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Do we really need more entry mode studies?

Journal of international business studies, 2013-01, Vol.44 (1), p.23-27

Shaver, J Myles

2013

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Limitations to interorganizational knowledge acquisition: the paradox of corporate venture capital

Strategic management journal, 2009-10, Vol.30 (10), p.1045-1064

2009

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The benefits of geographic sales diversification: How exporting facilitates capital investment

Strategic management journal, 2011-10, Vol.32 (10), p.1046-1060

Myles Shaver, J.

2011

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Causal Identification Through a Cumulative Body of Research in the Study of Strategy and Organizations

Journal of management, 2020-09, Vol.46 (7), p.1244-1256

Shaver, J. Myles

2020

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Agglomeration economies, firm heterogeneity, and foreign direct investment in the United States

Strategic management journal, 2000-12, Vol.21 (12), p.1175-1193

2000

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Learning by Exporting: New Insights from Examining Firm Innovation

Journal of economics & management strategy, 2005-06, Vol.14 (2), p.431-460

2005

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Accounting for Endogeneity When Assessing Strategy Performance: Does Entry Mode Choice Affect FDI Survival?

Management science, 1998-04, Vol.44 (4), p.571-585

Shaver, J. Myles

1998

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Network Synergy

Administrative science quarterly, 2019-03, Vol.64 (1), p.171-202

2019

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A Paradox of Synergy: Contagion and Capacity Effects in Mergers and Acquisitions

The Academy of Management review, 2006-10, Vol.31 (4), p.962-976

Shaver, J. Myles

2006

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The necessity, logic, and forms of replication

Strategic management journal, 2016-11, Vol.37 (11), p.2193-2203

2016

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Firm non-market capabilities and the effect of supranational institutional safeguards on the location choice of international investments

Strategic management journal, 2018-10, Vol.39 (10), p.2770-2793

2018

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Competition-driven repositioning

Strategic management journal, 2014-11, Vol.35 (11), p.1585-1604

2014

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The effect of own-firm and other-firm experience on foreign direct investment survival in the United States, 1987-92

Strategic management journal, 1997-11, Vol.18 (10), p.811-824

1997

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Constraints and incentives for making long horizon corporate investments

Strategic management journal, 2010-12, Vol.31 (12), p.1316-1336

2010

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From mass to motion: Conceptualizing and measuring the dynamics of industry clusters

Strategic management journal, 2022-04, Vol.43 (4), p.822-846

2022

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Performance metrics in strategy research: A new metric and method for assessing dynamic value

Strategic management journal, 2024-01, Vol.45 (1), p.144-167

2024

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Dual careers and the willingness to consider employment in startup ventures

Strategic management journal, 2023-09, Vol.44 (9), p.2175-2194

2023

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Strategic rationale for responding to extra-jurisdictional regulation: Evidence from firm adoption of renewable power in the US

Strategic management journal, 2014-05, Vol.35 (5), p.629-651

2014

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Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies

Journal of management, 2005-06, Vol.31 (3), p.330-353

Shaver, J. Myles

2005

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Interpreting Empirical Findings

Journal of international business studies, 2006-07, Vol.37 (4), p.451-452

Shaver, J. Myles

2006

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Does international research and development increase patent output? An analysis of Japanese pharmaceutical firms

Strategic management journal, 2005-02, Vol.26 (2), p.121-140

2005

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Confounding changes in averages with marginal effects: How anchoring can destroy economic value in strategic investment assessments

Strategic management journal, 2014-10, Vol.35 (10), p.1414-1426

2014

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Export and domestic sales: their interrelationship and determinants

Strategic management journal, 2005-09, Vol.26 (9), p.855-871

2005

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Do Foreign-Owned and U.S.-Owned Establishments Exhibit the Same Location Pattern in U.S. Manufacturing Industries?

Journal of international business studies, 1998-01, Vol.29 (3), p.469-492

Shaver, J. Myles

1998

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Internationalization revisited: the big step hypothesis

Global strategy journal, 2011-11, Vol.1 (3-4), p.263-274

2011

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Do we really need more entry mode studies?

Limitations to interorganizational knowledge acquisition: the paradox of corporate venture capital

The benefits of geographic sales diversification: How exporting facilitates capital investment

Causal Identification Through a Cumulative Body of Research in the Study of Strategy and Organizations

Agglomeration economies, firm heterogeneity, and foreign direct investment in the United States

Learning by Exporting: New Insights from Examining Firm Innovation

Accounting for Endogeneity When Assessing Strategy Performance: Does Entry Mode Choice Affect FDI Survival?

Network Synergy

A Paradox of Synergy: Contagion and Capacity Effects in Mergers and Acquisitions

The necessity, logic, and forms of replication

Firm non-market capabilities and the effect of supranational institutional safeguards on the location choice of international investments

Competition-driven repositioning

The effect of own-firm and other-firm experience on foreign direct investment survival in the United States, 1987-92

Constraints and incentives for making long horizon corporate investments

From mass to motion: Conceptualizing and measuring the dynamics of industry clusters

Performance metrics in strategy research: A new metric and method for assessing dynamic value

Dual careers and the willingness to consider employment in startup ventures

Strategic rationale for responding to extra-jurisdictional regulation: Evidence from firm adoption of renewable power in the US

Testing for Mediating Variables in Management Research: Concerns, Implications, and Alternative Strategies

Interpreting Empirical Findings

Does international research and development increase patent output? An analysis of Japanese pharmaceutical firms

Confounding changes in averages with marginal effects: How anchoring can destroy economic value in strategic investment assessments

Export and domestic sales: their interrelationship and determinants

Do Foreign-Owned and U.S.-Owned Establishments Exhibit the Same Location Pattern in U.S. Manufacturing Industries?

Internationalization revisited: the big step hypothesis

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