摘要:

AbstractIntense competition among countries, industries, and firms on a global level is a recent development, owed to the confluence of several major trends. Among these trends are the decline of tariff and other trade barriers under GATT, and attendant rising confidence in the gains from free trade; enormous increases in direct foreign investment; the growth of organization and administrative structures to permit managing resources and risks across sovereign borders and over great distance, the gains in technology and its transfer from one economy and firm to another, and perhaps most important, the increasing interdependence of complex technologies and economies on one another throughout the value chain. The field of strategic management has come to the realization that often, and increasingly, competitive advantage can be won only from a global view of competition. For these and other reasons this fourth special issue of theStrategic Management Journalis on global strategy and is intended to highlight some of the major implications of growing global competition on research and practice in the field.

ISSN:0143-2095    

DOI:10.1002/smj.4250120902

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0143-2095    

DOI:10.1002/smj.4250120903

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe primary concern of this paper is the structural characteristics of an industry that generate returns to transnational integration: manufacturing scale economies and technological intensity. Integration is operationalized as intrafirm flows of resources. Intrafirm trade as a proportion of all international sales is used as an index of integration across 56 manufacturing industries containing U.S.‐based firms. Ordinary least‐squares analysis of the determinants of integration—technological intensity, manufacturing scale, advertising intensity, and internationalization (as a control) reveals that technological intensity, advertising intensity, and the control are significant and scale is not. I argue that technology is the primary determinant of cross‐border integration and the importance of manufacturing scale has been overemphasized, and conclude by discussing the implications of the increasing cost and complexity of technology for the state‐based politic

ISSN:0143-2095    

DOI:10.1002/smj.4250120904

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe history of international competition shows long cycles in country leadership. This paper argues that these cycles can be explained by differences in country capabilities, in terms of both technologies and organizing principles, which diffuse more slowly across than within national and regional borders. The country that innovates in best practices eventually loses leadership, but not before increasing its wealth and claims on foreign assets and investments.

ISSN:0143-2095    

DOI:10.1002/smj.4250120905

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis paper critically examines the contribution of aspects of the resource‐based view of the firm to global competition in particular, and to strategic management in general. Three concepts—core competence, organizational capability, and administrative heritage—are defined and compared with the current mainstream economic tradition of strategy. The value of these concepts in analyzing and explaining competitive strategy is determined through a detailed field‐based case study of three firms in the worldwide bearings industry. It is found that the resource‐based view of the firm complements economic analysis, and that both are essential to a complete understanding of global

ISSN:0143-2095    

DOI:10.1002/smj.4250120906

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis article develops a resource‐based strategic management model of MNE market entry. Strategic groups of firms in the U.S. foreign auto industry are derived empirically and tested for their ability to explain structural and performance results in one industry and one host country under the assumptions of the mode

ISSN:0143-2095    

DOI:10.1002/smj.4250120907

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractGlobal competition highlights asymmetries in the skill endowments of firms. Collaboration may provide an opportunity for one partner to internalize the skills of the other, and thus improve its position both within and without the alliance. Detailed analysis of nine international alliances yielded a fine‐grained understanding of the determinants of interpartner learning. The study suggests that not all partners are equally adept at learning; that asymmetries in learning alter the relative bargaining power of partners; that stability and longevity may be inappropriate metrics of partnership success; that partners may have competitive, as well as collaborative aims, vis‐à‐vis each other; and that process may be more important than structure in determining learning ou

ISSN:0143-2095    

DOI:10.1002/smj.4250120908

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractA theoretical framework is proposed to understand the structure of networks of strategic linkages in global industries. It is argued that global industry structure should be understood in terms of firm membership in ‘strategic groups’ and ‘strategic blocks’. Strategic groups are based on similarities in the strategic capabilities of firms. Strategic blocks, on the other hand, are based on similarities in their strategic linkages. Two types of strategic blocks are proposed: complementary blocks composed of firms from different strategic groups, and pooling blocks composed of firms from the same strategic group. It is further proposed that in equilibrium, each strategic block will have access to a similar set of strategic capabilities. Empirical support for these arguments is drawn from the global automobile industry during the period 1980‐90. The implications of strategic blocks for intra‐industry performance differences are discussed in the concluding section of

ISSN:0143-2095    

DOI:10.1002/smj.4250120909

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractWhile work in the field of global strategic management has largely focused on defining the content of effective global strategies and on prescribing winning strategic moves for multinationals, this research argues the importance of the process through which global strategies are generated, in particular the perceived procedural justice of that process. Drawing on the theoretical heritage of justice‐based research, this study first explored the meaning of procedural justice by an investigation of the specific criteria used by subsidiary top managers to define what they perceive to be a fair process in global strategy‐making. Second, the importance of procedural justice was assessed by an examination of its effects on the higher‐order attitudes of commitment, trust, and social harmony as well as on the lower‐order attitude of outcome satisfaction in subsidiary top management. One of the central conclusions of the research is that the procedural justice of the global strategy generation process indeed affects commitment, trust, and social harmony as well as outcome satisfaction in subsidiary top management, and hence provides a potentially powerful but, as yet, unexplored avenue for mobilizing the multinational's global network of subsi

ISSN:0143-2095    

DOI:10.1002/smj.4250120910

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis article reviews and assesses the contribution, explicit or implicit, of various schools of organization theory to the development of a stream of research on the management of multinational companies, and summarizes what is seen as the emerging paradigm of multinational management. While the contribution of some of the schools has been substantial, we conclude that opportunities for more cross‐fertilization between organization theorists and scholars of multinational strategic management have been missed, mainly because the differences between theory development and phenomenological understanding have seldom been bridge

ISSN:0143-2095    

DOI:10.1002/smj.4250120911

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY