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Extra info for Corporate Governance and International Business: Strategy, Performance and Institutional Change
One reason for this discrepancy may be the aforementioned limited overlap between our and the Djankov and Murrell (2002) studies in this area. Moreover, Djankov and Murrell (2002: 758) report that ‘the results for managers and workers show a considerable degree of sensitivity to how selection bias is handled’, while we focus on studies that handle the issue of selection (categories C1 and C2). g. in their Table 1) for the sake of comparability across studies, while we present the effects as reported in the original studies.
Hyman compares the research agendas in comparative industrial relations and IB scholarship, and suggests that both fields of study are increasingly concerned with the impact of MNEs on local institutional settings. He argues that despite the necessity of comparing how institutions share and are shaped by internationalization, the task of comparison brings serious methodological difficulties, since the nature of Why Does Corporate Governance Matter? 9 institutional effects are highly contextual and to some degree ‘incomparable’ across different countries.
2003). ‘Governance infrastructure and US foreign direct investment’. Journal of International Business Studies, 34(1): 19–39. Gourevitch, P. A. and Shinn, J. (2005). Political power and corporate control: the new global politics of corporate governance (Princeton, NJ: Princeton University Press). Hall, P. A. and Soskice, D. (eds) (2001). Varieties of capitalism: the institutional foundations of comparative advantage (Oxford: Oxford University Press). Kester, W. C. (1996). ’ In S. Berger and R.