000128141 001__ 128141
000128141 005__ 20250411150809.0
000128141 0247_ $$2doi$$a10.1177/14761270231195497
000128141 0248_ $$2sideral$$a134355
000128141 037__ $$aART-2023-134355
000128141 041__ $$aeng
000128141 100__ $$0(orcid)0000-0002-0712-2364$$aDomínguez, Beatriz$$uUniversidad de Zaragoza
000128141 245__ $$aWhen does high institutional quality explain the presence of MNEs in a foreign country? experiential and vicarious learning as boundary conditions
000128141 260__ $$c2023
000128141 5060_ $$aAccess copy available to the general public$$fUnrestricted
000128141 5203_ $$aInstitutional economics theory predicts that multinational enterprises (MNEs) operate in foreign countries with high institutional quality, which is known as the institutional profile effect. Nevertheless, the predictions of this theory seem to diverge from the international presence of certain MNEs, raising questions about the broader applicability of the institutional profile effect. We posit that the phenomenon of learning by MNEs offers an explanation for the occasional ineffectiveness of the institutional profile effect in specific contexts. Thus, we seek to answer the following research question: What types of learning reduce the probability of MNEs operating in countries with high institutional quality? To address this question, we investigate the role of experiential and vicarious learning as boundary conditions for the institutional profile effect, and compare their respective effects. Through our empirical analysis of a sample comprising 60 telecommunications MNEs, 39 home countries, and 145 host countries, we find that both experiential and vicarious learning have a negative moderating effect on the institutional profile effect. Furthermore, our findings indicate the existence of a cumulative effect resulting from the combination of different types of learning.
000128141 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S64-20R$$9info:eu-repo/grantAgreement/ES/MCIN/PID2020-113265GB-C21$$9info:eu-repo/grantAgreement/ES/MCIN/PID2020-113265GB-C22
000128141 540__ $$9info:eu-repo/semantics/openAccess$$aAll rights reserved$$uhttp://www.europeana.eu/rights/rr-f/
000128141 590__ $$a5.2$$b2023
000128141 592__ $$a3.914$$b2023
000128141 591__ $$aMANAGEMENT$$b77 / 407 = 0.189$$c2023$$dQ1$$eT1
000128141 591__ $$aBUSINESS$$b63 / 304 = 0.207$$c2023$$dQ1$$eT1
000128141 593__ $$aEducation$$c2023$$dQ1
000128141 593__ $$aStrategy and Management$$c2023$$dQ1
000128141 593__ $$aIndustrial Relations$$c2023$$dQ1
000128141 593__ $$aBusiness and International Management$$c2023$$dQ1
000128141 594__ $$a9.8$$b2023
000128141 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000128141 700__ $$aGómez, Jaime
000128141 700__ $$0(orcid)0000-0001-7710-9002$$aMaicas, Juan P.$$uUniversidad de Zaragoza
000128141 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000128141 773__ $$g(2023), [58 pp.]$$pStrategic Organization$$tStrategic Organization$$x1476-1270
000128141 8564_ $$s926002$$uhttps://zaguan.unizar.es/record/128141/files/texto_completo.pdf$$yPostprint
000128141 8564_ $$s969238$$uhttps://zaguan.unizar.es/record/128141/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000128141 909CO $$ooai:zaguan.unizar.es:128141$$particulos$$pdriver
000128141 951__ $$a2025-04-11-15:05:15
000128141 980__ $$aARTICLE