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  • References (38)
  • Citations (1)
Published on May 1, 2018in Global Strategy Journal 2.73
Robin Pesch5
Estimated H-index: 5
(University of Bayreuth),
Ricarda B. Bouncken17
Estimated H-index: 17
(University of Bayreuth)
Research Summary Despite interest in alliance management in the global strategy field, we have only limited insights into how firms can manage diversity-related conflicts in international alliances. By referring to the conflict literature, our study introduces task discourse as a crucial mechanism allowing task conflict resolution. We further describe conflict resolution via socializing practices, including social events, joint workshops, and interorganizational teams. Socializing practices and ...
Published on May 1, 2018in Global Strategy Journal 2.73
Kimberly M. Ellis10
Estimated H-index: 10
(FAU: Florida Atlantic University),
Bruce T. Lamont19
Estimated H-index: 19
(FSU: Florida State University)
+ 4 AuthorsHeather Parola2
Estimated H-index: 2
(University of Evansville)
Published on May 1, 2018in Global Strategy Journal 2.73
Dana Minbaeva17
Estimated H-index: 17
(CBS: Copenhagen Business School),
Grazia D. Santangelo18
Estimated H-index: 18
(University of Catania)
Research summary We examine the conditions under which boundary spanners positively contribute to intra-MNC knowledge sharing. Specifically, we argue that the knowledge sharing behavior of boundary spanners should not be taken for granted, as it is affected by the individual's motivation to share knowledge and contingent upon the immediate organizational context in which the individual is located. An analysis of data covering 482 individuals located in different business units of a Danish MNC co...
Published on May 1, 2018in Global Strategy Journal 2.73
Jongmoo Jay Choi1
Estimated H-index: 1
(TU: Temple University),
Ming Ju1
Estimated H-index: 1
(La. Tech: Louisiana Tech University)
+ 2 AuthorsXiaotian Tina Zhang3
Estimated H-index: 3
(Saint Mary's College of California)
Research Summary The paper tests real options theory prediction that uncertainty and flexibility are key value drivers for offshore outsourcing moderated by switching costs. Examining firm-specific and market data for outsourcing cases by U.S. firms, we find that the impact of market and environmental uncertainty and flexibility on outsourcing value is net positive and that it is greater for offshore than for domestic outsourcing. Outsourcing benefits are related to flexibility arising from grow...
Published on May 1, 2018in Global Strategy Journal 2.73
Jun Xia13
Estimated H-index: 13
(UTD: University of Texas at Dallas),
Xufei Ma14
Estimated H-index: 14
(CUHK: The Chinese University of Hong Kong)
+ 1 AuthorsWeiwen Li7
Estimated H-index: 7
(SYSU: Sun Yat-sen University)
Research Summary How information about social networks affects firms’ global expansion is an important but rarely investigated question. We argue that different sources of network information will affect a firm's investment activities in the global market, but their relative importance may vary. Moreover, the influence of network information can be bounded by the global trade network. The results from a sample of cross-border merger and acquisition (M&A) activities conducted by U.S. publicly lis...
Published on May 1, 2018in Global Strategy Journal 2.73
Kristin Brandl3
Estimated H-index: 3
(UVic: University of Victoria),
P.D. Orberg Jensen12
Estimated H-index: 12
(CBS: Copenhagen Business School),
Manya Jaura Lind1
Estimated H-index: 1
(CBS: Copenhagen Business School)
Published on Apr 20, 2015in The Multinational Business Review
Alvaro Cuervo-Cazurra32
Estimated H-index: 32
(NU: Northeastern University),
Rajneesh Narula37
Estimated H-index: 37
(University of Reading),
C. Annique Un13
Estimated H-index: 13
(NU: Northeastern University)
Purpose – The purpose of this the paper is to review the motives for internationalization to clarify previous arguments and provide a theory-driven classification. Design/methodology/approach – The authors build on behavioral economics and propose a classification of internationalization motives as the result of the interaction among two dimensions, an economics-driven exploitation of existing resources or exploration of new resources, and a psychology-driven search for better host country condi...
Published on Jan 1, 2013in Journal of International Business Studies 7.72
J. Myles Shaver26
Estimated H-index: 26
(UMN: University of Minnesota)
This commentary's title is not meant to be a rhetorical question. In congratulating Brouthers (2002) for the JIBS Decade Award, we have an opportunity to assess where we are within this field of inquiry, and what is our trajectory. I believe that we have accomplished a lot in this area of study. Nevertheless, I am concerned about its current trajectory, so much so that I think we should seriously question whether we need more entry mode studies – especially if we are going to get more of the sam...
Published on Nov 1, 2012in Organization Science 3.26
Nicholas Argyres21
Estimated H-index: 21
(WashU: Washington University in St. Louis),
Todd R. Zenger31
Estimated H-index: 31
(WashU: Washington University in St. Louis)
Although the literature on firm boundaries has been greatly influenced by transaction cost economics, strategy scholars often emphasize the importance of capabilities considerations in these decisions. This has led to a debate that, we suggest, has generated more heat than light. We argue that the two sets of considerations are in fact so intertwined dynamically that treating them as independent, competitive explanations is fundamentally misleading. We offer a theoretical synthesis of transactio...
Published on Dec 1, 2011in Management International Review 2.69
Gabriel R.G. Benito24
Estimated H-index: 24
(BI Norwegian Business School),
Bent Petersen26
Estimated H-index: 26
(CBS: Copenhagen Business School),
Lawrence S. Welch18
Estimated H-index: 18
(Melbourne Business School)
An enduring characteristic of extant literature on foreign operation modes is its discrete choice approach, where companies are assumed to choose one among a small number of distinctive alternatives. In this paper, detailed information about the operations of six Norwegian companies in three key markets (China, UK and USA) is used as the basis for an exploration of the extent to which, and how and why, companies combine clearly different foreign operation modes. We examine their use of foreign o...