Modelo Cage e o modo de entrada das multinacionais brasileiras no exterior Outros Idiomas

ID:
31841
Resumo:
Características nacionais têm sido apontadas como fatores de influência na escolha do modo de entrada de multinacionais no exterior. Este artigo investiga a associação da escolha do modo de entrada de multinacionais brasileiras (aquisição ou investimento greenfield) com as distâncias entre os países definidas no modelo CAGE. Quatro hipóteses são desenvolvidas para checar a influência das dimensões definidas no modelo. Com base em regressão logística multivariada, e, controlando outros efeitos, as hipóteses são testadas em amostra de 243 subsidiarias brasileiras presentes em 38 países. Identificou-se que a dimensão econômica tem um peso superior na tomada de decisão, sendo seguida pelo aspecto político e pela distância cultural. As distâncias administrativa e geográfica não apresentam associação significante com o modo de entrada das multinacionais brasileiras.
Citação ABNT:
CHUEKE, G. V.; BORINI, F. M.; MACLENNAN, M. L. F. Modelo Cage e o modo de entrada das multinacionais brasileiras no exterior. Revista de Administração FACES Journal, v. 13, n. 1, p. 84-102, 2014.
Citação APA:
Chueke, G. V., Borini, F. M., & Maclennan, M. L. F. (2014). Modelo Cage e o modo de entrada das multinacionais brasileiras no exterior. Revista de Administração FACES Journal, 13(1), 84-102.
Link Permanente:
http://www.spell.org.br/documentos/ver/31841/modelo-cage-e-o-modo-de-entrada-das-multinacionais-brasileiras-no-exterior/i/pt-br
Tipo de documento:
Artigo
Idioma:
Português
Referências:
AKERLOF, G. The market for lemons: quality uncertainty and the market mechanism. The Quartely Journal of Economics, [S. l.], v. 84, n. 3, p. 488-500, 1970.

ANDERSON, E.; GATIGNON, H. Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, [S. l.], v. 17, n. 3, p. 1-26, 1986.

ANDERSSON, T.; SVENSSON, T. Entry modes for direct investment determined by the composition of firm-specific skills. Scadinavian Journal of Economics, [S. l.], v. 96, n. 4, p. 551-560, 1994.

BARKEMA, H. G.; VERMEULEN, F. International Expansion through Start up or Acquisition: A Learning Perspective. The Academy of Management Journal, [S. l.], v. 41, n. 1, p. 7-26, 1998.

BERRY, H.; GUILLÉN, M. F.; ZHOU, N. An Institutional Approach to Cross-National Distance. Journal of International Business Studies, [S. l.], v. 41, n. 9, p. 1460-1480, 2010.

BROUTHERS, K. D.; BROUTHERS, L. E. Acquisition or greenfield start-up? Institutional, cultural and transaction cost influences. Strategic Management Journal, [S. l.], v. 21, n. 1, p. 89-97, 2000.

BROUTHERS, K. D.; DIKOVA, D. Acquisitions and Real Options: The Greenfield Alternative. Journal of Management Studies, [S. l.], v. 47, n. 6, p. 1048-1071, 2010.

CAMPBELL, J. T.; EDEN, L.; MILLER, S. R. Multinationals and corporate social responsibility in host countries: Does distance matter? Journal of International Business Studies, [S. l.], v. 43, n. 1, p. 84-106, 2012.

CAVES, R. E.; MEHRA, S. K. Entry of foreign multinationals into US manufacturing industries. In: PORTER, M. (Ed.). Competition in global industries.Boston: Harvard Business Press, 1986. p. 449-481.

CHEN, S.-F. S.; ZENG, M. Japanese investors’ choice of acquisitions vs. startups in the US: the role of reputation barriers and advertising outlays. International Journal of Research in Marketing, [S. l.], v. 21, n. 2, p. 123-136, 2004.

CHO, K.; PADMANABHAN, P. The relative importance of old and new decision specific experience in foreign ownership strategies: an exploratory study. International Business Review, [S. l.], v. 10, n. 6, p. 645-659, 2001.

DIKOVA, D.; VAN WITTELOOSTUIJN, A. Foreign direct investment mode choice: entry and establishment modes in transition economies. Journal of International Business Studies, [S. l.], v. 38, n. 6, p. 1013-1033, 2007.

