ScholarWorks@Hongik: Lee, Jeoung Yul

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Lee, Jeoung Yul (이정열)

College of Business Management (Major in Business Management)

Research Area: 경영학, 국제경영, Business Administration, International Business

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China:9||Korea:4||Chaebol:4||subsidiary performance:3||chaebol:3||Business group:2||Distance:2||소비자 적개심:2||International R&:2||Emerging economies:2||Subsidiary exit:2||Mahalanobis:2||interpersonal relationship:2||foreign subsidiary:2||foreign subsidiary exit:2||재벌:2||job satisfaction:2||Groupaffiliated company:2||제품평가:2||조절효과:2||PLS:2||R&:2||manager:2||POS:2||Korean Chaebols:2||Foreign Subsidiary Performance:2||Explorative and Exploitative Exchange of Sustainable Human Resource Innovation Knowledge:2||multinational enterprise:2||Resourcebased view:2||Innovation performance:2||multinational firm:2||hostcountry experience:2||crossnational distance:2||Multinational corporation (MNC):2||HeadquarterstoSubsidiary Technical Human Resource Knowledge Transfer:2||Emerging markets:2||다국적기업:2||paternalistic leadership:2||Business groups:2||Chinese firms:2||Small and mediumsized enterprises:2||COVID19:2||D teams:2||South Korea:2||Lobbying:2||D Capability:1||D investment:1||D team:1||Data Security Law:1||Developed vs. Developing Countries:1||Developingcountry MNEs’ advantages:1||Digital Transformation:1||Digital platform risk:1||Digital platforms:1||Digital skills:1||Digitalization:1||Domestic vs:1||Dominant and dominated firms:1||Dual knowledge flows:1||Dual options:1||Dynamic cultural diversity:1||ECustomer Satisfaction:1||Eservice quality:1||EMNE:1||Economic crisis:1||Employee engagement:1||Endogenous risk:1||Evolutionary perspective:1||Exogenous risk:1||Explicit knowledge:1||Exploitation:1||Exploitative knowledge exchange:1||Exploration:1||Exploration and exploitation:1||Exploratory knowledge exchange:1||FDI characteristics:1||Facebook:1||Facilities management:1||Failure:1||Family Firm:1||Financial resources:1||Firms with state ownership:1||Flow:1||Foreign Direct Investment:1||Foreign companies:1||Foreign direct investment:1||Foreign direct investments:1||Foreign subsidiary:1||Foreign trade:1||ForeignInvested Companies:1||Foriegn subsidiary divestment:1||Geographic Distance:1||Global Strategic Alliances:1||Global performance:1||Globally relevant learning:1||Guanxi:1||Headquarters resource allocation:1||Home and hostcountry institutional pressures:1||Human Rights. Global Supply Chain.European Union (EU).Corporate Due Diligence and Corporate Accountability Act (CDDCAA).Labor Law:1||Human Rights.Global Supply Chain.European Union (EU).Corporate Due Diligence and Corporate Accountability Act (CDDCAA).Labor Law:1||Human capital investment:1||Human resource management:1||Hysteresis effect:1||Ideological polarization:1||India:1||Industry 4.0:1||Industrybased perspective:1||Infrastructure projects:1||Innovation:1||Innovation knowledge exchange:1||Innovation transfer:1||Innovative knowledge transfer:1||Innovativeness:1||Institutionbased perspective:1||Institutional distance:1||Institutional freedom:1||Institutional pressures:1||Institutional theory:1||Institutionalbased perspective:1||International Joint Venture (IJV):1||International business:1||International firms in China:1||International firms' financial performance:1||International human resource management:1||International joint ventures:1||International joint ventures (IJVs):1||International new ventures (INVs):1||International orientation:1||International work experience:1||Internationalization:1||Internationalization process:1||Internationalization