Global Strategy Journal最新文献_第5页

Locational strategy: Understanding location in economic geography and corporate strategy 区位战略:了解经济地理学和企业战略中的区位

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-09-12 DOI: 10.1002/gsj.1456

Richard Florida, Patrick Adler

Research Summary

Drawing on key concepts from management theory, corporate strategy, and economic geography, we argue that the time has come for “Locational Strategy.” Locational strategy is a framework for understanding how the locational decisions of organizations fit into broader corporate strategy. Locational strategy is particularly relevant given rise of knowledge and talent as key factors of productions and the fact that these inputs are so clustered in space. We lay out several principles to guide further work in this area, and briefly anticipate the role for locational strategy in the post-pandemic economy. Such an approach is well suited to the study of the sprawling modern firm, the footloose geography of talent, and the hyper-competitive field of regional economic policy.

Managerial Summary

Management needs to consider locational strategy as a key element of broader corporate strategy. This is because location and firm location decisions are ever more central to firm strategy. We review key ideas from the academic literature that bear on how managers can get the best access to talent, knowledge, and customers. Access to talent and embeddedness in complex knowledge systems is a defining feature of Locational strategy over and above simple input cost concerns. Furthermore, firms need to consider the actions and reactions of jurisdictions as they decide how to locate and deploy resources across in places across the world. Management training typically does not feature the geographic considerations of location strategy. The authors have refined their approach while teaching students in their course on The City and Business in the MBA program at the University of Toronto's Rotman School.

基于管理理论、企业战略和经济地理学的关键概念，我们认为“区位战略”的时代已经到来。位置战略是一个框架，用于理解组织的位置决策如何适应更广泛的公司战略。考虑到知识和人才作为生产的关键因素的兴起，以及这些投入如此集中在空间中的事实，区位战略尤为重要。我们提出了指导这一领域进一步工作的若干原则，并简要预测了区位战略在大流行后经济中的作用。这种方法非常适合于研究不断扩张的现代企业、自由流动的人才地理以及竞争激烈的区域经济政策领域。管理需要把定位战略作为更广泛的企业战略的一个关键要素来考虑。这是因为地理位置和企业地理位置决策对企业战略来说越来越重要。我们回顾了学术文献中的关键观点，这些观点与管理者如何获得人才、知识和客户的最佳途径有关。在复杂的知识系统中获得人才和嵌入性是超越简单的投入成本问题的区位战略的一个决定性特征。此外，公司在决定如何在世界各地定位和部署资源时，需要考虑司法管辖区的行动和反应。管理培训通常不具有地理位置战略的特点。作者在多伦多大学罗特曼商学院(University of Toronto’s Rotman School)的MBA课程《城市与商业》(The City and Business)上教授学生时，改进了他们的方法。

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引用次数: 2

Rethinking intrapreneurship in the established MNE 对老牌跨国公司内部创业的再思考

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-30 DOI: 10.1002/gsj.1461

Alain Verbeke, Wenlong Yuan

Research Summary

We show significant variation in the ways mainstream international business strategy (IBS) theories have addressed the discovery and pursuit of entrepreneurial opportunities in the established multinational enterprise (MNE). We adopt an extended “individual—opportunity nexus” perspective and suggest a fourfold repositioning of IBS research on MNE intrapreneurship. First, by acknowledging opportunities in activity types not historically considered as the subject of intrapreneurship, such as imposed resource reconfigurations as well as acquisitions and divestitures. Second, by paying more attention to how bundles of opportunities emerge over time, and to their sequence. Third, by recognizing more systematically different opportunity types, ranging from incremental to radical. Fourth, by analyzing more thoroughly the origins of opportunities, including those that arise from MNE weaknesses.

