Kathryn Harrigan - Academia.edu (original) (raw)
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Papers by Kathryn Harrigan
The Palgrave Encyclopedia of Strategic Management, 2015
Technology Analysis & Strategic Management, 2016
Research Methodology in Strategy and Management, 2009
ABSTRACT A multi-site, multi-source research methodology is suggested for scholars of corporate s... more ABSTRACT A multi-site, multi-source research methodology is suggested for scholars of corporate strategy in order to attain generalizability and statistical significance in reporting findings while not losing the nuances and understanding of each firm's environmental context.
Asia Pacific Management Review, 2015
ABSTRACT With asymmetries in resource contributions and uncertainty regarding local operations, t... more ABSTRACT With asymmetries in resource contributions and uncertainty regarding local operations, the degree of operating autonomy given to a venture is a frequent source of conflict between JV parents. To what extent can JV managers decide for themselves, and when do they need parental approval? We analyze this pivotal question drawing on the resource dependence theory to explain how much autonomy was provided to Chinese-foreign JVs. We find that resource dependence on foreign parents' contributions provided a stronger explanation to JV operating autonomy than that of Chinese parents' contributions – the local parent allowed a higher level of autonomy to its JV in comparison to the foreign parent.
The Palgrave Encyclopedia of Strategic Management, 2015
Technology Analysis & Strategic Management, 2016
Research Methodology in Strategy and Management, 2009
ABSTRACT A multi-site, multi-source research methodology is suggested for scholars of corporate s... more ABSTRACT A multi-site, multi-source research methodology is suggested for scholars of corporate strategy in order to attain generalizability and statistical significance in reporting findings while not losing the nuances and understanding of each firm's environmental context.
Asia Pacific Management Review, 2015
ABSTRACT With asymmetries in resource contributions and uncertainty regarding local operations, t... more ABSTRACT With asymmetries in resource contributions and uncertainty regarding local operations, the degree of operating autonomy given to a venture is a frequent source of conflict between JV parents. To what extent can JV managers decide for themselves, and when do they need parental approval? We analyze this pivotal question drawing on the resource dependence theory to explain how much autonomy was provided to Chinese-foreign JVs. We find that resource dependence on foreign parents' contributions provided a stronger explanation to JV operating autonomy than that of Chinese parents' contributions – the local parent allowed a higher level of autonomy to its JV in comparison to the foreign parent.