Skip to main content
Log in

International Establishment Mode Choice: Past, Present and Future

  • Research Paper
  • Published:
Management International Review Aims and scope Submit manuscript

An Erratum to this article was published on 06 November 2015

Abstract

Despite over three decades of research focusing on the choice multinational enterprises make between establishing foreign operations through either cross-border acquisitions or greenfield start-ups our understanding of the issues that impact this choice and the performance outcomes of making this decision is still unclear. To help improve knowledge in this area we provide a comprehensive review of the empirical studies on international establishment mode choice published between 1980 and 2015. Through this method we gain a greater understanding of the theories used, the variables employed, and the empirical results. In this way we can detect inconsistencies and offer suggestions for future research. We identify a number of issues that future studies need to address: changes to the models, introducing new theories or combining theories, applying new or better methods, and most importantly linking this choice to performance. Hence, our study consolidates knowledge in this area and highlights several ways to improve our understanding of the international establishment mode decision.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

Notes

  1. Only papers published in the first quarter of 2015 are considered.

References

  • Ahsan, M., & Musteen, M. (2011). Flexibility, learning and control: entry mode choice under uncertainty. Current Topics in Management, 15, 199–224.

    Google Scholar 

  • Alvarez, I., & Marin, R. (2010). Entry modes and national systems of innovation. Journal of International Management, 16(4), 340–353.

    Article  Google Scholar 

  • Anand, J., & Delios, A. (1997). Location specificity and the transferability of downstream assets to foreign subsidiaries. Journal of International Business Studies, 28(3), 579–604.

    Article  Google Scholar 

  • Anand, J., & Delios, A. (2002). Absolute and relative resources as determinants of international acquisitions. Strategic Management Journal, 23(2), 119–134.

    Article  Google Scholar 

  • Anand, J., & Kogut, B. (1997). Technological capabilities of countries, firm rivalry and foreign direct investment. Journal of International Business Studies, 28(3), 445–465.

    Article  Google Scholar 

  • Andersson, T., & Svensson, R. (1994). Entry modes for direct investment determined by the composition of firm-specific skills. Scandinavian Journal of Economics, 96(4), 551–560.

    Article  Google Scholar 

  • Arslan, A., & Larimo, J. (2011). Greenfield investments and acquisitions: impact of institutional distance on establishment mode choice of multinational enterprises in emerging economies. Journal of Global Marketing, 24(4), 345–356.

    Article  Google Scholar 

  • Ashraf, A., & Herzer, D. (2014). The effect of Greenfield investment and M&As on domestic investment in developing countries. Applied Economic Letters, 21(14), 997–1000.

    Article  Google Scholar 

  • Bain, J. S. (1956). Barriers to new competition. Cambridge: Harvard University Press.

    Book  Google Scholar 

  • Balsvik, R., & Haller, S. A. (2011). Foreign firms and host-country productivity: does the mode of entry matter? Oxford Economics Papers, 63(1), 158–186.

    Article  Google Scholar 

  • Barkema, H. G., Bell, J. H., & Pennings, J. M. (1996). Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17(2), 151–166.

    Article  Google Scholar 

  • Barkema, H. G., & Vermeulen, F. (1998). International expansion through start-up or acquisition: a learning perspective. Academy of Management Journal, 41(1), 7–26.

    Article  Google Scholar 

  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Benito, G. (1997). Divestment of foreign production operations. Applied Economics, 29(10), 1365–1377.

    Article  Google Scholar 

  • Bhaumik, S. K., & Gelb, S. (2005). Determinants of entry mode choice of MNCs in emerging market. Emerging Markets Finance and Trade, 41(2), 5–24.

    Google Scholar 

  • Branstetter, L. (2006). Is foreign direct investment a channel of knowledge spillovers? Evidence from Japan’s FDI in the United States. Journal of International Economics, 68(2), 325–344.

    Article  Google Scholar 

  • Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: a multilevel perspective. Academy of Management Journal, 47(6), 795–817.

    Article  Google Scholar 

  • Brouthers, K. D. (2013). A retrospective on institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 44(1), 14–22.

