... in host countries with lower corruption levels than in the acquiring country. Greater cultural distance between the home and host countries increases the likelihood of unrealized deals. Originality/value The authors make a unique contribution to the literature, as no prior studies have investigated...

... managers in the host country. It also shows that when competent local managers are highly available, localization has a positive effect on subsidiary performance under high cultural distance. In comparison, when the availability of competent local managers is limited and cultural distance is high...

... of positive interaction related to subsidiary commitment (but not identification), while just one related to MNE identification and commitment. For the MNE model only, collectivism positively related to identification and commitment, cultural distance positively related to commitment, geographic distance...

.... Design/methodology/approach This paper assesses how the effects of the parent FSAs, cultural distance and geographic distance on subsidiary capabilities vary for different value-chain activities, with an empirical application to 60 foreign subsidiaries operating in Canada. Findings This paper...

... and Karunaratna rather than the Kogut and Singh index. In light of the prominence of these two influential and widely-cited articles, this commentary challenges the notion of calculating psychic distance. Psychic distance Cultural distance Methodology Index Globalization International business ©...