Global Strategy Journal最新文献_第6页

Extending internalization theory: Integrating international business strategy with international management 拓展国际化理论:将国际化经营战略与国际化管理相结合

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-06-13 DOI: 10.1002/gsj.1450

Mark Casson

Research summary

International business strategy and international management are two distinct but related fields of study. This article explores the connections between them. It shows how internalization theory can act as a bridge between them. The key is to analyze not only core activities, such as production, marketing and R&D, but support services such as human resource management, information technology, and corporate finance. Internalization decisions and location decisions must be analyzed holistically, and diagrammatic techniques show how this can be done. These diagrams reveal the networks of communication and the hierarchical structures that emerge from such decisions.

Managerial summary

The organizational structure of a multinational enterprise is inherently complex, making it difficult to determine whether one organizational structure is more efficient than another. Delayering, decentralization, and agility are recommended, but what are their practical implications? Internalization theory addresses these problems in a simple and coherent way. It shows that it is not only core activities, namely production, marketing and R&D, that need to be coordinated, but support services too. Decisions on the location and out-sourcing of support services must be aligned with similar decisions on core activities. A diagrammatic analysis is presented that facilitates the solution of these problems.

国际商业战略和国际管理是两个截然不同但又相关的研究领域。本文探讨了它们之间的联系。它展示了内化理论如何在两者之间架起一座桥梁。关键是不仅要分析核心活动，如生产、营销和研发，还要分析支持性服务，如人力资源管理、信息技术和公司财务。内部化决策和位置决策必须进行整体分析，图表技术显示了如何做到这一点。这些图表揭示了通信网络和从这些决策中产生的层次结构。跨国企业的组织结构本质上是复杂的，因此很难确定一种组织结构是否比另一种组织结构更有效率。我们推荐去分层、去中心化和敏捷性，但它们的实际含义是什么?内化理论以一种简单而连贯的方式解决了这些问题。它表明，不仅需要协调核心活动，即生产、销售和研发，而且还需要协调支助服务。关于支助服务地点和外包的决定必须与关于核心活动的类似决定保持一致。本文提出了一种图解分析方法，有助于解决这些问题。

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引用次数: 4

Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective 离岸业务职能选择错位治理模式：前景理论视角

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-06-01 DOI: 10.1002/gsj.1445

Stefano Elia, Marcus M. Larsen, Lucia Piscitello

Research Summary

Transaction cost economics (TCE) holds that multinational corporations (MNCs) should select governance modes based on associated transactional hazards. However, MNCs often adopt theoretically misaligned governance modes. Applying a prospect theory (PT) perspective, we use the context of business-process offshoring to explore why firms choose misaligned governance modes. We argue that theoretically misaligned governance modes are regarded as riskier than aligned governance modes, and we suggest that prior experiences of failure in an international context—especially in business functions that are relevant for the internationalization of a firm—prompt decision-makers to choose theoretically misaligned governance modes. We enhance discussions on governance-mode decisions with important behavioral perspectives on how such decisions materialize.

Managerial Summary

Experience with underperforming investments provides decision-makers with an important motivation to search for riskier, nontraditional solutions, such as governance modes that do not necessarily comply with conventional logics. We show that such decisions, which have traditionally been conceived as managerial mistakes, are driven by behavioral insights found in the fields of human and organizational psychology. While we explore this idea in the context of international governance-mode decisions, we believe such a behavioral perspective on international decision-making is generalizable to other relevant contexts.

交易成本经济学(TCE)认为跨国公司应该根据相关交易风险来选择治理模式。然而，跨国公司往往采用理论上不一致的治理模式。运用前景理论(PT)的观点，我们利用业务流程离岸外包的背景来探讨为什么企业选择不一致的治理模式。我们认为，理论上不一致的治理模式被认为比一致的治理模式风险更大，并且我们认为，先前在国际背景下失败的经验——特别是在与公司国际化相关的业务职能方面——促使决策者选择理论上不一致的治理模式。我们加强了对治理模式决策的讨论，并从重要的行为角度探讨了这些决策如何实现。管理总结:对表现不佳的投资的经验为决策者提供了一个重要的动机，去寻找风险更大的、非传统的解决方案，比如不一定符合传统逻辑的治理模式。我们表明，这些传统上被认为是管理错误的决策，是由人类和组织心理学领域的行为洞察力驱动的。虽然我们在国际治理模式决策的背景下探讨了这一观点，但我们认为，这种关于国际决策的行为视角可以推广到其他相关背景。

