Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises R Drogendijk, A Slangen International Business Review 15 (4), 361-380, 2006 | 673 | 2006 |
Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research AHL Slangen, RJM Van Tulder International Business Review 18 (3), 276-291, 2009 | 481 | 2009 |
National cultural distance and initial foreign acquisition performance: The moderating effect of integration AHL Slangen Journal of World Business 41 (2), 161-170, 2006 | 357 | 2006 |
Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature A Slangen, JF Hennart Journal of International Management 13 (4), 403-429, 2007 | 324 | 2007 |
Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy AHL Slangen, JF Hennart Journal of International Business Studies 39 (3), 472-490, 2008 | 313 | 2008 |
The impact of institutional hazards on foreign multinational activity: A contingency perspective AHL Slangen, S Beugelsdijk Journal of International Business Studies 41, 980-995, 2010 | 266 | 2010 |
Yes, we really do need more entry mode studies! A commentary on Shaver JF Hennart, AHL Slangen Journal of International Business Studies 46 (1), 114-122, 2015 | 262 | 2015 |
Cultural and institutional determinants of bilateral trade flows GJ Linders, A HL Slangen, HLF De Groot, S Beugelsdijk Tinbergen Institute discussion paper, 2005 | 236* | 2005 |
Why and how FDI stocks are a biased measure of MNE affiliate activity S Beugelsdijk, JF Hennart, A Slangen, R Smeets Journal of International Business Studies 41, 1444-1459, 2010 | 191 | 2010 |
Do foreign greenfields outperform foreign acquisitions or vice versa? An institutional perspective AHL Slangen, JF Hennart Journal of Management Studies 45 (7), 1301-1328, 2008 | 177 | 2008 |
A communication‐based theory of the choice between greenfield and acquisition entry AHL Slangen Journal of Management Studies 48 (8), 1699-1726, 2011 | 134 | 2011 |
The impact of home–host cultural distance on foreign affiliate sales: The moderating role of cultural variation within host countries S Beugelsdijk, A Slangen, R Maseland, M Onrust Journal of Business Research 67 (8), 1638-1646, 2014 | 112 | 2014 |
Institutional economics and economic organisation theory: an integrated approach LHG Slangen, LA Loucks, AHL Slangen Wageningen Academic Publishers, 2008 | 105 | 2008 |
The role of headquarters–subsidiary geographic distance in strategic decisions by spatially disaggregated headquarters MG Baaij, AHL Slangen Journal of International Business Studies 44, 941-952, 2013 | 100 | 2013 |
Greenfield or acquisition entry? The roles of policy uncertainty and MNE legitimacy in host countries AHL Slangen Global Strategy Journal 3 (3), 262-280, 2013 | 88 | 2013 |
When do firms choose global cities as foreign investment locations within countries? The roles of contextual distance, knowledge intensity, and target-country experience R Belderbos, HS Du, A Slangen Journal of World Business 55 (1), 101022, 2020 | 83 | 2020 |
Shapes of organizational change: the case of Heineken Inc. S Beugelsdijk, A Slangen, M van Herpen Journal of Organizational Change Management 15 (3), 311-326, 2002 | 77 | 2002 |
Cultural distance in international business and management: from mean-based to variance-based measures S Beugelsdijk, R Maseland, M Onrust, A Van Hoorn, A Slangen The International Journal of Human Resource Management 26 (2), 165-191, 2015 | 72 | 2015 |
The impact of cultural distance on bilateral arm’s length exports A Slangen, S Beugelsdijk, JF Hennart Management International Review 51 (6), 875-896, 2011 | 45 | 2011 |
To elevate or to duplicate? Experiential learning, host-country institutions, and MNE post-entry commitment increase M Putzhammer, S Fainshmidt, J Puck, A Slangen Journal of World Business 53 (4), 568-580, 2018 | 42 | 2018 |