Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.8
Eric W. K. Tsang
This chapter discusses the adoption of a multi-theoretical approach to studying international business (IB) strategy. It first defines the meaning of theory and distinguishes it from related concepts, such as paradigm and model. Although integrating theories is often regarded as providing a more comprehensive understanding of a phenomenon, multi-theoretical studies are not common for a number of reasons. Taking a critical realist perspective, the chapter discusses the functions of using more than one theory in empirical research. The arguments are supported by examples drawn from the IB strategy literature, particularly published empirical papers. Most importantly, the chapter offers suggestions about promoting and conducting multi-theoretical research.
{"title":"Multi-Theoretical Approaches to Studying International Business Strategy","authors":"Eric W. K. Tsang","doi":"10.1093/oxfordhb/9780198868378.013.8","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.8","url":null,"abstract":"This chapter discusses the adoption of a multi-theoretical approach to studying international business (IB) strategy. It first defines the meaning of theory and distinguishes it from related concepts, such as paradigm and model. Although integrating theories is often regarded as providing a more comprehensive understanding of a phenomenon, multi-theoretical studies are not common for a number of reasons. Taking a critical realist perspective, the chapter discusses the functions of using more than one theory in empirical research. The arguments are supported by examples drawn from the IB strategy literature, particularly published empirical papers. Most importantly, the chapter offers suggestions about promoting and conducting multi-theoretical research.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115433158","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.23
Kieran M. Conroy, D. Minbaeva
The effective implementation of international strategies (ISs) is dependent on the mobilization and management of human resources (HR) across borders. It is widely recognized that the multinational enterprise (MNE) serves as an important organizational context to explore how the design and diffusion of human resource management (HRM) policies and practices contribute to the effective development of international business (IB) strategy. Yet, to date, we know very little about how the HR function helps or hinders the implementation of an MNE’s international strategies. This chapter specifically discusses the challenges associated with MNEs managing their increasingly diverse workforces. This, we propose, will change the manner in which we think about the relationship between the HR role and the implementation of MNE strategies.
{"title":"New International Human Resource Management Approaches and Multinational Enterprise Strategies","authors":"Kieran M. Conroy, D. Minbaeva","doi":"10.1093/oxfordhb/9780198868378.013.23","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.23","url":null,"abstract":"The effective implementation of international strategies (ISs) is dependent on the mobilization and management of human resources (HR) across borders. It is widely recognized that the multinational enterprise (MNE) serves as an important organizational context to explore how the design and diffusion of human resource management (HRM) policies and practices contribute to the effective development of international business (IB) strategy. Yet, to date, we know very little about how the HR function helps or hinders the implementation of an MNE’s international strategies. This chapter specifically discusses the challenges associated with MNEs managing their increasingly diverse workforces. This, we propose, will change the manner in which we think about the relationship between the HR role and the implementation of MNE strategies.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122665918","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.14
Gabriel R. G. Benito, Bent Petersen, L. Welch
This chapter takes stock of fifty years of research on mode dynamics—that is, the decisions to switch and add operation modes in a foreign country—as a central international business strategy phenomenon. Numerous studies have advanced knowledge about the various forms of mode dynamics and their underlying drivers, especially regarding mode switches. However, this review of the research also reveals that understanding of the phenomenon of mode additions needs further development. The chapter proposes a theoretical framework for understanding mode additions and provides the example of modularization as an illustration of a mechanism that may help improve the cost–benefit balance of mode switches and additions.