    Article  Google Scholar 

  • Brouthers, K. D., & Brouthers, L. E. (2000). Acquisition or greenfield start-up? Institutional, cultural and transaction cost influence. Strategic Management Journal, 21(1), 89–98.

    Article  Google Scholar 

  • Brouthers, K. D., & Brouthers, L. E. (2003). Why service and manufacturing entry mode choices differ: the influence of transaction cost factors, risk and trust. Journal of Management Studies, 40(5), 1179–1204.

    Article  Google Scholar 

  • Brouthers, K. D., & Dikova, D. (2010). Acquisitions and real options: the greenfield alternative. Journal of Management Studies, 47(6), 1048–1071.

    Article  Google Scholar 

  • Brouthers, K. D., & Hennart, J. F. (2007). Boundaries of the firm: insights from international entry mode research. Journal of Management, 33(3), 395–425.

    Article  Google Scholar 

  • Buckley, P. J., & Mathew, A. M. (1980). Dimensions of the market entry behavior of recent UK first time direct investors in Australia. Management International Review, 20(2), 35–52.

    Google Scholar 

  • Busija, E. C. (1997). Diversification strategy, entry mode, and performance: evidence of choice and constraints. Strategic Management Journal, 18(4), 321–327.

    Article  Google Scholar 

  • Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review, 32(3), 946–967.

    Article  Google Scholar 

  • Carpenter, M. A., Geletkanycz, M. A., & Sanders, W. G. (2004). Upper echelons research revisited: antecedents, elements and consequences of top management team components. Journal of Management, 30(6), 749–778.

    Google Scholar 

  • Caves, R. E., & Mehra, S. K. (1986). Entry of foreign multinationals into the US manufacturing industries. In M. E. Porter (Ed.), Competition in global industries (pp. 449–481). Boston: Harvard Business School Press.

    Google Scholar 

  • Chakrabarti, R., Gupta-Mukherjee, S., & Jayaraman, N. (2009). Mars-Venus marriages: culture and cross-border M&A. Journal of International Business Studies, 40(2), 216–236.

    Article  Google Scholar 

  • Chang, S. J., & Rosenzweig, M. (2001). The choice of entry mode in sequential foreign direct investment. Strategic Management Journal, 22(8), 747–776.

    Article  Google Scholar 

  • Chen, S. F. S. (2008). The motives for international acquisitions: capability procurements, strategic considerations, and the role of ownership structures. Journal of International Business Studies, 39(3), 454–471.

    Article  Google Scholar 

  • Chen, S. F. S., & Zeng, M. (2004). Japanese investors’ choice of acquisitions vs. startups in the US: the role of reputation barriers and advertising outlays. International Journal of Research in Marketing, 21(2), 123–136.

    Article  Google Scholar 

  • Cheng, Y. M. (2006). Determinants of FDI mode choice: acquisition, brownfield, and Greenfield entry in foreign markets. Canadian Journal of Administrative Science, 23(3), 202–220.

    Article  Google Scholar 

  • Choi, G., & Parsa, H. G. (2015). Role of intangible assets in foreign-market entry-mode decisions: a longitudinal study of American lodging firms. International Journal of Hospitality and Tourist Administration, 13(4), 281–312.

    Article  Google Scholar 

  • Chung, C. C., & Beamish, P. W. (2005). Investment mode strategy and expatriate strategy during times of economic crisis. Journal of International Management, 11(3), 331–355.

    Article  Google Scholar 

  • Cording, M., Christmann, P., & King, D. R. (2008). Reducing causal ambiguity in acquisition integration: intermediate goals as mediators of integration decisions and acquisition performance. Academy of Management Journal, 51(4), 744–767.

    Google Scholar 

  • Cui, L., & Jiang, F. (2010). Behind ownership decision of Chinese outward FDI: resources and institutions. Asia Pacific Journal of Management, 27(4), 751–774.

    Article  Google Scholar 

  • Dadzie, S., Larimo, J., & Nguyen, H. L. (2014). Foreign subsidiary performance: evidence from Ghana. Journal of Transnational Management, 19(2), 165–187.