DUNNING, J. H. Re-evaluating the benefits of foreign direct investment. Transnational Corporations. [S. l.]: Unctad, 1994. v. 3, p. 23-48.

ERRAMILLI, M. K.; RAO, C. P. Service firms international entry mode choice: a modified transactioncost analysis approach. Journal of Marketing, [S. l.], v. 57, n. 3, p. 19-38, 1993.

FERNHABER, S. A.; GILBERT, B. A.; MCDOUGALL, P. P. International entrepreneurship and geographic location: an empirical examination of new venture internationalization. Journal of International Business Studies, [S. l.], v. 39, n.2, p. 267-290, 2007.

GHEMAWAT, P. Distance still matters: the hard reality of global expansion. Harvard Business Review, [S. l.], v. 79, n. 8, p. 137 145, 2001.

HAIR, J. F.; BLACK, W. C.; BABIN, B. J.; ANDERSON, R. E.; TATHAM, R. L. Análise Multivariada de Dados. Porto Alegre: Bookman, 2009. v. 6.

HARZING, A. W. K. Acquisitions versus greenfield investments: international strategy and management of entry modes. Strategic Management Journal, [S. l.], v. 23, n. 3, p. 211-227, 2002.

HENNART, J. M. A.; LARIMO, J.; CHEN, S. F. Does national origin affect the propensity of foreign investors to enter the United States through acquisitions? In: EIBA - European International Business Association, Oslo, 1995. Anais… Oslo: EIBA, 1995.

HOFSTEDE, G. Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Beverly Hills, CA: Sage, 2001.

HOFSTEDE, G. Culture’s consequences: International differences in work-related values. Beverly Hills: Sage Publications, 1980.

HOFSTEDE, G. National Cultures in Four Dimensions: A Research-Based Theory of Cultural Differences among Nations. International Studies of Management & Organization, [S. l.], v. 13, n. 1/2, p. 46-74, 1983.

HOFSTEDE, G. What did GLOBE really measure? Researchers‟ minds versus respondents‟ minds. Journal of International Business Studies, [S. l.], v. 37, n. 6, p. 882-896, 2006.

HOFSTEDE, G.; NEUIJEN, B.; OHAYV, D. D.; SEERS, G. Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly, [S. l.], v. 35, n. 2, p. 286-316, 1990.

HOUSE, R. J.; HANGES, P. J.; JAVIDAN, M.; DORFMAN, P. W.; GUPTA, V. Culture, Leadership and Organizations. Thouse Oaks: Sage, 2004.

JAVIDAN, M.; HOUSE, R.; DORFMAN, P.; HANGES, P.; SULLY DE LUQUE, M. Conceptualizing and measuring cultures e their consequences: a comparative review of GLOBE’s e Hofstede’s approaches. Journal of International Business Studies, [S. l.], v. 37, n. 6, p. 897-914, 2006.

JOHANSON, J.; VAHLNE, J.-E. The internationalization process of the firm: A model of knowledge development and increasing foreign market commitrnent. Journal of International Business Studies, [S. l.], v. 8, n.1, p. 23-32, 1977.

KIM, Y.; GRAY, S. J. An assessment of alternative empirical measures of cultural distance: Evidence from the Republic of Korea. Asia Pacific Journal of Management, [S. l.], v. 26, n. 1, p. 55-74, 2009.

KOGUT, B.; SINGH, H.. The effect of national culture on the choice of entry mode. Journal of International Business Studies, [S. l.], v. 19, n. 3, p. 411-432, 2009.

KOSTOVA, T. Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, [S. l.], v. 24, n. 2, p. 308-324, 1999.

KOSTOVA, T.; ZAHEER, S. Organizational legitimacy under conditions of complexity. Academy of Management Review, [S. l.], v. 24, n. 1, p. 64-81, 1999.

LARIMO, J. Form of investment by Nordic firms in world markets. Journal of Business Research, [S. l.], v. 56, n. 10, p. 791-803, 2003.

LEE, G.; LIEBERMAN, M. Acquisitions vs. internal development as modes of market entry. Strategic Management Journal, [S. l.], v. 31, n. 2, p. 140-158, 2010.

