国际投资决策中的组织间模仿行为研究述评
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外国经济与管理 2013 年 第 35 卷第 03 期, 页码：37 - 46
摘要
参考文献
摘要
随着新制度理论在国际商务研究领域的广泛应用,近十多年来,企业国际投资决策中的组织间模仿行为逐渐成为一个新的研究热点。本文在系统梳理国外相关文献的基础上,详细述评了国际投资决策中存在的模仿行为,并总结和分析了影响企业采取模仿行为的相关因素,最后针对现有研究所存在的不足,对未来相关研究进行了展望。
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[3]Belderbos R,et al.Generic and specific social learning mecha-nisms in foreign entry location choice[J].Strategic Manage-ment Journal,2011,32(12):1309-1330.
[4]Brouthers L E,et al.Generic product strategies for emerging market exports into triad nation markets:A mimetic isomor-phism approach[J].Journal of Management Studies,2005,42(1):225-245.
[5]Brouthers K D and Hennart J F.Boundaries of the firm:In-sights from international entry mode research[J].Journal of Management,2007,33(3):395-425.
[6]Chan C M,et al.Interdependent behavior in foreign direct in-vestment:The multi-level effects of prior entry and prior exit on foreign market entry[J].Journal of International Business Studies,2006,37(5):642-665.
[7]Chan C M and Makino S.Legitimacy and multi-level institutional environments:Implications for foreign subsidiary ownership struc-ture[J].Journal of International Business Studies,2007,38(4):621-638.
[8]Chang S J and Park S.Types of firms generating network ex-ternalities and MNCs’co-location decisions[J].Strategic Management Journal,2005,26(7):595-615.
[9]Chen Y R,et al.Entry mode choice in China’s regional dis-tribution markets:Institution vs.transaction costs perspec-tives[J].Industrial Marketing Management,2009,38(7):702-713.
[10]Cheng H L and Yu C M J.Institutional pressures and initia-tion of internationalization:Evidence from Taiwanese small-and medium-sized enterprises[J].International Business Re-view,2008,17(3):331-348.
[11]Davis P S,et al.Mode of international entry:An isomorphism perspective[J].Journal of International Business Studies,2000,31(2):239-258.
[12]Delios A and Henisz W J.Political hazards,experience,and sequential entry strategies:The international expansion of Japanese firms,1980-1998[J].Strategic Management Jour-nal,2003,24(11):1153-1164.
[13]Dow D and Larimo J.Disentangling the roles of international experience and distance in establishment mode choice[J].Management International Review,2011,51(3):321-355.
[14]Fabian F,et al.Understanding decisions to internationalize by small and medium-sized firms located in an emerging mar-ket[J].Management International Review,2009,49(5):537-563.
[15]Fernhaber S A and Li D.The impact of interorganizational imitation on new venture international entry and performance[J].Entrepreneurship Theory and Practice,2010,34(1):1-30.
[16]Francis J,et al.An institutional perspective on foreign di-rect investment[J].Management International Review,2009,49(5):565-583.
[17]Gimeno J,et al.Explaining the clustering of international expan-sion moves:A critical test in the US telecommunications industry[J].Academy of Management Journal,2005,48(2):297-319.
[18]Guillen M F.Structural inertia,imitation,and foreign ex-pansion:South Korean firms and business groups in China,1987-1995[J].Academy of Management Journal,2002,45(3):509-525.
[19]Guillen M F.Experience,imitation,and the sequence of foreign entry:Wholly owned and joint-venture manufacturing by South Ko-rean firms and business groups in China,1987-1995[J].Journal of International Business Studies,2003,34(2):185-198.
[20]Henisz W J and Delios A.Uncertainty,imitation,and plant loca-tion:Japanese multinational corporations,1990-1996[J].Admin-istrative Science Quarterly,2001,46(3):443-475.
[21]Li J T,et al.Identity community,and audience:How whol-ly owned foreign subsidiaries gain legitimacy in China[J].A-cademy of Management Journal,2007,50(1):175-190.
[22]Li J T and Yao F K.The role of reference groups in interna-tional investment decisions by firms from emerging economies[J].Journal of International Management,2010,16(2):143-153.
[23]Lu J W.Intra-and inter-organizational imitative behavior:Insti-tutional influences on Japanese firms’entry mode choice[J].Jour-nal of International Business Studies,2002,33(1):19-37.
[24]Salomon R and Wu Z Y.Institutional distance and local iso-morphism strategy[J].Journal of International Business Studies,2012,43(4):343-367.
[25]Slangen A H L and Hennart J F.Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions?The role of parent experi-ence and subsidiary autonomy[J].Journal of International Business Studies,2008,39(3):472-490.
[26]Townsend J D,et al.Getting to global:An evolutionary perspective of brand expansion in international markets[J].Journal of International Business Studies,2009,40(4):539-558.
[27]Xia J,et al.Mimetic entry and bandwagon effect:The rise and decline of international equity joint venture in China[J].Strategic Management Journal,2008,29(2):195-217.
[28]Yiu D and Makino S.The choice between joint venture and wholly owned subsidiary:An institutional perspective[J].Organization Science,2002,13(6):667-683.
[29]Yuan L and Pangarkar N.Inertia versus mimicry in location choices by Chinese multinationals[J].International Marketing Review,2010,27(3):295-315.
[30]任兵,郑莹.外来者劣势研究前沿探析与未来展望[J].外国经济与管理,2012,(2):27-34.
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王疆, 陈俊甫. 国际投资决策中的组织间模仿行为研究述评[J]. 外国经济与管理, 2013, 35(3): 37–46.
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