Gabriel R. G. Benito
Forskningsprofessor
Institutt for strategi og entreprenørskap
Forskningsprofessor
Institutt for strategi og entreprenørskap
Benito, Gabriel R G (2025)
The Historical Evolution of International Business: Growth Trajectory of an Academic Field of Study, , s. 383-391. Doi: https://doi.org/10.1007/978-3-031-86133-8_20
Aparicio, Sebastian; Lengler, Jorge, Aguzzoli, Roberta, Sousa, Carlos M.P. , Benito, Gabriel R G & Urbano, David (2025)
International Business Review, 34(4) Doi: https://doi.org/10.1016/j.ibusrev.2025.102463
Latin American countries exhibit significant levels of informal economic activity and a low degree of trade openness. Yet, little is known about the effect of these institutional characteristics on the performance of SMEs when venturing abroad to explore international markets. Based on an institutional voids approach, we explore the effects of unfair competition, particularly related to informality, on export intensity of SMEs conditioned by tariffs, trade regulations, and taxes in Latin America. Multilevel modeling is applied to a sample of 5781 Latin American firms. We hypothesize and find that SMEs increase their exports when they compete against informal firms. Higher tariffs and trade regulations reinforce such unfair competition and thus the decision to focus on international markets.
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2025)
Long Range Planning, 58(4) Doi: https://doi.org/10.1016/j.lrp.2025.102537
Benito, Gabriel R G (2025)
The changing global power balance: Challenges for European firms: volume 19, , s. 127-147.
De-globalization is for real and has profound, but differentiated, effects on international business and companies with cross-border activities. Yet, companies do not de-globalize, as the overwhelming majority of companies were never truly global by any measure in the first place. However, many companies de-internationalize, partly or fully. They do so by reducing their international engagement, and by reconfiguring their international footprint, some by exiting foreign markets altogether, and some of these companies also resume international activities after a time-out period. In this essay, the author discusses companies’ strategies, including their de-internationalization actions, as ways of coping with the challenges and opportunities arising from key aspects of de-globalization phenomena, and concludes that de-internationalization considerations are an integral part of sound strategies for companies’ internationalization.
Benito, Gabriel R G (2025)
The Historical Evolution of International Business: Growth Trajectory of an Academic Field of Study, , s. 383-391. Doi: https://doi.org/10.1007/978-3-031-86133-8_20
Aparicio, Sebastian; Lengler, Jorge, Aguzzoli, Roberta, Sousa, Carlos M.P. , Benito, Gabriel R G & Urbano, David (2025)
International Business Review, 34(4) Doi: https://doi.org/10.1016/j.ibusrev.2025.102463
Latin American countries exhibit significant levels of informal economic activity and a low degree of trade openness. Yet, little is known about the effect of these institutional characteristics on the performance of SMEs when venturing abroad to explore international markets. Based on an institutional voids approach, we explore the effects of unfair competition, particularly related to informality, on export intensity of SMEs conditioned by tariffs, trade regulations, and taxes in Latin America. Multilevel modeling is applied to a sample of 5781 Latin American firms. We hypothesize and find that SMEs increase their exports when they compete against informal firms. Higher tariffs and trade regulations reinforce such unfair competition and thus the decision to focus on international markets.
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2025)
Long Range Planning, 58(4) Doi: https://doi.org/10.1016/j.lrp.2025.102537
Benito, Gabriel R G (2025)
The changing global power balance: Challenges for European firms: volume 19, , s. 127-147.
De-globalization is for real and has profound, but differentiated, effects on international business and companies with cross-border activities. Yet, companies do not de-globalize, as the overwhelming majority of companies were never truly global by any measure in the first place. However, many companies de-internationalize, partly or fully. They do so by reducing their international engagement, and by reconfiguring their international footprint, some by exiting foreign markets altogether, and some of these companies also resume international activities after a time-out period. In this essay, the author discusses companies’ strategies, including their de-internationalization actions, as ways of coping with the challenges and opportunities arising from key aspects of de-globalization phenomena, and concludes that de-internationalization considerations are an integral part of sound strategies for companies’ internationalization.
Petersen, Bent & Benito, Gabriel R.G. (2024)
Thunderbird International Business Review, 66(6) , s. 643-653. Doi: https://doi.org/10.1002/tie.22405 - Fulltekst i vitenarkiv
Entering a foreign market entails making the important mode decision of how to operate there. But the initial mode choice is not always forever and may be reassessed as business circumstances change. The mode shifting process—that is, how switches from one mode to another unfold—has scarcely been described, so we lack a systematic outline of this process. In this article, we take a first step toward such an outline. Adopting the established distinction between the formation and implementation phases of strategy making and execution, we describe the critical strategic decisions managers need to make about how to carry out a mode switch. Regarding the formation phases, we discuss the identification and consideration of entry mode switches as viable options, and whether companies plan or not for such shifts. Regarding the implementation phases, we differentiate between the integrating and collaborating decisions that define the type of switches made by companies.
Benito, Gabriel R G & Meyer, Klaus E. (2024)
Journal of International Business Studies, 55(9) , s. 1093-1107. Doi: https://doi.org/10.1057/s41267-024-00722-6 - Fulltekst i vitenarkiv
Nation states are designing their industry policies increasingly to not only enhance national competitiveness, but to simultaneously address “Green Challenges”, concerns about the natural environment that require concerted action among different actors in society, including domestic and foreign multinational enterprises (MNEs). This blending of global and national policy objectives is leading to a new wave of industrial policies in advanced economies that are informed by scholarly discourses in evolutionary economics, innovation systems and wicked problems. We discuss the implications of these sustainability-oriented industrial policies for MNEs. They operate in increasingly diverse local ecosystems shaped by local actors and local policies as we illustrate for two such ecosystems in Nordic countries: Circular economy and energy transition. Many MNEs face a tension between capabilities they could use to help nations achieve their sustainability goals and incentives to protect existing rents and business models. They may thus engage pro-actively or reactively in both market and nonmarket realms in each country in which they operate. We discuss the interactions between MNEs, governments and other actors in host countries pursuing both sustainability and competitiveness objectives, and outline how ensuing tensions create new challenges and opportunities for international business scholarship.
Benito, Gabriel R.G. & Petersen, Bent (2024)
The Helsinki Internationalization Process Model: Foundations and Future Agenda, , s. 200-207. Doi: https://doi.org/10.4337/9781035332045.00024
Sousa, Carlos M.P. ; Tsinopoulos, Christos, Yan, Ji & Benito, Gabriel R.G. (2024)
International Marketing Review, 42(1) , s. 35-63. Doi: https://doi.org/10.1108/IMR-02-2024-0039 - Fulltekst i vitenarkiv
Purpose: The aim of this research is twofold: (1) to investigate when the effect of R&D investment on New Product Development (NPD) performance peaks – the sweet spot and (2) to analyze the influence of firms’ export activities on where that spot is. Drawing on the knowledge-based view (KBV), we argue that export intensity and export experience lead to differential effects on how R&D investments are converted into new products. Design/methodology/approach: We test our conceptual framework using time lagged data and optimal-level analysis. The dataset consists of an unbalanced panel of 608,891 observations and 333,516 firms. Findings: The results support the expected inverted U-shaped relationship between R&D investment and NPD performance. They also show moderating effects of export intensity and experience. Export intensity enhances innovation processes by enabling firms to stretch the points at which R&D investments eventually taper off. In contrast, export experience improves firms’ ability to convert R&D investments into NPD performance. Our results demonstrate that, all else equal, firms with relatively higher export experience can spend less on R&D and still achieve higher levels of NPD performance. Originality/value: We contribute to the literature by investigating how export activities provide a valuable context for understanding the theoretical mechanisms that help explain the inverted U-shaped relationship between R&D investment and innovation. We show the effects of exporting activities on the precise points where the R&D investment–NPD performance relationship peaks, thereby identifying the optimal point within this nonlinear relationship.
Petersen, Bent & Benito, Gabriel R.G. (2024)
Thunderbird International Business Review, 66(6) , s. 643-653. Doi: https://doi.org/10.1002/tie.22405 - Fulltekst i vitenarkiv
Entering a foreign market entails making the important mode decision of how to operate there. But the initial mode choice is not always forever and may be reassessed as business circumstances change. The mode shifting process—that is, how switches from one mode to another unfold—has scarcely been described, so we lack a systematic outline of this process. In this article, we take a first step toward such an outline. Adopting the established distinction between the formation and implementation phases of strategy making and execution, we describe the critical strategic decisions managers need to make about how to carry out a mode switch. Regarding the formation phases, we discuss the identification and consideration of entry mode switches as viable options, and whether companies plan or not for such shifts. Regarding the implementation phases, we differentiate between the integrating and collaborating decisions that define the type of switches made by companies.
Benito, Gabriel R G & Meyer, Klaus E. (2024)
Journal of International Business Studies, 55(9) , s. 1093-1107. Doi: https://doi.org/10.1057/s41267-024-00722-6 - Fulltekst i vitenarkiv
Nation states are designing their industry policies increasingly to not only enhance national competitiveness, but to simultaneously address “Green Challenges”, concerns about the natural environment that require concerted action among different actors in society, including domestic and foreign multinational enterprises (MNEs). This blending of global and national policy objectives is leading to a new wave of industrial policies in advanced economies that are informed by scholarly discourses in evolutionary economics, innovation systems and wicked problems. We discuss the implications of these sustainability-oriented industrial policies for MNEs. They operate in increasingly diverse local ecosystems shaped by local actors and local policies as we illustrate for two such ecosystems in Nordic countries: Circular economy and energy transition. Many MNEs face a tension between capabilities they could use to help nations achieve their sustainability goals and incentives to protect existing rents and business models. They may thus engage pro-actively or reactively in both market and nonmarket realms in each country in which they operate. We discuss the interactions between MNEs, governments and other actors in host countries pursuing both sustainability and competitiveness objectives, and outline how ensuing tensions create new challenges and opportunities for international business scholarship.
Benito, Gabriel R.G. & Petersen, Bent (2024)
The Helsinki Internationalization Process Model: Foundations and Future Agenda, , s. 200-207. Doi: https://doi.org/10.4337/9781035332045.00024
Sousa, Carlos M.P. ; Tsinopoulos, Christos, Yan, Ji & Benito, Gabriel R.G. (2024)
International Marketing Review, 42(1) , s. 35-63. Doi: https://doi.org/10.1108/IMR-02-2024-0039 - Fulltekst i vitenarkiv
Purpose: The aim of this research is twofold: (1) to investigate when the effect of R&D investment on New Product Development (NPD) performance peaks – the sweet spot and (2) to analyze the influence of firms’ export activities on where that spot is. Drawing on the knowledge-based view (KBV), we argue that export intensity and export experience lead to differential effects on how R&D investments are converted into new products. Design/methodology/approach: We test our conceptual framework using time lagged data and optimal-level analysis. The dataset consists of an unbalanced panel of 608,891 observations and 333,516 firms. Findings: The results support the expected inverted U-shaped relationship between R&D investment and NPD performance. They also show moderating effects of export intensity and experience. Export intensity enhances innovation processes by enabling firms to stretch the points at which R&D investments eventually taper off. In contrast, export experience improves firms’ ability to convert R&D investments into NPD performance. Our results demonstrate that, all else equal, firms with relatively higher export experience can spend less on R&D and still achieve higher levels of NPD performance. Originality/value: We contribute to the literature by investigating how export activities provide a valuable context for understanding the theoretical mechanisms that help explain the inverted U-shaped relationship between R&D investment and innovation. We show the effects of exporting activities on the precise points where the R&D investment–NPD performance relationship peaks, thereby identifying the optimal point within this nonlinear relationship.
Amdam, Rolv Petter Storvik; Benito, Gabriel R.G. & Grøgaard, Birgitte (2023)
Journal of International Business Studies, 54, s. 1313-1331. Doi: https://doi.org/10.1057/s41267-023-00609-y - Fulltekst i vitenarkiv
The dominant narrative about the rise of international business (IB) focuses on early research and the institutionalization of a new academic field. In this study, we explore the role of case writing in the field’s formative period from the mid-1950s to the mid-1960s. Based on an analysis of teaching cases on IB topics, we demonstrate that case-based teaching, including the writing of cases, was an innovative pedagogical method that made a strong impact on the formation of the new academic field. Analyzing the cases and the background and affiliation of their authors offers new insights into the linkages to other disciplines from which the new academic field emerged. The analysis of the cases also provides new insight into how the case authors connected to the new practical experiences from an increasing number of multinational enterprises, particularly from the US, and conceptualized the experiences into a pedagogical language. The investigation covers 489 cases written by scholars located in 18 countries from the early 1950s to 1963, as well as archival studies of the business schools and institutions that initiated the production of cases.
Zilja, Flladina; Benito, Gabriel R G, Boustanifar, Hamid & Zhang, Dan (2023)
International Business Review, Doi: https://doi.org/10.1016/j.ibusrev.2023.102192 - Fulltekst i vitenarkiv
This study examines the role of chief executive officers’ (CEOs) wealth in explaining the cross-border acquisition (CBA) activity of small and medium-sized enterprises (SMEs). CBAs require substantial financial resources and expose the firm to additional risks. Within a micro-foundations framework, we integrate insights from the resource-based view and the upper echelons theory and argue that CEO wealth plays a dual role in the CBA activity of SMEs by alleviating financial constraints and increasing willingness to take risks. Using Norwegian census data for the period 2000–2013, we find consistent evidence that CEO wealth has a positive effect on the number, the geographic scope, and the likelihood of engaging in CBAs in high political risk countries.
