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1.
Learning through international acquisitions: The process of knowledge acquisition in China 总被引：2，自引：0，他引：2
Abstract and Key Results
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| • | Research on the process of knowledge learning and absorption in acquisition context has emerged recently. Yet relatively less attention has been paid to the process of knowledge transfer and learning and its impact on successful acquisitions. |
| • | This paper adopts a process perspective’ to investigate this issue. Based on four international acquisitions in China, it generates new theoretical propositions as well as practical managerial implications. |
| • | Results reveal the types of knowledge acquired and how it is transferred and learnt to contribute to the success of international acquisitions. The knowledge acquisition and learning process in international context involve three stages: knowledge assessment, knowledge sharing and knowledge assimilation. |
| • | Foreign acquirers tend to acquire complementary knowledge from local targets, adopt dual management structure and facilitate communications with local personnel in order to achieve the success of acquisitions and future operations. |
2.
Abstract and Key Results
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| • | This paper focuses on the overall themes of the issue to examine the interrelationships between innovation, competition and regulatory change in international business. |
| • | It provides a synthesis by highlighting recent interlinked developments in two contrasting industries dominated by large multinationals — pharmaceuticals and automotives, with specific reference to cars. |
| • | This industry based assessment highlights the technical, economic and regulatory forces that have together changed the business environment, innovation processes and nature of competition in the pharmaceutical and automotive industries. |
3.
| • | Both scholars and practitioners have paid much attention to the impact of retaining top-performing knowledge workers on organizational effectiveness. |
| • | This study hypothesizes and analyzes how a bundle of high-commitment human resource practices (HCHRPs) influence affective organizational commitment, a strong predictor of employee turnover, of top performers versus ordinary employees. |
| • | This study suggests that HCHRPs may enable organizations to retain not only ordinary employees but also top performers through their positive impact on employees’ organizational commitment. |
| • | Using a sample of middle level managerial and R&D workers in 11 subsidiaries of a multinational conglomerate located in East Asia, this study showed that a bundle of high commitment human resource practices was positively related to the affective organizational commitment of top performers more than that of lower performers. |
4.
| • | The process of foreign direct investment (FDI) is inherently uncertain as decisions surrounding investments are impacted by fragmented environments which offer contested views as to appropriate actions. |
| • | We propose a multi-level organizing framework of institutional influences on FDI and examine the differential effect of these forces at two points in time: Prior to a first investment and upon subsequent investments. |
| • | We posit that upon initial entry, firms are impacted primarily by coercive host country pressures, industry mimeticism, and internal firm norms. We expect these influences to change on subsequent entries with normative forces having the most salience. |
5.
Christian Geisler Asmussen Torben Pedersen Bent Petersen 《Management International Review》2007,47(6):791-813
Abstract and Key Results
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| • | The IB literature informs us of several ways to measure firms’ degree of globalization. In this paper we make the argument that in fact none of the existing indices really measure firms’ degree of “global specialization”, that is, to what extent their allocation of resources is multidomestic or global. |
| • | In order to remedy this we introduce a complementary index measuring how firms are configuring their value chains — whether they are replicating value chain activities from country to country or locating them in globally specialized units in order to exploit an international division of labor. We then test this “global specialization” index empirically on a sample of Danish MNCs. |
| • | We find that the index is able to identify a distinct group of firms with significantly higher degrees of global value chain configuration. The firms in this group do not necessarily score high on conventional internationalization measures. |
6.
| • | This paper examines the conditions under which corporate social responsibility (CSR) is related to value creation in the multinational enterprise (MNE). |
| • | Following prior work by Burke and Logsdon (1996), we examine the relationship of centrality, appropriability, proactivity, visibility, and voluntarism to value creation. |
| • | The results of a survey of 111 MNEs in Mexico suggest that centrality, visibility, and voluntarism are related to value creation. |
7.