MADHOK, A. Cost, Value and Foreign Market Entry Mode: The Transaction and the Firm. Strategic Management Journal, [S. l.], v. 18, n. 1, p. 39-61, 1997.

MATHEWS, J. Dragon multinationals: New players in 21st century globalization. Asia Pacific Journal of Management, [S. l.], v. 23, n. 1, p. 5-27, 2006.

MEYER, K. E.; ESTRIN, S. Brownfield entry in emerging markets. Journal of International Business Studies, [S. l.], v. 32, n. 3, p. 575584, 2001.

MEYER, K. E.; ESTRIN, S.; BHAUMIK, S. K.; PENG, M. W. Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, [S. l.], v. 31, n. 1, p. 61-80, 2009.

MEYER, K. E.; MUDAMBI, R.; NARULA, R. MNEs and Local contexts: location, control and value creation. Journal of Management Studies, [S. l.], v. 48, n. 2, p. 253-277, 2011.

NG, S.; LEE, J. A.; SOUTAR, G. N. Are Hofstede’s and Schwartz’s value frameworks congruent? International Marketing Review, [S. l.], v. 24, n. 2, p. 164-180, 2007.

PENG, M. W.; SUN, S. L.; PINKHAM, B.; CHEN, H. The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, [S. l.], v. 23, n. 4, p. 63-81, 2009.

PENG, M. W.; WANG, D. Y. L.; JIANG, Y. An institution-based view of international business strategy: a focus on emerging economies. Journal of International Business Studies, [S. l.], v. 39, n. 5, p. 920–936, 2008.

SCHWARTZ, S. H. Universals in the content and structure of values: theoretical advances and empirical tests in 20 countries. San Diego: Academic Press, 1992.

SHENKAR, O. Cultural distance revisited: towards a more rigorous conceptualization and measurement of cultural differences. Journal of International Business Studies, [S. l.], v. 43, n. 1, p. 1-11, 2012.

SLANGEN, A.; HENNART, J. Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature. Journal of International Management, [S. l.], v. 13, n. 4, p. 403-429, 2007.

SMITH, P. B.; PETERSON, M. F.; THOMASON, S. J. National Culture as a Moderator of the Relationship Between Managers’ Use of Guidance Sources and How Well Work Events Are Handled. Journal of Cross-Cultural Psychology, [S. l.], v. 42, n. 6, p. 1101-1121, 2011.

TANURE, B.; CANÇADO, V. L.; DUARTE, R. G.; MULDER, C. F. The Role of National Culture in Mergers and Acquisitions. Latin American Business Review, [S. l.], v. 10, n. 2/3, p. 135-159, 2009.

TARAS, V.; KIRKMAN, B. L.; STEEL, P. Examining the impact of Culture’s consequences: A three-decade, multilevel, meta-analytic review of Hofstede’s cultural value dimensions. Journal of Applied Psychology, [S. l.], v. 95, n. 3, p. 405-405, 2010.

TERPSTRA, V.; YU, C. Determinants of foreign investment of U.S. advertising agencies. Journal of International Business Studies, [S. l.], v. 19, n. 1, p. 33-46, 1988.

TIHANYI, L.; GRIFFITH, D. A.; RUSSELL, C. J. The effect of cultural distance on entry mode choice, international diversification, and MNE performance: A meta-analysis. Journal of International Business Studies, [S. l.], v. 36, n. 3, p. 270-283, 2005.

TUNG, R. L.; VERBEKE, A. Beyond Hofstede and GLOBE: Improving the quality of cross-cultural research. Journal of International Business Studies, [S. l.], v. 41, n. 8, p. 1259-1274, 2010.

WILSON, B. D. The propensity of multinational companies to expand through acquisitions. Journal of International Business Studies, [S. l.], v. 11, n. 1, p. 59-65, 1980.

YIU, D.; MAKINO, S. The choice between joint venture and wholly owned subsidiary: An institutional perspective. Organization science, [S. l.], v. 13, n. 6, p. 667-683, 2002.

ZHAO, H.; LUO, Y. Antecedents of knowledge sharing with peer subsidiaries in other countries: A perspective from subsidiary managers in a foreign emerging market. Management International Review, [S. l.], v. 45, n. 1, p. 71-97, 2005.