Managerial Summary

International business strategy (IBS) theories can help managers in multinational enterprises (MNEs) to better understand the unfolding of intrapreneurship. First, business decisions typically considered as merely cost-driven, including resource reconfigurations, acquisitions, and divestitures, can involve major intrapreneurial opportunities. Second, opportunities do not just appear randomly and in isolation: it is typically bundles of opportunities that emerge over time and in a particular sequence, and these bundles are closely intertwined with the MNE's own strategy that may unearth these opportunities. Third, MNE executives need to recognize more systematically different opportunity types, ranging from incremental to radical because each will require different managerial practices. Fourth, it is not only an MNE's strengths but also its weaknesses that can drive intrapreneurial action.

我们发现，主流国际商业战略(IBS)理论在解决已建立的跨国企业(MNE)中发现和追求创业机会的方式上存在显著差异。我们采用了一种扩展的“个人-机会关系”视角，并建议将IBS对跨国公司内部创业的研究重新定位四倍。第一，承认在历史上不被认为是内部创业主题的活动类型中的机会，例如强加的资源重新配置以及收购和剥离。第二，更多地关注机会是如何随着时间的推移而出现的，以及它们的顺序。第三，通过更系统地认识不同的机会类型，从渐进式到激进式。第四，更彻底地分析机会的来源，包括那些来自跨国公司弱点的机会。国际商业战略(IBS)理论可以帮助跨国企业(MNEs)的管理者更好地理解内部创业的展开。首先，通常被认为仅仅是成本驱动的商业决策，包括资源重组、收购和资产剥离，可能涉及重大的内部创业机会。其次，机会并非随机和孤立地出现:它通常是随着时间和特定顺序出现的一系列机会，这些机会与跨国公司自己可能发掘这些机会的战略密切相关。第三，跨国公司高管需要更系统地认识到不同的机会类型，从渐进式到激进式，因为每种类型都需要不同的管理实践。第四，不仅是跨国公司的优势，也有其弱点，可以推动内部创业行动。

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引用次数: 4

A wider-aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy 全球战略管理的大口径镜头:全球经济分化中的跨国企业

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-21 DOI: 10.1002/gsj.1462

David J. Teece

Research Summary

The growth of China and President Xi's policies have transformed the global economy in ways that global strategy and international business (IB) scholars have yet to reflect fully in their research. The global economy is increasingly bifurcated between a China-centered authoritarian system and a market-oriented democratic system, generating complications and perils largely unknown since the end of the Cold War. The global business environment now bears faint resemblance to existing models in IB. To properly analyze the new reality, global strategy and IB scholars need to adopt a wider-aperture, systems-theoretic view that will require the cross-fertilization of ideas and collaboration with other disciplines such as international political economy. This engagement will allow the development of more broadly based frameworks, theories, and models that can assist decision makers in the private and public sectors.

Managerial Summary

Strategic rivalry between China and the West requires managers to face a new reckoning. China remains the world's factory, but it has a tenuous relationship to even-handed rules of law, both domestically and internationally. China leverages access to its market and has aligned with other autocratic countries to reshape the world order. Many firms have straddled the divide and tried to play by two sets of rules. This is not viable longer term. The strategic decisions of Western firms, particularly those involved with advanced and, especially, dual-use technologies, are consequential to the future of democracy. A systemic view of the long-term health of the enterprise may reveal the need to choose. Choosing democracy means, at minimum, guarding intellectual property, enhancing organizational capabilities, coordinating with peers, and protecting national security.

全球经济在以中国为中心的威权体制和以市场为导向的民主体制之间日益分化，产生了自冷战结束以来基本未知的复杂性和危险。现在的全球商业环境与现有的IB模型有微弱的相似之处。为了正确地分析新的现实，全球战略和IB学者需要采用更广泛的、系统理论的观点，这将需要思想的交流和与其他学科(如国际政治经济学)的合作。这种参与将有助于发展基础更广泛的框架、理论和模型，以帮助私营和公共部门的决策者。中国和西方之间的战略竞争要求管理者面对新的清算。中国仍然是世界工厂，但无论是在国内还是在国际上，它与公平的法律规则的关系都很脆弱。中国利用其市场准入，并与其他专制国家结盟，以重塑世界秩序。许多公司跨越了这一界限，并试图按照两套规则行事。从长远来看，这是不可行的。西方公司的战略决策，特别是那些涉及先进技术，特别是军民两用技术的公司，对民主的未来至关重要。对企业长期健康状况的系统看法可能会揭示选择的必要性。选择民主，至少意味着保护知识产权，增强组织能力，与同行协调，保护国家安全。

