Management Papers
Document Type
Journal Article
Date of this Version
9-2001
Publication Source
Administrative Science Quarterly
Volume
46
Issue
3
Start Page
443
Last Page
475
DOI
10.2307/3094871
Abstract
In a study of a sample of 2,705 international plant location decisions by listed Japanese multinational corporations across a possible set of 155 countries in the 1990-1996 period, we use neoinstitutional theory and research on political institutions to explain organizational entry into new geographic markets. We extend neoinstitutional theory's proposition that prior decisions and actions by other organizations provide legitimization and information to a decision marked by uncertainty, showing that this effect holds when the uncertainty comes from a firm's lack of experience in a market but not when the uncertainty derives from the structure of a market's policymaking apparatus.
Recommended Citation
Henisz, W. J., & Delios, A. (2001). Uncertainty, Imitation, and Plant Location: Japanese Multinational Corporations, 1990‐1996. Administrative Science Quarterly, 46 (3), 443-475. http://dx.doi.org/10.2307/3094871
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Business Administration, Management, and Operations Commons, International Business Commons, Operations and Supply Chain Management Commons
Date Posted: 27 November 2017
This document has been peer reviewed.