Although family firms are traditionally associated with low levels of internationalisation, this paper shows that family ownership can generate opportunities for international entrepreneurship related to the exploitation abroad of the expertise and social capital developed at home. Specifically,...

When investing abroad firms must choose betweengoing alone or with a partner – the so-calledownership structure decision. Additionally,firms can enter a new country by acquisitionsor by greenfield investments – the foreignestablishment mode decision. These twodecisions have traditionally...

Strategic alliances (SAs) present both a high value creation potential as well as entailing high management costs. Research on SA duration has generally focused on factors that affect management costs. The underlying logic in these papers is that factors that increase management costs reduce the...

We analyze the determinants of the choice between green field joint ventures, full acquisitions, and partial acquisitions in the international expansion of a firm through foreign direct investments. Our results show that this choice is conditioned by transaction-cost factors (particularly the...

Firms with low levels of internationalization may feel the need to speed up their international development in order to be able to compete with multinational enterprises (MNEs) of bigger size and wider scope. Global alliances are a means to achieve such an accelerated process, not only because...

We analyze firm and environmental factors influencing the decision to outsource and outsource offshore R&D services. To do so, we have adopted a co-evolutionary approach adapted to firm internationalization, according to which these decisions are conditioned by the institutional environment (the...

In this paper, we analyze the interaction between two dimensions of strategic alliances whose real impact on the potential value of an alliance has not yet been highlighted: the number of partners and the direct competition among them. Building on the resource-based view, as well as on the...

<DIV>In this book, Mauro F. Guillén explores differing historical patterns in the adoption of the three major models of organizational management: scientific management, human relations, and structural analysis. Moving beyond Reinhard Bendix's classic <I>Work and Authority</I>, <I>Models of Management</I> takes a...</i></i></div>

This paper conceptualizes how organized labor in newly industrialized countries both responds to and shapes the presence of foreign multinationals. Four images of multinationals—as “villains,†“necessary evils,†“arm's length collaborators,†and...