    Article  Google Scholar 

  • Demirbag, M., Glaister, K. W., & Tatoglu, E. (2007). Institutional and transaction cost influences on MNEs’ ownership strategies of their affiliates: evidence from an emerging market. Journal of World Business, 42(2), 418–434.

    Article  Google Scholar 

  • Demirbag, M., Tatoglu, E., & Glaister, K. W. (2008). Factors affecting perceptions of the choice between acquisition and greenfield entry: the case of western FDI in an emerging market. Management International Review, 48(1), 5–38.

    Article  Google Scholar 

  • Dikova, D. (2012). Entry mode choice in transition economies: the moderating effect of institutional distance on managers’ personal experience. Journal of East-West Business, 18(1), 1–27.

    Article  Google Scholar 

  • Dikova, D., & Brouthers, K. D. (2009). Establishment mode choice: acquisition versus greenfield entry. In M. Kotabe & K. Helsen (Eds.), The SAGE handbook of international marketing (pp. 218–237). London: Sage Publications.

    Chapter  Google Scholar 

  • Dikova, D., & Rao Sahib, P. (2013). Is cultural distance a bane or a boon for cross-border acquisition performance? Journal of World Business, 48(1), 77–86.

    Article  Google Scholar 

  • Dikova, D., Rao Sahib, P., & van Witteloostuijn, A. (2010). Cross-border acquisition abandonment and completion: the effect of institutional differences and organizational learning in the international business service industry, 1981–2001. Journal of International Business Studies, 41(2), 223–245.

    Article  Google Scholar 

  • Dikova, D., & van Witteloostuijn, A. (2007). Foreign direct investment mode choice: entry and establishment modes in transition economies. Journal of International Business Studies, 38(6), 1013–1033.

    Article  Google Scholar 

  • Dow, D., & Larimo, J. (2011). Disentangling the roles of international experience and distance in establishment mode choice. Management International Review, 51(3), 321–355.

    Article  Google Scholar 

  • Drogendijk, R., & Slangen, A. (2006). Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises. International Business Review, 15(4), 361–380.

    Article  Google Scholar 

  • Elango, B. (2003). Does excess resources influence entry mode decisions of firms: a resource imbalance perspective. Journal of Transnational Management Development, 8(3), 47–69.

    Article  Google Scholar 

  • Elango, B. (2005). The influence of plant characteristics on the entry mode choice of overseas firms. Journal of Operations Management, 23(1), 65–79.

    Article  Google Scholar 

  • Elango, B., & Sambharya, R. B. (2004). The influence of industry structure on the entry mode choice of overseas entrants in manufacturing industries. Journal of International Management, 10, 107–124.

    Article  Google Scholar 

  • Erramilli, M. K., & Rao, C. P. (1993). Service firms’ international entry-mode choice: a modified transaction-cost analysis approach. Journal of Marketing, 57(3), 19–38.

    Article  Google Scholar 

  • Estrin, S., Baghdasaryan, D., & Meyer, K. (2009). The impact of institutional and human resource distance on international entry strategies. Journal of Management Studies, 46(7), 1171–1196.

    Article  Google Scholar 

  • Georgopoulos, A., & Preusse, H. G. (2009). Cross-border acquisitions vs. greenfield investment: a comparative performance analysis in Greece. International Business Review, 18(6), 592–605.

    Article  Google Scholar 

  • Haar, L. N., & Marinescu, N. (2014). Entry modes and firm performance in a transition economy: evidence from inward FDI to Romania. Journal of East West Business, 20(1), 44–67.

    Article  Google Scholar 

  • Harzing, A. W. K. (2002). Acquisitions vs. greenfield investments: international strategy and management of entry modes. Strategic Management Journal, 23(3), 211–227.

    Article  Google Scholar 

  • Hashai, N., & Almor, T. (2004). Gradually internationalizing born global firms—an oxymoron? International Business Review, 13(4), 465–483.

    Article  Google Scholar 

  • Havrylchyk, O., & Jurzyk, E. (2011). Profitability of foreign banks in Central and Eastern Europe. Economics of Transition, 19(3), 443–472.