Rygh, Asmund & Benito, Gabriel R.G. (2023)
MIR. Management International Review: journal of international business, 63, s. 979-1019. Doi: https://doi.org/10.1007/s11575-023-00517-1 - Fulltekst i vitenarkiv
We study subsidiary capital structure as a mechanism of intra-MNE (multinational enterprise) governance from the perspective of “new internalization theory”. We build on the argument from transaction cost theory that equity and debt are not just financial instruments but also alternative governance structures, with equity useful for financing specific assets that do not serve well as collateral, especially when external uncertainty is high. Inside an MNE, debt represents a partial reintroduction of market mechanisms that can limit governance costs and strengthen subsidiary manager incentives. However, debt financing may be inappropriate if subsidiaries possess specific assets that are lost if debt contracts are enforced. Using subsidiary-level panel data from Norwegian MNEs, we argue that patents registered in the subsidiary represent MNE-specific non-location bound knowledge assets, while subsidiary R&D income represents location-bound and subsidiary-specific assets. We predict MNE-specific assets to be negatively related to external debt, and subsidiary-specific assets to be negatively related to all debt, under conditions of external uncertainty. We find only partial support for our hypotheses. Patents are negatively related to external debt when external uncertainty in the form of political risk is high. However, we do not find similar significant results for location-bound and subsidiary-specific assets, measured by subsidiary R&D income. For both measures, there is evidence that debt financing is viable in low-risk contexts. Further analysis indicates different effects for joint ventures as compared to wholly owned subsidiaries. We build on the partly unexpected results to propose an expanded internalization perspective on subsidiary capital structure
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2023)
Social Science Research Network (SSRN), Doi: https://doi.org/10.2139/ssrn.4620947
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2023)
Journal of International Management, 29(4) Doi: https://doi.org/10.1016/j.intman.2023.101033 - Fulltekst i vitenarkiv
The international business (IB) literature on political risk mitigation has assigned explanatory preeminence to the organizational capabilities of multinational corporations (MNCs). The literature has assumed that political risk is avoidable for MNCs with specific political capabilities. We argue that political risk is inevitable. We posit that even if MNCs have political capabilities, host countries' political risk and its associated costs will not simply disappear. Extending the literature on political risk mitigation, we highlight the role of institutional-based tools in curbing political risk costs. Specifically, we posit that MNCs can reduce political risk costs through (i) international investment agreements, (ii) investment contracts with host governments, (iii) political risk insurance, and (iv) guarantees with binding enforcement mechanisms in unison with relying on political capabilities, thereby dampening the negative effect of uncontrollable host country political risk. We leverage the political-institutional approach to political risk and draw on relevant literature from law and IB to develop a framework to describe the conditions under which MNCs may use these institutional-based tools.
Koval, Mariia; Iurkov, Viacheslav & Benito, Gabriel R.G. (2023)
Journal of World Business, 59(1) Doi: https://doi.org/10.1016/j.jwb.2023.101500
The benefits of having an internationally diverse alliance portfolio are well known. However, the challenges remain overlooked, especially the potential to curb firms’ international expansion beyond such alliances. Building on global connectivity literature, we study how firms’ international footprint through their foreign subsidiaries is affected by the geographical spread of their international alliances. Using data on a sample of U.S. high-tech firms, we find that this relationship follows a U-shaped pattern and is contingent on alliance portfolio geographic distance and firms’ absorptive capacity for internationalization. Deviations from the optimal international footprint lower firms’ innovation and financial performance.
Larsen, Marcus Møller; Birkinshaw, Julian, Zhou, Yue Maggie & Benito, Gabriel R G (2023)
Global Strategy Journal, 13(3) Doi: https://doi.org/10.1002/gsj.1493 - Fulltekst i vitenarkiv
Research Summary The multinational corporation (MNC) is a typical example of a complex organization. In this essay, we employ an established body of literature on complexity in organizations to explore and discuss the nature and consequences of complexity for global strategy and MNCs. On that basis, we develop a simple organizing framework for complexity in global strategies emphasizing the source (external and internal complexity) and type (process and structural complexity) of complexity. We use this framework to structure and discuss the six research contributions in this Special Issue. We conclude by suggesting additional avenues of research on the interface between global strategy and complexity. Managerial Summary Firms internationalize because they recognize business opportunities abroad and devise strategies to successfully exploit them. At the same time, managers face increasing complexity as MNCs expand internationally and engage in more unknown and dispersed operations. Not only do MNCs face considerable complexity by operating in diverse and uncertain environments, but also by managing and coordinating organizational tasks and activities spanning multiple countries. This essay discusses these challenges and corresponding strategies for MNC managers. It also provides an overview of the six research articles included in this Special Issue about complexity and MNCs.
Amdam, Rolv Petter Storvik; Benito, Gabriel R.G. & Grøgaard, Birgitte (2023)
Journal of International Business Studies, 54, s. 1313-1331. Doi: https://doi.org/10.1057/s41267-023-00609-y - Fulltekst i vitenarkiv
The dominant narrative about the rise of international business (IB) focuses on early research and the institutionalization of a new academic field. In this study, we explore the role of case writing in the field’s formative period from the mid-1950s to the mid-1960s. Based on an analysis of teaching cases on IB topics, we demonstrate that case-based teaching, including the writing of cases, was an innovative pedagogical method that made a strong impact on the formation of the new academic field. Analyzing the cases and the background and affiliation of their authors offers new insights into the linkages to other disciplines from which the new academic field emerged. The analysis of the cases also provides new insight into how the case authors connected to the new practical experiences from an increasing number of multinational enterprises, particularly from the US, and conceptualized the experiences into a pedagogical language. The investigation covers 489 cases written by scholars located in 18 countries from the early 1950s to 1963, as well as archival studies of the business schools and institutions that initiated the production of cases.
Zilja, Flladina; Benito, Gabriel R G, Boustanifar, Hamid & Zhang, Dan (2023)
International Business Review, Doi: https://doi.org/10.1016/j.ibusrev.2023.102192 - Fulltekst i vitenarkiv
This study examines the role of chief executive officers’ (CEOs) wealth in explaining the cross-border acquisition (CBA) activity of small and medium-sized enterprises (SMEs). CBAs require substantial financial resources and expose the firm to additional risks. Within a micro-foundations framework, we integrate insights from the resource-based view and the upper echelons theory and argue that CEO wealth plays a dual role in the CBA activity of SMEs by alleviating financial constraints and increasing willingness to take risks. Using Norwegian census data for the period 2000–2013, we find consistent evidence that CEO wealth has a positive effect on the number, the geographic scope, and the likelihood of engaging in CBAs in high political risk countries.
Rygh, Asmund & Benito, Gabriel R.G. (2023)
MIR. Management International Review: journal of international business, 63, s. 979-1019. Doi: https://doi.org/10.1007/s11575-023-00517-1 - Fulltekst i vitenarkiv
We study subsidiary capital structure as a mechanism of intra-MNE (multinational enterprise) governance from the perspective of “new internalization theory”. We build on the argument from transaction cost theory that equity and debt are not just financial instruments but also alternative governance structures, with equity useful for financing specific assets that do not serve well as collateral, especially when external uncertainty is high. Inside an MNE, debt represents a partial reintroduction of market mechanisms that can limit governance costs and strengthen subsidiary manager incentives. However, debt financing may be inappropriate if subsidiaries possess specific assets that are lost if debt contracts are enforced. Using subsidiary-level panel data from Norwegian MNEs, we argue that patents registered in the subsidiary represent MNE-specific non-location bound knowledge assets, while subsidiary R&D income represents location-bound and subsidiary-specific assets. We predict MNE-specific assets to be negatively related to external debt, and subsidiary-specific assets to be negatively related to all debt, under conditions of external uncertainty. We find only partial support for our hypotheses. Patents are negatively related to external debt when external uncertainty in the form of political risk is high. However, we do not find similar significant results for location-bound and subsidiary-specific assets, measured by subsidiary R&D income. For both measures, there is evidence that debt financing is viable in low-risk contexts. Further analysis indicates different effects for joint ventures as compared to wholly owned subsidiaries. We build on the partly unexpected results to propose an expanded internalization perspective on subsidiary capital structure
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2023)
Social Science Research Network (SSRN), Doi: https://doi.org/10.2139/ssrn.4620947
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2023)
Journal of International Management, 29(4) Doi: https://doi.org/10.1016/j.intman.2023.101033 - Fulltekst i vitenarkiv
The international business (IB) literature on political risk mitigation has assigned explanatory preeminence to the organizational capabilities of multinational corporations (MNCs). The literature has assumed that political risk is avoidable for MNCs with specific political capabilities. We argue that political risk is inevitable. We posit that even if MNCs have political capabilities, host countries' political risk and its associated costs will not simply disappear. Extending the literature on political risk mitigation, we highlight the role of institutional-based tools in curbing political risk costs. Specifically, we posit that MNCs can reduce political risk costs through (i) international investment agreements, (ii) investment contracts with host governments, (iii) political risk insurance, and (iv) guarantees with binding enforcement mechanisms in unison with relying on political capabilities, thereby dampening the negative effect of uncontrollable host country political risk. We leverage the political-institutional approach to political risk and draw on relevant literature from law and IB to develop a framework to describe the conditions under which MNCs may use these institutional-based tools.
Koval, Mariia; Iurkov, Viacheslav & Benito, Gabriel R.G. (2023)
Journal of World Business, 59(1) Doi: https://doi.org/10.1016/j.jwb.2023.101500
The benefits of having an internationally diverse alliance portfolio are well known. However, the challenges remain overlooked, especially the potential to curb firms’ international expansion beyond such alliances. Building on global connectivity literature, we study how firms’ international footprint through their foreign subsidiaries is affected by the geographical spread of their international alliances. Using data on a sample of U.S. high-tech firms, we find that this relationship follows a U-shaped pattern and is contingent on alliance portfolio geographic distance and firms’ absorptive capacity for internationalization. Deviations from the optimal international footprint lower firms’ innovation and financial performance.
Larsen, Marcus Møller; Birkinshaw, Julian, Zhou, Yue Maggie & Benito, Gabriel R G (2023)
Global Strategy Journal, 13(3) Doi: https://doi.org/10.1002/gsj.1493 - Fulltekst i vitenarkiv
Research Summary The multinational corporation (MNC) is a typical example of a complex organization. In this essay, we employ an established body of literature on complexity in organizations to explore and discuss the nature and consequences of complexity for global strategy and MNCs. On that basis, we develop a simple organizing framework for complexity in global strategies emphasizing the source (external and internal complexity) and type (process and structural complexity) of complexity. We use this framework to structure and discuss the six research contributions in this Special Issue. We conclude by suggesting additional avenues of research on the interface between global strategy and complexity. Managerial Summary Firms internationalize because they recognize business opportunities abroad and devise strategies to successfully exploit them. At the same time, managers face increasing complexity as MNCs expand internationally and engage in more unknown and dispersed operations. Not only do MNCs face considerable complexity by operating in diverse and uncertain environments, but also by managing and coordinating organizational tasks and activities spanning multiple countries. This essay discusses these challenges and corresponding strategies for MNC managers. It also provides an overview of the six research articles included in this Special Issue about complexity and MNCs.
Benito, Gabriel R.G.; Cuervo-Cazurra, Alvaro, Mudambi, Ram, Pedersen, Torben & Tallman, Steve (2022)
Global Strategy Journal, 12(3) , s. 421-450. Doi: https://doi.org/10.1002/gsj.1464 - Fulltekst i vitenarkiv
Global strategy, that is, the analysis of strategy in an international context, has co-evolved with the dramatic changes in the global economy in the 21st century. Research advances have enabled a more sophisticated understanding of how firms develop strategies in an increasingly turbulent global environment in which societal expectations, technological advances, and political decisions are all in a state of continuous change. In this article, we reflect and provide suggestions for how the field may evolve on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation. We also outline suggestions for future research on global issues that are gaining increasing centrality in business decisions: climate change, artificial intelligence, and geopolitics.
Benito, Gabriel R G & Fehlner, Corina (2022)
The New Frontiers of International Business, , s. 309-327. Doi: https://doi.org/10.1007/978-3-031-06003-8_15
In this chapter, we explore the role of multinational enterprises (MNEs) in the circular economy (CE). MNEs play a key role in reshaping business systems as they orchestrate a significant part of value activities in various locations across the globe. We argue that MNEs’ adoption of CE opportunities differs due to corporate and contextual influences. In particular, we suggest that MNEs’ corporate strategies regarding value activity integration, product diversification, and location choices influence how they approach CE. Industry and location factors also play roles in facilitating or impeding CE advancement. Regarding the international business ramifications of CE, we discuss the impact of MNEs’ geographical scope in terms of a local, multi-local/regional, or global focus and show how formal and informal institutional contexts influence the design and implementation of CE. Our analysis demonstrates that established conceptualizations in the international business field of MNEs and the business systems in which they operate are useful for understanding CE, but further international business research is needed about how MNEs can help implement the transition towards CE.
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2022)
Review of International Business and Strategy, (33) Doi: https://doi.org/10.1108/RIBS-10-2021-0143 - Fulltekst i vitenarkiv
Purpose Well-functioning institutions are repeatedly claimed to attract foreign direct investment (FDI) by reducing the costs and uncertainty of economic activity. Nonetheless, it has been argued that institutions may matter less for FDI in the primary sector. This study aims to theoretically and empirically investigate the role of institutions for attracting FDI in agricultural and in extractive activities. Design/methodology/approach This study uses worldwide country and sector-level data on inward FDI for the period 1996–2007. The key independent variables, property rights protection, corruption and democracy, are measured using World Bank Governance Indicators and Polity IV as data sources. Fixed effect panel regression, Tobit regression and generalized method of moments are used for data analysis. Findings The authors corroborate the importance of institutions for aggregate FDI. Disaggregating by primary subsector, the authors find that agricultural FDI, like aggregate FDI, is attracted by institutional features such as rule of law and property rights protection and democracy, whereas extractive FDI is not. The authors also find some evidence that corruption deters FDI in both primary subsectors. Originality/value The authors take a first step toward linking the largely empirical institutions-FDI literature more closely with the economics-based theoretical discussions of FDI risk grounded on a property rights approach, to discuss issues such as effective control rights over investments, which may vary between sectors. The authors also explore a novel idea that extractive activities may be less sensitive to institutions because the time horizon is limited by the depletion of the resource, resulting in an inherently relatively short-term commitment to a host-country location.
Amdam, Rolv Petter Storvik & Benito, Gabriel R.G. (2022)
Journal of World Business, 57(5) Doi: https://doi.org/10.1016/j.jwb.2022.101363 - Fulltekst i vitenarkiv
This study examines the timing of the first foreign direct investment (FDI). It explores how the conceptualization and, hence, the understanding of time affects our insights into major internationalization decisions in organizations; specifically, that of navigating into the unknown waters associated with making a first FDI. We introduce a multitemporal approach by drawing on the different temporalities prevalent in history and in business and management to build a platform for analysis that provides a suitable combination of richness and contrast. By examining the process toward making a major internationalization decision in terms of clock, event, stages, and cyclical concepts of time, we gain valuable but also varied insights about a complex process. We conclude that to understand any organization's process of international strategy formation at a certain point (or period) in time, its particularities need to be appreciated in some detail. While the details in this study are unique to the case of Harvard Business School's decision in 1971 to make its first FDI, we argue that the main features of the process are common to conceptualizing the internationalization decision process. As such, the findings should apply more generally.
