Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.

Multinational corporations' (MNCs') control over their foreign operations plays an important role in implementing their global marketing strategy. In the past, transaction cost analysis and bargaining power theory have been widely cited to explain the degree of control MNCs exert over their foreign operations. However, research explicitly combining these two perspectives has been limited. To address the gap in the literature, the authors present a joint model that combines the two alternative theories to explain MNCs' control, and they compare their relative explanatory power. Using primary survey data, they perform an empirical test of the relative explanatory power of these two theories. The results suggest that three factors, two drawn from bargaining power theory and one from transaction cost analysis, are key factors in explaining MNCs' degree of control over their foreign operations. The article concludes with a discussion of the theoretical and managerial implications.

Main Author: Dong, Beibei.
Other Authors: Zou, Shaoming., Taylor, Charles.
Format: Villanova Faculty Authorship
Language: English
Published: 2008
Online Access: http://ezproxy.villanova.edu/login?url=https://digital.library.villanova.edu/Item/vudl:178851
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dc_source_str_mv Journal of International Marketing 16(1), 2008, 98-119.
author Dong, Beibei.
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Zou, Shaoming.
Taylor, Charles.
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Zou, Shaoming.
Taylor, Charles.
author_s Dong, Beibei.
spellingShingle Dong, Beibei.
Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
author-letter Dong, Beibei.
author_sort_str Dong, Beibei.
author2 Zou, Shaoming.
Taylor, Charles.
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Taylor, Charles.
dc_title_str Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
title Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
title_short Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
title_full Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
title_fullStr Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
title_full_unstemmed Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
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description Multinational corporations' (MNCs') control over their foreign operations plays an important role in implementing their global marketing strategy. In the past, transaction cost analysis and bargaining power theory have been widely cited to explain the degree of control MNCs exert over their foreign operations. However, research explicitly combining these two perspectives has been limited. To address the gap in the literature, the authors present a joint model that combines the two alternative theories to explain MNCs' control, and they compare their relative explanatory power. Using primary survey data, they perform an empirical test of the relative explanatory power of these two theories. The results suggest that three factors, two drawn from bargaining power theory and one from transaction cost analysis, are key factors in explaining MNCs' degree of control over their foreign operations. The article concludes with a discussion of the theoretical and managerial implications.
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dc.title Factors that influence multinational corporations' control of their operations in foreign markets: An empirical investigation.
dc.creator Dong, Beibei.
Zou, Shaoming.
Taylor, Charles.
dc.description Multinational corporations' (MNCs') control over their foreign operations plays an important role in implementing their global marketing strategy. In the past, transaction cost analysis and bargaining power theory have been widely cited to explain the degree of control MNCs exert over their foreign operations. However, research explicitly combining these two perspectives has been limited. To address the gap in the literature, the authors present a joint model that combines the two alternative theories to explain MNCs' control, and they compare their relative explanatory power. Using primary survey data, they perform an empirical test of the relative explanatory power of these two theories. The results suggest that three factors, two drawn from bargaining power theory and one from transaction cost analysis, are key factors in explaining MNCs' degree of control over their foreign operations. The article concludes with a discussion of the theoretical and managerial implications.
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