{"title":"Dynamics of Operation Modes","authors":"Gabriel R. G. Benito, Bent Petersen, L. Welch","doi":"10.1093/oxfordhb/9780198868378.013.14","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.14","url":null,"abstract":"This chapter takes stock of fifty years of research on mode dynamics—that is, the decisions to switch and add operation modes in a foreign country—as a central international business strategy phenomenon. Numerous studies have advanced knowledge about the various forms of mode dynamics and their underlying drivers, especially regarding mode switches. However, this review of the research also reveals that understanding of the phenomenon of mode additions needs further development. The chapter proposes a theoretical framework for understanding mode additions and provides the example of modularization as an illustration of a mechanism that may help improve the cost–benefit balance of mode switches and additions.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125761649","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.6
L. Håkanson, P. Kappen, I. Zander
Unique knowledge and proprietary innovations are key to the competitive advantages on which most multinational enterprises (MNEs) are expected to base their initial international expansion. Moreover, their subsequent fortunes and survival typically depend on MNEs’ continued ability to upgrade and renew these advantages, as competition, imitation, and environmental change erode the value of existing ones. This chapter reviews key literatures around the nature, management, and effects of knowledge creation in MNEs. The chapter centers on the processes through which geographical patterns of international R&D have evolved, along with the structures, systems, and procedures through which MNEs have sought to govern and coordinate these activities. Finally, the chapter offers a summary and critique of the way that much of the inherited literature has portrayed and interpreted the strategic knowledge creation process in MNEs.
{"title":"Strategic Knowledge Creation in Multinational Enterprises","authors":"L. Håkanson, P. Kappen, I. Zander","doi":"10.1093/oxfordhb/9780198868378.013.6","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.6","url":null,"abstract":"Unique knowledge and proprietary innovations are key to the competitive advantages on which most multinational enterprises (MNEs) are expected to base their initial international expansion. Moreover, their subsequent fortunes and survival typically depend on MNEs’ continued ability to upgrade and renew these advantages, as competition, imitation, and environmental change erode the value of existing ones. This chapter reviews key literatures around the nature, management, and effects of knowledge creation in MNEs. The chapter centers on the processes through which geographical patterns of international R&D have evolved, along with the structures, systems, and procedures through which MNEs have sought to govern and coordinate these activities. Finally, the chapter offers a summary and critique of the way that much of the inherited literature has portrayed and interpreted the strategic knowledge creation process in MNEs.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131802395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.2
Geoffrey Jones, T. Lopes
This chapter provides an overview of the evolution of international business (IB) over time as well as the predominant strategies used by multinational enterprises (MNEs). It highlights how international strategizing becomes more complex over time with MNEs moving from being coordinators of resources and managers of geographical distance to orchestrators of global value creating centers, a role that is changing again as value chains are restricted in response to the growth of political nationalism. The chapter highlights the recent dialog between IB history and IB strategy, and the opportunities for further interdisciplinary collaboration between the two disciplines in the production of research that is of both academic and practical relevance. The chapter challenges the idea that many unexpected IB challenges require strategies by MNEs that are labeled as “new.” Overall, it demonstrates how history can refine theory and provide learning opportunities for IB strategy researchers, practitioners, and policy makers.
{"title":"International Business History and the strategy of multinational enterprises","authors":"Geoffrey Jones, T. Lopes","doi":"10.1093/oxfordhb/9780198868378.013.2","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.2","url":null,"abstract":"This chapter provides an overview of the evolution of international business (IB) over time as well as the predominant strategies used by multinational enterprises (MNEs). It highlights how international strategizing becomes more complex over time with MNEs moving from being coordinators of resources and managers of geographical distance to orchestrators of global value creating centers, a role that is changing again as value chains are restricted in response to the growth of political nationalism. The chapter highlights the recent dialog between IB history and IB strategy, and the opportunities for further interdisciplinary collaboration between the two disciplines in the production of research that is of both academic and practical relevance. The chapter challenges the idea that many unexpected IB challenges require strategies by MNEs that are labeled as “new.” Overall, it demonstrates how history can refine theory and provide learning opportunities for IB strategy researchers, practitioners, and policy makers.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134623592","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.1
R. Narula, A. Verbeke, Wenlong Yuan
Is there a unifying theory of international business (IB) strategy? If so, what might it look like? This chapter describes the key ingredients of such theory. These ingredients, we propose, constitute the foundation for further analysis of IB strategy. We incorporate both the traditional ingredients of IB strategy perspectives and significant extensions to theory developed in the past two decades. The chapter highlights the importance of multinational enterprises (MNEs) engaging in resource recombination—as opposed to simply utilizing extant reservoirs of resource bundles and capabilities, also called firm-specific advantages (FSAs)—to manage their operations in complex and often highly dynamic home and host environments. The chapter zooms in on the role played by generic behavioral drivers, such as bounded rationality and bounded reliability. Generic behavioral challenges are present in most, if not all, IB strategy decisions. Finally, the significance of a unifying conceptual framework for better understanding MNE strategy is discussed.
