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The main purpose of this paper is to introduce a comprehensive model explaining the global expansion of firms and to find out viable strategies for firms to survive global competition.

Through the critical review over existing literature, this study first introduces a new framework explaining the global expansion of firms at the level of functional activities in the value chain, and then empirically tests the predictions of the new framework with data in the motor industry.

Empirical findings confirm the new model's predictions. First, each function in the value chain has a unique way of global expansion: the global strategy is suitable for the production function, while the multidomestic strategy is applicable to the marketing function. Second, each function follows a dynamic path of global expansion from domestic to transnational via either global or multidomestic, according to the innate characteristics of corresponding function. Finally, the degree of global expansion of a firm is positively correlated with its financial performance.

Focusing on developing a new framework on global expansion, this study utilizes a rather small number of data and, therefore, requires readers' discretion when interpreting the results of statistical analyses.

With the dynamic diversification‐coordination model, managers can recognize the level and characteristics of their firms' global expansion, not only at the firm level but also at the functional level. This allows managers to establish a global strategy tailored to each function, thus reconciling possible conflicts generated from different interests among different functions in the firm.

First, this article introduces a new perspective of analyzing the global expansion of firms by shifting the level of analysis from the firm level to the functional level where the new framework can reconcile the constant debates on globalization. Second, this article suggests an intuitive and theory‐based index measuring the degree of global expansion of firms.

A software product line (SPL) captures commonalities and variations (C&V) within a family of systems. Although, feature‐oriented approaches have been proposed for building product lines, none of them provide a systematic approach for identifying features. This paper proposes a domain analysis method for creating SPL based on scenarios, goals and features. In particular, the paper presents a domain requirements model (DRM) that integrates features with goals and scenarios, and a domain requirements modeling method that uses the DRM. This approach has been applied to the home integration system (HIS) domain to demonstrate its feasibility. This approach makes it possible to systematically identify features and provide the rationale for both features and C&V.

This paper revisits Bartlett and Ghoshal’s transnational theory of the MNC in relation to multi-domestic MNCs. We argue that the aggregate level of analysis adopted by Bartlett and Ghoshal is unhelpful for identifying significant changes in multi-domestic MNCs at the level of discrete functions. We argue that a more disaggregated level of analysis is required. Our analysis of two cases of multi-domestic MNCs that have undertaken the global integration of their locally distributed purchasing functions indicates that while significant change to the purchasing function has occurred, at the aggregate level both MNCs remain multi-domestic. In both cases the decision to integrate local purchasing was regarded as having more obvious benefits than integrating other functions such as marketing. While both of our case multi-domestic MNCs may in future choose to integrate other functions and develop into full-fledged transnational companies we argue that there is no inevitability to this. Indeed global integration may cease with the purchasing function. A second theme in this paper is that we argue that Bartlett and Ghoshal’s transnational theory has a biased view of what constitutes effective governance mechanisms for achieving global integration, local responsiveness and worldwide learning and that it would greatly benefit from a more balanced application of hierarchical and relational governance mechanisms.

Historically, reliability of systems has been tracked based on a common assumption that, at the system level, the failure rate follows the exponential distribution, and is therefore assumed to be constant over the useful life of the system. However, this method, while adequate for many purposes, does not necessarily provide the early warning system that many companies need to stay ahead of expensive quality or reliability fixes. This paper presents a new method that provides the needed early warning, at a reasonable analysis cost, by combining the use of two reliability distributions for the purpose of analyzing fielded systems. In particular, this paper describes a hypothesized relationship between a key parameter contained in the Weibull distribution and within the Army Material Systems Analysis Activity (AMSAA) reliability growth model. Actual data from General Electric Transportation Systems (GETS) were used to explore this relationship. The results suggest that there indeed exists a significant relationship between the two models and both can be used in tandem to track reliability of systems.

Environmental volatility is a central construct in strategy studies. This paper argues that three factors confound the literature on volatility: asymmetry in conceptualization, asymmetry in operationalization, and lack of attention to level of analysis. These limitations inhibit the development of the concept and make much of the research on volatility non‐additive. However, environments do matter and to make better sense of it we need a meta‐conceptualization. To do this, the paper presents a process‐based resources‐oriented view of volatility that argues that the volatility experienced by the firm is largely a function of the resources it has available to meet the demands made of it. It is proposed that volatility originates from four basic resource configurations: managerial‐human resources configuration, physical resources‐conversion configuration, intangible resources configuration, and positional configuration. Propositions consistent with prior theories and incorporating the new resources‐oriented viewpoint are presented and discussed.

