The theoretical rationale for a multinationality-performance relationship

Abstract

and Key Results■ This paper reviews the theoretical rationale that has been advanced so far for a positive relationship between multinationality (i.e. international diversification) and performance.■ We show that transaction cost/internalization theory implies no direct and general relationship between international diversification and performance.

The Dissimilar Significance of Functional and Experiential Beliefs when Marketing Brands in Cross-Cultural Settings

“…Notable international marketing studies have been completed on topics such as market selection (Brouthers and Nakos, 2005); patterns and speed of multinational corporations' penetration of international markets (Buckley and Casson, 2007); the relationship between international diversification and performance (Hennart, 2007); and, international market channel partner selection (Wang and Kess, 2006). However, there has been inadequate investigation of potential cross-cultural disparities regarding consumers' preference for brands' functional and experiential elements.…”

A socioemotional wealth perspective on how collaboration intensity, trust, and international market knowledge affect family firms’ multinationality

“…In Germany, 80% of family firms have international activities and 53% derive more than 40% of their sales internationally (Calabrò, Rüsen, Bartels, & Müller, 2014). Multinationality, defined as the spread and diversity of international activities undertaken by a firm (Asmussen, Pedersen, & Petersen, 2007;Hassel, Höpner, Kurdelbusch, Rehder, & Zugehör, 2003;Hennart, 2007), is attractive to family firms because of the opportunities it presents to sustain family firms' long-term strategy for growth for both the business and the family (Brigham, Lumpkin, Payne, & Zachary, 2014).…”

Relational and Identity-Making Capabilities in the Internationalization Process: The Case of US Food Service Sector

“…trying to involve the local community and to use local resources. It also refers to catch foreign opportunities and exploit economies of scales (Hennart, 2007).…”