scope:1||Internet infrastructure:1||Knowledge:1||Knowledge Sharing Performance:1||Knowledge centralization:1||Knowledge sharing:1||Knowledgebased view:1||Korean Cosmetic:1||Korean multinational corporation (MNC):1||Korean multinational enterprise (MNE):1||Korean subsidiary:1||Latin America:1||Learning from failure:1||Learning from success versus failure:1||Learning in internationalization:1||Least developed countries:1||Literature review:1||Localization:1||Locally relevant learning:1||MNC capabilities:1||MNC expansion:1||MNCs:1||Mahalanobis distance:1||Moderating Effect:1||Moderating Effect.:1||Motivation barriers:1||Multinational Corporation:1||Multinational corporation:1||Multinational enterprise:1||Multinational strategy:1||Natural disasters:1||Natural selection:1||Network Security Law:1||Network learning theory:1||Older customers:1||Orderofentry:1||Organizationenvironment cultural fit:1||Organizational slacks:1||Outward international joint ventures:1||Overseas Business Experiences:1||Overseas Subsidiaries:1||Ownership:1||Ownership Mode:1||Ownership structure:1||Paradox theory:1||Paradoxical organizational culture:1||Paternalistic leadership:1||Perceived leadership support (PLS):1||Perceived organizational support (POS):1||Perceived value of the sharing economy:1||Performance measurement:1||Performance of foreign subsidiaries:1||Personal Information Protection Law:1||Policy risk:1||Political capabilities:1||Political structure:1||Political turnover:1||Politicalconnections:1||Private participation in infrastructure projects:1||Private participation projects:1||Product Evaluation:1||Product evaluation:1||Prospect theory:1||Psychic Distance:1||Psychological adoption:1||Quantitative:1||Reputation:1||Resource:1||Resource dependence theory (RDT):1||Resourcebased perspective:1||Reverse knowledge transfer:1||Role models:1||Rule of law:1||Shared mobility:1||Shopping:1||Small and mediumsized enterprise (SME):1||Social Networking Site:1||Social exchange:1||Social network services:1||South Korean multinational enterprises:1||Status within subsidiary networks:1||Strategic change:1||Strategy:1||Subnational culture:1||Subsidiary Hazard Rate:1||Subsidiary exit time:1||Subsidiary roles:1||Survival of the fittest:1||Sustainability:1||Synergistic dimension (SD):1||THAAD Deployment:1||Tacit knowledge:1||Team business unit diversity:1||Team member cultural/geographic distance:1||Team performance:1||Technological diversification:1||Technological investment:1||Technology adoption factors:1||Transformative value cocreation:1||Transition economies:1||Twoway knowledge transfer:1||Uncertainty avoidance:1||Vertical integration:1||Web Service Quality:1||Web site quality:1||Web sites:1||Western leadership:1||Withincountry growth:1||WordofMouth (WOM) Intention:1||Worklife balance:1||agency theory:1||alliance:1||amp:1||artificial intelligence:1||business groups:1||business strategy:1||chaebol versus nonchaebol:1||collaborative intrateam climate:1||competitive intrateam climate:1||corporate culture:1||corporate cultures:1||corporate performance:1||corporate social responsibility:1||cost stickiness:1||customer concentration:1||distance:1||divestment:1||eHRM:1||economic distance (ED):1||economic policy uncertainty:1||emerging multinational enterprise:1||employee relationship:1||enterprise heterogeneity:1||enterprise sustainable innovation:1||entry mode:1||exchange rates:1||experience elements:1||exploitative knowledge sharing:1||explorative knowledge sharing:1||financing constraints:1||foreign direct investment (FDI):1||foreign market ecommerce policy uncertainty:1||foreign subsidiary