{"title":"The Theory of International Business Strategy","authors":"R. Narula, A. Verbeke, Wenlong Yuan","doi":"10.1093/oxfordhb/9780198868378.013.1","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.1","url":null,"abstract":"Is there a unifying theory of international business (IB) strategy? If so, what might it look like? This chapter describes the key ingredients of such theory. These ingredients, we propose, constitute the foundation for further analysis of IB strategy. We incorporate both the traditional ingredients of IB strategy perspectives and significant extensions to theory developed in the past two decades. The chapter highlights the importance of multinational enterprises (MNEs) engaging in resource recombination—as opposed to simply utilizing extant reservoirs of resource bundles and capabilities, also called firm-specific advantages (FSAs)—to manage their operations in complex and often highly dynamic home and host environments. The chapter zooms in on the role played by generic behavioral drivers, such as bounded rationality and bounded reliability. Generic behavioral challenges are present in most, if not all, IB strategy decisions. Finally, the significance of a unifying conceptual framework for better understanding MNE strategy is discussed.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125298243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.9
Isibor Jerry Ebeigbe, Elizabeth L. Rose
There is growing research interest in firms that engage in international business (IB) very early in their histories. We consider these international new ventures (INVs) as research-worthy entities in their own right, and as providing extreme examples of internationalization that have the potential to yield deeper insights into the IB strategies of a much broader collection of firms, including the traditional multinational enterprise (MNE). In this chapter, we review the development of the literature on INVs, discuss how INV research can inform our understanding of IB strategy more generally, and suggest areas in which research into INVs can be developed and enhanced.
{"title":"International New Ventures","authors":"Isibor Jerry Ebeigbe, Elizabeth L. Rose","doi":"10.1093/oxfordhb/9780198868378.013.9","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.9","url":null,"abstract":"There is growing research interest in firms that engage in international business (IB) very early in their histories. We consider these international new ventures (INVs) as research-worthy entities in their own right, and as providing extreme examples of internationalization that have the potential to yield deeper insights into the IB strategies of a much broader collection of firms, including the traditional multinational enterprise (MNE). In this chapter, we review the development of the literature on INVs, discuss how INV research can inform our understanding of IB strategy more generally, and suggest areas in which research into INVs can be developed and enhanced.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121418197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.3
D. Teece, Olga Petricevic
In this chapter we argue that traditional approaches to modeling the growth of the multinational enterprise (MNE) that focus on costs and efficiencies are too narrow to adequately and comprehensively address the foundations of MNE growth trajectories. Today’s global realities and the changing view of the MNE require a more focused and explicit capability-based perspective. In particular, we posit that contemporary theories of the MNE require frameworks and explanations that should simultaneously account for the uncertainties that firms face in their external environment and the complexities of often competing internal, organizational alternatives. To develop our reasoning in support of capability-based thinking, we discuss the changing nature on the international business (IB) landscape, the evolving views on the nature of the MNE, and present the core building blocks of capability-based thinking in managing MNE growth. We conclude the chapter by offering some thoughts on how capability-based thinking could be applied in future scholarly efforts.
{"title":"Capability-Based Theories of Multinational Enterprise Growth","authors":"D. Teece, Olga Petricevic","doi":"10.1093/oxfordhb/9780198868378.013.3","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.3","url":null,"abstract":"In this chapter we argue that traditional approaches to modeling the growth of the multinational enterprise (MNE) that focus on costs and efficiencies are too narrow to adequately and comprehensively address the foundations of MNE growth trajectories. Today’s global realities and the changing view of the MNE require a more focused and explicit capability-based perspective. In particular, we posit that contemporary theories of the MNE require frameworks and explanations that should simultaneously account for the uncertainties that firms face in their external environment and the complexities of often competing internal, organizational alternatives. To develop our reasoning in support of capability-based thinking, we discuss the changing nature on the international business (IB) landscape, the evolving views on the nature of the MNE, and present the core building blocks of capability-based thinking in managing MNE growth. We conclude the chapter by offering some thoughts on how capability-based thinking could be applied in future scholarly efforts.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126381187","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.20
Giulio Nardella, Stephen Brammer
The conversation around the corporate social responsibility (CSR) and corporate social irresponsibility (CSI) of firms has flourished—yet perhaps surprisingly, outside of the international business (IB) strategy discipline. This chapter introduces CSR/CSI as a “grand challenge” with potential to advance the IB strategy agenda. The chapter proposes that there is much to be gained by introducing ideas from IB strategy to understand the relationship between the multinational enterprise (MNE) and CSR/CSI. Major perspectives on, and interconnectedness between, CSR and CSI are articulated. The chapter traces common themes such as the role played by the business context, paying particular attention to location and regulatory institutions in the character and management of CSR/CSI. The chapter concludes with an agenda for future CSR/CSI research in the field of IB strategy that addresses some existing knowledge gaps around the influence of the MNE on its environment.