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引用次数: 1

What is digital transformation? Core tensions facing established companies on the global stage 什么是数字化转型?老牌企业在全球舞台上面临的核心紧张关系

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-05-23 DOI: 10.1002/gsj.1442

Nathan Furr, Pinar Ozcan, Kathleen M. Eisenhardt

Research summary

Digital transformation is a dominant theme in the global economy, but what it means for established companies remains perplexing for both academics and practitioners. As digital erases familiar geographic, industrial, and organizational boundaries, it has led to simplistic characterizations such as “digital changes everything.” Yet while digital changes some things, others remain the same. Here, we identify three core tensions at the heart of digital transformation—products vs platforms, firms vs ecosystems, and people vs tools—and describe their underlying economics, driving forces, and countervailing forces. These tensions frame a concrete discussion of strategic alternatives for global companies. Overall, we emphasize that digital transformation is not an objective state, but rather a strategic choice by executives from an array of alternatives.

Managerial summary

Digital transformation is a dominant theme in the global economy, but what it means remains perplexing for executives and academics. Pundits claim that “digital changes everything” and that leaders must “disrupt or be disrupted,” but is this really true for established companies serving robust customer needs on the global stage? Understanding what digital transformation means can be challenging as it breaks down familiar geographic, industrial, and organizational boundaries, creating new opportunities and threats. In this paper, we explore three key tensions at the heart of digital transformation—products vs platforms, firms vs ecosystems, and people vs tools—and enumerate their enabling and constraining forces. Building on these concrete constructs provides effective foundations for formulating digital transformation strategy.

数字化转型是全球经济的一个主导主题，但对于学术界和实践者来说，数字化转型对老牌企业意味着什么仍然令人困惑。由于数字消除了熟悉的地理、行业和组织界限，它导致了简单化的描述，如“数字改变一切”。然而，虽然数字化改变了一些东西，但其他东西却保持不变。在这里，我们确定了数字转型核心的三个核心紧张关系——产品与平台、公司与生态系统、人与工具——并描述了它们的潜在经济学、驱动力和反作用力。这些紧张关系构成了对全球企业战略选择的具体讨论。总的来说，我们强调数字化转型不是一种客观状态，而是高管们从一系列替代方案中做出的一种战略选择。数字化转型是全球经济的主导主题，但其含义仍令高管和学者感到困惑。权威人士声称“数字化改变了一切”，领导者必须“颠覆或被颠覆”，但对于在全球舞台上服务于强劲客户需求的老牌公司来说，这真的是真的吗?理解数字化转型意味着什么是具有挑战性的，因为它打破了熟悉的地理、行业和组织边界，创造了新的机会和威胁。在本文中，我们探讨了数字化转型核心的三个关键紧张关系——产品与平台、公司与生态系统、人和工具——并列举了它们的推动和制约力量。在这些具体结构的基础上，为制定数字化转型战略提供了有效的基础。

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引用次数: 24

Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society 驾驭权力的三个载体:在一个激烈竞争的世界中的全球战略，侵略性的民族国家，和敌对的公民社会

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-05-20 DOI: 10.1002/gsj.1444

Peter J. Buckley

Research Summary

Global strategy must negotiate three vectors of external power: State policies (that often conflict across national boundaries), the demands of civil society, and market pressures. The global strategies of corporations must reflect their two enduring and non-replicable advantages—innovation and flexibility. These qualities are essential in the face of increased government regulation together with intensification of non-market strategies as well as improving responses to the increased exigencies of international competition. A radical reappraisal of global strategies is therefore necessary. The global strategies of corporations here are analyzed using the “governance triangle” that examines governance through coordination (the role of the state), governance through competition (the market), and governance through argumentation (civil society). Future global strategies must contend with this web of constraint.

