 Strategic Management: Strategic Managment Gregory G. Dess,
University of Texas at Dallas
G.T. Lumpkin,
University of Illinois--Chicago
International Strategy: Creating Value in Global Markets
References| 1. This example is drawn from McNatti, R. 1999. Tora, tora, Taurus. Business Week, April 12:6; McElroy, J. 2001. Car sales continue to drop in Japan. Autoline, August; Ford Motor Co. 2000. Ford Motor Company annual report, 7, 17.
2. Ibid.
3. Our discussion of globalization draws upon Engardio, P. & Belton, C. 2000. Global capitalism: Can it be made to work better? Business Week, November 6:72–98.
4. The above discussion draws on Clifford, M. L., Engardio, P., Malkin, E., Roberts, D. & Echikson, W. 2000. Up the ladder. Business Week, November 6:78–84.
5. For another interesting discussion on a country perspective, refer to Makino, S. 1999. MITI Minister Kaora Yosano on reviving Japan’s competitive advantages. Academy of Management Executive, 13(4):8–28.
6. The following discussion draws heavily upon Porter, M. E. 1990. The competitive advantage of nations. Harvard Business Review, March–April:73–93.
7. Landes, D. S. 1998. The wealth and poverty of nations. New York: W.W. Norton.
8. Part of our discussion of the motivations and risks of international expansion draws upon Gregg, F. M. International strategy. In Helms, M. M., ed. Encyclopedia of management. Detroit: Gale Group:434–38.
9. These two examples are discussed, respectively, in Dawar, N. & Frost, T. 1999. Competing with giants: Survival strategies for local companies in emerging markets. Harvard Business Review, 77(2):119–29; and Prahalad, C. K. & Lieberthal, K. 1998. The end of corporate imperialism. Harvard Business Review, 76(4):68–79.
10. This discussion draws upon Gupta, A. K. & Govindarajan, V. 2001. Converting global presence into global competitive advantage. Academy of Management Executive, 15(2):45–56.
11. Stross, R. E. 1997. Mr. Gates builds his brain trust. Fortune, December 8:84–98.
12. For a good summary of the benefits and risks of international expansion, refer to Bartlett, C. A. & Ghoshal, S. 1987. Managing across borders: New strategic responses. Sloan Management Review, 28(5):45–53; and Brown, R. H. 1994. Competing to win in a global economy. Washington, DC: U.S. Department of Commerce.
13. For a discussion of the political risks in China for the United States, refer to Garten, J. E. 1998. Opening the doors for business in China. Harvard Business Review, 76(3):167–75.
14. Shari, M. 2001. Is a holy war brewing in Indonesia? Business Week, October 15:62.
15. Gikkas, N. S. 1996. International licensing of intellectual property: The promise and the peril. Journal of Technology Law & Policy, 1(1):1–26.
16. Berkowitz, E. N. 2000. Marketing. 6th edition. Burr Ridge, IL: McGraw-Hill.
17. Levitt, T. 1983. The globalization of markets. Harvard Business Review, 61(3):92–102.
18. Our discussion of these assumptions draws upon Douglas, S. P. & Wind, Y. 1987. The myth of globalization. Columbia Journal of World Business, Winter:19–29.
19. Wetlaufer, S. 1999. Driving change: An interview with Ford Motor Company’s Jacques Nasser. Harvard Business Review, 77(2):76–81.
20. Goshal, S. 1987. Global strategy: An organizing framework. Strategic Management Journal, 8:425–40.
21. For insights on global branding, refer to Aaker, D. A. & Joachimsthaler, E. 1999. The lure of global branding. Harvard Business Review, 77(6):137–46.
22. For an interesting perspective on how small firms can compete in their home markets, refer to Dawar & Frost, op. cit., pp. 119–29.
23. Hout, T., Porter, M. E., & Rudden, E. 1982. How global companies win out. Harvard Business Review, 60(5):98–107.
24. Fryer, B. 2001. Tom Siebel of Siebel Systems: High tech the old-fashioned way. Harvard Business Review, 79(3):118–30.