A study of ABB, Shell and CP Group of companies in Thailand found that the scope and management of environmental scanning activities within organizations evolve continuously as a result of volatility of the environment and the diverse nature of businesses. In the case of ABB and Shell the respective regional head office along with global head quarter participate actively in the process of environmental scanning in order to make strategic choices and grant approvals for operating budgets and new investments. The regional head quarter, in the case of ABB and Shell, plays the intervening role as information and capital resource provider whereas the country offices collect specific information at the industry and market levels and use it for implementing specific programs. In the case the of CP Group, the president and several vice presidents at the head office in Thailand play the bulk of the role in environmental scanning. All companies use business performance indicators to review the scope and the management of their environmental scanning practices.

The purpose of this paper is to verify the extent to which corporate strategy is reflected in lower managerial levels, and problem addressed by the author has been analysed with reference to a functional as well as a process-oriented system.

This paper is empirical in nature, as it refers to results of a survey conducted in 30 Polish enterprises. The author’s attention has been focussed on identification and analysis of the actions comprising implementation of a strategy on different levels of management, with particular consideration of the process level.

Based on the measurements undertaken by the author, it was established which methods were most frequently applied for the sake of strategy implementation, the existing barriers were highlighted and the correctness of the strategy deployment on the strategic, the tactical and the operating level was assessed. It was also assessed to what extent the strategy becomes reflected on the level of key processes.

The results obtained are, in the first instance, legitimate with regard to large and medium-size organisations, and second, to businesses which have matured in the scope of strategic management and process management.

The practical aspects addressed by the author are linked with identification of the most problematic obstacles encountered in strategy implementation as well as the solutions proposed for their elimination.

The paper provides an innovative solution for studying the degree of successful strategy implementation in a functional as well as a process-oriented system. The research results presented in the paper are up-to-date and reflect the latest trends observed in the enterprises examined.

Research on knowledge loss is at an early stage of evolution. This paper seeks to extend the existent literature through an exploratory investigation of the drivers and impacts of knowledge loss, as well as associated retention strategies within manufacturing and service operations.

Multiple research streams are used to explore and capture the complexities and intricacies of knowledge loss within four firms. The author follows a multiple case study approach with theoretical sampling of manufacturing and service firms.

The results of this study suggest that organizations should retain and diffuse architectural knowledge, improve strategic coordination among units, develop existing capabilities through different networking strategies and more effective networks, and transform these capabilities into effective organizational routines to mitigate knowledge loss and increase knowledge retention. Meanwhile, relying solely on standard operating procedures, information systems, and codification of knowledge in databases could undermine knowledge retention and lead to knowledge loss.

A comprehensive strategy to guide knowledge management efforts and actions should be adopted. Moreover, knowledge cannot be retained without the adoption of an integrative approach that comprises various strategies and without management commitment and drive.

The findings of this exploratory investigation add to the understanding of the knowledge loss phenomenon by showing that it is much more complex than was found in earlier studies emanating from various research streams. The paper proposes directions for future research.

Very little is known of the pattern of spread of quality initiatives and their implementation amongst various functional areas in manufacturing organisations. The knowledge of the actual pattern would have a number of managerial implications with regard to the future quality improvement policies. This paper explains the significance of even (or uneven) spread of quality initiatives amongst functional areas. Evidence is presented to establish that the actual spread, in fact, has been uneven across functional areas in manufacturing organisations – maximum spread in the production area and much less in the other functional areas. The paper discusses the future implications of the observed trends to corporate performance.

The purpose of this paper is to introduce and define the concept of purchasing ambidexterity in terms of two dimensions: balance dimension and combined dimension. The study proceeds to empirically examine the multiple performance effects generated for the buying firm and its key suppliers.

Ambidexterity theory informs the authors’ conceptual model. To test the hypotheses, the authors collected survey data from 95 purchasing functions of medium and large European firms and applied various estimation techniques.

This research indicates that ambidexterity substantially varies across purchasing functions. Further, it discovers that a purchasing function’s ability to advance the combined magnitude of exploratory and exploitative activities represents an essential determinant of supplier efficiency, supplier product innovation, and buyer financial performance. Notably, this research also discovers that balancing the magnitudes of exploratory and exploitative activities on a relative basis produces negative effects on the innovativeness of the supply network.

Although ambidexterity theory has been applied to supply chain management, limited attention has been dedicated to purchasing ambidexterity. This gap led us to study how purchasing impacts the competitiveness of the buying firm and of its supply network by balancing and combining exploratory and exploitative activities. This research is the first to advance the notion of purchasing ambidexterity, unpack its underlying dimensions, and examine its multiple performance implications. Such a conceptual and empirical development presents new perspectives on how purchasing can help the buying firm and its supply network to strengthen their competitiveness.