MNETheories - The Eclectic Paradigm (OLI)
1.Dunning,J. 1980. Toward an eclectic theory of international production: Some empiricaltests. Journal of International Business Studies, 11(1): 9-31.
2.Dunning,J. 1988. The eclectic paradigm of international production: A restatement andsome possible extensions. Journal of International Business Studies, 19(1):1-31. **
3.Dunning,J. 2001. The eclectic (OLI) paradigm of international production: Past, presentand future. International Journal of the Economics of Business, 8(2): 173-190.
4.Buckley,P. J. & Hashai, N. 2009. Formalizing internationalization in the eclecticparadigm. Journal of International Business Studies, 40(1): 58-70.
MNETheories - Monopolistic Advantage Theory
1.Hymer,S.H. 1976. The international operations of national firms: A study of directforeign investment. Cambridge, MA: MIT Press.
2.Aliber,R.A. 1970. A theory of foreign direct investment. In C.P. Kindelberger (Ed.),The International Operations. Cambridge, MA: MIT Press.
3.Caves,R. 1971. International corporations: The industrial economics of foreigninvestment. Economica, 38: 1-27.
4.Hennart,J-F. 2009. Theories of the multinational enterprises. In Alan Rugman (ed), TheOxford Handbook of International Business. Second Edition, Oxford University Press, 125-145.
MNETheories -Internalization Theory
1.Calvet,A. 1981. A synthesis of foreign direct investment theories and theories of themultinational firm. Journal of International Business Studies. 12(1): 43-59.
2.Dunning,J. & Rugman, A. 1985. The influence of Hymer’s dissertation on the theoryof foreign direct investment. American Economic Review, 75(2): 228-232.
3.Buckley,P. 1988. The limits of explanation: Testing internalization theory of themultinational enterprise. Journal of International Business Studies, 19(2):181-193.
4.Horaguchi,H. & Toyne, B. 1990. Setting the record straight: Hymer, internalizationtheory and transaction cost economics. Journal of International BusinessStudies, 21(3): 487-494.
5.Rugman,A. and Verbeke, A. 2003. Extending the theory of the multinational enterprise:internalization and strategic management perspectives, Journal of International Business Studies 34(2): 125-137. 6.
6.Verbeke,A. 2003. The evolutionary view of the MNE and the future of internalizationtheory. Journal of International Business Studies, 34: 498-504.
MNETheories - Liability of Foreignness View
1.Zaheer,S. 1995. Overcoming the liability of foreignness. Academy of ManagementJournal, 38: 341-363. **
2.Mezias,J. 2002. Identifying liabilities of foreignness and strategies to minimizetheir effects: The case of labor lawsuit judgments in the United States.Strategic Management Journal, 23(3): 229.
Institutional View of MNEs
1.Kostova,Tatiana and Zaheer, Srilata. (1999) ‘Organizational legitimacy under conditionsof complexity: The case of the multinational enterprise’, Academy of ManagementReview 24: 64-81. **
2.Kostova,T. 1999. Transnational transfer of strategic & organizational practices: Acontextual perspective. Academy of Management Review, 24: 308-324.
3.Busenitz,L, C. Gomez & J. Spencer. 2000. Country institutional profiles: Unlockingentrepreneurial phenomena. Academy of Management Journal, 43: 994-1003. **
4.KostovaT. & K. Roth. 2002. Adoption of an organizational practice by thesubsidiaries of the MNC. Academy of Management Journal, 45(1): 215-233.
5.Xu,D. & O. Shenkar. 2002. Institutional distance and the multinationalenterprise. Academy of Management Review, 27: 608-618.
6.Meyer,K. & M. Peng. 2005. Probing theoretically into Central and Eastern Europe:transactions, resources, and institutions. JIBS, 36:600-621.
Political Behavior View of MNEs
1.Boddewyn,Jean. (1988) ‘Political Aspects of MNE Theory’, Journal of InternationalBusiness Studies 18(3) (Fall): 341-363. **
2.Boddewyn,Jean and Brewer, Thomas. 1994. International business political behavior: Newtheoretical directions. Academy of Management Review, 19(1): 119-143.
3.Hillman,Amy and Hitt, Michael. (1999) ‘Corporate political strategy formulation: A modeof approach, participation and strategy decisions’, Academy of ManagementJournal 24(4): 825-842.
4.Blumentritt,Timothy P. and Nigh, Douglas. (2002) ‘The Integration of Subsidiary PoliticalActivities in Multinational Corporations’, Journal of International BusinessStudies 33(1) (1st Quarter): 57-77.
5.Habib,Mohsin and Zurawicki, Leon. (2002) ‘Corruption and Foreign Direct Investment’,Journal of International Business Studies 33(2) (2nd Quarter): 291-307.
6.Hillman,Amy and Wan, William. (2005) ‘The determinants of MNE subsidiaries’ politicalstrategies: evidence of institutional duality’, Journal of InternationalBusiness Studies ***
7.Luo,Yadong. 2006. Political behavior, social responsibility and corruptenvironment: A structuration perspective. Journal of International Business Studies, 37(6): 747-766.**
Politics,Government and MNEs
1.Fagre,N, Wells, L.T. (1982), "Bargaining power of multinationals and hostgovernments", Journal of International Business Studies, Vol. 13 No.3,pp.9-23.