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引用次数: 16

How the country context shapes firms' competitive repertoire complexity 国家背景如何塑造企业的竞争曲目复杂性

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-19 DOI: 10.1002/gsj.1458

Philip J. Steinberg, Jan C. Hennig, Jana Oehmichen, Judith Heigermoser

Research Summary

Recent research has shown that firms' ability to employ complex competitive repertoires can create long-term competitive advantages. Since research on its determinants has focused on the firm level, we lack an understanding of how country-level factors impact firms' implementation of complex competitive repertoires. Our cross-country study addresses this gap by integrating a model of country-level competitiveness factors with insights from the literature on competitive dynamics and portable governance. We argue that a country context with high-quality competitiveness factors enables firms to implement complex competitive repertoires. In addition, we hypothesize that firms with foreign investors from countries with high-quality competitiveness factors can partially compensate for low-quality factors in firms' domestic context. We found support for our hypotheses in an unbalanced sample containing 1,340 firms from 32 countries.

Managerial Summary

Employing complex competitive repertoires (i.e., diverse and dynamic arrays of competitive actions), such as price reductions or new product introductions, can help firms outcompete their competition. We argue and empirically show that firms' domestic country context, specifically high-quality governance, factor and demand conditions, related and supporting industries, and strong context for rivalry drive their ability to implement complex repertoires. Moreover, we find that ownership by foreign investors from favorable country backgrounds can partly compensate for firms' weak conditions at home by serving as enabling bridges. Managers who aim to improve their firms' repertoire complexity but are restricted by their domestic country context may consider attracting foreign investors from countries that have what their countries lack.

最近的研究表明，企业运用复杂竞争技能的能力可以创造长期的竞争优势。由于对其决定因素的研究主要集中在企业层面，我们缺乏对国家层面因素如何影响企业实施复杂竞争策略的理解。我们的跨国研究通过将国家层面的竞争力因素模型与有关竞争动态和可移植治理的文献见解相结合，解决了这一差距。我们认为，具有高质量竞争力因素的国家背景使企业能够实施复杂的竞争策略。此外，我们假设拥有高质量竞争力因素的外国投资者的公司可以部分补偿公司国内环境中的低质量因素。我们在包含来自32个国家的1340家公司的不平衡样本中发现了对我们假设的支持。采用复杂的竞争手段(即多样化和动态的竞争行动)，如降价或推出新产品，可以帮助企业在竞争中胜出。我们论证并实证表明，公司的国内国家背景，特别是高质量的治理、因素和需求条件、相关和支持行业，以及竞争的强烈背景，推动了它们实施复杂剧目的能力。此外，我们发现，来自有利国家背景的外国投资者的所有权可以作为促进桥梁，部分弥补公司在国内的疲弱状况。那些旨在提高公司业务复杂性但受本国背景限制的经理人，可能会考虑吸引那些拥有本国所缺乏的东西的国家的外国投资者。

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引用次数: 3

Friends, foes, or “frenemies”: Intercountry relations and cross-border acquisitions 朋友、敌人或“朋友”：跨国关系和跨境收购

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-14 DOI: 10.1002/gsj.1460

Tsvetomira V. Bilgili, Hansin Bilgili, David G. Allen, Holly Loncarich, Ben L. Kedia, Jonathan L. Johnson

