- The Oxford Handbook of International Business 2nd edition
- Preface to Second Edition
- Preface to First Edition
- Acknowledgements for Second Edition
- Acknowledgements for First Edition
- The History of the Multinational Enterprise
- The Key Literature on IB Activities: 1960–2006
- The Gravity Equation in International Trade
- Strategic Complexity in International Business
- Theories of the Multinational Enterprise
- Location, Competitiveness, and the Multinational Enterprise
- Sovereignty@Bay: Globalization, Multinational Enterprise, and the International Political System
- National Policies and Domestic Politics
- Multinational Enterprises and Public Policy
- Unbundling the Institution‐Based View of International Business Strategy
- Multilateral Institutions and Policies: Implications for Multinational Business Strategy
- Strategy and the Multinational Enterprise
- The Multinational Enterprise as an Organization
- Strategy and Management In MNE Subsidiaries
- Strategic Alliances
- Innovation and Information Technology in the MNE
- Contemporary Research Trends in International Marketing: The 2000s
- Culture and Human Resources Management
- Environmental Policy and International Business
- International Financial Management and Multinational Enterprises
- Taxes, Transfer Pricing, and The Multinational Enterprise
- China and International Business
- The Smaller Economies of Pacific Asia and Their Business Systems
- Methodological Contributions in International Business and the Direction of Academic Research Activity
- Political Risk and Country Risk in International Business: Concepts and Measures
- Comparative International Business Research Methods : Pitfalls and Practicalities
- Metrics for International Business Research
- Name Index
- Subject Index
Abstract and Keywords
Critics suggest that the industry-based view has the five forces framework and the resource-based view converges on the VRIO framework, yet what specific propositions or frameworks does the institution-based view of IB strategy have? This article addresses this important and legitimate question, by identifying and articulating the two core propositions underpinning the institution-based view: (1) individuals and firms act rationally according to formal and informal institutional structures; (2) when formal institutions fail, informal institutions regulate exchange relationships. In other words, this article endeavours to advance the institution-based view of IB strategy by unbundling the broad proposition that ‘institutions matter’. It leverages and extends contemporary research to illustrate the explanatory and predictive power of the two propositions underpinning the institution-based view of IB strategy.
Mike Peng, Provost's Distinguished Professor of Global Strategy, School of Management, University of Texas at Dallas.
Theodore A. Khoury, Assistant Professor of Management, Oregon State University.
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