Abstract and Key Results
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| • | MNEs are moving away from a ‘centralised hub’ to a ‘multi-hub’ network of R&D units. Using evidence from European pharmaceutical MNEs, this study analyses the challenges associated with promoting and integrating knowledge flows in multi-hub R&D organisational structures. |
| • | While these new structures provide greater potential for cross-fertilization of technologies and access to location-specific competences, firms also need to overcome greater levels of inter-unit geographical, organisational and technological distance. Firms also suffer from organisational inertia, which further hinders lateral communication and inter-unit knowledge transfer. |
| • | There are important variations in the way in which integrated network structures have been implemented, but in general, these new structures have increased the need for coordination mechanisms, but ironically most companies have reduced or eliminated this ‘traditional’ headquarters function. |
| • | While socialization mechanisms help to overcome some of these bottlenecks, there remain a number of obstacles in optimising knowledge flows in physically and technologically dispersed R&D facilities. |
8.
| • | Drawing on reasoned action and family systems theories, as well as the domestic and international job transfer and relocation, global assignments, personality and work-life balance research domains, this study examines managers’ willingness to assume global assignments. |
| • | We propose a multi-factor model and test several hypotheses using survey data collected from 431 global managers and 162 spouses/significant others that examine the degree to which individual, family, and organizational variables influence managerial willingness to accept not only the more traditional multi-year, but also the increasingly common traveling and short-term global assignments. |
| • | Results suggest that individual (adventurousness and destination country), family (eldercare, children at home, community tenure, and spouse/significant other relocation willingness), and organizational (compensatory rewards/benefits and career fit) factors influence managerial willingness to assume global assignments. |
| Robert KonopaskeEmail: |
9.
| • | We pursue the previously-noted association between brands and counterfeiting one step further to examine the relationship between brand positioning and anti-counterfeiting, based on a study of 130 well-known foreign brands in China. |
| • | We test hypotheses about managerial perceptions as to the effects of different brand positioning strategies on the effectiveness of their actions to counter counterfeiting, in other words, whether branding positioning can help to stop counterfeiting, limit damage to firms and maintain brand reputation. |
| • | Our findings confirm that brand positioning affects anti-counterfeiting effectiveness. Specifically, product reliability and customer services are compatible with efforts to stop counterfeit production, but innovative technologies and product features and functions appear to exacerbate the problem. |
10.
| – | This paper employs multiple theoretical perspectives — resource-and knowledge-based views as well as social network theory — to explore the dynamics of guanxi in the context of Chinese entrepreneurial firms. |
| – | We propose a dynamic model and offer multiple propositions for researchers to examine the role of guanxi for knowledge management and decision-making at various developmental stages of such firms. |
11.
| • | We examine the role of stakeholders as an influence in the practice of portfolio restructuring. We contend that with the presence and creation of new legal arrangements and regulations, portfolio restructuring achieved widespread usage, but only when the initiatives were consistent with the interests of the most powerful social actors in a firm. |
| • | Building on a stakeholder power approach to corporate governance, we examine whether the interests of relational banks, managers, and business groups were consistent with the practices of portfolio restructuring we observed in Japanese firms in the 1998 to 2005 period. |
| • | Regressions using data on 174 Japanese machinery firms lend support to predictions that portfolio restructuring increases in frequency with the extent to which business groups’ strategies are facilitated and decreases with the degree to which banks’ interests are protected. The association between the frequency of portfolio restructuring and managerial interests depends on the level of managerial ownership. |
12.
Abstract and Key Results
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| • | This study discusses the underlying reasons for the variant nature of the relationship between multinationality and firm performance in the context of service firms. |
| • | To date, this line of research has mostly used evidence from manufacturing firms, despite the ever-increasing contribution of service firms to national and global economies. |
| • | We conduct an exploratory study using case analyses of large European retail banks. We argue that the nature of the multinationality-performance relationship for services is moderated by industry characteristics, market-based factors and firm-specific factors. |
| • | We conclude that the shape of the curve depicting the multinationality-performance relationship of retail banks experiences substantial variations on a single case level. |
| • | Our exploratory study of retail banks shows that the multinationality-performance relationship varies significantly depending on banks’ strategic decisions regarding branch network configurations, product portfolios, branding strategies, organizational architecture (HQ-subsidiary relationship), and social networks. Any generalization of the relationship is difficult and prone to error. |
13.
Understanding Decisions to Internationalize by Small and Medium-sized Firms Located in an Emerging Market 总被引：1，自引：0，他引：1
| • | We examined perceptions differentiating key Colombian decisionmakers in 168 SMEs who decided to either internationalize or remain domestic. An integrative model compares managerial perceptions of competitive, macro-environmental and neo-institutional factors. |
| • | Foreign MNEs in the home market significantly differentiated decisions to internationalize, as well as the presence of internationalizing domestic competitors, anticipated product acceptance, and internationalizing suppliers. |
| • | The lack of findings for some institutional and macro-environmental factors may reflect important contextual features of the Colombian business environment. |
14.
