2010
DOI: 10.1590/s1807-76922010000100007
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Abstract: In the current context of globalization, where firms are increasingly operating in networks of relationships with international subsidiaries, the relevance of their corporate governance has become evident. By the same token, the contribution to corporate governance of expatriates in these subsidiaries has become an important topic of discussion. The literature is not unanimous in recognizing the contribution of expatriates. However, the question as to whether the participation of expatriates in the management … Show more

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Cited by 10 publications
(2 citation statements)
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“…The SNA Framework has been useful for assessing the strategic fit of firms in alliance networks or, merely, to identify significant strategic implications of structural and relational factors of such firms at the industry level. Indeed, it has been applied successfully in more than 30 firms (Macedo-Soares et al, 2004;Macedo-Soares and Lyra, 2012;Macedo-Soares, 2007, 2014), including strategic groups (Macedo-Soares and Mendonça, 2010;Macedo-Soares and Gutierrez, 2010;Leite and Macedo-Soares, 2005). Note that firms in a strategic group have similar strategic profiles, in terms of business scope and resource commitments (Cool and Schendel, 1987) and "thus are likely to face similar sets of threats and opportunities" (Barney, 1996, p. 128;Caves and Porter, 1977).…”
Section: Framework For Strategic Analysis From a Network Perspectivementioning
confidence: 99%
“…The SNA Framework has been useful for assessing the strategic fit of firms in alliance networks or, merely, to identify significant strategic implications of structural and relational factors of such firms at the industry level. Indeed, it has been applied successfully in more than 30 firms (Macedo-Soares et al, 2004;Macedo-Soares and Lyra, 2012;Macedo-Soares, 2007, 2014), including strategic groups (Macedo-Soares and Mendonça, 2010;Macedo-Soares and Gutierrez, 2010;Leite and Macedo-Soares, 2005). Note that firms in a strategic group have similar strategic profiles, in terms of business scope and resource commitments (Cool and Schendel, 1987) and "thus are likely to face similar sets of threats and opportunities" (Barney, 1996, p. 128;Caves and Porter, 1977).…”
Section: Framework For Strategic Analysis From a Network Perspectivementioning
confidence: 99%
“…Na literatura em GC, a maioria dos estudos tem se concentrado em analisar as relações entre as características estruturais de CAs e o desempenho das empresas, em detrimento de fatores comportamentais, sociais e de processos de trabalho (Huse, 2005;Huse, Minichilli & Schøning, 2005;Macedo-Soares & Schubsky, 2010). Esses fatores não estruturais são relevantes porque as práticas usualmente aceitas de funcionamento dos CAs têm se mostrado insuficientes para mitigar os riscos de má governança (Judge & Zeithaml, 1992).…”
Section: Sumáriounclassified