Managerial Summary

This paper suggests that managers need to recognize the web of constraints surrounding their strategic decisions. The three key vectors of external power are the state and government regulation, the power of civil society exercised through argumentation, and competitive action. Recognition of increasing pressure from the three vectors of power is the first step in reformulating global strategy. A wider acknowledgement and inclusion of stakeholders and increasing non-market strategic activity are no longer optional but are mandatory. Navigating these constraints suggests a new web of opportunity where the true long-run advantages of successful firms—flexibility and innovation—can be implemented.

全球战略必须协调外部力量的三个矢量:国家政策(经常跨越国界发生冲突)、民间社会的要求和市场压力。企业的全球战略必须体现其两个持久且不可复制的优势——创新和灵活性。面对政府管制的加强、非市场战略的加强以及对日益紧迫的国际竞争作出更好的反应，这些品质是必不可少的。因此，有必要对全球战略进行彻底的重新评估。本文使用“治理三角”来分析公司的全球战略，该三角考察了通过协调(国家的作用)、通过竞争(市场)和通过辩论(公民社会)进行的治理。未来的全球战略必须应对这一制约因素。本文建议管理者需要认识到围绕其战略决策的约束网络。外部权力的三个关键载体是国家和政府监管、通过辩论行使的公民社会权力和竞争行动。认识到来自三大力量的压力越来越大，是重新制定全球战略的第一步。更广泛地承认和包容利益相关者以及增加非市场战略活动不再是可有可无的，而是强制性的。克服这些限制意味着一个新的机会网络，在这个网络中，成功企业的真正长期优势——灵活性和创新——可以得到实现。

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引用次数: 5

Strategizing and economizing in global strategy 全球战略中的战略和节约

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-05-16 DOI: 10.1002/gsj.1443

Christian Geisler Asmussen, Nicolai J. Foss

Research summary

The strategic management and international business fields have followed, in some respects, quite similar intellectual trajectories, as reflected in the push for a field of “global strategy.” However, a key distinction in the strategy literature—namely, Williamson's distinction between “strategizing” and “economizing”—has not been explicitly recognized in the international business/global strategy fields. We argue that progress can be made in global strategy by recognizing this distinction and exploring the interaction between “strategizing” and “economizing.” To lend credence to this claim, we offer a simple model of the entry decision which highlights both economizing and strategizing aspects of this decision. We also offer recommendations on economizing-strategizing research in global strategy.

Managerial summary

Multinational enterprises gain competitive advantage either by improving the efficiency with which they operate (by having unique resources, lowering costs, or improving managerial practices) or by exercising their market and bargaining power. Most research has emphasized the former source of competitive advantage. However, in actuality, the two sources are intertwined. We detail how they are intertwined by means of a simple numerical example of the entry decision facing a company that can choose between competing or collaborating with the local firm. We show that strategizing plays into the entry decision in this case.

战略管理和国际商务领域在某些方面遵循着非常相似的智力轨迹，正如对“全球战略”领域的推动所反映的那样。然而，战略文献中的一个关键区别——即威廉姆森对“战略化”和“经济化”的区分——并未在国际商业/全球战略领域得到明确认可。我们认为，认识到这一区别，并探索“战略化”和“经济化”之间的相互作用，可以在全球战略方面取得进展。为了证明这一观点，我们提供了一个简单的进入决策模型，该模型突出了该决策的经济性和战略性两个方面。并对全球战略中的节约型战略研究提出了建议。跨国企业通过提高其经营效率(通过拥有独特的资源、降低成本或改进管理实践)或通过行使其市场和议价能力获得竞争优势。大多数研究都强调竞争优势的前一种来源。然而，实际上，这两个来源是交织在一起的。我们通过一个简单的数值例子来详细说明它们是如何交织在一起的，这个例子是一家公司面临的进入决策，它可以选择与当地公司竞争或合作。我们表明，在这种情况下，策略在进入决策中起作用。