Benito, Gabriel R.G.; Cuervo-Cazurra, Alvaro, Mudambi, Ram, Pedersen, Torben & Tallman, Steve (2022)
Global Strategy Journal, 12(3) , s. 421-450. Doi: https://doi.org/10.1002/gsj.1464 - Fulltekst i vitenarkiv
Global strategy, that is, the analysis of strategy in an international context, has co-evolved with the dramatic changes in the global economy in the 21st century. Research advances have enabled a more sophisticated understanding of how firms develop strategies in an increasingly turbulent global environment in which societal expectations, technological advances, and political decisions are all in a state of continuous change. In this article, we reflect and provide suggestions for how the field may evolve on five key themes of global strategy: cooperation, coordination, governance, politics, and innovation. We also outline suggestions for future research on global issues that are gaining increasing centrality in business decisions: climate change, artificial intelligence, and geopolitics.
Benito, Gabriel R G & Fehlner, Corina (2022)
The New Frontiers of International Business, , s. 309-327. Doi: https://doi.org/10.1007/978-3-031-06003-8_15
In this chapter, we explore the role of multinational enterprises (MNEs) in the circular economy (CE). MNEs play a key role in reshaping business systems as they orchestrate a significant part of value activities in various locations across the globe. We argue that MNEs’ adoption of CE opportunities differs due to corporate and contextual influences. In particular, we suggest that MNEs’ corporate strategies regarding value activity integration, product diversification, and location choices influence how they approach CE. Industry and location factors also play roles in facilitating or impeding CE advancement. Regarding the international business ramifications of CE, we discuss the impact of MNEs’ geographical scope in terms of a local, multi-local/regional, or global focus and show how formal and informal institutional contexts influence the design and implementation of CE. Our analysis demonstrates that established conceptualizations in the international business field of MNEs and the business systems in which they operate are useful for understanding CE, but further international business research is needed about how MNEs can help implement the transition towards CE.
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2022)
Review of International Business and Strategy, (33) Doi: https://doi.org/10.1108/RIBS-10-2021-0143 - Fulltekst i vitenarkiv
Purpose Well-functioning institutions are repeatedly claimed to attract foreign direct investment (FDI) by reducing the costs and uncertainty of economic activity. Nonetheless, it has been argued that institutions may matter less for FDI in the primary sector. This study aims to theoretically and empirically investigate the role of institutions for attracting FDI in agricultural and in extractive activities. Design/methodology/approach This study uses worldwide country and sector-level data on inward FDI for the period 1996–2007. The key independent variables, property rights protection, corruption and democracy, are measured using World Bank Governance Indicators and Polity IV as data sources. Fixed effect panel regression, Tobit regression and generalized method of moments are used for data analysis. Findings The authors corroborate the importance of institutions for aggregate FDI. Disaggregating by primary subsector, the authors find that agricultural FDI, like aggregate FDI, is attracted by institutional features such as rule of law and property rights protection and democracy, whereas extractive FDI is not. The authors also find some evidence that corruption deters FDI in both primary subsectors. Originality/value The authors take a first step toward linking the largely empirical institutions-FDI literature more closely with the economics-based theoretical discussions of FDI risk grounded on a property rights approach, to discuss issues such as effective control rights over investments, which may vary between sectors. The authors also explore a novel idea that extractive activities may be less sensitive to institutions because the time horizon is limited by the depletion of the resource, resulting in an inherently relatively short-term commitment to a host-country location.
Amdam, Rolv Petter Storvik & Benito, Gabriel R.G. (2022)
Journal of World Business, 57(5) Doi: https://doi.org/10.1016/j.jwb.2022.101363 - Fulltekst i vitenarkiv
This study examines the timing of the first foreign direct investment (FDI). It explores how the conceptualization and, hence, the understanding of time affects our insights into major internationalization decisions in organizations; specifically, that of navigating into the unknown waters associated with making a first FDI. We introduce a multitemporal approach by drawing on the different temporalities prevalent in history and in business and management to build a platform for analysis that provides a suitable combination of richness and contrast. By examining the process toward making a major internationalization decision in terms of clock, event, stages, and cyclical concepts of time, we gain valuable but also varied insights about a complex process. We conclude that to understand any organization's process of international strategy formation at a certain point (or period) in time, its particularities need to be appreciated in some detail. While the details in this study are unique to the case of Harvard Business School's decision in 1971 to make its first FDI, we argue that the main features of the process are common to conceptualizing the internationalization decision process. As such, the findings should apply more generally.
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S (2021)
International Journal of the Economics of Business, 28(2) , s. 281-307. Doi: https://doi.org/10.1080/13571516.2021.1889917 - Fulltekst i vitenarkiv
Firms’ ability to change foreign operation modes appears highly desirable in an increasingly volatile and unpredictable global environment. We propose and discuss mode flexibility as a management capability, with the aim at curbing the potential downsides of flexibility; in particular, the extra costs of coordination and contracting as well as revenue losses due to diminished partner commitment. We model the balancing and shifting of essential tradeoffs in relation to the two dimensions of mode flexibility – multiplicity and switchability – and highlight modularization and reciprocal use of real options as examples of tradeoff-shifting mechanisms that may improve the cost-benefit balance of mode flexibility.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Ahmad, Mansoor (2021)
European Management Review, 18(3) , s. 311-328. Doi: https://doi.org/10.1111/emre.12454 - Fulltekst i vitenarkiv
Entrepreneurial initiatives by subsidiaries are greeted as well as contested. We examine the effect of institutional distance between the host country of a subsidiary and the home country of its parent multinational enterprise (MNE) on the resource support a subsidiary receives from the MNE for its entrepreneurial initiatives. Drawing on social exchange theory, and resource dependence theory, we argue that while informal institutional distance inhibits MNE resource support for initiatives, and formal institutional distance further exacerbates the subsidiaries' options, external embeddedness and reverse knowledge transfers may help subsidiaries bypass the negative effects of institutional distance and encourage MNE involvement in subsidiary initiatives. Using survey data from 429 foreign subsidiaries in New Zealand, and secondary data on formal institutional distance from the Worldwide Governance Indicators, the results from structural equation modeling provide support to our hypotheses. This study extends institutional distance, embeddedness, and subsidiary initiative research. Importantly, it contributes by demonstrating how contingencies such as dual embeddedness and (low) formal institutional distance can counterbalance the negative effects of informal institutional distance on subsidiary initiatives and MNE-subsidiary initiative collaboration.
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2021)
Global Strategy Journal, 11(3) , s. 468-493. Doi: https://doi.org/10.1002/gsj.1397 - Fulltekst i vitenarkiv
Firms make footprints as they internationalize. Going beyond simple measures of firms' internationalization, we conceptualize and measure the extent of a firm's international footprint as the number of location-mode combinations it is active in, whereas the boldness of the footprint shows how widespread (across modes and locations) firms' international activities are, compared to other firms with similar extent. Extent describes the complexity of international activities, and boldness captures the risk-taking associated with operating in less know contexts. Consistent with a microfoundations lens on global strategy, we find that boldness correlates with managerial risk-taking attributes, while the extent of internationalization strongly correlates with capabilities conducive to managing more complex operations. These measures offer a highly suitable tool for analyzing the relationship between internationalization and performance.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Kang, Yuanfei (2021)
Group & Organization Management, 48(3) Doi: https://doi.org/10.1177/10596011211060952 - Fulltekst i vitenarkiv
Multinational enterprises (MNEs) develop structural configurations for managing their geographically dispersed and disaggregated activities. These structures can be classified as (a) simple headquarters configurations (involves corporate, regional, divisional headquarters and mandated units) involving few direct reporting relationships; (b) network organizations involving no direct reporting relationships; and (c) matrix configurations involving multiple reporting relationships. While these structures are built for handling various complexities and purposes, it is unclear how they influence subsidiary role and capability development. We hypothesize how these structures influence subsidiary development and propose a moderating role of MNE establishment mode on the direct structure-subsidiary development relationship. Based on data from 429 foreign subsidiaries in New Zealand, our results show that subsidiary development varies across the structures such that simple headquarters configurations experience the least opportunities to develop. While the matrix and network structures as complex configurations offer distinct paths to subsidiary development, subsidiaries managed under the former are more likely to follow the developmental path of networking and interunit learning, and the subsidiaries managed under the latter are more likely to follow the path of autonomy and innovation. Furthermore, the positive association of network structure with subsidiary initiatives and autonomy is stronger for greenfield subsidiaries, whereas the positive association of matrix structure with subsidiary mandates is stronger for acquired subsidiaries
Rygh, Asmund & Benito, Gabriel R.G. (2021)
Journal of Management and Governance, 26(4) , s. 1155-1181. Doi: https://doi.org/10.1007/s10997-021-09595-5 - Fulltekst i vitenarkiv
State owned multinational enterprises (SOMNEs) have received extensive attention in recent research in international business and corporate governance, which demonstrates effects of state ownership on a range of international strategic decisions such as the degree of internationalization, foreign entry modes, and host country location choices. Such effects are explained by factors such as SOMNEs’ non-financial goals, corporate governance, and institutional pressures. However, results are mixed and context-dependent, and overall we still have an incomplete understanding of what governments aim to achieve through SOMNEs, and how these goals in turn lead to different international strategies. This conceptual article aims to explore how specific government goals may affect international strategies. We provide a more fine-grained view on SOMNE financial and non-financial goals and link them to key international strategic decisions such as the degree of internationalization, entry and establishment modes, and host country location choice. We review and extend previous literature and identify novel theoretical arguments, leading to an extensive set of propositions. We also sketch ideas for empirical studies of SOMNE objectives.
Amdam, Rolv Petter Storvik & Benito, Gabriel R.G. (2021)
Academy of Management Learning & Education, 21(2) , s. 167-187. Doi: https://doi.org/10.5465/amle.2020.0028 - Fulltekst i vitenarkiv
This article addresses the question of why some business schools internationalize by establishing units abroad. We study their internationalization by examining the process that led to Harvard Business School’s first international strategy and its first foreign direct investment. The study elaborates how internationalization theories are applicable to research on the internationalization of business schools by exploring the role of environment and agency. The analysis shows that in an academic organization characterized as a loosely coupled system, individuals may influence the collective cognition in a strategy process by using new theoretical insights to conceptualize experiences and legitimize decisions. This demonstrates that agency is a multifaceted concept and its function depends on who has agency and how it is used. By exploring how a new academic discipline, international business, contributed both to the conceptualization and the legitimization of a new strategy, the study provides new insight into the process that leads to the formation of an international strategy.
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2021)
The Oxford Handbook of International Business Strategy, , s. 273-293. Doi: https://doi.org/10.1093/oxfordhb/9780198868378.013.14 - Fulltekst i vitenarkiv
This chapter takes stock of fifty years of research on mode dynamics—that is, the decisions to switch and add operation modes in a foreign country—as a central international business strategy phenomenon. Numerous studies have advanced knowledge about the various forms of mode dynamics and their underlying drivers, especially regarding mode switches. However, this review of the research also reveals that understanding of the phenomenon of mode additions needs further development. The chapter proposes a theoretical framework for understanding mode additions and provides the example of modularization as an illustration of a mechanism that may help improve the cost–benefit balance of mode switches and additions.
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S (2021)
International Journal of the Economics of Business, 28(2) , s. 281-307. Doi: https://doi.org/10.1080/13571516.2021.1889917 - Fulltekst i vitenarkiv
Firms’ ability to change foreign operation modes appears highly desirable in an increasingly volatile and unpredictable global environment. We propose and discuss mode flexibility as a management capability, with the aim at curbing the potential downsides of flexibility; in particular, the extra costs of coordination and contracting as well as revenue losses due to diminished partner commitment. We model the balancing and shifting of essential tradeoffs in relation to the two dimensions of mode flexibility – multiplicity and switchability – and highlight modularization and reciprocal use of real options as examples of tradeoff-shifting mechanisms that may improve the cost-benefit balance of mode flexibility.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Ahmad, Mansoor (2021)
European Management Review, 18(3) , s. 311-328. Doi: https://doi.org/10.1111/emre.12454 - Fulltekst i vitenarkiv
Entrepreneurial initiatives by subsidiaries are greeted as well as contested. We examine the effect of institutional distance between the host country of a subsidiary and the home country of its parent multinational enterprise (MNE) on the resource support a subsidiary receives from the MNE for its entrepreneurial initiatives. Drawing on social exchange theory, and resource dependence theory, we argue that while informal institutional distance inhibits MNE resource support for initiatives, and formal institutional distance further exacerbates the subsidiaries' options, external embeddedness and reverse knowledge transfers may help subsidiaries bypass the negative effects of institutional distance and encourage MNE involvement in subsidiary initiatives. Using survey data from 429 foreign subsidiaries in New Zealand, and secondary data on formal institutional distance from the Worldwide Governance Indicators, the results from structural equation modeling provide support to our hypotheses. This study extends institutional distance, embeddedness, and subsidiary initiative research. Importantly, it contributes by demonstrating how contingencies such as dual embeddedness and (low) formal institutional distance can counterbalance the negative effects of informal institutional distance on subsidiary initiatives and MNE-subsidiary initiative collaboration.
