An Empirical Examination of the Form of the Relationship between Multinationality and Performance

This paper reports findings from a study that systematically evaluated the form of the relationship between multinationality and performance. In contrast to most of the prior conceptualizations that rely on linear, monotonic models of the linkage, this study examined a curvilinear model that address...

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Veröffentlicht in:Journal of international business studies 1999-01, Vol.30 (1), p.173-187
Hauptverfasser: Gomes, Lenn, Ramaswamy, Kannan
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container_title Journal of international business studies
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creator Gomes, Lenn
Ramaswamy, Kannan
description This paper reports findings from a study that systematically evaluated the form of the relationship between multinationality and performance. In contrast to most of the prior conceptualizations that rely on linear, monotonic models of the linkage, this study examined a curvilinear model that addresses both the costs and benefits associated with multinationality. It used time-series techniques to capture both the static and dynamic components of the relationship. Results show that increasing levels of multinationality bring significant performance benefits up to a certain optimum level beyond which benefits begin to decelerate, while costs accelerate.
doi_str_mv 10.1057/palgrave.jibs.8490065
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source RePEc; Jstor Complete Legacy; Springer Nature - Complete Springer Journals
subjects Academic achievement
Administrative expenses
Advantages
Arbitrage
Business and Management
Business Strategy/Leadership
Business structures
Cost efficiency
Cost structure
Cost-benefit analysis
Costs
Economic benefits
Economic performance
Empirical evidence
Foreign direct investment
Foreign investment
Geodetic position
International Business
International investment
Management
Multinational corporations
Multinational enterprises
Organization
Pharmaceutical industry
Sales operations
Studies
Time series
title An Empirical Examination of the Form of the Relationship between Multinationality and Performance
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