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引用次数: 1

Geographical reconfiguration in global value chains: Search within limited space? 全球价值链中的地理重构：在有限空间内搜索？

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-05-12 DOI: 10.1002/gsj.1441

Carlos Rodriguez, Luciano Ciravegna, Bent Petersen

Research summary

Negative performance feedback in offshoring service activities entices firms to undertake geographical reconfiguration of their global value chains (GVCs) as a substitute for, or complement to, change of governance modes, decomposition of offshored activities, or shift of local service providers. In this study, we build on performance feedback theory and the concept of problemistic search to examine the extent to which firms move offshored service activities to new countries when facing negative performance gaps. We also examine if these relocations take place within a search space limited by the managers' cognitive span. We formulate a set of hypotheses revolving around this idea of search within a limited space. Our hypotheses are supported when tested on a sample of global sourcing projects undertaken by 223 firms between 1995 and 2012.

Managerial summary

The essence of reconfiguration is the continuous search for efficient combinations of functions, local service providers (when functions are outsourced), governance modes, and—in our case—locations. Limiting the search for improved combinations to fewer locations entails a higher dependence on these locations maintaining the country-location-specific advantages that made them attractive in the first place. It is thus possible that multinational enterprise (MNE) managers who reconfigure their GVC in a geographically bounded way in the long run will struggle to compete with MNEs that search for optimality within a broader range of locations as possible remedies for the GVC operations that experience negative performance gaps.

负绩效差距促使企业对其全球价值链（GVC）进行地域重组，以替代或补充治理模式的改变、离岸活动的分解或当地服务提供商的转移。在这项研究中，我们以绩效反馈理论和问题搜索的概念为基础，考察了当绩效差距为负时，企业将离岸服务活动转移到新国家的程度。我们还考察了这些迁移是否发生在受管理者认知跨度限制的搜索空间内。我们围绕着在有限空间内进行搜索的想法提出了一组假设。在对1995年至2012年间230家公司开展的全球采购项目样本进行测试时，我们的假设得到了支持。

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引用次数: 3

In the name of national security: Foreign takeover protection and firm innovation efficiency 以国家安全之名:外资收购保护与企业创新效率

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-05-01 DOI: 10.1002/gsj.1440

Wei Shi, Boshuo Li

Research Summary

This study investigates the influence of foreign takeover protection triggered by investment-related national security screening laws and regulations on firm innovation efficiency. Drawing on agency theory, we argue that an increase in foreign takeover protection can lead to a reduction in innovation efficiency—the amount of innovation output relative to innovation input—by encouraging managerial entrenchment that can result in ineffective allocation and use of R&D resources. Such effects are weaker in the presence of monitoring from external governance actors—dedicated institutional investors and financial analysts. Using the enactment of the Foreign Investment and National Security Act in the United States as our empirical context, we find support for our arguments.

Managerial Summary

Many countries have enacted investment-related national security screening laws and regulations to protect domestic high-tech firms from foreign acquisitions. Although the goal of these laws and regulations is to retain the country's leadership position in global innovation, it may unintendedly lead to a reduction in firm innovation efficiency—the effectiveness in transforming innovation input to output—by encouraging managerial entrenchment that can give rise to ineffective allocation and use of R&D resources. Such effect is weaker when other external governance actors, such as dedicated institutional investors and financial analysts, impose stronger monitoring on managers. Our arguments are supported by empirical analyses in the context of the enactment of the Foreign Investment and National Security Act in the United States.

本研究考察了投资相关国家安全审查法律法规引发的外资收购保护对企业创新效率的影响。根据代理理论，我们认为外国收购保护的增加可能会导致创新效率的降低——创新产出相对于创新投入的数量——通过鼓励管理堑壕，可能导致研发资源的无效配置和使用。在外部治理行为者——专门的机构投资者和金融分析师——的监督下，这种影响会减弱。以美国《外国投资与国家安全法》的颁布为实证背景，我们找到了支持我们论点的证据。许多国家制定了与投资有关的国家安全审查法律法规，以保护国内高科技公司不受外国收购。尽管这些法律法规的目标是保持国家在全球创新中的领导地位，但它可能会无意中导致企业创新效率的降低——将创新投入转化为产出的有效性——通过鼓励可能导致研发资源分配和使用无效的管理壕沟。当其他外部治理参与者(如专门的机构投资者和金融分析师)对管理者施加更强的监督时，这种效果就会减弱。我们的论点得到了在美国颁布《外国投资与国家安全法》背景下的实证分析的支持。

