL; RUGMAN AM, 1986, B ECON RES, V38, P101; SCHNEIDER F, 1985, WORLD DEV, V13, P161; SWEDENBORG B, 1979, MULTINATIONAL OPERAT; TIMM NH, 1970, PSYCHOMETRIKA, V35, P417; WELLS L, 1986, CTC REPORTER     AUT, P58; WILLIAMSON OE, 1975, MARKETS HIERARCHIES; WOODWARD DP, 1993, J INT BUS STUD, V24, P121	40	32	JOURNAL INT BUSINESS STUDIES	LONDON	UNIV WESTERN ONTARIO, WESTERN BUSINESS SCHOOL, LONDON ON N6A 3K7, CANADA	0047-2506	J INT BUS STUD	J. Int. Bus. Stud.		1995	26	2				281	299			19	Business; Management	RJ951	ISI:A1995RJ95100004