Research Summary

We draw on the political institutions approach and relational embeddedness perspective to advance a relational theory of policy risk. We argue that policy risk negatively affects acquisition completion, but the strength of the effect is dependent on home-host country relations. Home-host country relations underpin host governments' motivation to commit to policies and influence foreign acquirers' perceptions of the credibility of such commitments. Using longitudinal event data on intercountry interactions, we measure the valence and strength of home-host country relations and examine the relationship between policy risk and cross-border acquisition (CBA) completion under cooperative, conflictive, and ambivalent relations. In a sample of 26,124 CBAs, we find that the relationship is negative and strong under conflictive relations, weaker under cooperative relations, and weakest under ambivalent relations.

Managerial Summary

We examine whether acquirers can use intercountry relations to infer and predict host governments' credibility of commitment to policies and evaluate the risk of arbitrary or opportunistic policy changes. Results show that policy risk decreases the likelihood of CBA completion, but the effect depends on home-host country relations. The negative effect of policy risk is strongest under conflictive intercountry relations, weaker under cooperative relations, and weakest under ambivalent relations. Executives' evaluations of home-host country relations in high policy risk environments can help assess the risk associated with completing CBAs and develop appropriate strategies to address potential issues.

本文借鉴政治制度理论和关系嵌入理论，提出了政策风险的关系理论。我们认为，政策风险对并购完成产生负向影响，但这种影响的强弱取决于东道国与东道国之间的关系。东道国与东道国的关系巩固了东道国政府承诺政策的动机，并影响了外国收购者对这些承诺可信度的看法。利用国家间相互作用的纵向事件数据，我们测量了家-东道国关系的效价和强度，并研究了在合作、冲突和矛盾关系下政策风险与跨境收购(CBA)完成之间的关系。在26124个cba的样本中，我们发现在冲突关系下，cba与cba的关系是负向的，且在冲突关系下，cba与cba的关系是强的，在合作关系下，cba与cba的关系较弱，在矛盾关系下，cba与cba的关系最弱。我们研究了收购方是否可以利用国家间关系来推断和预测东道国政府对政策承诺的可信度，并评估武断或机会主义政策变化的风险。结果表明，政策风险降低了CBA完成的可能性，但效果取决于东道国与东道国之间的关系。政策风险的负向效应在冲突关系下最强，在合作关系下较弱，在矛盾关系下最弱。行政人员对高政策风险环境中东道国与东道国关系的评价有助于评估与完成国别信任评估有关的风险，并制定适当的战略来解决潜在问题。

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引用次数: 5

Leviathan as a financial godfather: Debt advantages of wholly state-owned enterprises 金融教父利维坦：国有独资企业的债务优势

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-06 DOI: 10.1002/gsj.1457

Mauricio Jara, Aldo Musacchio, Rodrigo Wagner

Research Summary

We examine the debt advantages of wholly owned state-owned enterprises (WSOEs), due to an implicit sovereign insurance against default. Our model explains conditions that increase those advantages in bond yields. In our global sample of bonds, we find that bond issues of WSOEs, have a 57 bps discount in their yield to maturity vis-à-vis comparable corporations. The effect is even larger when we benchmark against partial state-owned firms—an effect large enough to overcome the liability of foreignness. This cheaper debt finance is stronger during crises yet disappears for sovereigns with low creditworthiness. This lower cost of debt “inflates” the profits of the median WSOE by 13%.

Managerial Summary

We examine if wholly owned state-owned enterprises (WSOEs) enjoy a lower cost of capital vis-à-vis their private counterparts when issuing bonds due to the perception that their debt is implicitly insured against default. We develop a model and undertake empirical tests to show that bond issues of WSOEs enjoy a 57 bps discount relative to private issues. This discount is large even relative to the premia companies pay when issuing bonds abroad. We also find that during crises the discount is larger as investors value the implicit insurance even more, but that it disappears for bond issues of governments with low creditworthiness. We estimate that for the median WSOE in our sample, the lower cost of capital inflates profits by 13%.

