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Foreign Entry Strategies : Strategic Adaptation to Various Facets of the Institutional Environments

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dc.contributor.authorFerreira, Manuel Portugal-
dc.contributor.authorDan, Li-
dc.contributor.authorJang, Yong Suk-
dc.date.accessioned2014-01-08T05:21:43Z-
dc.date.available2014-01-08T05:21:43Z-
dc.date.issued2009-06-
dc.identifier.citationDevelopment and Society, Vol.38 No.1, pp. 27-55-
dc.identifier.issn1598-8074-
dc.identifier.urihttps://hdl.handle.net/10371/86716-
dc.description.abstractA comprehensive model of foreign entry strategies by multinational enterprises (MNEs) is developed in this paper, and a theory is proposed on how the entry strategy is likely to be determined in the interface between internal and external pressures for both conformity and legitimacy. In contrast to a selection rationale, an adaptation argument is developed, through which we enhance our understanding of the various facets of the institutional environment and the constraints MNEs encounter in their internationalization strategies.-
dc.language.isoen-
dc.publisherInstitute for Social Development and Policy Research, Center for Social Sciences, Seoul National University-
dc.subjectForeign Entry Strategies-
dc.subjectAdaptation-
dc.subjectMultinational Firms-
dc.subjectInstitutional Environments-
dc.titleForeign Entry Strategies : Strategic Adaptation to Various Facets of the Institutional Environments-
dc.typeSNU Journal-
dc.citation.journaltitleDevelopment and Society-
dc.citation.endpage55-
dc.citation.number1-
dc.citation.pages27-55-
dc.citation.startpage27-
dc.citation.volume38-
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College of Social Sciences (사회과학대학)Institute for Social Development and Policy Research (사회발전연구소)Development and Society Development and Society Vol.38 No.1/2 (2009)
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