| dc.contributor | 國貿系 | en_US |
| dc.creator (作者) | 譚丹琪; | zh_TW |
| dc.creator (作者) | Tan,Danchi | - |
| dc.date (日期) | 2009-08 | en_US |
| dc.date.accessioned | 13-Feb-2014 12:41:41 (UTC+8) | - |
| dc.date.available | 13-Feb-2014 12:41:41 (UTC+8) | - |
| dc.date.issued (上傳時間) | 13-Feb-2014 12:41:41 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/63834 | - |
| dc.description.abstract (摘要) | We examine the relationship between the foreign market entry strategy and the subsequent growth of a subsidiary. e build upon the Penrose theory of firm growth, and on the organizational economics, international management, and foreign market entry strategy literatures. We hypothesize that the postentry growth of acquisitions is positively associated with weak and codifiable interdependence within the multinational enterprise network, whereas the post-entry growth of greenfield investments is positively related to strong and complex interdependence. Empirical findings from a sample of Japanese subsidiaries in the US lend support to our argument. | en_US |
| dc.format.extent | 183082 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.language.iso | en_US | - |
| dc.relation (關聯) | Journal of International Business Studies, 40, 1046-1063 | en_US |
| dc.subject (關鍵詞) | post-entry growth; greenfield investments; acquisitions; Penrose theory;managerial resources; interdependence | en_US |
| dc.title (題名) | Foreign market entry strategies and post-entry growth: Acquisitions vs. Greenfield investments | en_US |
| dc.type (資料類型) | article | en |
| dc.identifier.doi (DOI) | 10.1057/jibs.2009.1 | en_US |
| dc.doi.uri (DOI) | http://dx.doi.org/10.1057/jibs.2009.1 | en_US |