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引用次数: 1

Global strategy collections: Emerging market multinational enterprises 全球战略集合:新兴市场跨国企业

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-04-09 DOI: 10.1002/gsj.1439

Torben Pedersen, Stephen Tallman

Research Summary

This first collection of articles for global strategy focuses on the relatively new phenomenon of Emerging Market Multinational Enterprises (EMNEs). The first topic to draw real attention to articles in Global Strategy Journal, the study of EMNEs challenges many assumptions about what characteristics make a firm a successful MNE and forces a reconsideration of fundamental questions in strategic management. The articles in the collection provide a good introduction to the topic, but there is much more research on the topic in a variety of journals for those scholars considering the EMNE as a topic for their own research.

Managerial summary

In the last couple of decades, we have seen the emergence of EMNEs that are competing globally. This primer on EMNEs points at the specificities of EMNEs including their ownership-specific advantages, their pattern of internationalization, their innovation strategies for catching-up, and not least how their ownership and the home conditions in less developed countries alter their behavior. These are important factors that serve to help scholars to understand the strategies and actions of EMNEs and how they gain their competitive strengths on the global scene.

这是全球战略的第一个文章集，重点关注新兴市场跨国企业(EMNEs)的相对较新的现象。作为《全球战略期刊》文章的第一个真正引起人们注意的主题，对跨国企业的研究挑战了许多关于什么特征使一家公司成为成功的跨国企业的假设，并迫使人们重新考虑战略管理中的基本问题。文集中的文章为该主题提供了很好的介绍，但对于那些将EMNE作为自己研究主题的学者来说，在各种期刊上对该主题的研究要多得多。在过去的几十年里，我们看到了在全球范围内竞争的emne的出现。这本关于新兴市场国家的入门书指出了新兴市场国家的特殊性，包括它们的所有权特有的优势、它们的国际化模式、它们的追赶创新战略，尤其是它们的所有权和欠发达国家的国内条件如何改变它们的行为。这些都是重要的因素，有助于学者理解EMNEs的战略和行动，以及它们如何在全球舞台上获得竞争优势。

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引用次数: 2

Rent appropriation in global value chains: The past, present, and future of intangible assets 全球价值链中的租金占用:无形资产的过去、现在和未来

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-03-31 DOI: 10.1002/gsj.1438

Peter J. Buckley, Roger Strange, Marcel P. Timmer, Gaaitzen J. de Vries

Research Summary

The argument of this article is that global strategy research should devote greater attention to rent appropriation in global value chains (GVCs). We discuss the concept of intangible assets, emphasize their scalability at low marginal cost and highlight strategies for the appropriation of rents from these assets. Returns captured by intangible assets are shown to be much greater than those captured by tangible assets in GVCs of manufactured products. Regions in the world are found to be specializing in different GVC stages, with China rising as a key location for rent generation in upstream and production activities. We conclude that the rents from intangible assets are major drivers of economic development and of corporate success and offer insights into rent appropriation trends in the future.

Managerial Summary

Intangible assets include computerized information (such as databases and software), innovative property (such as patents, trademarks, and copyrights), and economic competencies (such as brand equity and organizational capital). Our analysis shows that the returns to intangible assets in the GVCs of manufactured goods have risen substantially in importance over the past 20 years. A further finding is that within GVCs, the rent share of upstream stages has been increasing at the expense of rents shares of both the production and downstream stages. These findings suggest that the effective deployment, management, and protection of intangible assets is of critical importance to the ability of firms to create and maintain sustainable competitive advantages in global markets. In GVCs, intangibles matter, big time!

