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Nation as a Context for Strategy: The Effects of National C..:

Huo, Y. Paul ; McKinley, William
MIR: Management International Review. 32 (1992) 2 - p. 103-113 , 1992

Link: https://www.jstor.org/stable/40228094

RT Journal
T1 <Title>Nation as a Context for Strategy: The Effects of National Characteristics on Business-Level Strategies</Title>

UL https://suche.suub.uni-bremen.de/peid=jstor-40228094&Exemplar=1&LAN=DE
				
A1 Huo, Y. Paul
A1 McKinley, William
PB Gabler Verlag
YR 1992
SN 0938-8249
SN 1861-8901
K1 Nation
K1 National Context
K1 Business Strategies
K1 International Management
K1 Business
K1 Business engineering
K1 Corporate planning
K1 Corporate strategies
K1 Behavioral sciences
K1 Psychology
K1 Social psychology
K1 Group identity
K1 National identity
K1 Social sciences
K1 Population studies
K1 Demography
K1 Business structures
K1 Applied sciences
K1 Research methods
K1 Research design
K1 Mathematics
K1 Applied mathematics
K1 Management science
K1 Economics
K1 Economic disciplines
K1 Labor economics
K1 Labor
K1 Workforce
K1 Microeconomics
K1 Economic costs and benefits
K1 Economic costs
K1 Capital costs
K1 Biological sciences
K1 Agriculture
K1 Agricultural management
JF MIR: Management International Review
VO 32
IS 2
SP 103
OP 113
LK http://dx.doi.org/https://www.jstor.org/stable/40228094
DO https://www.jstor.org/stable/40228094
SF ELIB - SuUB Bremen

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