研究摘要我们研究了国有独资企业（WSOE）因隐含的主权违约保险而具有的债务优势。我们的模型解释了增加债券收益率优势的条件。在我们的全球债券样本中，我们发现国有独资企业发行的债券到期收益率比可比公司低 57 个基点。当我们以部分国有企业为基准时，这种影响甚至更大--这种影响大到足以克服外资企业的责任。这种较低的债务融资成本在危机期间更为强劲，但对于信用度较低的主权国家来说却消失了。较低的债务成本使中位数全资国有企业的利润 "膨胀 "了 13%。管理总结我们研究了国有独资企业（WSOE）在发行债券时，是否会因为认为其债务有违约隐性保险而享有比私营企业更低的资本成本。我们建立了一个模型并进行了实证检验，结果表明全资国有企业发行的债券相对于私营企业发行的债券享有 57 个基点的折扣。即使与公司在海外发行债券时支付的溢价相比，这一折扣也是很大的。我们还发现，在危机期间，由于投资者更看重隐性保险，这种折扣会更大，但对于信用度低的政府发行的债券，这种折扣会消失。我们估计，对于样本中的中位 WSOE 来说，较低的资本成本使利润增加了 13%。

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引用次数: 0

Government policy, filial piety, and foreign direct investment 政府政策、孝道和外国直接投资

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-08-02 DOI: 10.1002/gsj.1459

Pengcheng Ma, Lin Cui, Meitong Dong, Yi-Chuan Liao

Research Summary

This study investigates formal institutional pressure from government policy, informal institutional pressure from filial piety, and their interaction effect on firms' internationalization strategy. We argue that, while influenced by independent policy and cultural effects, firms also exercise agency when responding to these competing institutional pressures. We find empirical support for the influence of policy and cultural effects on firms' foreign direct investment (FDI). We also find that, in making decisions about FDIs, state-owned enterprises are more sensitive to government policy, whereas family businesses are more sensitive to filial piety.

Managerial Summary

This study reveals that firms' strategies in complex institutional environments are influenced by their needs for formal and informal institutional legitimacy. Managers can exercise agency by weighing the importance of formal and informal legitimacy differently and therefore vary in their responses to institutional pressures. However, managerial agency is bound by firm ownership type. Managers of state-owned firms prioritize formal institutional legitimacy, while their family business counterparts attend more to informal institutional legitimacy. Policymakers should be aware of this important difference between types of firms, which allows them to address noncompliance in a culturally sensitive and ultimately more effective way.

本研究考察了来自政府政策的正式制度压力和来自孝道的非正式制度压力，以及它们对企业国际化战略的交互作用。我们认为，在受到独立的政策和文化影响的同时，企业在应对这些相互竞争的制度压力时也行使能动性。我们发现政策和文化效应对企业对外直接投资(FDI)影响的实证支持。我们还发现，国有企业在外商直接投资决策中对政府政策更为敏感，而家族企业对孝道更为敏感。本研究揭示了企业在复杂制度环境中的战略受到其正式和非正式制度合法性需求的影响。管理者可以通过不同地衡量正式和非正式合法性的重要性来行使代理，因此他们对制度压力的反应也会有所不同。然而，管理代理受公司所有权类型的约束。国有企业的管理者优先考虑正式的制度合法性，而家族企业的管理者则更重视非正式的制度合法性。政策制定者应该意识到不同类型公司之间的这一重要差异，这使他们能够以一种文化敏感的、最终更有效的方式解决不合规问题。

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引用次数: 2

Formal institutional context in global strategy research: A layer cake perspective 全球战略研究中的正式制度背景:层次饼视角

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-07-05 DOI: 10.1002/gsj.1455

Daniel S. Andrews, Stav Fainshmidt, Andreas P. J. Schotter, Ajai Gaur

Research summary

We offer a novel view of formal institutions as a layer cake, suggesting a structural relationship between higher-level and lower-level institutions. In this context, inter-layer conflict imposes complex pressures on multinational corporations (MNCs). These tensions have become more rife amid the growth in global connectedness and the commensurate increase in the importance of within-country differences. Drawing on political science and economic geography research, we introduce regime type and the distribution of economic resources as conditions under which inter-layer conflict is most likely to arise. We leverage two caselets to illustrate the inter-layer conflict and the novel response options MNCs can deploy. Our perspective advances the theoretical understanding of intra-national institutional diversity, laying the groundwork for future research at the nexus of institutional theory and global strategy.

