The Impact of Institutional and Human Resource Distance on International Entry Strategies

S Estrin, D Baghdasaryan, K E Meyer

Research output: Contribution to journalArticle

134 Citations (Scopus)

Abstract

'Distance' between organizational contexts has been a prime concern of scholarly research into international business strategies. We extend this research by exploring the complementary roles of institutional and human resource distances on foreign investors' entry strategies. Combining institutional and resource-based theories suggests that: (1) human resource differences complement institutional differences; (2) the effects of some aspects of distance are curvilinear; and (3) the impact of distance differs between first and subsequent entries. We find empirical support for these arguments on a unique dataset of foreign direct investment in six emerging economies that incorporates multiple host as well as multiple home countries.
Original languageEnglish
Pages (from-to)1171-1196
Number of pages26
JournalJournal of management studies
Volume46
Issue number7
DOIs
Publication statusPublished - 2009

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Personnel
Industry
Entry strategy
Human resources
Emerging economies
Foreign direct investment
International business strategy
Home country
Institutional differences
Resource-based theory
Foreign investors
Organizational context

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The Impact of Institutional and Human Resource Distance on International Entry Strategies. / Estrin, S; Baghdasaryan, D; Meyer, K E.

In: Journal of management studies, Vol. 46, No. 7, 2009, p. 1171-1196.

Research output: Contribution to journalArticle

Estrin, S ; Baghdasaryan, D ; Meyer, K E. / The Impact of Institutional and Human Resource Distance on International Entry Strategies. In: Journal of management studies. 2009 ; Vol. 46, No. 7. pp. 1171-1196.
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