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2021)
Global Strategy Journal, 11(3) , s. 468-493. Doi: https://doi.org/10.1002/gsj.1397 - Fulltekst i vitenarkiv
Firms make footprints as they internationalize. Going beyond simple measures of firms' internationalization, we conceptualize and measure the extent of a firm's international footprint as the number of location-mode combinations it is active in, whereas the boldness of the footprint shows how widespread (across modes and locations) firms' international activities are, compared to other firms with similar extent. Extent describes the complexity of international activities, and boldness captures the risk-taking associated with operating in less know contexts. Consistent with a microfoundations lens on global strategy, we find that boldness correlates with managerial risk-taking attributes, while the extent of internationalization strongly correlates with capabilities conducive to managing more complex operations. These measures offer a highly suitable tool for analyzing the relationship between internationalization and performance.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Kang, Yuanfei (2021)
Group & Organization Management, 48(3) Doi: https://doi.org/10.1177/10596011211060952 - Fulltekst i vitenarkiv
Multinational enterprises (MNEs) develop structural configurations for managing their geographically dispersed and disaggregated activities. These structures can be classified as (a) simple headquarters configurations (involves corporate, regional, divisional headquarters and mandated units) involving few direct reporting relationships; (b) network organizations involving no direct reporting relationships; and (c) matrix configurations involving multiple reporting relationships. While these structures are built for handling various complexities and purposes, it is unclear how they influence subsidiary role and capability development. We hypothesize how these structures influence subsidiary development and propose a moderating role of MNE establishment mode on the direct structure-subsidiary development relationship. Based on data from 429 foreign subsidiaries in New Zealand, our results show that subsidiary development varies across the structures such that simple headquarters configurations experience the least opportunities to develop. While the matrix and network structures as complex configurations offer distinct paths to subsidiary development, subsidiaries managed under the former are more likely to follow the developmental path of networking and interunit learning, and the subsidiaries managed under the latter are more likely to follow the path of autonomy and innovation. Furthermore, the positive association of network structure with subsidiary initiatives and autonomy is stronger for greenfield subsidiaries, whereas the positive association of matrix structure with subsidiary mandates is stronger for acquired subsidiaries
Rygh, Asmund & Benito, Gabriel R.G. (2021)
Journal of Management and Governance, 26(4) , s. 1155-1181. Doi: https://doi.org/10.1007/s10997-021-09595-5 - Fulltekst i vitenarkiv
State owned multinational enterprises (SOMNEs) have received extensive attention in recent research in international business and corporate governance, which demonstrates effects of state ownership on a range of international strategic decisions such as the degree of internationalization, foreign entry modes, and host country location choices. Such effects are explained by factors such as SOMNEs’ non-financial goals, corporate governance, and institutional pressures. However, results are mixed and context-dependent, and overall we still have an incomplete understanding of what governments aim to achieve through SOMNEs, and how these goals in turn lead to different international strategies. This conceptual article aims to explore how specific government goals may affect international strategies. We provide a more fine-grained view on SOMNE financial and non-financial goals and link them to key international strategic decisions such as the degree of internationalization, entry and establishment modes, and host country location choice. We review and extend previous literature and identify novel theoretical arguments, leading to an extensive set of propositions. We also sketch ideas for empirical studies of SOMNE objectives.
Amdam, Rolv Petter Storvik & Benito, Gabriel R.G. (2021)
Academy of Management Learning & Education, 21(2) , s. 167-187. Doi: https://doi.org/10.5465/amle.2020.0028 - Fulltekst i vitenarkiv
This article addresses the question of why some business schools internationalize by establishing units abroad. We study their internationalization by examining the process that led to Harvard Business School’s first international strategy and its first foreign direct investment. The study elaborates how internationalization theories are applicable to research on the internationalization of business schools by exploring the role of environment and agency. The analysis shows that in an academic organization characterized as a loosely coupled system, individuals may influence the collective cognition in a strategy process by using new theoretical insights to conceptualize experiences and legitimize decisions. This demonstrates that agency is a multifaceted concept and its function depends on who has agency and how it is used. By exploring how a new academic discipline, international business, contributed both to the conceptualization and the legitimization of a new strategy, the study provides new insight into the process that leads to the formation of an international strategy.
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2021)
The Oxford Handbook of International Business Strategy, , s. 273-293. Doi: https://doi.org/10.1093/oxfordhb/9780198868378.013.14 - Fulltekst i vitenarkiv
This chapter takes stock of fifty years of research on mode dynamics—that is, the decisions to switch and add operation modes in a foreign country—as a central international business strategy phenomenon. Numerous studies have advanced knowledge about the various forms of mode dynamics and their underlying drivers, especially regarding mode switches. However, this review of the research also reveals that understanding of the phenomenon of mode additions needs further development. The chapter proposes a theoretical framework for understanding mode additions and provides the example of modularization as an illustration of a mechanism that may help improve the cost–benefit balance of mode switches and additions.
Surdu, Irina; Greve, Henrich R. & Benito, Gabriel R G (2020)
Journal of International Business Studies, Doi: https://doi.org/10.1057/s41267-020-00388-w - Fulltekst i vitenarkiv
International business (IB) scholars’ over-reliance on a select few theories leaves our understanding of firm internationalization incomplete. The behavioral theory of the firm (BTF) can offer new insights and can be used to model a broad range of firm actions. We focus on the three basic BTF components: problemistic search, learning by doing, and vicarious learning. These components help us understand why firm behaviors are more dynamic and heterogeneous than other theories allow. BTF, with its emphasis on how firms assess performance according to aspiration levels, selectively learn and update routines, and selectively incorporate the learning of others, is better suited to examine the diversity and change increasingly observed in internationalization decisions. We explain why scholars should move beyond “dynamizing” static theories and show BTF’s applicability to behaviors involving change such as multi-mode market entries and market re-entries. BTF also helps examine the decision to internationalize in the first place, nascent firm internationalization, location choices, international market adaptation, and headquarter–subsidiary relationships. We encourage IB scholars to use theories that can handle the complexity increasingly associated with modern firm growth, and propose BTF as a promising starting point.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Igoe, Josephine (2020)
German Journal of Human Resource Management, 34(3) , s. 291-323. Doi: https://doi.org/10.1177/2397002219898184 - Fulltekst i vitenarkiv
This article examines the relationship between subsidiary country manager-level factors and subsidiary development. As existing research on subsidiaries in multinational enterprises has focused on the organizational level, thus overlooking the individual level, it offers little insight regarding the role and importance of country managers for subsidiaries. Drawing upon upper echelons theory, resource-dependence theory, and the resource-based view, we argue that subsidiary development is contingent on country manager characteristics, and that country manager assignments are less likely when the host country is perceived as being of limited strategic importance to the multinational enterprise. Survey data from 429 foreign-owned subsidiaries in New Zealand provide support for our hypotheses. We derive some theoretical and managerial implications based on the findings.
Aguzzoli, Roberta; Lengler, Jorge, Sousa, Carlos M.P. & Benito, Gabriel R G (2020)
British Journal of Management, 32(2) , s. 416-434. Doi: https://doi.org/10.1111/1467-8551.12407 - Fulltekst i vitenarkiv
Globalization has motivated firms to expand into foreign markets, but internationalization is inherently dynamic. Many firms have exited foreign markets for various reasons, but some later decide to re‐enter those same markets. Based on a case study of a Brazilian multinational's activities in Mexico, this study contributes to the literature on re‐entry decisions of multinational enterprises and their outcomes, focusing on the roles of institutional voids and the experiences of decision‐makers during such processes. The findings suggest that companies learn from their mistakes and reconsider how they approach re‐entry and the resources that may need to be mobilized. However, the learning process is not straightforward as it is clouded by international knowledge myopia. This study highlights how multiple actors and considerations influence re‐entry events.
Benito, Gabriel R G (2020)
Oxford Research Encyclopedia of Business and Management, Doi: https://doi.org/10.1093/acrefore/9780190224851.013.395
Surdu, Irina; Greve, Henrich R. & Benito, Gabriel R G (2020)
Journal of International Business Studies, Doi: https://doi.org/10.1057/s41267-020-00388-w - Fulltekst i vitenarkiv
International business (IB) scholars’ over-reliance on a select few theories leaves our understanding of firm internationalization incomplete. The behavioral theory of the firm (BTF) can offer new insights and can be used to model a broad range of firm actions. We focus on the three basic BTF components: problemistic search, learning by doing, and vicarious learning. These components help us understand why firm behaviors are more dynamic and heterogeneous than other theories allow. BTF, with its emphasis on how firms assess performance according to aspiration levels, selectively learn and update routines, and selectively incorporate the learning of others, is better suited to examine the diversity and change increasingly observed in internationalization decisions. We explain why scholars should move beyond “dynamizing” static theories and show BTF’s applicability to behaviors involving change such as multi-mode market entries and market re-entries. BTF also helps examine the decision to internationalize in the first place, nascent firm internationalization, location choices, international market adaptation, and headquarter–subsidiary relationships. We encourage IB scholars to use theories that can handle the complexity increasingly associated with modern firm growth, and propose BTF as a promising starting point.
Raziq, Muhammad Mustafa; Benito, Gabriel R G & Igoe, Josephine (2020)
German Journal of Human Resource Management, 34(3) , s. 291-323. Doi: https://doi.org/10.1177/2397002219898184 - Fulltekst i vitenarkiv
This article examines the relationship between subsidiary country manager-level factors and subsidiary development. As existing research on subsidiaries in multinational enterprises has focused on the organizational level, thus overlooking the individual level, it offers little insight regarding the role and importance of country managers for subsidiaries. Drawing upon upper echelons theory, resource-dependence theory, and the resource-based view, we argue that subsidiary development is contingent on country manager characteristics, and that country manager assignments are less likely when the host country is perceived as being of limited strategic importance to the multinational enterprise. Survey data from 429 foreign-owned subsidiaries in New Zealand provide support for our hypotheses. We derive some theoretical and managerial implications based on the findings.
Aguzzoli, Roberta; Lengler, Jorge, Sousa, Carlos M.P. & Benito, Gabriel R G (2020)
British Journal of Management, 32(2) , s. 416-434. Doi: https://doi.org/10.1111/1467-8551.12407 - Fulltekst i vitenarkiv
Globalization has motivated firms to expand into foreign markets, but internationalization is inherently dynamic. Many firms have exited foreign markets for various reasons, but some later decide to re‐enter those same markets. Based on a case study of a Brazilian multinational's activities in Mexico, this study contributes to the literature on re‐entry decisions of multinational enterprises and their outcomes, focusing on the roles of institutional voids and the experiences of decision‐makers during such processes. The findings suggest that companies learn from their mistakes and reconsider how they approach re‐entry and the resources that may need to be mobilized. However, the learning process is not straightforward as it is clouded by international knowledge myopia. This study highlights how multiple actors and considerations influence re‐entry events.
Benito, Gabriel R G (2020)
Oxford Research Encyclopedia of Business and Management, Doi: https://doi.org/10.1093/acrefore/9780190224851.013.395
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2019)
Journal of International Business Studies, 50(8) , s. 1414-1423. Doi: https://doi.org/10.1057/s41267-019-00218-8 - Fulltekst i vitenarkiv
In a research note in this issue, Strange and Humphrey discuss how a global value chain (GVC) approach serves to usefully move internalization theory towards a better understanding of the increasingly important ‘middle ground’ between markets and hierarchies in the contemporary highly globalized international business scene. After a brief recount of their main arguments, we argue that their discussion needs to the extended, as it does not adequately recognize important differences between internalization theory and the GVC approach. Specifically, the approaches differ on the notions of efficiency, opportunism, and level of analysis. We then argue that internalization theory can benefit from the systemic view implied in the GVC approach, and discuss the role of trust as a coordinating mechanism in international business. This leads to a more general discussion of internalization theory and the difficulty of encompassing dynamic considerations such as learning and foreign operation mode combinations and flexibility within value chain interdependencies. We conclude with a research agenda that flows from our discussion.
Raziq, Muhammad Mustafa; Benito, Gabriel R G, Toulson, Paul, Malik, Omer & Ahmad, Mansoor (2019)
European Journal of International Management, 13(6) , s. 757-784. Doi: https://doi.org/10.1504/EJIM.2018.10014158 - Fulltekst i vitenarkiv
This study examines the roles and strategies of foreign-owned subsidiaries in New Zealand, with the aim to develop an improved classification of subsidiaries of multinational enterprises (MNE). Previous research has proposed a range of subsidiary classifications indicating various ways in which subsidiaries can be distinguished. There are, however, still concerns that critical contingencies, such as the subsidiary development capacity and its own strategy, remain ignored. This study addresses these gaps by drawing on network theory to develop a novel and overarching subsidiary classification framework. Based on the framework, it empirically derives a three-part subsidiary classification: entrepreneurial, constrained autonomous, and constrained. The empirical classification is based on data from 429 foreign subsidiaries in New Zealand. Implications for theory, public policy, and management practice are made.
Benito, Gabriel R G & Lunnan, Randi (2019)
Fagbokforlaget
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2019)
Journal of International Business Studies, 50(8) , s. 1310-1337. Doi: https://doi.org/10.1057/s41267-019-00237-5 - Fulltekst i vitenarkiv
We use internalization theory to analyze the establishment and entry mode decisions of state-owned (SOE) and privately owned (POE) enterprises. We enrich internalization theory by building on insights from economic theory of corporate governance and taking into account particular characteristics of SOEs such as non-economic motivations, long-term orientation, and different risk preferences. We examine foreign entries over a 10-year period in the Canadian oil and gas industry. This single-country and single-industry context features foreign SOEs and POEs from a wide range of home countries, allowing a focused study of the combined influence of state ownership and home-country factors. Compared to POEs, SOEs tend to prefer acquiring stand-alone assets rather than firms, and to take lower ownership shares. We also find that differences between SOEs and POEs diminish when home countries are characterized by high government quality and market orientation and identify differences between types of SOEs, with partially owned SOEs exhibiting behaviors more similar to POEs than fully owned SOEs. We demonstrate how our enrichment of internalization theory strengthens its predictive and explanatory capacity. Our results also show that SOEs from strong and market-oriented institutional environments are similar to POEs and can be studied using the traditional internalization theory.
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2019)
Journal of Organization Design, 8(1) , s. 1-24. Doi: https://doi.org/10.1186/s41469-019-0052-y - Fulltekst i vitenarkiv
This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs, we show that relationship atmosphere significantly reduces both types of organizing costs, whereas distance increases bargaining costs. We also find that centralization and formalization reduce information costs, whereas social integration, contrary to our hypothesis, increases bargaining costs.
