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The resource-based view and international business

Published on Dec 1, 2001in Journal of Management 8.08
· DOI :10.1016/S0149-2063(01)00124-6
Mike W. Peng60
Estimated H-index: 60
(Max M. Fisher College of Business)
Abstract
The resource-based view (RBV) of the firm has become an influential theoretical perspective in recent international business (IB) research. Tracking the evolution of the RBV literature in IB, this article has three objectives. First, it documents the extent to which the RBV has diffused to IB research. Second, it explains the rationale behind such diffusion. Finally, it provides a state-of-the-art review of the substantive work through a proposed organizing framework, focusing on multinational management, strategic alliances, market entries, international entrepreneurship, and emerging markets strategies. Overall, a broad, expanding, and cumulative knowledge base is emerging to connect IB and strategy research through the RBV. The article concludes with a discussion of the implications of such a development in the intellectual marketplace, with an emphasis on future research directions.
  • References (133)
  • Citations (623)
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References133
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Published on Dec 31, 2010
John H. Dunning62
Estimated H-index: 62
,
Sarianna M. Lundan14
Estimated H-index: 14
This is the second edition of the celebrated volume by Professor John H. Dunning, first published in 1993, which has now been not only updated but also enriched with the addition of a number of new topics. This addition was not least due to the expertise of the co-author, Sarianna Lundan, in the institutional aspects of international business and the internal governance of transnational corporations (TNCs). It is a comprehensive synthesis of all the theories in International Business based on ex...
4,226 Citations Source Cite
Published on Jan 1, 2002in Academy of Management Review 8.86
Deepak K. Datta30
Estimated H-index: 30
(University of Kansas)
The article reviews the book ‘The Management of International Acquisitions,’ by John Child, David Faulkner and Robert Pitkethly.
198 Citations Source Cite
Published on Dec 1, 2001in Journal of International Management 2.30
Mike W. Peng60
Estimated H-index: 60
(Max M. Fisher College of Business),
Seung Hyun Lee21
Estimated H-index: 21
(Max M. Fisher College of Business),
J. Justin Tan3
Estimated H-index: 3
(College of Business Administration)
Much of our understanding of competitive advantage draws upon the experience of Western firms. Massive Japanese investment in an effort to replicate keiretsu (interfirm) networks in Asia since the 1980s presents fertile grounds to shed new light on the sources of competitive advantage. Building on such an experience, this article develops a multilevel perspective focusing on how competitive advantage is preserved and strengthened for firms, networks, and nations involved. Its hallmark is careful...
31 Citations Source Cite
Published on Sep 1, 2001in Journal of International Business Studies 6.20
Klaus E. Meyer41
Estimated H-index: 41
(Copenhagen Business School),
Saul Estrin43
Estimated H-index: 43
(London Business School)
This paper focuses on the brown-field entry mode, as a special case of acquisition, in which the resources transferred by the investor dominate over those provided by the acquired firm. We see this mode as having particular relevance for entry strategies in emerging markets. The choice of entry mode is analyzed on the basis of a framework utilizing both resource-based and transaction-cost theories. The resource requirements have to be matched with resources available to the investor through an a...
170 Citations Source Cite
Published on Aug 1, 2001in Strategic Management Journal 5.48
Sea Jin Chang25
Estimated H-index: 25
(Korea University),
Philip M. Rosenzweig1
Estimated H-index: 1
Relatively few studies have examined the importance of an entry's sequential position to the choice of foreign entry mode. We use a dynamic model to analyze sequential entries into the United States from 1975 to 1992. Our findings show that several independent variables which explain a firm's initial mode of entry do not explain the modes of subsequent entries. These findings underscore the importance of experience in foreign investment, as companies learn from early entries and adapt the modes ...
514 Citations Source Cite
Published on Jun 1, 2001in Strategic Management Journal 5.48
Jane W. Lu19
Estimated H-index: 19
(University of Western Ontario),
Paul W. Beamish59
Estimated H-index: 59
(National University of Singapore)
We discuss and explore the effects of internationalization, an entrepreneurial strategy employed by small and medium-sized enterprises (SMEs), on firm performance. Using concepts derived from the international business and entrepreneurship literatures, we develop four hypotheses that relate the extent of foreign direct investment (FDI) and exporting activity, and the relative use of alliances, to the corporate performance of internationalizing SMEs. Using a sample of 164 Japanese SMEs to test th...
1,335 Citations Source Cite
Published on Jun 1, 2001in Journal of International Business Studies 6.20
Klaus E. Meyer41
Estimated H-index: 41
(Copenhagen Business School)
The process of change from a centrally planned system to a market economy generates an institutional framework that is only partially reformed, and therefore inconsistent and unstable. This leads to high transaction costs for economic agents. Multinational enterprises entering transition countries have to adapt their strategies to the local institutions and reduce exposure to highly imperfect markets. This paper analyzes how the costs of organizing business in transition environments influence e...
553 Citations Source Cite
Published on Jun 1, 2001in Asia Pacific Journal of Management 2.47
Mike W. Peng60
Estimated H-index: 60
(Max M. Fisher College of Business),
Kevin Au25
Estimated H-index: 25
(The Chinese University of Hong Kong),
Denis Y.L. Wang7
Estimated H-index: 7
(The Chinese University of Hong Kong)
Given the paucity of corporate governance research on Third World multinational enterprises (MNEs), we provide an exploratory description of the patterns of interlocking directorates as corporate governance in Thailand-based MNEs in this study. Specifically, we raise a key question: Do the interlocks network attributes and individual board directors of MNEs differ systematically from those of non-MNEs? Drawing upon resource dependence theory, we hypothesize that, compared with non-MNEs, MNEs in ...
