Arjen Slangen
Arjen Slangen
Professor of International Business, KU Leuven
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Hofstede, Schwartz, or managerial perceptions? The effects of different cultural distance measures on establishment mode choices by multinational enterprises
R Drogendijk, A Slangen
International Business Review 15 (4), 361-380, 2006
Cultural distance, political risk, or governance quality? Towards a more accurate conceptualization and measurement of external uncertainty in foreign entry mode research
AHL Slangen, RJM Van Tulder
International business review 18 (3), 276-291, 2009
National cultural distance and initial foreign acquisition performance: The moderating effect of integration
AHL Slangen
Journal of World Business 41 (2), 161-170, 2006
Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy
AHL Slangen, JF Hennart
Journal of International Business Studies 39 (3), 472-490, 2008
Greenfield or acquisition entry: A review of the empirical foreign establishment mode literature
A Slangen, JF Hennart
Journal of International Management 13 (4), 403-429, 2007
The impact of institutional hazards on foreign multinational activity: A contingency perspective
AHL Slangen, S Beugelsdijk
Journal of International Business Studies 41 (6), 980-995, 2010
Cultural and institutional determinants of bilateral trade flows
GJ Linders, A HL Slangen, HLF De Groot, S Beugelsdijk
Available at SSRN 775504, 2005
Yes, we really do need more entry mode studies! A commentary on Shaver
JF Hennart, AHL Slangen
Journal of International Business Studies 46 (1), 114-122, 2015
Do foreign greenfields outperform foreign acquisitions or vice versa? An institutional perspective
AHL Slangen, JF Hennart
Journal of Management Studies 45 (7), 1301-1328, 2008
Why and how FDI stocks are a biased measure of MNE affiliate activity
S Beugelsdijk, JF Hennart, A Slangen, R Smeets
Journal of International Business Studies 41 (9), 1444-1459, 2010
A communication‐based theory of the choice between greenfield and acquisition entry
AHL Slangen
Journal of Management Studies 48 (8), 1699-1726, 2011
Institutional economics and economic organisation theory: an integrated approach
LHG Slangen, LA Loucks, AHL Slangen
Wageningen Academic Publishers, 2008
The impact of home–host cultural distance on foreign affiliate sales: The moderating role of cultural variation within host countries
S Beugelsdijk, A Slangen, R Maseland, M Onrust
Journal of Business Research 67 (8), 1638-1646, 2014
Shapes of organizational change: the case of Heineken Inc.
S Beugelsdijk, A Slangen, M van Herpen
Journal of Organizational Change Management, 2002
The role of headquarters–subsidiary geographic distance in strategic decisions by spatially disaggregated headquarters
MG Baaij, AHL Slangen
Journal of International Business Studies 44 (9), 941-952, 2013
Cultural distance in international business and management: From mean-based to variance-based measures
S Beugelsdijk, R Maseland, M Onrust, A Van Hoorn, A Slangen
The International Journal of Human Resource Management 26 (2), 165-191, 2015
Greenfield or acquisition entry? The roles of policy uncertainty and MNE legitimacy in host countries
AHL Slangen
Global Strategy Journal 3 (3), 262-280, 2013
The Impact of Cultural Distance on Bilateral Arm’s Length Exports
A Slangen, S Beugelsdijk, JF Hennart
Management International Review 51 (6), 875-896, 2011
Planned marketing adaptation and multinationals’ choices between acquisitions and greenfields
AHL Slangen, D Dikova
Journal of International Marketing 22 (2), 68-88, 2014
Disaggregating the corporate headquarters: Investor reactions to inversion announcements by US firms
AHL Slangen, M Baaij, R Valboni
Journal of Management Studies 54 (8), 1241-1270, 2017
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