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2019)
Journal of International Business Studies, 50(8) , s. 1414-1423. Doi: https://doi.org/10.1057/s41267-019-00218-8 - Fulltekst i vitenarkiv
In a research note in this issue, Strange and Humphrey discuss how a global value chain (GVC) approach serves to usefully move internalization theory towards a better understanding of the increasingly important ‘middle ground’ between markets and hierarchies in the contemporary highly globalized international business scene. After a brief recount of their main arguments, we argue that their discussion needs to the extended, as it does not adequately recognize important differences between internalization theory and the GVC approach. Specifically, the approaches differ on the notions of efficiency, opportunism, and level of analysis. We then argue that internalization theory can benefit from the systemic view implied in the GVC approach, and discuss the role of trust as a coordinating mechanism in international business. This leads to a more general discussion of internalization theory and the difficulty of encompassing dynamic considerations such as learning and foreign operation mode combinations and flexibility within value chain interdependencies. We conclude with a research agenda that flows from our discussion.
Raziq, Muhammad Mustafa; Benito, Gabriel R G, Toulson, Paul, Malik, Omer & Ahmad, Mansoor (2019)
European Journal of International Management, 13(6) , s. 757-784. Doi: https://doi.org/10.1504/EJIM.2018.10014158 - Fulltekst i vitenarkiv
This study examines the roles and strategies of foreign-owned subsidiaries in New Zealand, with the aim to develop an improved classification of subsidiaries of multinational enterprises (MNE). Previous research has proposed a range of subsidiary classifications indicating various ways in which subsidiaries can be distinguished. There are, however, still concerns that critical contingencies, such as the subsidiary development capacity and its own strategy, remain ignored. This study addresses these gaps by drawing on network theory to develop a novel and overarching subsidiary classification framework. Based on the framework, it empirically derives a three-part subsidiary classification: entrepreneurial, constrained autonomous, and constrained. The empirical classification is based on data from 429 foreign subsidiaries in New Zealand. Implications for theory, public policy, and management practice are made.
Benito, Gabriel R G & Lunnan, Randi (2019)
Fagbokforlaget
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2019)
Journal of International Business Studies, 50(8) , s. 1310-1337. Doi: https://doi.org/10.1057/s41267-019-00237-5 - Fulltekst i vitenarkiv
We use internalization theory to analyze the establishment and entry mode decisions of state-owned (SOE) and privately owned (POE) enterprises. We enrich internalization theory by building on insights from economic theory of corporate governance and taking into account particular characteristics of SOEs such as non-economic motivations, long-term orientation, and different risk preferences. We examine foreign entries over a 10-year period in the Canadian oil and gas industry. This single-country and single-industry context features foreign SOEs and POEs from a wide range of home countries, allowing a focused study of the combined influence of state ownership and home-country factors. Compared to POEs, SOEs tend to prefer acquiring stand-alone assets rather than firms, and to take lower ownership shares. We also find that differences between SOEs and POEs diminish when home countries are characterized by high government quality and market orientation and identify differences between types of SOEs, with partially owned SOEs exhibiting behaviors more similar to POEs than fully owned SOEs. We demonstrate how our enrichment of internalization theory strengthens its predictive and explanatory capacity. Our results also show that SOEs from strong and market-oriented institutional environments are similar to POEs and can be studied using the traditional internalization theory.
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2019)
Journal of Organization Design, 8(1) , s. 1-24. Doi: https://doi.org/10.1186/s41469-019-0052-y - Fulltekst i vitenarkiv
This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs, we show that relationship atmosphere significantly reduces both types of organizing costs, whereas distance increases bargaining costs. We also find that centralization and formalization reduce information costs, whereas social integration, contrary to our hypothesis, increases bargaining costs.
Iurkov, Viacheslav & Benito, Gabriel R G (2018)
Journal of International Business Studies, Doi: https://doi.org/10.1057/s41267-018-0194-0
Paul, Justin & Benito, Gabriel R G (2018)
Asia Pacific Business Review, 24(1) , s. 90-115. Doi: https://doi.org/10.1080/13602381.2017.1357316 - Fulltekst i vitenarkiv
Using the Antecedents, Decisions and Outcomes (ADO) format as an organizing framework, this article gives an overview of the literature on different dimensions and characteristics of outward foreign direct investment (OFDI) by firms from emerging countries. Based on an extensive coverage of studies published over a period of nearly 25 years between 1993 and 2017, we review extant research on this phenomenon from mainly China, as well as other emerging countries. We identify advances and analytical areas of OFDI research and pinpoint the key theories, methodologies, observed characteristics and the variables that have been examined in this growing research literature. Many areas of the above research themes remain underexplored, despite recent significant advancements, and may provide directions for future research
Welch, Lawrence S.; Benito, Gabriel R G & Petersen, Bent (2018)
Edward Elgar Publishing
Isaac, Victor Ragazzi; Borini, Felipe Mendes, Raziq, Muhammad Mustafa & Benito, Gabriel R G (2018)
International Business Review, Doi: https://doi.org/10.1016/j.ibusrev.2018.12.009
Iurkov, Viacheslav & Benito, Gabriel R G (2018)
Journal of International Business Studies, Doi: https://doi.org/10.1057/s41267-018-0194-0
Paul, Justin & Benito, Gabriel R G (2018)
Asia Pacific Business Review, 24(1) , s. 90-115. Doi: https://doi.org/10.1080/13602381.2017.1357316 - Fulltekst i vitenarkiv
Using the Antecedents, Decisions and Outcomes (ADO) format as an organizing framework, this article gives an overview of the literature on different dimensions and characteristics of outward foreign direct investment (OFDI) by firms from emerging countries. Based on an extensive coverage of studies published over a period of nearly 25 years between 1993 and 2017, we review extant research on this phenomenon from mainly China, as well as other emerging countries. We identify advances and analytical areas of OFDI research and pinpoint the key theories, methodologies, observed characteristics and the variables that have been examined in this growing research literature. Many areas of the above research themes remain underexplored, despite recent significant advancements, and may provide directions for future research
Welch, Lawrence S.; Benito, Gabriel R G & Petersen, Bent (2018)
Edward Elgar Publishing
Isaac, Victor Ragazzi; Borini, Felipe Mendes, Raziq, Muhammad Mustafa & Benito, Gabriel R G (2018)
International Business Review, Doi: https://doi.org/10.1016/j.ibusrev.2018.12.009
Rygh, Asmund & Benito, Gabriel R G (2017)
MIR. Management International Review: journal of international business, 58(3) , s. 389-411. Doi: https://doi.org/10.1007/s11575-017-0335-x - Fulltekst i vitenarkiv
Transaction cost theory (TCT) plays a major role in theorizing about the boundaries of the multinational enterprise (MNE), and is increasingly being applied to intra-MNE governance. We apply TCT to capital structure decisions for MNE subsidiaries. According to TCT, equity and debt are not just financial instruments, but alternative governance structures. Equity is useful for projects involving specific assets that do not serve well as collateral, and for knowledge intensive activities where information asymmetry and public good issues make external financing more costly. We study under what conditions MNE headquarters may wish to partially re-introduce market mechanisms inside the MNE through the use of external or internal debt to finance subsidiaries. This can allow economizing on governance costs and strengthen subsidiary manager incentives, but may be inappropriate if subsidiary assets are MNE-specific or subsidiary-specific. Empirically testable propositions are developed.
Iurkov, Viacheslav & Benito, Gabriel R G (2017)
Journal of International Business Studies, 49(8) , s. 1033-1059. Doi: https://doi.org/10.1057/s41267-017-0089-5 - Fulltekst i vitenarkiv
We draw on a social network perspective to explain multinational enterprises’ (MNEs) propensity to distribute their operations unevenly across various regions of the world. We focus on how the positioning of MNEs in their domestic network of strategic alliances affects their geographic scope, i.e., whether they concentrate on their home region or expand beyond it. We theorize that embeddedness in alliance networks constitutes a double-edged sword to the geographic scope of MNEs. Strong embeddedness in domestic alliance networks drives the development of location-bound firm-specific advantages (FSAs), which may narrow down MNEs’ geographic scope. In contrast, moderate embeddedness leads to more non-location-bound FSAs, which reduce liability of foreignness, and hence motivate MNEs to widen their geographical scope. We thus predict a non-linear relationship between domestic alliance network embeddedness and MNE geographic scope. Furthermore, the impact of the domestic alliance network on MNE geographic scope hinges on the organizational ability to efficiently and effectively absorb resources stemming from the network. We test our hypotheses using FDI data from 302 US MNEs in the information and communication technology industry for the period of 2001–2008, and generally find robust support for the hypothesized relationships.
Iurkov, Viacheslav & Benito, Gabriel R G (2017)
Progress in International Business Research, 12, s. 517-538. Doi: https://doi.org/10.1108/S1745-886220170000012004
Rygh, Asmund & Benito, Gabriel R G (2017)
MIR. Management International Review: journal of international business, 58(3) , s. 389-411. Doi: https://doi.org/10.1007/s11575-017-0335-x - Fulltekst i vitenarkiv
Transaction cost theory (TCT) plays a major role in theorizing about the boundaries of the multinational enterprise (MNE), and is increasingly being applied to intra-MNE governance. We apply TCT to capital structure decisions for MNE subsidiaries. According to TCT, equity and debt are not just financial instruments, but alternative governance structures. Equity is useful for projects involving specific assets that do not serve well as collateral, and for knowledge intensive activities where information asymmetry and public good issues make external financing more costly. We study under what conditions MNE headquarters may wish to partially re-introduce market mechanisms inside the MNE through the use of external or internal debt to finance subsidiaries. This can allow economizing on governance costs and strengthen subsidiary manager incentives, but may be inappropriate if subsidiary assets are MNE-specific or subsidiary-specific. Empirically testable propositions are developed.
Iurkov, Viacheslav & Benito, Gabriel R G (2017)
Journal of International Business Studies, 49(8) , s. 1033-1059. Doi: https://doi.org/10.1057/s41267-017-0089-5 - Fulltekst i vitenarkiv
We draw on a social network perspective to explain multinational enterprises’ (MNEs) propensity to distribute their operations unevenly across various regions of the world. We focus on how the positioning of MNEs in their domestic network of strategic alliances affects their geographic scope, i.e., whether they concentrate on their home region or expand beyond it. We theorize that embeddedness in alliance networks constitutes a double-edged sword to the geographic scope of MNEs. Strong embeddedness in domestic alliance networks drives the development of location-bound firm-specific advantages (FSAs), which may narrow down MNEs’ geographic scope. In contrast, moderate embeddedness leads to more non-location-bound FSAs, which reduce liability of foreignness, and hence motivate MNEs to widen their geographical scope. We thus predict a non-linear relationship between domestic alliance network embeddedness and MNE geographic scope. Furthermore, the impact of the domestic alliance network on MNE geographic scope hinges on the organizational ability to efficiently and effectively absorb resources stemming from the network. We test our hypotheses using FDI data from 302 US MNEs in the information and communication technology industry for the period of 2001–2008, and generally find robust support for the hypothesized relationships.
Iurkov, Viacheslav & Benito, Gabriel R G (2017)
Progress in International Business Research, 12, s. 517-538. Doi: https://doi.org/10.1108/S1745-886220170000012004
Lunnan, Randi; Tomassen, Sverre & Benito, Gabriel R G (2016)
Perspectives on Headquarters – Subsidiary Relationships in the Contemporary MNC, , s. 165-189. Doi: https://doi.org/10.1108/S1064-485720160000017007
Lunnan, Randi; Tomassen, Sverre & Benito, Gabriel R G (2016)
Research in Global Strategic Management, 17, s. 165-189. Doi: https://doi.org/10.1108/S1064-485720160000017007
Meyer, Klaus E. & Benito, Gabriel R G (2016)
Global Strategy Journal, 6(2) , s. 149-159. Doi: https://doi.org/10.1002/gsj.1115
We discuss the concept of corporate headquarters and outline a simple model of where MNEs locate their corporate headquarters. In line with substantial empirical evidence, this model emphasizes the inertial forces that tie MNEs to the location where they have historically first been established. We then aggregate our analysis to the national level to identify the determinants of the number of MNE headquarters in a given country. On that basis, we offer a critique of the study by Coeurderoy and Verbeke [this issue], and outline directions for future research.
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2016)
Global Strategy Journal, 6(4) , s. 269-288. Doi: https://doi.org/10.1002/gsj.1138
Plain language summary: We investigate whether listed state-owned enterprises (SOEs) benefit more from internationalization than listed private enterprises. We argue that SOEs have a greater scope for benefitting from internationalization due to their previous domestic focus and because of government-related firm-specific advantages they can utilize for their internationalization. In listed SOEs, these factors may matter more than non-economic objectives and corporate governance deficiencies that could reduce SOEs’ economic benefits from internationalization. Empirical analysis on a sample of listed Norwegian firms provides modest support for the hypotheses. There is no indication that state ownership reduces the benefits of internationalization. Technical summary: We consider state ownership as a moderator of the relationship between internationalization and performance in listed firms, developing theoretical arguments on the scope for benefits from internationalization, corporate governance, and government-related firm-specific advantages. We propose hypotheses on a positive moderation effect from state ownership overall and on more positive effects in majority state-owned enterprises (SOEs) than in minority SOEs, on more positive effects in SOEs previously part of the government administration, and on more positive effects from market-seeking internationalization than from efficiency or resource-seeking internationalization. Panel data analyses considering listed Norwegian firms (2000 to 2010) provide modest support for the hypotheses. Copyright © 2016 Strategic Management Society.
Lunnan, Randi; Tomassen, Sverre & Benito, Gabriel R G (2016)
Perspectives on Headquarters – Subsidiary Relationships in the Contemporary MNC, , s. 165-189. Doi: https://doi.org/10.1108/S1064-485720160000017007
Lunnan, Randi; Tomassen, Sverre & Benito, Gabriel R G (2016)
Research in Global Strategic Management, 17, s. 165-189. Doi: https://doi.org/10.1108/S1064-485720160000017007
Meyer, Klaus E. & Benito, Gabriel R G (2016)
Global Strategy Journal, 6(2) , s. 149-159. Doi: https://doi.org/10.1002/gsj.1115
We discuss the concept of corporate headquarters and outline a simple model of where MNEs locate their corporate headquarters. In line with substantial empirical evidence, this model emphasizes the inertial forces that tie MNEs to the location where they have historically first been established. We then aggregate our analysis to the national level to identify the determinants of the number of MNE headquarters in a given country. On that basis, we offer a critique of the study by Coeurderoy and Verbeke [this issue], and outline directions for future research.
