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Arjen Slangen
Arjen Slangen
Professor of International Business, KU Leuven
Bestätigte E-Mail-Adresse bei kuleuven.be
Titel
Zitiert von
Zitiert von
Jahr
Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises
R Drogendijk, A Slangen
International Business Review 15 (4), 361-380, 2006
6562006
Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research
AHL Slangen, RJM Van Tulder
International business review 18 (3), 276-291, 2009
4582009
National cultural distance and initial foreign acquisition performance: The moderating effect of integration
AHL Slangen
Journal of World Business 41 (2), 161-170, 2006
3542006
Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature
A Slangen, JF Hennart
Journal of international management 13 (4), 403-429, 2007
3142007
Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy
AHL Slangen, JF Hennart
Journal of International Business Studies 39 (3), 472-490, 2008
2982008
The impact of institutional hazards on foreign multinational activity: A contingency perspective
AHL Slangen, S Beugelsdijk
Journal of International Business Studies 41, 980-995, 2010
2592010
Yes, we really do need more entry mode studies! A commentary on Shaver
JF Hennart, AHL Slangen
Journal of International Business Studies 46 (1), 114-122, 2015
2432015
Cultural and institutional determinants of bilateral trade flows
GJ Linders, A HL Slangen, HLF De Groot, S Beugelsdijk
Tinbergen Institute discussion paper, 2005
229*2005
Why and how FDI stocks are a biased measure of MNE affiliate activity
S Beugelsdijk, JF Hennart, A Slangen, R Smeets
Journal of International Business Studies 41, 1444-1459, 2010
1812010
Do foreign greenfields outperform foreign acquisitions or vice versa? An institutional perspective
AHL Slangen, JF Hennart
Journal of Management Studies 45 (7), 1301-1328, 2008
1742008
A communication‐based theory of the choice between greenfield and acquisition entry
AHL Slangen
Journal of Management Studies 48 (8), 1699-1726, 2011
1262011
The impact of home–host cultural distance on foreign affiliate sales: The moderating role of cultural variation within host countries
S Beugelsdijk, A Slangen, R Maseland, M Onrust
Journal of Business Research 67 (8), 1638-1646, 2014
1082014
Institutional economics and economic organisation theory: an integrated approach
LHG Slangen, LA Loucks, AHL Slangen
Wageningen Academic Publishers, 2008
1032008
The role of headquarters–subsidiary geographic distance in strategic decisions by spatially disaggregated headquarters
MG Baaij, AHL Slangen
Journal of International Business Studies 44, 941-952, 2013
952013
Greenfield or acquisition entry? The roles of policy uncertainty and MNE legitimacy in host countries
AHL Slangen
Global Strategy Journal 3 (3), 262-280, 2013
822013
Shapes of organizational change: the case of Heineken Inc.
S Beugelsdijk, A Slangen, M van Herpen
Journal of Organizational Change Management 15 (3), 311-326, 2002
792002
When do firms choose global cities as foreign investment locations within countries? The roles of contextual distance, knowledge intensity, and target-country experience
R Belderbos, HS Du, A Slangen
Journal of World Business 55 (1), 101022, 2020
702020
Cultural distance in international business and management: from mean-based to variance-based measures
S Beugelsdijk, R Maseland, M Onrust, A Van Hoorn, A Slangen
The International Journal of Human Resource Management 26 (2), 165-191, 2015
672015
To elevate or to duplicate? Experiential learning, host-country institutions, and MNE post-entry commitment increase
M Putzhammer, S Fainshmidt, J Puck, A Slangen
Journal of World Business 53 (4), 568-580, 2018
412018
The Impact of Cultural Distance on Bilateral Arm’s Length Exports
A Slangen, S Beugelsdijk, JF Hennart
Management International Review 51 (6), 875-896, 2011
412011
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