54 Citations Source Cite
Published on Jun 1, 2001in Academy of Management Journal 6.70
Mason A. Carpenter22
Estimated H-index: 22
(University of Wisconsin-Madison),
Wm. Gerard Sanders17
Estimated H-index: 17
(Brigham Young University),
Hal B. Gregersen26
Estimated H-index: 26
(Brigham Young University)
We develop resource- and dynamic capability-based arguments that CEOs with international assignment experience create value for their firms and themselves through their control of a valuable, rare, and inimitable resource. Supporting this view, U.S. multinationals performed better with CEOs with international assignment experience at their helms, especially when such human capital was bundled with other organizational resources and capabilities. Moreover, in highly global firms, CEOs with intern...
498 Citations Source Cite
Published on Jun 1, 2001in Journal of International Business Studies 6.20
Mike W. Peng60
Estimated H-index: 60
(Ohio State University),
Anne S. York2
Estimated H-index: 2
(University of North Carolina at Chapel Hill)
Integrating transaction cost, agency, and resource-based theories, this study extends the work of Peng and Ilinitch (1998) by undertaking the first empirical efforts to explore the determinants of export intermediary performance. We suggest that given the transaction cost constraints and principal-agent conflicts, export intermediaries' performance depends on their possession of valuable, unique, and hard-to-imitate resources which help minimize their clients' transaction and agency costs. Surve...
170 Citations Source Cite
Cited By623
Newest
Published on Feb 1, 2019in International Business Review 2.75
Francisco García-Lillo6
Estimated H-index: 6
,
Enrique Claver-Cortés37
Estimated H-index: 37
+ 1 AuthorsMercedes Úbeda-García8
Estimated H-index: 8
Abstract The purpose of this study consists in analyzing the existing literature on international business from all the research papers published in Journal of International Business Studies (JIBS) during the period of time comprised between 2000 and 2015. The authors apply bibliometric methods to that end –in particular, document citation and co-citation analyses (DCAs)– so that they can try and identify the main research lines within the aforementioned scientific field or domain; in other word...
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Published on May 1, 2019in Journal of Business Research 2.51
Susanne Sandberg6
Estimated H-index: 6
(Linnaeus University),
Sui Sui4
Estimated H-index: 4
(Ryerson University),
Matthias Baum23
Estimated H-index: 23
(Kaiserslautern University of Technology)
Abstract Globalization has led to increased competition and risk of business failure for firms venturing abroad over the last decades. A particularly challenging situation is seen for SMEs from developed economies entering emerging markets. We theorize and empirically show that prior market experience with domestic and developed countries helps to reduce the hazard of exit from emerging markets. We further develop competing hypotheses from complementary and compensatory perspectives about the mo...
1 Citations Source Cite
Published on Apr 3, 2019in Journal of Global Fashion Marketing
Simone Guercini14
Estimated H-index: 14
(University of Florence),
Andrea Runfola9
Estimated H-index: 9
(University of Perugia)
ABSTRACTThis paper looks at the relations between the rise of emerging markets and the store openings of marketers from advanced countries. It focuses on the retail operations of Italian fashion brands that have opened sales points in order to gain entry into foreign markets. The paper presents an analysis of an expressly developed database of 2,141 store openings by 311 Italian fashion brands in 322 cities in 82 countries over the period 2006–2015. The analysis highlights a shift of brands stor...
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Joanna Scott-Kennel8
Estimated H-index: 8
(University of Waikato),
Haolin Yin (University of Waikato), Michèle E.M. Akoorie6
Estimated H-index: 6
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Junsheng Dou (Zhejiang University), Gady Jacoby10
Estimated H-index: 10
(University of Manitoba)
+ 2 AuthorsZhenyu Wu12
Estimated H-index: 12
(University of Manitoba)
Abstract Combining the resource-based view and the socio-emotional wealth perspective, we compile a sample of family-owned and -managed firms on the Standard and Poor’s (S&P) 500 Index and examine the effect of family involvement on firm internationalization. The results show that the presence of a family member chairing the board impedes internationalization, but that this negative effect is reduced when board members are highly experienced. We also find that cross-generational involvement in t...
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Published on Jan 1, 2019
Adriana Calvelli1
Estimated H-index: 1
(Parthenope University of Naples),
Chiara Cannavale3
Estimated H-index: 3
(Parthenope University of Naples)
Nowadays the new trends firms follow in their internationalization process pose some limits to the application of the traditional International Business (IB) theories, and this chapter proposes a new theoretical framework based on the reinterpretation of the resource-based view. The necessity of a new framework derives from the limitation which makes traditional theories unable to interpret firms’ internationalization nowadays. It starts from a critical and constructive review of the main theori...
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Published on Jan 1, 2019
Som Sekhar Bhattacharyya6
Estimated H-index: 6
(National Institute of Industrial Engineering)
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Published on Jan 1, 2019
Saad Laraqui (University of Maryland University College), Bert J. Jarreau (University of Maryland University College)
As British politics has tumbled through various stages of turbulence, multinational enterprises (MNEs) must assess their investment decisions in the UK after March 2019, the deadline for talks between Britain and the 27 EU member states on divorce terms and the shape of a future relationship. If a transitional arrangement is not worked out to preserve the status quo while a new trade deal is finalized, British businesses which trade with or in the EU would immediately face a range of tariff and ...
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