    Article  Google Scholar 

  • Hebous, S., Ruf, M., & Weichenrieder, A. J. (2011). The effects of taxation on the location decision of multinational firms: M&A versus greenfield investments. National Tax Journal, 64(3), 817–838.

    Article  Google Scholar 

  • Hennart, J. F., & Park, Y. R. (1993). Greenfield vs. acquisition: the strategy of Japanese investors in the United States’. Management Science, 39(9), 1054–1070.

    Article  Google Scholar 

  • Hennart, J. F., & Reddy, S. (1997). The choice between mergers/acquisitions and joint ventures: the case of Japanese investors in the United States. Strategic Management Journal, 18(1), 1–12.

    Article  Google Scholar 

  • Hennart, J. F., Sheng, H. H., & Pimenta, G. (2015). Local complementary inputs as drivers of entry mode choices: the case of US investments in Brazil. International Business Review, 24(3), 466–475.

    Article  Google Scholar 

  • Herrmann, P., & Datta, D. K. (2006). CEO experience: effects on the choice of FDI entry mode. Journal of Management Studies, 43(4), 755–778.

    Article  Google Scholar 

  • Hryckiewicz, A., & Kowalewski, O. (2010). Economic determinants, financial crisis and entry modes of foreign banks inrto emerging markets. Emerging Markets Review, 11(3), 205–228.

    Article  Google Scholar 

  • Kejzar, K. Z. (2011). The role of foreign direct investment in the host-country firm selection process: firm-level evidence from Slovenian manufacturing. Review of World Economics, 147(1), 169–193.

    Article  Google Scholar 

  • King, D., Dalton, D., Daily, C., & Covin, J. (2004). Meta-analysis of post-acquisition performance: indications of unidentified moderators. Strategic Management Journal, 25(2), 187–200.

    Article  Google Scholar 

  • Klimek, A. (2011). Greenfield foreign direct investment versus cross-border mergers and acquisitions. Eastern European Economics, 49(6), 60–73.

    Article  Google Scholar 

  • Kogut, B., & Chang, S. J. (1991). Technological capabilities and Japanese foreign direct investment in the United States. The Review of Economics and Statistics, 73(3), 401–413.

    Article  Google Scholar 

  • Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432.

    Article  Google Scholar 

  • Krishnan, H. A., Hitt, M., & Park, D. (2007). Acquisition premiums, subsequent workforce reductions and post-acquisition performance. Journal of Management Studies, 44(5), 709–732.

    Article  Google Scholar 

  • Kuemmerle, W. (1999). Foreign direct investment in industrial research in the pharmaceutical and electronics industries-results from a survey of multinational firms. Research Policy, 28(2–3), 179–193.

    Article  Google Scholar 

  • Larimo, J. (2003). Form of investment by Nordic firms in world markets. Journal of Business Research, 58(2), 1–13.

    Google Scholar 

  • Lee, G. K., & Lieberman, M. B. (2010). Acquisition vs. internal development as modes of market entry. Strategic Management Journal, 31(2), 140–158.

    Google Scholar 

  • Li, J. (1995). Foreign entry and survival: effects of strategic choice on performance in international markets. Strategic Management Journal, 16(5), 333–351.

    Article  Google Scholar 

  • Li, J., & Guisinger, S. (1991). Comparative business failures of foreign-controlled firms in the United States. Journal of International Business Studies, 22(2), 209–224.

    Article  Google Scholar 

  • Lopez-Duarte, C., & Garcia-Canal, E. (2002). The effect of firm and host country characteristics on the choice of entry mode: empirical evidence from Spanish firms. Journal of Management and Governance, 6(2), 153–168.

    Article  Google Scholar 

  • Lozano-Vivas, A., & Weill, L. (2012). How does cross-border activity affect EU banking markets? European Financial Management, 18(2), 303–320.

    Article  Google Scholar 

  • Mata, J., & Portugal, P. (2000). Closure and divestiture by foreign entrants: the impact of entry and post-entry strategies. Strategic Management Journal, 21(5), 549–562.

