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Allen J. Morrison
University of Western Ontario
14Publications
8H-index
1,312Citations
Publications 14
Newest
Published on Dec 5, 2007
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario),
John C. Beck3
Estimated H-index: 3
(Accenture),
Cyril Bouquet11
Estimated H-index: 11
(York University)
The Richard Ivey School of Business University of Western Ontario Address all correspondence to: Allen Morrison, Ph.D., Associate Dean, Richard Ivey School of Business, University of Western Ontario, London, Ontario, Canada N6A 3K7, (519) 661-4026 phone/ (519) 661-3959 fax, email: amorrison@ivey.uwo.ca
2 Citations Source Cite
Published on Feb 1, 2004in Long Range Planning 3.22
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario),
Cyril Bouquet11
Estimated H-index: 11
(York University),
John C. Beck3
Estimated H-index: 3
Abstract Companies have long taken ‘going global’ to mean having a physical presence at locations everywhere. It has meant executives in transit and bricks-and-mortar facilities on the ground. Based on extensive field interviews with executives at 35 different MNCs, our research shows that an increasing number of companies are succeeding overseas without massive foreign investment by adopting the global business model we call netchising. This new business model relies on the Internet for procure...
3 Citations Source Cite
Published on May 1, 2001in Journal of Business Ethics 2.92
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario)
This paper addresses the role of integrity in global leadership. It reviews the philosophy of ethics and suggests that both contractarianism and pluralism are particularly helpful in understanding ethics from a global leadership perspective. It also reviews the challenges to integrity that come through interactions that are both external and internal to the company. Finally, the paper provides helpful suggestions on how global leaders can define appropriate ethical standards for themselves and t...
64 Citations Source Cite
Published on Nov 1, 2000in Organizational Dynamics 1.11
John C. Beck3
Estimated H-index: 3
,
Allen J. Morrison8
Estimated H-index: 8
Source Cite
Published on Apr 1, 2000in Strategy & Leadership
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario),
John C. Beck3
Estimated H-index: 3
Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in their efforts to globalize, firms waste precious executive resources or decide to standardize their operations to limit the complexity of their international strategies. Neither of these reactions is desirable. While companies can deploy a range of helpful tools in increasing overall levels of global attention, these too...
6 Citations Source Cite
Published on Jan 22, 2000in Human Resource Management 2.47
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario)
Much of the challenge of developing more and better global leaders has fallen on human resource managers who have largely been oriented to domestic leadership models. This article reviews the latest thinking on global leadership and presents a framework for developing company-specific competency models. By embracing a systematic approach to structuring a global leadership competency model, human resource managers can have a huge impact on the globalization of their companies. The article also su...
157 Citations Source Cite
Published on Sep 1, 1992in Strategic Management Journal 5.48
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario),
Kendall Roth32
Estimated H-index: 32
(USC: University of South Carolina)
This study presents a taxonomy of business-level strategies in global industries. Empirical data suggest there are four broad strategies: domestic product niche, exporting high quality offerings, international product innovation, and quasi-global combination. A discussion of the characteristics and performance differentials of each strategy type is provided as well.
234 Citations Source Cite
Published on Sep 1, 1992in Journal of Management 8.08
Kendall Roth32
Estimated H-index: 32
(USC: University of South Carolina),
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario)
The contingency fit between the organization and its environment suggests strategic adaptation to contextual conditions. Thus, it may be expected that businesses will use different strategic positioning when confronting an international context. To determine if such a difference does exist, an analysis of the business-level strategy of domestic businesses was compared to businesses engaged in domestic and international activities. Group differences existed suggesting the importance of internatio...
60 Citations Source Cite
Published on Dec 1, 1991in Organizational Dynamics 1.11
Allen J. Morrison8
Estimated H-index: 8
,
David A. Ricks18
Estimated H-index: 18
,
Kendall Roth32
Estimated H-index: 32
ncreasingly, I managers are confronted by calls for dramatic change in the way their businesses should compete internationally. Nowhere is this more apparent than in so-called “global” industries, where managers have been urged to introduce offshore manufacturing, cut costs through worldwide economies of scale, standardize products internationally, and subsidize national market-share battles through international cash flows or other support activities. These actions form the basis of “global str...
84 Citations Source Cite
Published on Sep 1, 1991in Journal of International Business Studies 6.20
Kendall Roth32
Estimated H-index: 32
(USC: University of South Carolina),
David M. Schweiger22
Estimated H-index: 22
(USC: University of South Carolina),
Allen J. Morrison8
Estimated H-index: 8
(UWO: University of Western Ontario)
The study examines the impact of internationally strategy on organizational design and the influence of the organizational design on effectiveness at the business unit level. The empirical findings are based on survey responses from eighty-two business units competing in global industries. The findings are supportive of the contingency notion which suggests that business unit effectiveness is a function of the fit between the international strategy and the organizational design.
306 Citations Source Cite
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