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Mexican Multinationals: Insights from CEMEX
Since Vernon's seminal work (Vernon 1966; Vernon 1971), international firm expansion has been predominantly portrayed as a phenomenon led by firms located in economically and technologicallyExpand
How We See Them Versus How They See Themselves
The present study complements current firm—nongovernment organization (NGO) literature by emphasizing the influence of managerial cognition on organizational behavior. In particular, I find that NGOsExpand
So Close Yet So Far: Integrating Global Strategy and Nonmarket Research
The reciprocal influence that market and nonmarket (governments and civil society organizations) actors exert on one another has grown more direct and forceful during the last decade. However,Expand
Essays on global non-market strategy
This dissertation is centrally concerned with the management of a firm's global nonmarket environment. The non-market environment of a given firm is conceived as the set of relationships,Expand
International strategy for the nonmarket context: stakeholders, issues, networks, and geography
Multinational companies (MNCs) shape their nonmarket strategies in response to the social and political context in which they operate. Empirical evidence shows that these strategies frequently fallExpand
Embracing risk as a core competence: The case of CEMEX
In this paper we argue that risk management can be an important source of competitive advantage for firms. For this to happen, managers must overcome four deep-seated notions about the management ofExpand
Building International CSR on Solid Foundations: Locational Aspects of Nonmarket Environments
Multinational companies’ (MNCs) corporate social responsibility (CSR) programs frequently comprise a portfolio of disconnected country-level programs or, alternatively, consist of blanket corporate...
Corporate Responsibility , Multinational Corporations , and Nation States
Multinational companies (MNCs) shape their nonmarket strategies in response to the social and political context in which they operate. Empirical evidence shows that these strategies frequently fallExpand
Geographic Scope Under Conditions Of Confined And Connected Change: The Case Of Telefónica (Spain). ACES Working Papers, 2012
Traditional explanations of MNE geographic scope formation fit somewhat uncomfortably with recent empirical and theoretical work in IB that suggests (1) that wholesale (not just gradual) changes inExpand
Building International CSR on Solid Foundations: Location and Network Aspects of Nonmarket Environments in Europe and Non-Europe Markets. ACES Working Papers, 2011
Multinational companies' (MNCs) corporate social responsibility (CSR) programs frequently comprise a portfolio of disconnected country-level programs or, alternatively, consist of blanket corporateExpand
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