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2016)
Global Strategy Journal, 6(4) , s. 269-288. Doi: https://doi.org/10.1002/gsj.1138
Plain language summary: We investigate whether listed state-owned enterprises (SOEs) benefit more from internationalization than listed private enterprises. We argue that SOEs have a greater scope for benefitting from internationalization due to their previous domestic focus and because of government-related firm-specific advantages they can utilize for their internationalization. In listed SOEs, these factors may matter more than non-economic objectives and corporate governance deficiencies that could reduce SOEs’ economic benefits from internationalization. Empirical analysis on a sample of listed Norwegian firms provides modest support for the hypotheses. There is no indication that state ownership reduces the benefits of internationalization. Technical summary: We consider state ownership as a moderator of the relationship between internationalization and performance in listed firms, developing theoretical arguments on the scope for benefits from internationalization, corporate governance, and government-related firm-specific advantages. We propose hypotheses on a positive moderation effect from state ownership overall and on more positive effects in majority state-owned enterprises (SOEs) than in minority SOEs, on more positive effects in SOEs previously part of the government administration, and on more positive effects from market-seeking internationalization than from efficiency or resource-seeking internationalization. Panel data analyses considering listed Norwegian firms (2000 to 2010) provide modest support for the hypotheses. Copyright © 2016 Strategic Management Society.
Benito, Gabriel R G (2015)
Multinational Business Review, 23(1) , s. 15-24. Doi: https://doi.org/10.1108/MBR-02-2015-0005
Purpose – The article provides a discussion of the relevance of motives for companies’ internationalization. Design/methodology/approach – Conceptual discussion building on established classifications of motives of internationalization, which distinguish between market-seeking, efficiency-seeking, resource-seeking and strategic asset-seeking motives. Findings – The analysis demonstrates that important issues in companies’ internationalization differ systematically across different types of motives, which implicates that motives remain relevant when analyzing various aspects of the internationalization of the firm. Motives are also useful elements for theory building in international business. Research limitations/implications – The analysis is purely conceptual and is not further substantiated by empirical evidence. Practical implications – The classification of motives is a useful tool for companies to analyze their strategic alternatives and actions, especially with regard to performance measurement. Social implications – A clear classification of the various motives for companies’ foreign activities is essential for formulation of sound policies about attraction/stimulation and regulation of companies’ inbound and outbound internationalization. Originality/value – The article demonstrates the importance of retaining a clear classification of motives as a basis for further development of a theory of firms’ internationalization behavior.
Benito, Gabriel R G (2015)
Multinational Business Review, 23(1) , s. 15-24. Doi: https://doi.org/10.1108/MBR-02-2015-0005
Purpose – The article provides a discussion of the relevance of motives for companies’ internationalization. Design/methodology/approach – Conceptual discussion building on established classifications of motives of internationalization, which distinguish between market-seeking, efficiency-seeking, resource-seeking and strategic asset-seeking motives. Findings – The analysis demonstrates that important issues in companies’ internationalization differ systematically across different types of motives, which implicates that motives remain relevant when analyzing various aspects of the internationalization of the firm. Motives are also useful elements for theory building in international business. Research limitations/implications – The analysis is purely conceptual and is not further substantiated by empirical evidence. Practical implications – The classification of motives is a useful tool for companies to analyze their strategic alternatives and actions, especially with regard to performance measurement. Social implications – A clear classification of the various motives for companies’ foreign activities is essential for formulation of sound policies about attraction/stimulation and regulation of companies’ inbound and outbound internationalization. Originality/value – The article demonstrates the importance of retaining a clear classification of motives as a basis for further development of a theory of firms’ internationalization behavior.
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2014)
Advances in International Management, 27, s. 75-97. Doi: https://doi.org/10.1108/S1571-502720140000027002
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2014)
Advances in International Management, 27, s. 75-97. Doi: https://doi.org/10.1108/S1571-502720140000027002
Grøgaard, Birgitte; Gioia, Carmine & Benito, Gabriel R G (2013)
International Studies of Management and Organization, 43(1) , s. 81-100. Doi: https://doi.org/10.2753/IMO0020-8825430104
Research on companies’ internationalization has mainly focused on firm-level and country-level factors in order to explain firms’ cross-border activities. With the exception of a limited number of studies emphasizing rivalistic behavior in oligopolistic industries, industry factors have been neglected as potential determinants of companies’ internationalization. We argue that differences across industries with regard to concentration, research intensity, tangibility of the products, and the existence of clusters should influence the impetus and opportunities to internationalize. This study examines the role of such factors using panel data covering the internationalization patterns of the 100 largest non-financial Norwegian companies over the period 1990 to 2000. We find that even for firms in a small population advanced economy where the limited market size in itself motivates firms to internationalize, industry factors still contribute significantly to explaining the internationalization of these companies. Furthermore, the effects of industry factors remain strong when firm-level characteristics are taken into account.
Benito, Gabriel R G; Dovgan, Olesya, Petersen, Bent & Welch, Lawrence S. (2013)
Industrial Marketing Management, 42(2) , s. 211-222. Doi: https://doi.org/10.1016/j.indmarman.2012.08.003
Based on a case study of the Danish company SimCorp and the development of its operations in Kiev, Ukraine, we analyse offshore outsourcing in a broader, longitudinal foreign operation mode context, and how it may contribute to mode change in the host country over a certain span of time. SimCorp had outsourced part of its software development work to two Ukrainian companies. The case study approach allowed us to explore the dynamic processes in depth. The study shows that involvement in the foreign market generates learning in various forms that provide a foundation for eventual mode development or change – beyond outsourcing specific learning. At the same time, restrictions on 3rd parties’, that is, independent vendors’ access to confidential client data, as well as protection of specific investments in human assets, may eventually become a driver for mode change, as in the SimCorp case, to ensure more effective control of the foreign operation. Finally, the case study shows how outsourcing can be used proactively as a springboard to deeper and changed operation mode activities in a foreign market.
Grøgaard, Birgitte; Gioia, Carmine & Benito, Gabriel R G (2013)
International Studies of Management and Organization, 43(1) , s. 81-100. Doi: https://doi.org/10.2753/IMO0020-8825430104
Research on companies’ internationalization has mainly focused on firm-level and country-level factors in order to explain firms’ cross-border activities. With the exception of a limited number of studies emphasizing rivalistic behavior in oligopolistic industries, industry factors have been neglected as potential determinants of companies’ internationalization. We argue that differences across industries with regard to concentration, research intensity, tangibility of the products, and the existence of clusters should influence the impetus and opportunities to internationalize. This study examines the role of such factors using panel data covering the internationalization patterns of the 100 largest non-financial Norwegian companies over the period 1990 to 2000. We find that even for firms in a small population advanced economy where the limited market size in itself motivates firms to internationalize, industry factors still contribute significantly to explaining the internationalization of these companies. Furthermore, the effects of industry factors remain strong when firm-level characteristics are taken into account.
Benito, Gabriel R G; Dovgan, Olesya, Petersen, Bent & Welch, Lawrence S. (2013)
Industrial Marketing Management, 42(2) , s. 211-222. Doi: https://doi.org/10.1016/j.indmarman.2012.08.003
Based on a case study of the Danish company SimCorp and the development of its operations in Kiev, Ukraine, we analyse offshore outsourcing in a broader, longitudinal foreign operation mode context, and how it may contribute to mode change in the host country over a certain span of time. SimCorp had outsourced part of its software development work to two Ukrainian companies. The case study approach allowed us to explore the dynamic processes in depth. The study shows that involvement in the foreign market generates learning in various forms that provide a foundation for eventual mode development or change – beyond outsourcing specific learning. At the same time, restrictions on 3rd parties’, that is, independent vendors’ access to confidential client data, as well as protection of specific investments in human assets, may eventually become a driver for mode change, as in the SimCorp case, to ensure more effective control of the foreign operation. Finally, the case study shows how outsourcing can be used proactively as a springboard to deeper and changed operation mode activities in a foreign market.
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2012)
Journal of International Management, 18(3) , s. 233-246. Doi: https://doi.org/10.1016/j.intman.2012.02.002
According to transaction cost and internalization theories of multinational enterprises, companies make foreign direct investments (FDI) when the combined costs of operations and governance are lower for FDI than for market or contract based options, such as exports and licensing. Yet, ex post governance costs remain a conjectural construct, which has evaded empirical scrutiny, and the lack of focus on the implications of these costs constitutes a challenge for management in multinational companies (MNCs). What effects does the ensuing establishment of subsidiaries abroad have in terms of governance costs? What factors drive these costs? We hypothesize that such costs are driven by external contingencies as well as factors that characterize a particular company headquarters-subsidiary relationship. Using survey data from Norwegian MNCs, this study investigates 159 MNC-subsidiary relationships. Overall, our framework is corroborated by the data.
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2012)
Handbook of research on international strategic management, , s. 93-115. Doi: https://doi.org/10.4337/9781781009147.00011
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2012)
Journal of International Management, 18(3) , s. 233-246. Doi: https://doi.org/10.1016/j.intman.2012.02.002
According to transaction cost and internalization theories of multinational enterprises, companies make foreign direct investments (FDI) when the combined costs of operations and governance are lower for FDI than for market or contract based options, such as exports and licensing. Yet, ex post governance costs remain a conjectural construct, which has evaded empirical scrutiny, and the lack of focus on the implications of these costs constitutes a challenge for management in multinational companies (MNCs). What effects does the ensuing establishment of subsidiaries abroad have in terms of governance costs? What factors drive these costs? We hypothesize that such costs are driven by external contingencies as well as factors that characterize a particular company headquarters-subsidiary relationship. Using survey data from Norwegian MNCs, this study investigates 159 MNC-subsidiary relationships. Overall, our framework is corroborated by the data.
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2012)
Handbook of research on international strategic management, , s. 93-115. Doi: https://doi.org/10.4337/9781781009147.00011
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
Advances in International Management, 24, s. 127-152. Doi: https://doi.org/10.1108/S1571-5027(2011)0000024013
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2011)
Journal of Management Studies, 48(2) , s. 373-394. Doi: https://doi.org/10.1111/j.1467-6486.2010.00962.x
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2011)
Management International Review (MIR), 51(6) , s. 803-820. Doi: https://doi.org/10.1007/s11575-011-0101-4
An enduring characteristic of extant literature on foreign operation modes is its discrete choice approach, where companies are assumed to choose one among a small number of distinctive alternatives. • In this paper, detailed information about the operations of six Norwegian companies in three key markets (China, UK and USA) is used as the basis for an exploration of the extent to which, and how and why, companies combine clearly different foreign operation modes. We examine their use of foreign operation mode combinations within given value activities as well as within given countries. • The study reveals that companies tend to combine modes of operation; thereby producing unique foreign operation mode “packages” for given activities and/or countries, and that the packages are liable to be modified over time – providing a potentially important optional path for international expansion. • The data show considerable variation across cases; ranging from extensive use of mode combinations to a singular focus on a specific mode of operation. The study contributes to a refinement of our understanding of the path of internationalisation, and throws up a number of awkward theoretical questions about the process.
Benito, Gabriel R G (2011)
Inward and Outward FDI Country Profiles, , s. 170-182.
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
Advances in International Management, 24, s. 127-152. Doi: https://doi.org/10.1108/S1571-5027(2011)0000024013
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2011)
Journal of Management Studies, 48(2) , s. 373-394. Doi: https://doi.org/10.1111/j.1467-6486.2010.00962.x
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2011)
Management International Review (MIR), 51(6) , s. 803-820. Doi: https://doi.org/10.1007/s11575-011-0101-4
An enduring characteristic of extant literature on foreign operation modes is its discrete choice approach, where companies are assumed to choose one among a small number of distinctive alternatives. • In this paper, detailed information about the operations of six Norwegian companies in three key markets (China, UK and USA) is used as the basis for an exploration of the extent to which, and how and why, companies combine clearly different foreign operation modes. We examine their use of foreign operation mode combinations within given value activities as well as within given countries. • The study reveals that companies tend to combine modes of operation; thereby producing unique foreign operation mode “packages” for given activities and/or countries, and that the packages are liable to be modified over time – providing a potentially important optional path for international expansion. • The data show considerable variation across cases; ranging from extensive use of mode combinations to a singular focus on a specific mode of operation. The study contributes to a refinement of our understanding of the path of internationalisation, and throws up a number of awkward theoretical questions about the process.
Benito, Gabriel R G (2011)
Inward and Outward FDI Country Profiles, , s. 170-182.
Petersen, Bent; Welch, Lawrence S & Benito, Gabriel R.G. (2010)
Management International Review (MIR), 50(2) , s. 137-154. Doi: https://doi.org/10.1007/s11575-010-0031-6
Benito, Gabriel & Tomassen, Sverre (2010)
Managing the Contemporary Multinational: The Role of Headquarters, , s. 138-159.
Hashai, Niron; Asmussen, Christian G., Benito, Gabriel R.G. & Petersen, Bent (2010)
Management International Review (MIR), 50(6) , s. 659-681. Doi: https://doi.org/10.1007/s11575-010-0059-7
Petersen, Bent; Welch, Lawrence S & Benito, Gabriel R.G. (2010)
Management International Review (MIR), 50(2) , s. 137-154. Doi: https://doi.org/10.1007/s11575-010-0031-6
Benito, Gabriel & Tomassen, Sverre (2010)
Managing the Contemporary Multinational: The Role of Headquarters, , s. 138-159.