Naveen Kumar Jain Sumit K. Kundu Fred A. Niederman 《Management International Review》2008,48(4):447-461
Abstract and Key Results
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| • | This conceptual paper examines the dynamics of the offshoring of information technology (IT) service work. It considers this important emerging phenomenon from multiple lenses, especially those of international business theories. |
| • | Research propositions are developed based on the perspectives of home country firms, host nation and the dynamic interactions between the two. Questions for future research are suggested. |
| • | Already established nations in the field get more opportunities than the new entrants to increase their competitiveness from experience-based knowledge gained as a result of the imitative actions of home country firms. |
15.
| • | Drawing on the transaction costs, strategic capability and the strategic cognition perspectives, our study seeks to examine whether and how firms’ strategic orientations at the business level influence the entry mode choices that firms make in accessing foreign markets. |
| • | The study uses a sample of 332 foreign market entries made by 62 U.S. based firms over a period of 6 years to test hypotheses linking firm business level strategy to the choice of foreign entry modes. |
| • | Findings indicate that Prospectors are more likely to choose equity-based foreign market entry modes than Defenders. In addition, Prospectors favor full-ownership entry modes, namely, greenfield investments and full acquisitions, over shared-ownership modes such as joint ventures and partial acquisitions. |
| Deepak K. DattaEmail: |
16.
Christos N. Pitelis 《Management International Review》2009,49(1):95-120
| • | We explore the role of foreign direct investment and (its relationship to) clusters for the competitiveness (and catching-up) of small(er) developing countries. |
| • | We suggest that while size per se need not matter, small(er) developing countries need to explicitly account for any liabilities of smallness when devising and implementing strategies for competitiveness and catching-up. |
| • | We claim that international strategic management scholarship can add insights on this important issue, by complementing extant literature and contributions by international trade and economic development scholarship. |
相似文献
17.
A new perspective on the regional and global strategies of multinational services firms 总被引：1，自引：0，他引：1
Abstract and Key Results
相似文献
| • | We explore the differences in international strategy between multinational enterprises (MNEs) in services and manufacturing, especially in terms of their international diversification, as measured by their sales and asset dispersion. |
| • | Our longitudinal data show that the largest MNEs in services have a much stronger home-region orientation than manufacturing MNEs. Large MNEs in the services sector average 83.9 percent of their sales in their home region, which is significantly higher than large manufacturing firms at 65.6 percent. |
| • | We explore the possible reasons for the relative lack of globalization of services firms. The two main reasons are: the difficulty of adapting separately upstream activities and downstream activities in high distance host environments, and the difficulty of selecting activity locations as a function of supply side criteria. |
| • | We offer a refinement of regional strategy theory applicable to services MNEs. |
18.
Laszlo Tihanyi Robert E. Hoskisson Richard A. Johnson William P. Wan 《Management International Review》2009,49(4):409-431
| • | This paper shows that the role of managerial incentives is highlighted by a relatively complex relationship between technological competence and international diversification. By studying a sample of Standard & Poor’s 500 member firms, we explore the relationships between technological competence, managerial pay, and international diversification. |
| • | Results indicated a curvilinear relationship (an inverted U-shape) between technological competence and international diversification. |
| • | In line with agency theory, contingent pay (stock options and bonuses) was positively related to international diversification. |
| • | Beyond these direct effects, both contingent and non-contingent pay (cash compensation) moderated the relationship between technological competence and international diversification. |
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20.
Abstract and Key Results
相似文献
| • | This study revisits the “national cultural distance paradox” based on a sample of Japanese foreign direct investment (FDI) in 53 countries and regions over 30 years. Earlier studies on cultural distance assumed linear relationships and showed mixed results. We examine nonlinear relationships between cultural distance (CD) and entry mode and between CD and performance. |
| • | Results suggest that there is a nonlinear (inverted U-shape) relationship between CD and the choice of a joint venture as the preferred market entry mode, and between CD and performance. |
| • | We also found that the relationship between CD and performance is moderated by entry mode choice: the nonlinear relationship between CD and performance is stronger for joint ventures than for wholly owned subsidiaries. |