本文的观点是，全球战略研究应该更多地关注全球价值链中的租金分配问题。我们讨论了无形资产的概念，强调了它们在低边际成本下的可扩展性，并强调了从这些资产中获取租金的策略。在制成品的全球价值链中，无形资产所获得的回报远远大于有形资产所获得的回报。研究发现，世界各地的区域专门从事不同的全球价值链阶段，中国正在崛起，成为上游和生产活动中产生租金的关键地点。我们得出结论，无形资产的租金是经济发展和企业成功的主要驱动力，并提供了未来租金占用趋势的见解。无形资产包括计算机化信息(如数据库和软件)、创新财产(如专利、商标和版权)和经济能力(如品牌资产和组织资本)。我们的分析表明，在过去20年里，制成品全球价值链中无形资产的回报率显著上升。进一步的发现是，在全球价值链中，上游阶段的租金份额一直在增加，而生产和下游阶段的租金份额则在减少。这些发现表明，有效地部署、管理和保护无形资产对于企业在全球市场中创造和保持可持续竞争优势的能力至关重要。在全球价值链中，无形资产很重要，非常重要!

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引用次数: 9

The importance of rare events and other outliers in global strategy research 罕见事件和其他异常值在全球战略研究中的重要性

IF 7.6 2区管理学 Q1 BUSINESS

Global Strategy Journal

Pub Date : 2022-03-28 DOI: 10.1002/gsj.1437

Paul W. Beamish, Vanessa C. Hasse

Research Summary

Rare events and other nonerror outliers (such as the COVID-19 pandemic) are important phenomena in global strategy contexts. Despite their salience, however, they have hardly been studied systematically in our field (or organizational research at large). We suggest that this is due to a dominance of the Gaussian paradigm, which (often unrealistically) assumes linearity and independence of observations. Moreover, case-based qualitative studies which offer contextualization have been underrepresented. We thus call on researchers to abolish the practice of habitually discarding outliers, reflect on nonnormal distributions, and pursue more qualitative studies. Journal editors and reviewers should widen their assumptions regarding “acceptable” papers and reflect on the requirement of contributing to big “T” theories. Finally, PhD training should juxtapose fundamental paradigms and associated implications for epistemological choices.

Managerial Summary

Extreme occurrences, such as organizational crises, recessions, or pandemics, are challenges most practitioners deal with and worry about. Understanding their determinants, characteristics, and dynamics allows for heightened vigilance, preparedness, and ultimately performance. Yet, much of global strategy research (and organizational research at large) has focused on “average” phenomena, based on methodologies that assume bell-shaped distributions and independent observations. In this note, we argue that this is not a realistic way to think about most social phenomena. In fact, most are characterized by their high degree of interdependence among elements, as well as a relative commonness of “rare” events and outliers. As a result of embracing the reality of nonnormality, scholars will be able to offer more relevant guidance to practitioners.

罕见事件和其他非误差异常值(如COVID-19大流行)是全球战略背景下的重要现象。然而，尽管它们很突出，但在我们的领域(或整个组织研究领域)，它们几乎没有被系统地研究过。我们认为，这是由于高斯范式的主导地位，它(通常不切实际地)假设了观测的线性和独立性。此外，提供情境化的基于案例的定性研究代表性不足。因此，我们呼吁研究人员摒弃习惯性地抛弃异常值的做法，反思非正态分布，并进行更多的定性研究。期刊编辑和审稿人应该扩大他们对“可接受”论文的假设，并反思对大“T”理论的贡献要求。最后，博士培训应该并列基本范式和认识论选择的相关含义。极端事件，如组织危机、衰退或流行病，是大多数从业人员应对和担心的挑战。了解它们的决定因素、特征和动态可以提高警惕、准备和最终的性能。然而，许多全球战略研究(以及总体上的组织研究)都集中在“平均”现象上，基于假设钟形分布和独立观察的方法。在这篇文章中，我们认为这不是一种思考大多数社会现象的现实方式。事实上，大多数的特点是元素之间高度相互依赖，以及“罕见”事件和异常值的相对共性。由于接受了不正常的现实，学者将能够为实践者提供更相关的指导。

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引用次数: 14