performance:1||foreign subsidiary resilience:1||formal institutions:1||global talent development:1||global talent management:1||global value chain:1||global value chains:1||globalconnectedness distance (GD):1||governmental policy turbulence:1||headquarterssubsidiary friction:1||hierarchical linear model (HLM):1||human capital:1||human resource:1||industry 4.0:1||informal institutions:1||innovation investment:1||institutional advantages:1||institutional distance:1||institutional knowledge:1||institutional theory:1||institutions:1||integrationresponsiveness strategy:1||internal versus external local suppliers:1||internalization advantages:1||international HRM:1||international experience:1||international management:1||international strategy:1||internationalization knowledge:1||interorganizational relationship:1||intraMNE knowledge sharing:1||intrafirm trade integration:1||knowledge distance:1||knowledge hoarding:1||leadership:1||learning orientation:1||location decision:1||market leader versus market follower:1||market turbulence:1||multinational corporation:1||multinational corporations (MNCs) and enterprises (MNEs):1||multinational enterprise (MNE):1||multinational enterprises:1||nature of property right:1||need to belong:1||nonindigenous restaurant:1||ownership strategy:1||ownership structure:1||perceived organizational support:1||political risk:1||political ties:1||pressure of capacity reduction:1||procedural and coordinative knowledgesharing:1||regional headquarters:1||s proportional hazard model:1||societal trust:1||stakeholder theory:1||stateowned firms:1||strategic HR:1||strategic alignment:1||strategic learning:1||subsidiary goal:1||subsidiary interdependence:1||subsidiary staffing:1||subsidiary survival:1||technologically advanced countries:1||technologically developing countries:1||transnational network learning:1||value capturing:1||value creation:1||workplace loneliness:1||가부장적 리더십:1||가족기업:1||개도국 다국적기업 우위:1||개인정보보호법:1||거리:1||경영인:1||국가간거리:1||국가이미지:1||극빈 피투자국:1||글로벌 전략적 제휴:1||기술선진국:1||기술후진국:1||기업문화:1||꽌시(guanxi):1||네트워크안전법:1||데이터보안법:1||디지털 사회 전환:1||마할라노비스:1||명성:1||문화적 거리:1||민법:1||브랜드 명성:1||사드배치:1||산업기반관점:1||서구적 리더십:1||선진국대후진국:1||소유구조:1||소유지분형태:1||신흥시장:1||심리적 거리:1||연구개발역량:1||외국인투자기업:1||자원:1||자원기반관점:1||자회사 퇴출 위험률:1||재벌 기업:1||제도적 거리:1||제도적관점:1||조직지원인식:1||중국:1||중국 기업:1||중국기업:1||중국자회사 성과:1||지리적 거리:1||지식:1||지식거리:1||지식공유성과:1||지식축적:1||직무만족도:1||탐색개발적 조직학습:1||탐색과 활용:1||한국 다국적기업:1||한국화장품:1||해외법인:1||해외사업경험:1||해외사업조직:1||해외자회사퇴출:1||해외직접투자:1||해외직접투자 특성:1||Ability barriers:1||현지화:1||Acrosscountry flexibility:1||Agency theory:1||Ambidextrous knowledge sharing:1||Ambidextrous virtual knowledge sharing within R&:1||Appreciating digital affordances:1||Asia:1||Authoritarian leadership:1||Balance dimension (BD):1||Basic needs satisfaction:1||Behavioral intention:1||Brand Reputation:1||Business groupaffiliated firms:1||Business network theory:1||C2C emarketplace:1||COVID19 pandemic:1||Chinese Corporations:1||Chinese listed firms:1||Chinese multinational enterprises:1||Civil Law:1||Community identification:1||Competitive dynamics:1||Consumer Animosity:1||Consumer animosity:1||Consumer goods versus industrial goods industries:1||Consumer innovation:1||Consumer usage behavior:1||Coreperiphery:1||Corporate political activity:1||Corporate political activity (CPA):1||Corporate social responsibility:1||Corruption distance:1||Country image:1||Covid19:1||Covid19 pandemic:1||Cox&apos:1||Creativity:1||Crossnational:1||Crossnational distance:1||Cultural Distance:1||Cultural distance:1||Cultural distance (CD):1||Culture:1||Customer participation:1||Cyworld:1||

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