Management International Review

Corporate Diversification, Vertical Integration, and Internal Capital Markets: A Cross-Country Study

This paper tests the theory that internal capital markets are a motivation for both corporate diversification and vertical integration. A sample of 1,560 firms from 39 countries was used. Using this data, theories about vertical integration and capital market development were also tested. This paper also tests agency cost and taxation theories of diversification and vertical integration. The study finds a significant and negative relationship between corporate diversification and capital mark...

Determinants of Ownership-Based Entry Mode Choice of Mnes: Evidence From Mongolia

This paper provides a comprehensive analysis of foreign investors' ownership strategies in the land-locked transition economy of Mongolia. Drawing on a sample of 1.033 affiliates of foreign investors with varying levels of foreign ownership, the paper examines the choice between a wholly owned subsidiary (WOS) and a joint venture (JV). The results show that the main determinants of foreign equity ownership found in previous research also influence the ownership structure of foreign affiliates...

Private Control and Collective Control in International Joint Ventures

This study separates joint venture control into private and collective control and examines how these two distinct types of control in IJVs are influenced by dyadic relations between cross-cultural partners. Private control involves unilateral actions taken by an individual party to maximize its own interests and gain, whereas collective control involves bilateral actions taken jointly to pursue collective gain. This study demonstrates that private and collective controls are neither exogenou...

Knowledge Transfer in Multinational Corporations

This paper develops and tests a model that analyzes the joint effect of four determinants of knowledge transfer -- characteristics of knowledge, characteristics of both knowledge senders and receivers, and the relationships between them -- on the degree of knowledge transfer from headquarters to subsidiaries. The results of the statistical analysis challenge the view that the success of knowledge transfer is exclusively a function of the characteristics of that knowledge. To fully understand ...

Roles of Subsidiary Managers in Multinational Corporations: The Effect of Dual Organizational Identification

Subsidiary managers are faced with complex managerial roles involving both the interests of the multinational corporation (MNC) and the subsidiary. This paper suggests complex roles are best fulfilled when managers develop dual organizational identification towards both entities. Based on a conceptualization of dual organizational identification in terms of relative magnitude, the effect of dual identification on subsidiary manager roles and role conflict is tested. Results indicate that high...

Biblio Service

Risk Management -- Challenge and Opportunity, edited by Michael Frenkel, Ulrich Hommel, and Markus Rudolf, is reviewed.