Hashai, Niron; Asmussen, Christian G., Benito, Gabriel R.G. & Petersen, Bent (2010)
Management International Review (MIR), 50(6) , s. 659-681. Doi: https://doi.org/10.1007/s11575-010-0059-7
Benito, Gabriel R.G.; Petersen, Bent & Welch, Lawrence S (2009)
Journal of International Business Studies, 40(9) , s. 1455-1470. Doi: https://doi.org/10.1057/jibs.2009.54
Asmussen, Christian G.; Benito, Gabriel R.G. & Petersen, Bent (2009)
International Business Review, 18(2) , s. 145-155. Doi: https://doi.org/10.1016/j.ibusrev.2009.01.002
Tomassen, Sverre & Benito, Gabriel R.G. (2009)
International Business Review, 18(3) , s. 292-304. Doi: https://doi.org/10.1016/j.ibusrev.2009.02.005
Coltman, Tim; Bru, Kathrine, Perm-Ajchariyawong, Nidthida, Devinney, Timothy M. & Benito, Gabriel R.G. (2009)
European Management Journal, 27(6) , s. 388-401. Doi: https://doi.org/10.1016/j.emj.2008.11.005
Benito, Gabriel R.G.; Petersen, Bent & Welch, Lawrence S (2009)
Journal of International Business Studies, 40(9) , s. 1455-1470. Doi: https://doi.org/10.1057/jibs.2009.54
Asmussen, Christian G.; Benito, Gabriel R.G. & Petersen, Bent (2009)
International Business Review, 18(2) , s. 145-155. Doi: https://doi.org/10.1016/j.ibusrev.2009.01.002
Tomassen, Sverre & Benito, Gabriel R.G. (2009)
International Business Review, 18(3) , s. 292-304. Doi: https://doi.org/10.1016/j.ibusrev.2009.02.005
Coltman, Tim; Bru, Kathrine, Perm-Ajchariyawong, Nidthida, Devinney, Timothy M. & Benito, Gabriel R.G. (2009)
European Management Journal, 27(6) , s. 388-401. Doi: https://doi.org/10.1016/j.emj.2008.11.005
Petersen, Bent; Benito, Gabriel R.G., Welch, Lawrence S & Asmussen, Christian G. (2008)
A.Y. Lewin, D. Griffith, S.T. Cavusgil and G.T.M. Hult (eds.), Thought Leadership in Advancing International Business Research, , s. 57-78.
Bruyn, Eskil Goldeng Le; Grünfeld, Leo A. & Benito, Gabriel R.G. (2008)
Journal of Management Studies, 45(7) , s. 1244-1273.
Petersen, Bent; Benito, Gabriel R.G., Welch, Lawrence S & Asmussen, Christian G. (2008)
A.Y. Lewin, D. Griffith, S.T. Cavusgil and G.T.M. Hult (eds.), Thought Leadership in Advancing International Business Research, , s. 57-78.
Bruyn, Eskil Goldeng Le; Grünfeld, Leo A. & Benito, Gabriel R.G. (2008)
Journal of Management Studies, 45(7) , s. 1244-1273.
Welch, Lawrence S; Benito, Gabriel R.G. & Petersen, Bent (2007)
Edward Elgar Publishing
Benito, Gabriel & Rajneesh, Narula (2007)
Palgrave Macmillan
Benito, Gabriel R.G. (2007)
International Marketing, Volume III, Masaaki Kotabe (ed),
Grøgaard, Birgitte & Benito, Gabriel R.G. (2007)
Multinationals on the Periphery, Gabriel R.G. Benito & Rajneesh Narula (eds),
Benito, Gabriel R.G. & Narula, Rajneesh (2007)
Multinationals on the Periphery, Gabriel R.G. Benito & Rajneesh Narula (eds),
Benito, Gabriel R G & Greve, Henrich R. (2007)
Elsevier
Welch, Lawrence S; Benito, Gabriel R.G. & Petersen, Bent (2007)
Edward Elgar Publishing
Benito, Gabriel & Rajneesh, Narula (2007)
Palgrave Macmillan
Benito, Gabriel R.G. (2007)
International Marketing, Volume III, Masaaki Kotabe (ed),
Grøgaard, Birgitte & Benito, Gabriel R.G. (2007)
Multinationals on the Periphery, Gabriel R.G. Benito & Rajneesh Narula (eds),
Benito, Gabriel R.G. & Narula, Rajneesh (2007)
Multinationals on the Periphery, Gabriel R.G. Benito & Rajneesh Narula (eds),
Benito, Gabriel R G & Greve, Henrich R. (2007)
Elsevier
Petersen, Bent; Pedersen, Torben & Benito, Gabriel R.G. (2006)
Advances in International Marketing, 16, s. 317-339.
Petersen, Bent; Pedersen, Torben & Benito, Gabriel R.G. (2006)
Advances in International Marketing, 16, s. 317-339.
Benito, Gabriel R.G. (2005)
Journal of Economic Geography, 5(2) , s. 235-251.
This paper deals with divestment, i.e., the closure or sell-off of units in foreign locations, or conversely units owned by foreign firms. Such actions are discussed from the perspective of the firms making such decisions, and divestment assessments are looked at through the lens of international business strategy. Based on the integration-responsiveness framework of international business strategy, it is argued that the divestment propensities of foreign subsidiaries depend on the type of strategy pursued by the corporation. Subsidiaries of transnational corporations are in general likely to display the highest divestment rates. Whereas subsidiaries forming part of international and multi-domestic strategies may have the lowest divestment likelihood initially, subsidiaries established as part of a global strategy are expected to be the least probable to be divested in the longer run.
Benito, Gabriel R.G. & Tomassen, Sverre (2005)
Scandinavian Journal of Management, (Vol. 21, no. 1) , s. 101-126.
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, Bent (2005)
Managerial and Decision Economics (MDE), 26(3) , s. 159-173.
Gripsrud, Geir & Benito, Gabriel R.G. (2005)
Journal of Business Research, 58(12) , s. 1672-1680.
Benito, Gabriel R.G. (2005)
Journal of Economic Geography, 5(2) , s. 235-251.
This paper deals with divestment, i.e., the closure or sell-off of units in foreign locations, or conversely units owned by foreign firms. Such actions are discussed from the perspective of the firms making such decisions, and divestment assessments are looked at through the lens of international business strategy. Based on the integration-responsiveness framework of international business strategy, it is argued that the divestment propensities of foreign subsidiaries depend on the type of strategy pursued by the corporation. Subsidiaries of transnational corporations are in general likely to display the highest divestment rates. Whereas subsidiaries forming part of international and multi-domestic strategies may have the lowest divestment likelihood initially, subsidiaries established as part of a global strategy are expected to be the least probable to be divested in the longer run.
Benito, Gabriel R.G. & Tomassen, Sverre (2005)
Scandinavian Journal of Management, (Vol. 21, no. 1) , s. 101-126.
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, Bent (2005)
Managerial and Decision Economics (MDE), 26(3) , s. 159-173.
Gripsrud, Geir & Benito, Gabriel R.G. (2005)
Journal of Business Research, 58(12) , s. 1672-1680.
Benito, Gabriel R.G. & Tomassen, Sverre (2003)
J. Cantwell and R. Narula (eds.): International Business and the Eclectic Paradigm: Developing the OLI Framework, , s. 174-199.
Benito, Gabriel R.G.; Grøgaard, Birgitte & Narula, Rajneesh (2003)
Journal of International Business Studies, 34, s. 443-456.
Benito, Gabriel R.G.; Berger, Eivind, Forest, Morten de la & Shum, Jonas (2003)
International Journal of Transport Management, 2(1) , s. 203-215.
Karlsen, Tore; Silseth, Pål Rasmus, Benito, Gabriel R G & Welch, Lawrence S (2003)
Industrial Marketing Management, 32(5) , s. 385-396.
Benito, Gabriel R.G. & Tomassen, Sverre (2003)
J. Cantwell and R. Narula (eds.): International Business and the Eclectic Paradigm: Developing the OLI Framework, , s. 174-199.
Benito, Gabriel R.G.; Grøgaard, Birgitte & Narula, Rajneesh (2003)
Journal of International Business Studies, 34, s. 443-456.
Benito, Gabriel R.G.; Berger, Eivind, Forest, Morten de la & Shum, Jonas (2003)
International Journal of Transport Management, 2(1) , s. 203-215.
Karlsen, Tore; Silseth, Pål Rasmus, Benito, Gabriel R G & Welch, Lawrence S (2003)
Industrial Marketing Management, 32(5) , s. 385-396.
Welch, Lawrence S; Benito, Gabriel R G, Silseth, Pål Rasmus & Karlsen, Tore (2002)
Network Knowledge in International Business, , s. 216-231.
Pedersen, Torben; Petersen, B. & Benito, Gabriel R.G. (2002)
International Business Review, 11, s. 325-345.
Benito, Gabriel R G; Larimo, Jorma, Rajneesh, Narula & Pedersen, Torben (2002)
International Studies of Management and Organization, 32(1) , s. 57-78.
Welch, Lawrence S; Benito, Gabriel R G, Silseth, Pål Rasmus & Karlsen, Tore (2002)
Network Knowledge in International Business, , s. 216-231.
Pedersen, Torben; Petersen, B. & Benito, Gabriel R.G. (2002)
International Business Review, 11, s. 325-345.
Benito, Gabriel R G; Larimo, Jorma, Rajneesh, Narula & Pedersen, Torben (2002)
International Studies of Management and Organization, 32(1) , s. 57-78.
Gripsrud, Geir & Benito, Gabriel R.G. (2001)
Trade and investment in a globalising world/ed. by Rajneesh Narula,
Gripsrud, Geir & Benito, Gabriel R.G. (2001)
Trade and investment in a globalising world/ed. by Rajneesh Narula,
Benito, Gabriel R.G. (2000)
The Emergence and Impact of MNC Centres of Excellence, , s. 97-112.
Petersen, Bent; Benito, Gabriel R.G. & Pedersen, Torben (2000)
International Studies of Management and Organization, 32(1) , s. 57-78.
Benito, Gabriel R.G. & Strøm, Øystein (2000)
Journal of International Food & Agribusiness Marketing, 11(2) , s. 1-21.
Benito, Gabriel R.G. (2000)
The Emergence and Impact of MNC Centres of Excellence, , s. 97-112.
Petersen, Bent; Benito, Gabriel R.G. & Pedersen, Torben (2000)
International Studies of Management and Organization, 32(1) , s. 57-78.
Benito, Gabriel R.G. & Strøm, Øystein (2000)
Journal of International Food & Agribusiness Marketing, 11(2) , s. 1-21.
Benito, Gabriel R.G. & Gripsrud, Geir (1999)
The international trade journal, 13(2) , s. 187-209.
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, Bent (1999)
Scandinavian Journal of Management, 15, s. 213-229.
Benito, Gabriel R.G. & Gripsrud, Geir (1999)
The international trade journal, 13(2) , s. 187-209.
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, Bent (1999)
Scandinavian Journal of Management, 15, s. 213-229.
Benito, Gabriel R.G. (1998)
Globalisering - drivkrefter og konsekvenser. BI årbok 1998, , s. 122-135.
Benito, Gabriel R.G.; Pedersen, T., Petersen, B. & Larimo, J. (1998)
Internationalization and Foreing Direct Investment Behavior in OECD and Asian Countries,
Tomassen, S.; Benito, Gabriel R.G. & Welch, L.S. (1998)
Asian Journal of Business & Information Systems, 3(1) , s. 1-19.
Benito, Gabriel R.G. (1998)
Globalisering - drivkrefter og konsekvenser. BI årbok 1998, , s. 122-135.
Benito, Gabriel R.G.; Pedersen, T., Petersen, B. & Larimo, J. (1998)
Internationalization and Foreing Direct Investment Behavior in OECD and Asian Countries,
Tomassen, S.; Benito, Gabriel R.G. & Welch, L.S. (1998)
Asian Journal of Business & Information Systems, 3(1) , s. 1-19.
Benito, Gabriel R G (1997)
Applied Economics, 29(10) , s. 1365-1377.
Benito, Gabriel R G & Welch, Lawrence S (1997)
Management International Review (MIR), 37, s. 7-25.
Benito, Gabriel R G (1997)
The Nature of the International Firm, , s. 309-344.
Benito, Gabriel R G (1997)
Applied Economics, 29(10) , s. 1365-1377.
Benito, Gabriel R G & Welch, Lawrence S (1997)
Management International Review (MIR), 37, s. 7-25.
Benito, Gabriel R G (1997)
The Nature of the International Firm, , s. 309-344.
Benito, Gabriel R G (1996)
Økonomi & politik, 69(1) , s. 33-45.
Benito, Gabriel R G (1996)
Eierskap og kapital som konkurransefaktor, , s. 103-122.
Benito, Gabriel R G (1996)
The international trade journal, 10(2) , s. 157-198.
Benito, Gabriel R G (1996)
Økonomi & politik, 69(1) , s. 33-45.
Benito, Gabriel R G (1996)
Eierskap og kapital som konkurransefaktor, , s. 103-122.
Benito, Gabriel R G (1996)
The international trade journal, 10(2) , s. 157-198.
Gripsrud, Geir & Benito, Gabriel R G (1995)
Journal of Business Research, 32(2) , s. 141-148.
Benito, Gabriel R G & Gripsrud, Geir (1995)
The Location of Foreign Direct Investment: Geographic and Business Approaches, , s. 43-58.
Gripsrud, Geir & Benito, Gabriel R G (1995)
Journal of Business Research, 32(2) , s. 141-148.
Benito, Gabriel R G & Gripsrud, Geir (1995)
The Location of Foreign Direct Investment: Geographic and Business Approaches, , s. 43-58.
Benito, Gabriel R G & Welch, Lawrence S (1994)
The Economics of Change in East and Central Europe: Its Impact on International Business, , s. 221-234.
Benito, Gabriel R G & Welch, Lawrence S (1994)
Journal of International Marketing, 2(2) , s. 7-27.
Benito, Gabriel R G & Welch, Lawrence S (1994)
The Economics of Change in East and Central Europe: Its Impact on International Business, , s. 221-234.
Benito, Gabriel R G & Welch, Lawrence S (1994)
Journal of International Marketing, 2(2) , s. 7-27.
Benito, Gabriel R G; Solberg, Carl Arthur & Welch, Lawrence S (1993)
International Journal of Information Management, 13(4) , s. 274-286.
Benito, Gabriel R G; Solberg, Carl Arthur & Welch, Lawrence S (1993)
International Journal of Information Management, 13(4) , s. 274-286.
Benito, Gabriel R G & Gripsrud, Geir (1992)
Journal of International Business Studies, 23(3) , s. 461-476.
Benito, Gabriel R G & Gripsrud, Geir (1992)
Journal of International Business Studies, 23(3) , s. 461-476.
Benito, Gabriel R G & Biong, Harald (1991)
Praktisk økonomi og ledelse, 7(1) , s. 109-117.
Benito, Gabriel R G & Biong, Harald (1991)
Praktisk økonomi og ledelse, 7(1) , s. 109-117.