    Article  Google Scholar 

  • Meyer, K. E., Ding, Y., Li, J., & Zhang, H. (2014). Overcoming distrust: how state-owned enterprises adapt their foreign entries to institutional pressures abroad. Journal of International Business Studies, 45(8), 1005–1028.

    Article  Google Scholar 

  • Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources and entry strategies in emerging economies. Strategic Management Journal, 30(1), 61–80.

    Article  Google Scholar 

  • Meyer, K. E., & Nguyen, H. V. (2005). Foreign investment strategies and sub-national institutions in emerging markets: evidence from Vietnam. Journal of Management Studies, 42(1), 63–93.

    Article  Google Scholar 

  • Moatti, V., Ren, C. R., & Anand, J. (2015). Disentangling the performance effects of efficiency and bargaining power in horizontal growth strategies: an empirical investigation in the global retail industry. Strategic Management Journal, 36(5), 745–757.

    Article  Google Scholar 

  • Moden, K.-M., Norbäck, P.-J. & Persson, L. (2008). Efficiency and ownership structure: the case of Poland. The World Economy, 31(3), 437–460.

    Article  Google Scholar 

  • Mudambi, R., & Mudambi, S. M. (2002). Diversification and market entry choices in the context of foreign direct investment. International Business Review, 11(1), 35–55.

    Article  Google Scholar 

  • Nadolska, A., & Barkema, H. (2007). Learning to internationalize: the pace and success of foreign acquisitions. Journal of International Business Studies, 38(7), 1170–1186.

    Article  Google Scholar 

  • Nagano, M. (2013). Similarities and differences among cross-border M&A and greenfield FDI determinants: evidence from Asia and Oceania. Emerging Markets Review, 16, 100–118.

    Article  Google Scholar 

  • Nanda, N. (2009). Growth effects of FDI: is greenfield greener? Perspectives on Global Development and Technology, 8(1), 26–47.

    Article  Google Scholar 

  • Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge: Cambridge: Harvard University Press.

    Google Scholar 

  • Neto, P., Brandao, A., & Cerqueira, A. (2010). The macroeconomic determinants of cross—border mergers and acquisitions andgreenfield investments. The IUP Journal of Business Strategy, 7(1), 21–57.

    Google Scholar 

  • Nitsch, D., Beamish, P., & Makino, S. (1996). Entry mode and performance of Japanese FDI in western Europe. Management International Review, 36(1), 27–43.

    Google Scholar 

  • Nocke, V., & Yeaple, S. (2008). As assignment theory of foreign direct investment. The Review of Economics Studies, 75, 529–557.

    Article  Google Scholar 

  • O Huallachain, B., & Reid, N. (1997). Acquisition versus greenfield investment: the location and growth of Japanese manufacturers in the United States. Regional Studies, 31(4), 403–416.

    Article  Google Scholar 

  • Padmanabhan, P., & Cho, K. R. (1995). Methodological issues in international business studies: the case of foreign establishment mode decisions by multinational firms. International Business Review, 4(1), 55–73.

    Article  Google Scholar 

  • Padmanabhan, P., & Cho, K. R. (1999). Decision specific experience in foreign ownership and establishment strategies: evidence from Japanese firms. Journal of International Business Studies, 30(1), 25–44.

    Article  Google Scholar 

  • Peng, M., & Heath, P. S. (1996). The growth of the firm in planned economies in transitions: institutions, organizations and strategic choice. Academy of Management Review, 21(2), 492–528.

    Google Scholar 

  • Pennings, J. M., Barkema, H. G., & Douma, S. (1994). Organizational learning and diversification. Academy of Management Journal, 37(3), 608–640.

    Article  Google Scholar 

  • Penrose, E. T. (1959). The theory of the growth of the firm. Oxford: Oxford University Press.

    Google Scholar 

  • Perlmutter, H. V. (1969). The tortuous evolution of the multinational corporation. Columbia Journal of World Business, 4(1), 9–18.

    Google Scholar 

  • Petrou, A. P. (2009). Foreign market entry strategies in retail banking: choosing an entry mode in a landscape of constraints. Long Range Planning, 42(5–6), 614–632.

