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Carlyle Farrell - Ted Rogers School of Management. Toronto, ON, CA

Carlyle Farrell Carlyle Farrell

Chair & Associate Professor, Global Management Studies; Academic Coordinator, G. Raymond Chang School of Continuing Education | Ted Rogers School of Management

Toronto, ON, CANADA

Researching international channel relations, brand globalization, Third World Multinationals, and the impact of terrorism on trade.



Carlyle Farrell Publication



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Carlyle Farrell is an Associate Professor and Chair of the Global Management Studies Department in the Ted Rogers School of Business Management. He also serves as the Academic Coordinator for the International Business and Management programs in the G. Raymond Chang School of Continuing Education. Dr. Farrell teaches international marketing at the undergraduate and MBA levels and is a frequent media commentator on international business issues. He has over 15 years of private sector experience as a consultant and senior executive. As an international marketing consultant Dr. Farrell has worked on assignments in over twenty countries across Europe, Africa, South America and the Caribbean. His clients have included Rabobank International, the United Nations Food and Agriculture Organization, Industry Canada, the Ontario Ministry of Agriculture and Food, the Dominica Export Import Agency, the World Bank, Inter American Development Bank, African Development Bank; efoodmanager AG and numerous other small and medium sized companies. He has also served as President of the Canadian subsidiary of a US-based e-commerce firm where he had full P&L responsibility and was instrumental in building the company’s brand in the Canadian market. Dr. Farrell has also served as Manager of a food manufacturing company in the Caribbean where he was responsible for executing the strategic vision for this start-up enterprise and crafting its domestic and regional marketing strategies.

Professor Farrell’s current research interests focus on the rise of Third World Multinationals and their market expansion strategies. He is also actively working in areas such as international channel management as well as trade and export promotion. He is the recipient of the Ryerson University Best New Scholar award for 2006. Dr. Farrell holds a B.Sc degree from the University of the West Indies, an M.Sc degree from the University of Guelph and a Ph.D from the University of Manitoba.

Areas of Expertise (5)

International Economics International Trade Mergers and Acquisitions Trade Relations Sovereign Debt

Accomplishments (1)

Ryerson University Best New Scholar Award (professional)


Education (3)

University of Manitoba: Ph.D.

University of Guelph: M.Sc.

University of the West Indies: B.Sc.

Selected Articles (2)

Cross-national uncertainty and level of control in cross-border acquisitions: A comparison of Latin American and U.S. multinationals Journal of Business Research

Shavin Malhotra, Xiaohua Lin, Carlyle Farrell


This study examines how cross-national uncertainty impacts the level of control Latin American and U.S. multinational enterprises (MNEs) negotiate in cross border acquisitions (CBAs). Cross-national uncertainty is measured using three metrics—cultural distance, geographic distance and institutional distance. Hypotheses, grounded in transaction cost economics, are tested using a sample of 9000 CBAs made by Latin American and U.S. MNEs between 1996 and 2013. Data are analyzed using logit, tobit and random-effect regressions. Empirical results show MNEs' propensity to use shared as opposed to full ownership increases as cultural, geographic and institutional distances increase. However, the above relationships are significantly weaker for Latin American MNEs than for U.S. MNEs. Specifically, compared to U.S. multinationals, Latin American firms show a greater propensity to opt for full ownership (high levels of control) as cross-national uncertainty increases. The study contributes to the literature by empirically testing the Springboard perspective—a recent viewpoint on the internationalization of emerging market multinationals.

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The Internationalization Strategies of Chinese State and Private Sector Enterprises in Africa Journal of African Business

Xiaohua Lin & Carlyle Farrell


The authors examine differences in the internationalization motives, entry approach, local embeddedness, and performance outcomes of Chinese state-owned enterprises and Chinese privately owned enterprises operating in Africa. The authors’ conceptual model explains these differences in light of differences in ownership structure. While prior research has viewed Chinese outward investment from the latecomer perspective, the authors found that the behavior of Chinese privately owned enterprises does not deviate substantially from that described by conventional foreign direct investment theories. Propositions developed are illustrated by case studies, and the theoretical and policy implications are discussed.

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