Mors, Marie Louise; Laursen, Keld & Benito, Gabriel R G (2018)
[Kronikk]
Mors, Marie Louise; Laursen, Keld & Benito, Gabriel R G (2018)
[Kronikk]
Benito, Gabriel R G & Mors, Marie Louise (2017)
[Kronikk]
Benito, Gabriel R G & Mors, Marie Louise (2017)
[Kronikk]
Benito, Gabriel R G (2012)
[Kronikk]
Benito, Gabriel R G (2012)
[Kronikk]
Benito, Gabriel R G (2011)
[Kronikk]
Benito, Gabriel R G (2011)
[Kronikk]
Benito, Gabriel R G (2009)
[Kronikk]
Benito, Gabriel R G (2009)
[Kronikk]
Benito, Gabriel R.G. & Iurkov, Viacheslav (2024)
Benito, Gabriel R.G. & Iurkov, Viacheslav (red.). Encyclopedia of International Strategic Management
Benito, Gabriel R.G. & Iurkov, Viacheslav (2024)
Benito, Gabriel R.G. & Iurkov, Viacheslav (red.). Encyclopedia of International Strategic Management
Amdam, Rolv Petter Storvik; Benito, Gabriel R.G. & Grøgaard, Birgitte (2021)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik; Benito, Gabriel R.G. & Grøgaard, Birgitte (2021)
[Conference Lecture]. Event
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2020)
[Conference Lecture]. Event
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2020)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2019)
[Conference Lecture]. Event
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
We discuss why multinational firms continue to invest billions of dollars in host countries characterized by severe policy uncertainty and lack of market-supporting institutions, as evidenced by the increasing flow of foreign direct investment (FDI) into Africa. We argue that multinational firms that expand into developing countries replete with institutional voids do not have a special appetite for risk. Rather, they reduce risk through a variety of mechanisms that potentially alleviate and offset the risks of investing in developing countries. Specifically, we describe and discuss the following key types of arrangements: International Investment Agreements (IIAs) negotiated between the home country and the host country, home country backed International Investment Insurance (III), Investment Contracts (IC), and Portfolio Investment Guarantees (PIG).
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2019)
[Conference Lecture]. Event
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2019)
[Conference Lecture]. Event
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
We discuss why multinational firms continue to invest billions of dollars in host countries characterized by severe policy uncertainty and lack of market-supporting institutions, as evidenced by the increasing flow of foreign direct investment (FDI) into Africa. We argue that multinational firms that expand into developing countries replete with institutional voids do not have a special appetite for risk. Rather, they reduce risk through a variety of mechanisms that potentially alleviate and offset the risks of investing in developing countries. Specifically, we describe and discuss the following key types of arrangements: International Investment Agreements (IIAs) negotiated between the home country and the host country, home country backed International Investment Insurance (III), Investment Contracts (IC), and Portfolio Investment Guarantees (PIG).
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2019)
[Conference Lecture]. Event
Adarkwah, Gilbert Kofi & Benito, Gabriel R G (2019)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Lecture]. Event
Zilja, Flladina; Benito, Gabriel R G, Boustanifar, Hamid & Zhang, Dan (2018)
[Conference Lecture]. Event
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2018)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2018)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S. (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Lecture]. Event
Zilja, Flladina; Benito, Gabriel R G, Boustanifar, Hamid & Zhang, Dan (2018)
[Conference Lecture]. Event
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2018)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S. (2018)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S. (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2018)
[Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2018)
[Conference Lecture]. Event
Benito, Gabriel R G (2017)
[Popular Science Article]. EIBAzine, (21) , s. 7-9.
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2017)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Benito, Gabriel R G & Andersson, Ulf (2017)
[Conference Lecture]. Event
Tomassen, Sverre; Lunnan, Randi, Andersson, Ulf & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Benito, Gabriel R G (2017)
[Popular Science Article]. EIBAzine, (21) , s. 7-9.
Békes, Gabor; Benito, Gabriel R G, Castellani, Davide & Muraközy, Balazs (2017)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Benito, Gabriel R G & Andersson, Ulf (2017)
[Conference Lecture]. Event
Tomassen, Sverre; Lunnan, Randi, Andersson, Ulf & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Amdam, Rolv Petter Storvik & Benito, Gabriel R G (2017)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Raziq, Mustafa; Benito, Gabriel R G & Igoe, Josephine (2016)
[Conference Poster]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Raziq, Mustafa; Benito, Gabriel R G & Igoe, Josephine (2016)
[Conference Poster]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2016)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2015)
[Conference Lecture]. Event
Andersson, Ulf; Tomassen, Sverre & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Poster]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Benito, Gabriel R G & Rygh, Asmund (2015)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2015)
[Conference Lecture]. Event
Andersson, Ulf; Tomassen, Sverre & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Poster]. Event
Iurkov, Viacheslav & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2015)
[Conference Lecture]. Event
Benito, Gabriel R G & Rygh, Asmund (2015)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Andersson, Ulf; Benito, Gabriel R G & Lunnan, Randi (2014)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Grøgaard, Birgitte; Rygh, Asmund & Benito, Gabriel R G (2014)
[Conference Lecture]. Event
Andersson, Ulf; Benito, Gabriel R G & Lunnan, Randi (2014)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S. (2013)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S. (2013)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Rygh, Asmund; Torgersen, Kristine & Benito, Gabriel R G (2013)
[Conference Lecture]. Event
Benito, Gabriel R G; Dovgan, Olesya, Petersen, Bent & Welch, Lawrence S (2012)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2012)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S (2012)
[Conference Lecture]. Event
Benito, Gabriel R G; Dovgan, Olesya, Petersen, Bent & Welch, Lawrence S (2012)
[Conference Lecture]. Event
Rygh, Asmund & Benito, Gabriel R G (2012)
[Conference Lecture]. Event
Petersen, Bent; Benito, Gabriel R G & Welch, Lawrence S (2012)
[Conference Lecture]. Event
Benito, Gabriel R G; Dogvan, Olesya, Petersen, Bent & Welch, Lawrence S (2011)
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2011)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
[Conference Lecture]. Event
Benito, Gabriel R G; Dogvan, Olesya, Petersen, Bent & Welch, Lawrence S (2011)
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2011)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
[Conference Lecture]. Event
Benito, Gabriel R G (2010)
[Report Research]. Center for Strategic Management and Globalization, Copenhagen Business School
Benito, Gabriel R G (2010)
[Report Research]. Columbia FDI Profiles
Benito, Gabriel R G (2010)
[Report Research]. Center for Strategic Management and Globalization, Copenhagen Business School
Benito, Gabriel R G (2010)
[Report Research]. Columbia FDI Profiles
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2009)
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2009)
[Conference Lecture]. Event
Tomassen, Sverre & Benito, Gabriel R G (2009)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2009)
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2009)
[Conference Lecture]. Event
Tomassen, Sverre & Benito, Gabriel R G (2009)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2008)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Christensen, Sverre, Lunnan, Randi & Tomassen, Sverre (2008)
[Report Research]. Handelshøyskolen BI
Forskningsrapporten presenterer funnene fra en undersøkelse av utflytting av hovedkontorer for divisjoner og forretningsområder for selskaper som er børsnotert i Norge. Mens den tradisjonelle internasjonaliseringen – knyttet til salg og produksjon i utlandet – er godt beskrevet og velforklart i litteraturen gjennom et etter hvert betydelig antall teoretiske og empiriske studier av selskapers grenseoverskridende aktiviteter, finnes det få studier av selskapers utflytting av strategiske enheter og funksjoner, så som deres hovedkontorer. Vi utvikler en forskningsmodell der tilbøyeligheten til å flytte divisjonshovedkontorer blir forklart gjennom selskapsfaktorer, eierskapsfaktorer, og bransjeaktorer. Den empiriske delen av undersøkelsen bygger på to casestudier så vel som et paneldatasett over 30 av de største børsnoterte selskapene i Norge gjennom perioden 2000-2006. Hovedkonklusjonene i studien er at både i absolutt og relativ betydning blir hovedkontorfunksjoner for norske selskaper i utlandet betydelig viktigere i løpet av disse årene, og eierskapsaktorene er samlet sett de som best predikerer hvorvidt utflytting skjer eller ikke. Statlig og konsentrert eierskap motvirker utflytting, men mot forventning finner vi at utenlandsk eierskap ikke fører til økt utflyttingstilbøyelighet.
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi, Tomassen, Sverre & Listra, Enn (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2008)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Christensen, Sverre, Lunnan, Randi & Tomassen, Sverre (2008)
[Report Research]. Handelshøyskolen BI
Forskningsrapporten presenterer funnene fra en undersøkelse av utflytting av hovedkontorer for divisjoner og forretningsområder for selskaper som er børsnotert i Norge. Mens den tradisjonelle internasjonaliseringen – knyttet til salg og produksjon i utlandet – er godt beskrevet og velforklart i litteraturen gjennom et etter hvert betydelig antall teoretiske og empiriske studier av selskapers grenseoverskridende aktiviteter, finnes det få studier av selskapers utflytting av strategiske enheter og funksjoner, så som deres hovedkontorer. Vi utvikler en forskningsmodell der tilbøyeligheten til å flytte divisjonshovedkontorer blir forklart gjennom selskapsfaktorer, eierskapsfaktorer, og bransjeaktorer. Den empiriske delen av undersøkelsen bygger på to casestudier så vel som et paneldatasett over 30 av de største børsnoterte selskapene i Norge gjennom perioden 2000-2006. Hovedkonklusjonene i studien er at både i absolutt og relativ betydning blir hovedkontorfunksjoner for norske selskaper i utlandet betydelig viktigere i løpet av disse årene, og eierskapsaktorene er samlet sett de som best predikerer hvorvidt utflytting skjer eller ikke. Statlig og konsentrert eierskap motvirker utflytting, men mot forventning finner vi at utenlandsk eierskap ikke fører til økt utflyttingstilbøyelighet.
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Petersen, Bent & Welch, Lawrence S (2008)
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi, Tomassen, Sverre & Listra, Enn (2008)
[Conference Lecture]. Event
Tomassen, Sverre & Benito, Gabriel R.G. (2005)
[Conference Lecture]. Event
Tomassen, Sverre & Benito, Gabriel R.G. (2005)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Grøgaard, Birgitte (2004)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, B. (2004)
[Conference Lecture]. Event
Grünfeld, Leo A.; Benito, Gabriel R G, Goldeng, Eskil le Bruyn & Weltzien, Åsmund (2004)
[Report Research]. Norsk Utenrikspolitisk Institutt
We analyze differences in performance between private companies (PCs) and state owned enterprises (SOEs), with an emphasis on the effects of market structure. We use a panel covering all registered companies during the 1990s in Norway, a country where SOEs play an important role in regular markets. Return on assets as well as costs measures are used as measures of performance in models that investigate markets where SOEs and PCs actually compete with each other. Although market shares and concentration affect performance, ownership identity still explains most of the inferior performance among SOEs.
Benito, Gabriel R.G.; Petersen, B., Asmussen, C.G. & Welch, Lawrence S (2004)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Grøgaard, Birgitte (2004)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Pedersen, Torben & Petersen, B. (2004)
[Conference Lecture]. Event
Grünfeld, Leo A.; Benito, Gabriel R G, Goldeng, Eskil le Bruyn & Weltzien, Åsmund (2004)
[Report Research]. Norsk Utenrikspolitisk Institutt
We analyze differences in performance between private companies (PCs) and state owned enterprises (SOEs), with an emphasis on the effects of market structure. We use a panel covering all registered companies during the 1990s in Norway, a country where SOEs play an important role in regular markets. Return on assets as well as costs measures are used as measures of performance in models that investigate markets where SOEs and PCs actually compete with each other. Although market shares and concentration affect performance, ownership identity still explains most of the inferior performance among SOEs.
Benito, Gabriel R.G.; Petersen, B., Asmussen, C.G. & Welch, Lawrence S (2004)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Bonache-Pérez, Jaime, Pla-Barber, José & Tomassen, Sverre (2003)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Bonache-Pérez, Jaime, Pla-Barber, José & Tomassen, Sverre (2003)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Gripsrud, Geir (2002)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Gripsrud, Geir (2002)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Pedersen, T. & Petersen, B. (2000)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Berger, Eivind, Forest, Morten de la & Shum, Jonas (2000)
[Report Research]. Handelshøyskolen BI
Benito, Gabriel R.G.; Pedersen, T. & Petersen, B. (2000)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Berger, Eivind, Forest, Morten de la & Shum, Jonas (2000)
[Report Research]. Handelshøyskolen BI
Benito, Gabriel R.G.; Petersen, B. & Pedersen, T. (1998)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Strøm, Ø. (1998)
[Conference Lecture]. Event
Benito, Gabriel R.G.; Petersen, B. & Pedersen, T. (1998)
[Conference Lecture]. Event
Benito, Gabriel R.G. & Strøm, Ø. (1998)
[Conference Lecture]. Event
| År | Akademisk institusjon | Grad |
|---|---|---|
| 1995 | Norwegian School of Economics, NHH | Ph.D Dr. Oecon. |
| 1992 | Norwegian School of Economics, NHH | Master Cand. Merc. |
| 1985 | BI Norwegian Business School | Master of Science in Business |
| År | Arbeidsgiver | Tittel |
|---|---|---|
| 2018 - Present | BI Norwegian Business School | Research Professor |
| 2024 - 2024 | INCAE | Professor |
| 2015 - 2018 | Henley Business School, University of Reading | Visiting Fellow |
| 1999 - 2018 | BI Norwegian Business School | Professor |
| 2007 - 2011 | University of Agder | Adjunct Professor |
| 2003 - 2005 | Copenhagen Business School | Visiting Professor |
| 2002 - 2003 | University of Valencia | Visiting Professor |
| 1997 - 1999 | BI Norwegian Business School | Associate Professor |
| 1998 - 1998 | University of Melbourne | Visiting Research Scholar |
| 1995 - 1996 | Copenhagen Business School | Research Associate Professor |
| 1994 - 1995 | BI Norwegian Business School | Assistant Professor |
| 1992 - 1994 | Østfold University College | Assistant Professor |
| 1989 - 1991 | NIM Norwegian Institute for Research in Marketing | Research Fellow |
| 1986 - 1988 | FMD Norwegian Fund for Market and Distribution Research | Research Associate |
| 1986 - 1986 | Norwegian School of Economics, NHH | Teaching Assistant |
| 1985 - 1986 | NSD Norwegian Data Services for the Social Sciences | Research Assistant |