Managerial summary

Firms often encounter opposing pressures in their operating environments because institutions within the nation-state impose misaligned policies. Despite acknowledging that such interactions exist, firms traditionally did not make it an integral part of their strategy. We demarcate how formal institutions cascade, forming a layer cake of relevant influences whereby the structural relationship between higher-level and lower-level institutions may impose complex pressures when in conflict. We turn to political science and economic geography literatures for explanations of when such conflict is most likely and offer a window into the responses by multinational firms using caselets within the COVID-19 pandemic context. We offer new avenues for research on the ways in which institutions function to affect multinational firms in a global economy increasingly characterized by institutional complexity.

本文提出了一种将正式制度视为分层蛋糕的新观点，提出了高层制度与低层制度之间的结构关系。在这种背景下，层间冲突给跨国公司带来了复杂的压力。随着全球连通性的增强以及国内差异的重要性相应增加，这些紧张关系变得更加普遍。本文借鉴政治学和经济地理学的研究，将政权类型和经济资源的分配作为最可能发生层间冲突的条件。我们利用两个案例来说明层间冲突和跨国公司可以部署的新应对方案。我们的观点促进了对国家内部制度多样性的理论理解，为制度理论与全球战略关系的未来研究奠定了基础。企业在其经营环境中经常遇到相反的压力，因为民族国家内部的机构强加了不一致的政策。尽管承认这种相互作用的存在，但企业传统上并没有将其作为其战略的一个组成部分。我们界定了正式制度是如何级联的，形成了一个相关影响的层饼，在冲突中，高层和低层制度之间的结构关系可能会施加复杂的压力。我们求助于政治学和经济地理学文献来解释这种冲突何时最有可能发生，并在COVID-19大流行背景下使用案例为跨国公司的反应提供了一个窗口。我们提供了新的研究途径，在日益以制度复杂性为特征的全球经济中，制度是如何影响跨国公司的。

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引用次数: 0

The complexity of post-mergers and acquisitions reorganization: Integration and differentiation 并购后重组的复杂性：整合与差异化

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-07-01 DOI: 10.1002/gsj.1454

Kim E. van Oorschot, Bella B. Nujen, Hans Solli-Sæther, Deodat Edward Mwesiumo

Research Summary

This article applies a mixed-method approach to explore the complexities of post-mergers and acquisitions (M&A) integration processes. Extant literature provides significant insights regarding the impact of task and human integration and their influence on post-integration processes. However, the literature often fails to differentiate between subelements of these two dimensions. This article investigates task and human integration in a cross-border M&A aimed at efficiency and innovativeness. We highlight the importance of a clear distinction between two subelements of task integration (product harmonization and structural integration) and show that different interorganizational contexts matter. Consequently, we propose a conceptual framework based on two contextual characteristics—source of synergy and choice of location—suggesting that different integration approaches should be applied simultaneously in different contexts of the same post-M&A organization.

Managerial Summary

Due to the complexity of the post-M&A integration process, organizing and managing such a process is a challenge to most practitioners. Understanding how to manage different integration dimensions increases the need for prioritization in order to bypass a one-size-fits-all initiative. We suggest that managers should apply a differentiated postintegration approach, depending on specific organizational contexts. A product-focused approach seems to fit best in a context where target and acquirer remain working in separate locations, but on similar products. A structure-focused approach is recommended when target and acquirer remain separated, but work on complementary products. Finally, a people-focused approach is proposed when target and acquirer are colocated.

