This study investigates director interlock as a mechanism by which an MNC learns and adopts high control market expansion modes that other MNCs use. Using data on greenfields and acquisitions by S&P 500 firms in the period 2003-2010, we find a significant relationship between the use of high control market expansion modes by interlocked MNCs and the frequency of international expansion of a focal MNC through such modes in unrelated industries, with the relationship stronger for the depth of interlocked director experience. The findings contribute to the literatures around the frequency of international expansion and microfoundations of international strategy.

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Keywords Director interlock, Foreign market entry mode, Frequency of international expansion, High control entry mode, Microfoundations
Persistent URL dx.doi.org/10.1016/j.jwb.2018.02.003, hdl.handle.net/1765/105041
Journal Journal of World Business
Citation
Ang, S.H, Benischke, M.H, & Hooi, A.W.L. (Andrea Wai-Leng). (2018). Frequency of international expansion through high control market expansion modes and interlocked directorships. Journal of World Business. doi:10.1016/j.jwb.2018.02.003