Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
7413205 | Journal of World Business | 2018 | 11 Pages |
Abstract
This study investigates director interlock as a mechanism by which an MNC learns and adopts high control market expansion modes that other MNCs use. Using data on greenfields and acquisitions by S&P 500 firms in the period 2003-2010, we find a significant relationship between the use of high control market expansion modes by interlocked MNCs and the frequency of international expansion of a focal MNC through such modes in unrelated industries, with the relationship stronger for the depth of interlocked director experience. The findings contribute to the literatures around the frequency of international expansion and microfoundations of international strategy.
Keywords
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Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Siah Hwee Ang, Mirko H. Benischke, Andrea Wai-Leng Hooi,