    Article  Google Scholar 

  • Poghosyan, T., & Poghosyan, A. (2010). Foreign bank entry, bank efficiency and market power in central and eastern European countries. Economics of Transition, 18(3), 571–598.

    Article  Google Scholar 

  • Prahalad, C. K., & Doz, Y. (1987). The multinational missions: balancing local demands and global vision. New York: The Free Press.

    Google Scholar 

  • Raff, H., Ryan, M., & Stähler, F. (2012). Firm productivity and the foreign-market entry decision. Journal of Economics and Management Strategy, 21(3), 849–871.

    Article  Google Scholar 

  • Reus, T., & Lamont, B. (2009). The double-edged sword of cultural distance in international acquisitions. Journal of International Business Studies, 25, 1–19.

    Google Scholar 

  • Rienda, L., Claver, E., & Quer, D. (2013). The internationalization of Indian multinationals: determinants of expansion through acquisitions. Journal of the Asia Pacific Economy, 18(1), 115–132.

    Article  Google Scholar 

  • Roberto, B. (2004). Acquisition versus Greenfield investment: the location of foreign manufacturers in Italy. Regional Science and Urban Economics, 34(1), 3–25.

    Article  Google Scholar 

  • Ruiz-Moreno, F., Mas-Ruiz, F. J., & Nicolau-Gonzalbez, J. L. (2007). Two-stage process of FDI: ownership structure and diversification mode. Journal of Business Research, 60, 795–805.

    Article  Google Scholar 

  • Schwenk, C. R. (1984). Cognitive simplification process in strategic decision making. Strategic Management Journal, 5(2), 1–28.

    Article  Google Scholar 

  • Sharma, A. (1998). Mode of entry and ex-post performance. Strategic Management Journal, 19, 879–900.

    Article  Google Scholar 

  • Shaver, J. M. (1998). Accounting for endogeneity when assessing strategy performance: does entry mode choice affect FDI survival? Management Science, 44(4), 571–585.

    Article  Google Scholar 

  • Shaver, J. M., Mitchell, W., & Yeung, B. (1997). The effect of own-firm and other-firm experience on foreign direct investment survival in the United States, 1987–92. Strategic Management Journal, 18, 811–824.

    Article  Google Scholar 

  • Shrader, R. (2001). Collaboration and performance in foreign markets: the case of young high-technology manufacturing firms. Academy of Management Journal, 44(1), 45–60.

    Article  Google Scholar 

  • Slangen, A. H. L. (2011). A communication-based theory of the choice between greenfield and acquisition entry. Journal of Management Studies, 48(8), 1699–1726.

    Article  Google Scholar 

  • Slangen, A. H. L. (2013). Greenfield or acquisition entry? The roles of policy uncertainty and MNE legitimacy in host countries. Global Strategy Journal, 3(3), 262–280.

    Article  Google Scholar 

  • Slangen, A. H. L., & Dikova, D. (2014). Planned marketing adaptation and multinationals’ choices between acquisitions and greenfields. Journal of International Marketing, 22(2), 68–88.

    Article  Google Scholar 

  • Slangen, A., & Hennart, J. F. (2007). Greenfield or acquisition entry: a review of the empirical foreign establishment mode literature. Journal of International Management, 13(4), 403–429.

    Article  Google Scholar 

  • Slangen, A., & Hennart, J. F. (2008). Do multinationals really prefer to enter culturally distant countries through greenfields rather than acquisitions? The role of parent experience and subsidiary autonomy. Journal of International Business Studies, 39(3), 472–490.

    Article  Google Scholar 

  • Solocha, A., & Soskin, M. (1994). Canadian direct investment, mode of entry, and border location. Management International Review, 34(1), 79–95.

    Google Scholar 

  • Somlev, I. P., & Hoshino, Y. (2005). Influence of location factors in establishment and ownership of foreign investments: the case of the Japanese manufacturing firms in Europe. International Business Review, 14(5), 577–598.

    Article  Google Scholar 

  • Song, S. (2014). Entry mode irreversibility, host market uncertainty, and foreign subsidiary exits. Asia Pacific Journal of Management, 31(2), 455–471.

