Book contents
- Business Adaptation to Climate Change
- Organizations and the Natural Environment
- Business Adaptation to Climate Change
- Copyright page
- Dedication
- Epigraph
- Contents
- Figures
- Tables
- About the Authors
- Foreword
- Preface and Acknowledgments
- Publication Acknowledgments
- Part I Introduction
- Part II Conceptual Framework
- 2 Business Adaptation Limits and Resilience to Climate Change Adversity
- 3 Adaptation to Slow-Onset Nature Adversity Intensity
- 4 Can You Learn from the Second Kick of a Mule?
- 5 Disaster Experience and MNC Subsidiary Entry and Expansion
- Part III Empirical Studies of Business Adaptation to Nature Adversity
- Part IV Conclusions
- Bibliography
- Index
5 - Disaster Experience and MNC Subsidiary Entry and Expansion
from Part II - Conceptual Framework
Published online by Cambridge University Press: 28 April 2022
- Business Adaptation to Climate Change
- Organizations and the Natural Environment
- Business Adaptation to Climate Change
- Copyright page
- Dedication
- Epigraph
- Contents
- Figures
- Tables
- About the Authors
- Foreword
- Preface and Acknowledgments
- Publication Acknowledgments
- Part I Introduction
- Part II Conceptual Framework
- 2 Business Adaptation Limits and Resilience to Climate Change Adversity
- 3 Adaptation to Slow-Onset Nature Adversity Intensity
- 4 Can You Learn from the Second Kick of a Mule?
- 5 Disaster Experience and MNC Subsidiary Entry and Expansion
- Part III Empirical Studies of Business Adaptation to Nature Adversity
- Part IV Conclusions
- Bibliography
- Index
Summary
In Chapter 5, we continue to develop our conceptual framework describing how MNCs’ foreign subsidiary investments are affected by natural disasters. We do so by examining whether MNCs are able to gain experiential advantages from managing through low or high impact natural disasters that enable them to enter and expand into countries experiencing similar risks. We also conceptually discuss whether advantages accruing from MNCs’ subsidiary-level experience with natural disasters are greater than those from terrorist attacks or technological disasters. Discontinuous risks, such as natural disasters that are often difficult to anticipate or predict, have received little attention in the strategic management research. Much of the research in this area has focused on firms’ experience with continuous risks, risks that are steady and more predictable in a firm’s operating environment.
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- Information
- Business Adaptation to Climate Change , pp. 79 - 94Publisher: Cambridge University PressPrint publication year: 2022