Vikrant Shirodkar
Title
Cited by
Cited by
Year
Firm-level determinants of political CSR in emerging economies: evidence from India
V Shirodkar, E Beddewela, UH Richter
Journal of Business Ethics, 1-16, 2016
672016
Institutional distance and foreign subsidiary performance in emerging markets: Moderating effects of ownership strategy and host-country experience
V Shirodkar, P Konara
Management International Review 57 (2), 179-207, 2017
562017
Testing the regional performance of multinational enterprises in the retail sector: The moderating effects of timing, speed and experience
A Mohr, F Fastoso, C Wang, V Shirodkar
British Journal of Management 25, S100-S115, 2014
552014
Resource tangibility and foreign firms’ corporate political strategies in emerging economies: Evidence from India
V Shirodkar, AT Mohr
Management International Review 55 (6), 801-825, 2015
432015
Regulatory institutional distance and MNCs' subsidiary performance: Climbing up vs. climbing down the institutional ladder
P Konara, V Shirodkar
Journal of International Management 24 (4), 333-347, 2018
372018
Home institutional imprinting and lobbying expenditure of foreign firms: moderating effects of experience and technological intensity
V Shirodkar, P Konara, S McGuire
British Journal of Management 28 (4), 589–608, 2017
222017
Explaining foreign firms’ approaches to corporate political activity in emerging economies: The effects of resource criticality, product diversification, inter-subsidiary …
V Shirodkar, AT Mohr
International Business Review 24 (4), 567-579, 2015
222015
The direction of regulatory institutional distance and MNE’s subsidiary ownership strategy: re-examining theory and evidence in the case of emerging markets
P Konara, V Shirodkar
Distance in international business: concept, cost and value, 2017
42017
MNE divestments of foreign affiliates: Does the strategic role of the affiliate have an impact?
Y Wu, R Strange, V Shirodkar
Journal of Business Research 128, 266-278, 2021
32021
MNEs, Organizational Legitimacy, and the Need for Non-market Strategies
V Shirodkar, S McGuire, R Strange
Non-market Strategies in International Business, 1-15, 2020
22020
Non-market Strategies in International Business: How MNEs capture value through their political, social and environmental strategies
V Shirodkar, R Strange, S McGuire
Springer Nature, 2019
22019
The effect of ISO 14001 certifications on emissions: Any role for EU agreements with environmental protection provisions?
M Di Ubaldo, S McGuire, V Shirodkar
RESPECT mimeo, December, 2019
22019
Firm-level indicators of instrumental and political CSR processes–A multiple case study
UH Richter, V Shirodkar, N Shete
European Management Journal 39 (2), 279-290, 2021
12021
Determinants of Foreign Firms’ Collective Action in Emerging Economies: Evidence from India
V Shirodkar
The rise of multinationals from emerging economies, 176-192, 2015
12015
Environmental innovation in foreign subsidiaries: The role of home-ecological institutions, subsidiary establishment mode and post-establishment experience
P Konara, C Lopez, V Shirodkar
Journal of World Business 56 (6), 101261, 2021
2021
Disentangling the effects of domestic corporate political activity and political connections on firms’ internationalisation: Evidence from US retail MNEs
V Shirodkar, G Batsakis, P Konara, A Mohr
International Business Review, 101889, 2021
2021
Corporate political strategies of multinational enterprises in emerging economies
V Shirodkar
University of Kent, 2013
2013
The system can't perform the operation now. Try again later.
Articles 1–17