Firm and environmental influences on the mode and sequence of foreign research and development activities
dc.contributor.author | Penner-Hahn, Joan Diane | en_US |
dc.date.accessioned | 2006-04-19T13:42:03Z | |
dc.date.available | 2006-04-19T13:42:03Z | |
dc.date.issued | 1998-02 | en_US |
dc.identifier.citation | Penner-Hahn, Joan D. (1998)."Firm and environmental influences on the mode and sequence of foreign research and development activities." Strategic Management Journal 19(2): 149-168. <http://hdl.handle.net/2027.42/34606> | en_US |
dc.identifier.issn | 0143-2095 | en_US |
dc.identifier.issn | 1097-0266 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/34606 | |
dc.description.abstract | This paper develops an explanation for the mode and sequence of entry that firms select for their international research and development activities. The hypotheses are based on the internalization and evolutionary theory perspectives. I first hypothesize that there is a sequence to the mode of foreign research and development activities initiated. I then discuss two firm capabilities and alternatives which might cause firms to omit parts of the sequence. The context of the study is the foreign research and development activities of incumbents and recent entrants to the Japanese pharmaceutical industry. The results indicate intriguing differences between the motivations of established firms and new entrants in establishing foreign research and development activities. © 1998 John Wiley & Sons, Ltd. | en_US |
dc.format.extent | 102757 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | John Wiley & Sons, Ltd. | en_US |
dc.subject.other | Business, Finance & Management | en_US |
dc.title | Firm and environmental influences on the mode and sequence of foreign research and development activities | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Business (General) | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | University of Michigan Business School, Ann Arbor, Michigan, U.S.A. ; University of Michigan Business School, 701 Tappan Street, Ann Arbor, MI 48109-1234, U.S.A. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/34606/1/944_ftp.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1002/(SICI)1097-0266(199802)19:2<149::AID-SMJ944>3.0.CO;2-I | en_US |
dc.identifier.source | Strategic Management Journal | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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