2.Gomes-Casseres,B (1990), "Firm ownership preferences and host government restrictions: anintegrated approach", Journal of International Business Studies, Vol. 21No.1, pp.1-21.
3.Luo,Y. (2001) ‘Towards a Cooperative View of MNC-Host Country Relations: BuildingBlocks and Performance Implications’, Journal of International Business Studies32(3) (3rd Quarter): 401-419.
4.Ramamurti,Ravi. (2001) ‘The Obsolescing ‘Bargain Model’? MNC-Host Developing CountryRelations Revisited’, Journal of International Business Studies 32(1): 23-39.**
5.Agmon,T. (2003) ‘Who gets what: the MNE, the national state and the distributionaleffects of globalization’, Journal of International Business Studies 34:416-427.
Uppsala Model and Experience Perspective of Internationalization
1.Johanson,J. and Vahlne, J. 1977. The internationalization process of the firm: A modelof knowledge development and increasing foreign market commitment. Journal ofInternational Business Studies, 8: 23-32.
2.Anderson,O. 1993. On the internationalization process of firms: A critical analysis. Journalof International Business Studies, 24(2): 209-231. **
3.Davidson,W. 1980. The location of foreign direct investment activity: Countrycharacteristics and experience effects. JIBS, 11:9-22.
4.Erramilli,M.K. 1991. The experience factor in foreign market entry behavior of servicefirms. JIBS, 22: 479-502. ***
5.Benito,G.R. and Gripsrud, G. 1992. The expansion of foreign direct investments:Discrete rational location choices or a cultural learning process? Journalof International Business Studies, 23:461-476.
6.Chang,S.J. 1995. International expansion strategy of Japanese firms: Capabilitybuilding through sequential entry. AMJ, 38: 383-407. **
7.Li,J.T. 1995. Foreign entry and survival: Effects of strategic choices onperformance in international markets, Strategic Management Journal, 16: 333-352.
6.Barkema,H. G., Bell, J. H. and Pennings, J.M. 1996. Foreign entry, cultural barriersand learning. Strategic Management Journal, 17: 151-166.
7.Barkema,H. G. and Vermeulen, F. 1998. International expansion through start-up oracquisitions. A learning perspective. AMJ, 41: 7-26.
8.Luo,Yadong. 1998. Timing of investment and international expansion performance inChina. Journalof International Business Studies, 29(2): 391-408.
Transaction Cost Economics (TCE) and Internationalization
1.Anderson,E. and H. Gatignon. 1986. Modes of Foreign Entry – A Transaction Cost Analysisand Propositions. Journal of International Business Studies, 17.3: 1-26. **
2.Zhao,Hongxin, Luo, Yadong and Suh, Taewon. (2004) ‘Transaction cost determinants andownership-based entry mode choice: a meta-analytical review’, Journal ofInternational Business Studies 35: 524-544.
3.Luo,Y. 2005. Transactional characteristics, institutional environment and jointventure contracts. JIBS, 36(2): 209-230.**
4.Agarwal,S. and S.N. Ramaswami. 1992. Choice of Foreign-Market Entry Mode – Impact ofOwnership, Location and Internalization Factors. Journal of InternationalBusiness Studies, 23.1: 1-27.
5.Kim,W.C. and P. Hwang. 1992. Global Strategy and Multinationals: Entry Mode Choice.Journal of International Business Studies¸23.1: 29-53.
6.Pan,Yigang and David Tse. 2000. The hierarchical model of market entry modes.Journal of International Business Studies, 31.4 (4th Quarter): 535-554.
Cultural Distance Perspective and Internationalization
1.Kogut,Bruce and Harbir Singh. 1988. The Effect of National Culture on the Choice ofEntry Mode. Journal of International Business Studies, 19.3: 411-32. **
2.Tihanyi,Laszlo, David A Griffith and Craig J Russell. 2006. The effect of culturaldistance on entry mode choice, international diversification, and MNEperformance: a meta-analysis. Journal of International Business Studies,270-283.
3.Shenkar,Oded, Luo, Yadong and Yeheskel, O. 2008. From “distance” to “friction”:Substituting metaphors and redirecting intercultural research. AMR, 33(4):905-923.
Parent-SubsidiaryLink & I-R Balance View
1.Ghoshal,S. and C.A. Bartlett. 1990. The Multinational Corporation as anInterorganizational Network, Academy of Management Review, 15 (4): 603-625. **
2.Ghoshal,Sumantra and Bartlett, Christopher A. (1988) ‘Creation, adoption and diffusionof innovations by subsidiaries of multinational corporations,’ Journal ofInternational Business Studies 19(3): 365-388.
3.Sundaram,Anant K. and Black, J. Stewart, (1992) ‘The environment and internalorganization of multinational enterprises,’ Academy of Management Review 17(4):729-757.