    Article  Google Scholar 

  • Tan, D. (2009). Foreign market entry strategies and post-entry growth: acquisitions versus greenfield investments. Journal of International Business Studies, 40, 1046–1063.

    Article  Google Scholar 

  • Tsai, M. T., & Cheng, Y. M. (2004). Asset specificity, culture, experience, firm size and entry mode strategy: taiwanese manufacturing firms in China, South–East Asia and Western Europe. International Journal of Culture Management, 14(3–4), 1–27.

    Google Scholar 

  • Tsang, E. W. K., & Yip, P. S. L. (2007). Economic distance and the survival of foreign direct investments. Academy of Management Journal, 50(5), 1156–1168.

    Article  Google Scholar 

  • Vencappa, D., & Thi, N.-A. V. (2007). Decomposing the productivity growth of foreign banks in ther Czech Republic, Hungary and Poland; Greenfield investment versus mergers and acquisitions. The Icfai Journal of Mergers and Acquisitions, 4(4), 27–38.

    Google Scholar 

  • Vermeulen, F., & Barkema, H. (2001). Learning through acquisitions. Academy of Management Journal, 44(3), 457–476.

    Article  Google Scholar 

  • Wang, M., & Wong, M. C. S. (2009). What drives economic growth? The case of xcross-border M&As and greenfield FDI activities. Kyklos, 62(2), 316–330.

    Article  Google Scholar 

  • Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.

    Article  Google Scholar 

  • Wes, M., & Lankes, H. P. (2001). FDI in economies in transition: M&As versus greenfield investment. Transnational Corporations, 10(3), 113–128.

    Google Scholar 

  • Williams, D. (2003). Explaining employment changes in foreign manufacturing investment in the UK. International Business Review, 12(4), 479–497.

    Article  Google Scholar 

  • Williams, D. (2005). Supplier linkages of foreign-owned manufacturing firms in the UK: the influence of entry mode, subsidiary autonomy and nationality. European Planning Studies, 13(1), 73–91.

    Article  Google Scholar 

  • Williamson, O. E. (1975). Markets and hierarchy: analysis and antitrust implications. New York: The Free Press.

    Google Scholar 

  • Wilson, B. (1980). The propensity of multinational enterprises to expand through acquisitions. Journal of International Business Studies, 11(1), 59–65.

    Article  Google Scholar 

  • Woodcock, C. P., Beamish, P., & Makino, S. (1994). Ownership-based entry mode strategies and international performance. Journal of International Business Studies, 25(2), 253–273.

    Article  Google Scholar 

  • Yip, G. (1982). Diversification entry: internal development versus acquisition. Strategic Management Journal, 3(4), 331–345.

    Article  Google Scholar 

  • Zejan, M. (1990). New ventures or acquisitions: the choice of Swedish multinational enterprises. Journal of Industrial Economics, 38(3), 349–355.

    Article  Google Scholar 

  • Zemplinerova, A., & Jarolim, M. (2001). Modes of FDI entry and firm performance: the Czech case. Transnational Corporations, 10(3), 95–111.

    Google Scholar 

  • Zhuang, H. (2012). Modes of foreign entry and regional economic growth: evidence from US States. Journal of Applied Economics and Business Research, 2(4), 221–229.

    Google Scholar 

  • Zinkhan, G. M., & Cheng, C. S. A. (1992). Marketing communication intensity across industries. Decision Sciences, 23(3), 758–769.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Desislava Dikova.

Appendix

Appendix

See Tables 6, 7, 8 and 9.

Table 6 Firm-level predictors of establishment mode
Table 7 Country-level predictors of establishment mode
Table 8 Industry-level predictors of establishment mode
Table 9 Subsidiary-level predictors of establishment mode

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Dikova, D., Brouthers, K. International Establishment Mode Choice: Past, Present and Future. Manag Int Rev 56, 489–530 (2016). https://doi.org/10.1007/s11575-015-0258-3

Download citation

  • Received:

  • Revised:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11575-015-0258-3

Keywords

Navigation