25. The risks that are discussed for the global, multidomestic, and transnational strategies draw upon Gupta, A. K. & Govindarajan, V. 2001. Converting global presence into global competitive advantage. Academy of Management Executive, 15(2):45–56.
26. Sigiura, H. 1990. How Honda localizes its global strategy. Sloan Management Review, 31:77–82.
27. Prahalad & Lieberthal, op. cit., pp. 68–79. Their article also discusses how firms may have to reconsider their brand management, costs of market building, product design, and approaches to capital efficiency when entering foreign markets.
28. Hofstede, G. 1980. Culture’s consequences: International differences in work-related values. Beverly Hills, CA: Sage; Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1):81–94; Kogut, B. & Singh, H. 1988. The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19:411–32; and Usinier, J. C. 1996. Marketing across cultures. London: Prentice Hall.
29. McCune, J. C. 1999. Exporting corporate culture. Management Review, December:53–56.
30. This discussion draws upon Bartlett, C. A., & Ghoshal, S. 1991. Managing across borders. The transnational solution. Boston: Harvard Business School Press; and Raisinghani, M. 2000. Transnational organization. In Helms, M. M., ed. Encyclopedia of Management. 4th ed. Detroit: Gale Group:968–69.
31. Prahalad, C. K. & Doz, Y. L. 1987. The multinational mission: Balancing local demands and global vision. New York: Free Press.
32. Kidd, J. B. & Teramoto, Y. 1995. The learning organization: The case of Japanese RHQs in Europe. Management International Review, 35(2 Special Issue):39–56.
33. Gupta, A. K. & Govindarajan, V. 2000. Knowledge flows within multinational corporations. Strategic Management Journal, 21(4):473–96.
34. Wetlaufer, S. 2001. The business case against revolution: An interview with Nestlé’s Peter Brabeck. Harvard Business Review, 79(2):112–21.
35. Nobel, R. & Birkinshaw, J. 1998. Innovation in multinational corporations: Control and communication patterns in international R&D operations. Strategic Management Journal, 19(5):461–78.
36. For a rigorous analysis of performance implications of entry strategies, refer to Zahra, S. A., Ireland, R. D. & Hitt, M. A. 2000. International expansion by new venture firms: International diversity, modes of entry, technological learning, and performance. Academy of Management Journal, 43(6):925–50.
37. Li, J. T. 1995. Foreign entry and survival: The effects of strategic choices on performance in international markets. Strategic Management Journal, 16:333–51.
38. Arnold, D. 2000. Seven rules of international distribution. Harvard Business Review, 78(6):131–37.
39. Sharma, A. 1998. Mode of entry and ex-post performance. Strategic Management Journal, 19(9):879–900.
40. This section draws upon Arnold, op. cit., pp. 131–37; Berkowitz, op. cit.
41. Arnold, op. cit., pp. 131–37; Berkowitz, op. cit.
42. Martin, J. 1999. Franchising in the Middle East. Management Review, June:38–42.
43. For a good discussion, refer to Merchant, H. & Schendel, D. 2000. How do international joint ventures create shareholder value? Strategic Management Journal, 21(7):723–38.
44. This discussion draws upon Walters, B. A., Peters, S. & Dess, G. G. 1994. Strategic alliances and joint ventures: Making them work. Business Horizons, 37(4):5–11.
45. For a rigorous discussion of the importance of information access in international joint ventures, refer to Reuer, J. J. & Koza, M. P. 2000. Asymmetric information and joint venture performance: Theory and evidence for domestic and international joint ventures. Strategic Management Journal, 21(1):81–88.
46. Treece, J. 1991. Why Daewoo wound up on the road to nowhere. Business Week, September 23:55.
47. Dyer, J. H., Kale, P. & Singh, H. 2001. How to make strategic alliances work. MIT Sloan Management Review, 42(4):37–43.
48. For a discussion of some of the challenges in managing subsidiaries, refer to O’Donnell, S. W. 2000. Managing foreign subsidiaries: Agents of headquarters, or an independent network? Strategic Management Journal, 21(5):525–48.
49. Mi-Young, A. 2000. Wal-Mart has to adapt to the South Korean consumer. Deutsche-Presse-agentur, November 8:1–3.
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