The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode

Nielsen, BB; Nielsen, S

The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode

Nielsen, BB Nielsen, S

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Publisher:: Elsevier Science Inc
Publication Type:: Journal Article
Citation:: Journal of World Business, 2011, 46 (2), pp. 185 - 193
Issue Date:: 2011-01

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Field	Value	Language
dc.contributor.author	Nielsen, BB	en_US
dc.contributor.author	Nielsen, S	en_US
dc.date.issued	2011-01	en_US
dc.identifier.citation	Journal of World Business, 2011, 46 (2), pp. 185 - 193	en_US
dc.identifier.issn	1090-9516	en_US
dc.identifier.uri	http://hdl.handle.net/10453/18860
dc.description.abstract	By applying the upper echelons perspective to international strategic decision-making, we examine the impact of managerial characteristics on the choice of foreign entry mode. We distinguish between top management team (TMT) international experience and nationality diversity and propose the latter as a central yet understudied aspect of TMT composition that influences international decision-making with regard to choice of entry mode in a unique way. Our results show that while TMTs with international experience are more likely to choose full-control entry modes over shared-control entry modes, nationally diverse TMTs are more inclined to opt for shared-control over full-control entry modes when entering foreign markets. This highlights the need to treat TMT nationality diversity and international experience as two distinct characteristics influencing international strategic decision-making.	en_US
dc.publisher	Elsevier Science Inc	en_US
dc.relation.ispartof	Journal of World Business	en_US
dc.relation.isbasedon	10.1016/j.jwb.2010.05.003	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	46	en_US
utslib.location.activity	WOS:000289012300006	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
dc.location.activity	WOS:000289012300006	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	2	en_US
pubs.volume	46	en_US

Abstract:

By applying the upper echelons perspective to international strategic decision-making, we examine the impact of managerial characteristics on the choice of foreign entry mode. We distinguish between top management team (TMT) international experience and nationality diversity and propose the latter as a central yet understudied aspect of TMT composition that influences international decision-making with regard to choice of entry mode in a unique way. Our results show that while TMTs with international experience are more likely to choose full-control entry modes over shared-control entry modes, nationally diverse TMTs are more inclined to opt for shared-control over full-control entry modes when entering foreign markets. This highlights the need to treat TMT nationality diversity and international experience as two distinct characteristics influencing international strategic decision-making.

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http://hdl.handle.net/10453/18860