000			01430naa a2200181uu 4500
001			8082217094010
003			OSt
005			20190211164216.0
008			080822s2008 xx ||||gr |0|| 0 eng d
100	1		_aGAUR, Ajai S. _935407
245	1	0	_aOwnership strategies and survival of foreign subisidaries : _bimpacts of institutional distance and experience
260			_aLondon, UK : _bSage Publications, _cFebruary 2007
520	3		_aThis article integrates institutional theory and organizational learning perspective and proposes a contingency framework on the relationship between ownership strategies and subsidiary performance. Using a sample of Japanese subsidiaries worldwide, the article finds important main effects of ownership, institutional distance, and host country experience on subsidiary survival. Furthermore, the effect of ownership is contingent on institutional distance and host country experience. In institutionally distant countries, subsidiaries have better survival chances if foreign parents have more ownership. Host country experience has a negative impact on subsidiary survival, but the effect is weaker if foreign parents have larger ownership positions in the subsidiaries
700	1		_aLU, Jane W _935441
773	0	8	_tJournal of Management : J.O.M _g33, 1, p. 84-110 _dLondon, UK : Sage Publications, February 2007 _xISSN 01492063 _w
942			_cS
998			_a20080822 _b1709^b _cTiago
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c27351 _d27351
041			_aeng