本文采用混合方法来探讨并购后(M& a)整合过程的复杂性。现存文献对任务和人类整合的影响及其对整合后过程的影响提供了重要的见解。然而，文献往往不能区分这两个维度的子元素。本文研究了以效率和创新为目标的跨国并购中的任务和人的整合。我们强调了明确区分任务集成的两个子元素(产品协调和结构集成)的重要性，并表明不同的组织间环境很重要。因此，我们提出了一个基于两个语境特征(协同来源和位置选择)的概念框架，表明不同的整合方法应该同时应用于同一并购后组织的不同语境。由于后管理整合过程的复杂性，组织和管理这样一个过程对大多数实践者来说是一个挑战。了解如何管理不同的集成维度增加了对优先级的需求，以便绕过一刀切的计划。我们建议管理者应根据具体的组织环境，采用差异化的整合后方法。以产品为中心的方法似乎最适合目标和收购者在不同的地方工作，但在类似的产品上。当目标公司和收购公司保持分离，但在互补产品上工作时，建议采用以结构为重点的方法。最后，提出了以人为本的并购策略。

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引用次数: 3

When are global decisions strategic? 什么时候全局决策是战略性的?

IF 7.6 2区管理学 Q1 Business, Management and Accounting

Global Strategy Journal

Pub Date : 2022-06-23 DOI: 10.1002/gsj.1451

Michael J. Leiblein, Jeffrey J. Reuer, Marcus M. Larsen, Torben Pedersen

Research Summary

A robust academic field must set and revisit boundary conditions that define where, when, and to whom its insights apply. This is particularly true for a field such as global strategy where the ubiquity of the key terms invites indiscriminate use of the phrase. This essay argues that it is useful to define the field of global strategy as the subset of questions that meet the criteria for both “global” and “strategic” decisions. We offer an a priori approach to identifying and formulating problems that are unique to the global strategy field, suggest how our approach may help scholars better understand the “strategicness” of global decisions, and ultimately, offer a way for individuals with varied disciplinary or topical interests to connect with the field's core.

Managerial Summary

It has been observed that few executives can clearly articulate their firm's global strategy. This observation is disappointing given the development of theoretical insights from the fields of international business and strategic management that suggest alternative ways in which organizations can reliably and repeatedly create, capture, and deliver value. The existence of this shortcoming suggests that it will be beneficial to develop unambiguous statements that define what constitutes a global, a strategic, and a globally strategic decision. This essay offers a priori definitions of these terms in the hope of helping individuals both consider the unique and distinctive elements of global strategy and better understand the core decisions that guide an organization's pursuit of its global objectives, scope, and sources of advantage.

一个强大的学术领域必须设置和重新审视边界条件，以确定其见解在何时何地适用于谁。对于像全球战略这样的领域来说尤其如此，因为无处不在的关键术语会导致不加区分地使用该短语。本文认为，将全球战略领域定义为满足“全球”和“战略”决策标准的问题子集是有用的。我们提供了一种先验的方法来识别和制定全球战略领域独有的问题，建议我们的方法如何帮助学者更好地理解全球决策的“战略性”，并最终为具有不同学科或主题兴趣的个人提供一种与该领域核心联系的方法。据观察，很少有高管能清楚地阐明公司的全球战略。考虑到国际商业和战略管理领域的理论见解的发展，这种观察结果令人失望，这些理论见解提出了组织可以可靠地、反复地创造、获取和交付价值的替代方法。这一缺点的存在表明，制定明确的声明来定义什么是全球性的、战略性的和全球性的战略决策将是有益的。本文提供了这些术语的先验定义，希望帮助个人考虑全球战略的独特和独特元素，并更好地理解指导组织追求其全球目标、范围和优势来源的核心决策。

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引用次数: 6