Dorota Piaskowska
University College Dublin
13 Papers
17 Citations
Dorota Piaskowska is an academic researcher from University College Dublin. The author has contributed to research in topics: Organizational learning & Internationalization. The author has an hindex of 5, co-authored 13 publications. Previous affiliations of Dorota Piaskowska include Tilburg University.
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Papers
Twice as Smart? The Importance of Managers’ Formative‐Years’ International Experience for their International Orientation and Foreign Acquisition Decisions
TL;DR: This article examined how top management team's (TMT) international orientation influences perceptions of environmental uncertainty and how these perceptions impact international strategic decisions, in particular regarding ownership stakes taken in foreign acquisitions, and highlighted the need for the concept of TMT international orientation to encompass executives' formative-years' international experiences along with their international career experiences and nationalities.
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Scale-up modes: Profiling activity configurations in scaling strategies
TL;DR: In this paper, the authors build on the Penrosean view of firm growth and the literature on high-growth firms to identify the critical growth-enabling activities of scaling firms with digital business models: financing, innovation, digitization, and acquisitions.
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The role of perceived institutional distance in foreign ownership level decisions of new MNEs
TL;DR: In this paper, the authors explore how managerial perceptions of formal and informal institutional differences affect ownership levels in foreign affiliates and find that the negative effect of institutional distance perceptions on ownership level in foreign affiliate changes depending on the level of institutional development of a host country relative to the home country.
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Embracing complexity: learning from minority, 50-50, and majority joint venture experience
TL;DR: In this article, the authors consider how minority, 50-50, and majority JVs differ in terms of complexity stemming from the interdependencies between the JV partners and between JV and its parent organizations.
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