{"title":"Corporate Social Responsibility, Irresponsibility, and the Multinational Enterprise Environment","authors":"Giulio Nardella, Stephen Brammer","doi":"10.1093/oxfordhb/9780198868378.013.20","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.20","url":null,"abstract":"The conversation around the corporate social responsibility (CSR) and corporate social irresponsibility (CSI) of firms has flourished—yet perhaps surprisingly, outside of the international business (IB) strategy discipline. This chapter introduces CSR/CSI as a “grand challenge” with potential to advance the IB strategy agenda. The chapter proposes that there is much to be gained by introducing ideas from IB strategy to understand the relationship between the multinational enterprise (MNE) and CSR/CSI. Major perspectives on, and interconnectedness between, CSR and CSI are articulated. The chapter traces common themes such as the role played by the business context, paying particular attention to location and regulatory institutions in the character and management of CSR/CSI. The chapter concludes with an agenda for future CSR/CSI research in the field of IB strategy that addresses some existing knowledge gaps around the influence of the MNE on its environment.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128122514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-12-15DOI: 10.1093/oxfordhb/9780198868378.013.18
Irina Surdu
Exit is not an irreversible, “win or lose” event in the lifecycle of a multinational enterprise (MNE). Some firms decide to re-enter exited markets. Yet, our knowledge of MNEs’ re-entry strategies remains limited, and where re-entry is discussed, perspectives based predominantly on the rational exploitation of resources and experiential learning prove insufficient. This chapter proposes a behavioral lens for understanding complex decisions such as re-entry. Decisions such as re-entry depend on the manner in which the past experience (in this case, the exit) is framed and perceived by decision makers. Given the time-out period between exit and re-entry, re-entry choices may be influenced by the subjective and often outdated experiences of managers. International business (IB) strategy theory has largely ignored the influence of managerial own biases and memory in shaping managers’ perceptions of events. The chapter emphasizes the importance of different types of cognitive biases as theoretical concepts that complement rationality-based assumptions about the dynamic IB strategies of MNEs.
{"title":"Foreign Market Re-Entry Strategies","authors":"Irina Surdu","doi":"10.1093/oxfordhb/9780198868378.013.18","DOIUrl":"https://doi.org/10.1093/oxfordhb/9780198868378.013.18","url":null,"abstract":"Exit is not an irreversible, “win or lose” event in the lifecycle of a multinational enterprise (MNE). Some firms decide to re-enter exited markets. Yet, our knowledge of MNEs’ re-entry strategies remains limited, and where re-entry is discussed, perspectives based predominantly on the rational exploitation of resources and experiential learning prove insufficient. This chapter proposes a behavioral lens for understanding complex decisions such as re-entry. Decisions such as re-entry depend on the manner in which the past experience (in this case, the exit) is framed and perceived by decision makers. Given the time-out period between exit and re-entry, re-entry choices may be influenced by the subjective and often outdated experiences of managers. International business (IB) strategy theory has largely ignored the influence of managerial own biases and memory in shaping managers’ perceptions of events. The chapter emphasizes the importance of different types of cognitive biases as theoretical concepts that complement rationality-based assumptions about the dynamic IB strategies of MNEs.","PeriodicalId":213045,"journal":{"name":"The Oxford Handbook of International Business Strategy","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-12-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127647659","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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