4.Birkinshaw,Julian M. and Morrison, Alan J. (1995) ‘Configurations of strategy andstructure in subsidiaries of multinational corporations,’ Journal ofInternational Business Studies 26(4): 729-753. **
5.Harzing,Anne-Wil (2000) ‘An empirical analysis and extension of the Bartlett andGhoshal typology of multinational companies,’ Journal of International BusinessStudies 31(1): 101-120.
6.Luo,Yadong. 2003. Market-seeking MNEs in an emerging market: How parent-subsidiarylinks shape overseas success. JIBS, 34(3): 290-309.
7.Kim,K., Park, J. H., & Prescott, J. E. 2003. The global integration of businessfunctions: A study of multinational businesses in integrated global industries.Journal of International Business Studies, 34(4): 327.
Global Strategic Alliances& International Joint Ventures
1.Inkpen,Andrew and Beamish, Paul. (1997) ‘Knowledge, Bargaining Power, and the Instabilityof International Joint Ventures’, Academy of Management Review 22(1) (January):177-202. **
2.Luo,Yadong. 1997. Partner selection and venturing success: The case of jointventures with firms in the People's Republic of China. Organization Science,8(6): 648-662.
3.Merchant,H. and Schendel D. (2000) How do international joint ventures create value?Strategic Management Journal, 21: 723-737.
4.Luo,Yadong. 2001. Antecedents and consequences of personal attachment incross-cultural cooperative ventures. ASQ, 46(2): 177-201.
5.Luo,Yadong, Oded Shenkar and M-K. Nyaw. 2001. A dual parent perspective on controland performance in international joint ventures. JIBS, 32(1):41-58.
6.Luo,Yadong. 2002. Contract, cooperation, and performance in international jointventures. SMJ, 23(10): 903-920. **
7.Luo,Yadong. 2007. The independent and interactive roles of procedural, distributiveand interactional justice in strategic alliances. AMJ, 50(3): 644-664.
International Diversification and MNEs
1.Kim,W., Hwang, P. & Burgers, W. 1989. Global diversification strategy andcorporate profit performance. Strategic Management Journal, 10: 45-57.
2.Hitt,M., Hoskisson, R. & Kim, H. 1997. International diversification: Effects oninnovation and firm performance in product-diversified firms. Academy of Management Journal, 40(4): 767-796. **
3.Contractor,Farok, Kundu, Sumit K. and Hsu, Chin-Chun. (2003) ‘A three-stage theory ofinternational expansion: the link between multinationality and performance inthe service sector’, Journal of International Business Studies 34: 5-18.
4.Lu,J. and Beamish, P. 2004. International diversification and firm performance:The s-curve hypothesis. Academy of Management Journal, 47: 598-609. **
5.Qian,Gongming, Lee Li, Ji Li and Zhengming Qian. 2008. Regional diversification andfirm performance. Journal of International Business Studies, 39(2): 197-214.
Knowledge Management and MNEs
1.Kogut,Bruce and Zander, Udo. (1993) ‘Knowledge of the Firm and the EvolutionaryTheory of the Multinational Corporation’, Journal of International BusinessStudies 24(4): 625-645. **
2.Kogut,B. and Zander, U. 1995. Knowledge, market failure and the multinationalenterprise: A reply. Journal of International Business Studies, 26(2): 417-426.
3.Singh,J. 2007. Asymmetry of knowledge spillovers between MNCs and host country firms.Journal of International Business Studies, 38(5): 764-686.
Global Strategies and Emerging Markets
1.Luo,Yadong and Mike W. Peng. 1999. Learning to compete in a transition economy:Experience, environment, and performance. JIBS, 30(2): 269-296.
2.Meyer,Klaus. (2004) ‘Perspectives on multinational enterprises in emergingeconomies’, Journal of International Business Studies 35: 259-276.
3.Luo,Yadong and Tung, Rosalie. 2007. International expansion of emerging marketenterprises: A springboard perspective. JIBS, 38(4): 481-498. **
4.Yiu,Daphne W., Chung Ming Lau and Gary D. Bruton. 2007. International venturing byemerging economy firms: the effects of firm capabilities, home countrynetworks, and corporate entrepreneurship. Journal of International BusinessStudies, 519-540.
5.Luo,Yadong and Rui, H. 2009. An ambidexterity perspective toward multinationalenterprises from emerging economies. Academy of Management Perspective, 23(4):49-70.
6.Luo,Yadong. 2007. From foreign investors to strategic insiders: Shiftingparameters, prescriptions and paradigms for MNCs in China. Journal of WorldBusiness, 42(1): 14-36.
7.Cuervo-Cazurra,Alvaro; Genc, Mehmet. 2008: Transforming disadvantages into advantages:developing-country MNEs in the least developed countries. Journal of International Business Studies39.6: 957-979.**
8.Zhang,Yan; Li, Haiyang; Li, Yu; Zhou, Li-An. 2010: FDI spillovers in an emerging market: the role of foreign firms'country origin diversity and domestic firms' absorptive capacity. Strategic Management Journal 31.9: 969.**
9. Mesquita,Luiz F; Lazzarini, Sergio G. 2008: Horizontal and vertical relationships indeveloping economies: implications for SMEs' access to global markets. Academy of Management Journal 51.2: 359.
