- Management and Marketing - Research Publications
Management and Marketing - Research Publications
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ItemDISCOURSE AND DEINSTITUTIONALIZATION: THE DECLINE OF DDTMaguire, S ; Hardy, C (ACAD MANAGEMENT, 2009-02)
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ItemThe Role of Social Capital Perceived by Subsidiary Executives in Inter-Subsidiary Knowledge SharingYAMAO, S (Monash University, 2009)
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ItemUtilizing Internal Corporate Governance Mechanisms to Safeguard Investment in ChinaHU, W ; VERHEZEN, P ; Tan, (Australian and New Zealand Academy of Management, 2009)
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ItemRecognizing the Role of the Product Life Cycle in the Use of Strategic Orientations to Maximize Innovative OutcomesPALADINO, A ; Price, (European Institute for Advanced Studies in Management, 2009)
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ItemHuman capital, social capital, and knowledge transfer from global headquarters to subsidiariesYAMAO, S (Academy of Management, 2009)
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ItemRivalry Within And Between Strategic Networks: An Investigation Of The Us Automotive IndustrySingh, P ; Davies, ; Galvin, (Academy of Management, 2009)
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ItemThe change of nationality in top executives of foreign affiliates: A study of North American, European and Asian MNCs in JapanSekiguchi, T ; Yamao, S (Organising Committee of the 23rd Annual Conference of the Association of Japanese Business Studies, 2010)
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ItemMulti-level social capital and knowledge transfer within MNCsYamao, S ; Hutchings, K ; De Cieri, H (Academy of International Business (AIB), 2010)
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ItemHow Does the Social System of a Supply Chain Improve an Organization's Operating Performance? An Australian Case StudyBurgess, K ; Singh, P (Collection ANZAM, 2010)
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ItemExploring Home-Regionalisation: The Case of Cross-Border M&ASammartino, A ; Osegowitsch, T ; Kostova, T ; Kiyak, T (Academy of International Business (AIB), 2010)This paper explores the home region bias of multinational corporations. We utilise a new dataset of more than 64,000 merger and acquisition (M&A) transactions from across the globe over a 19-year period. We demonstrate a very strong home country bias on the part of firms, and a substantially weaker, but still important home region bias. Nevertheless, MNCs appear far from home region-bound, and M&As appear an effective and increasingly utilised strategic mechanism for building and complementing firm-specific advantages within and across regions.