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The article aims to investigate how product manufacturing firms can configure their global service approach.

A qualitative, multi‐case research design was employed.

The following four global service approaches could be identified: integrated and ethnocentric; integrated and polycentric; separated and polycentric; and separated and geocentric.

The research findings are limited in generalizability because of the qualitative research approach.

Exploring global forms of and supply chain configurations for services supports the efforts of manufacturing firms in developing new service‐based and relationship‐based value propositions.

The study contributes to the debate on integrating versus separating the service organization. It offers a complementary explanation on integrating and separating the service business, through a differentiation into central and local (market) organizations.

It is widely accepted that global competitive advantage frequently requires managing such complex situations where traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development.

This research aims at contributing to international marketing literature by reconsidering the drivers of firms’ globalization and global market performance in the light of organizational mindfulness concept.

Based on industrial organization theory, resource-based view and literature on organizational mindfulness, a conceptual framework is presented to characterize how organizational mindfulness impacts firms’ globalization process and global market performance. In total, 14 propositions are extracted.

This paper proposes that organizational mindfulness plays a significant role in firms’ entry into foreign markets, global extension and global market performance. More specifically, organizational mindfulness positively moderates the relationships between external globalization drivers and the extent of firms’ globalization. In addition, organizational mindfulness is an antecedent to strategic processes, whereas it positively moderates the relationships between other internal drivers and firms’ globalization and global market performance. Furthermore, this paper suggests that country equity is a significant external globalization driver that also moderates the relationship between the extent of firms’ globalization and global market performance.

The proposed framework contributes to international marketing research by integrating organizational mindfulness concept into the drivers of firms’ globalization and global market performance, and highlights its crucial role in the pursuit of opportunities in the global marketplace. The paper suggests that firms should create mindful organizations to expand its activities into global markets and achieve desirable global market performance. In other words, they should improve collective mindfulness to survive in today’s hyper-competitive markets.

The paper represents the first attempt that incorporates organizational mindfulness concept into firms’ globalization process. Highlighting the importance of developing mindful organizations, it reconsiders the drivers of firms’ global expansion and global market performance. Furthermore, it is the first attempt that introduces the country equity construct as an external driver of firms’ global extension and as a moderator between organizational reform measures and global market performance.

In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and peer-reviewed journals. This review includes studies that use differing terms to refer to the idea of global mindset but consider the same general concept. At the same time, we exclude studies that do not specifically pertain to global mindset but concentrate on such areas as global leadership, expatriates, and expatriation, even though they may focus on similar underlying themes found in the global mindset literature. We then identify two fundamental themes in the global mindset literature – cosmopolitanism and cognitive complexity – and use these concepts to develop a new integrative approach to global mindset.

Where international nonviolence organizations have increasingly become key players in both the development and evaluation of effective nonviolent movements, little scholarly attention has been given to their role in transnational mobilization. In this chapter, I present new data on a growing population of nonviolent protest INGOs, a transnational nonviolence network, working to globally spread tactical knowledge and resources. To examine determinants of how this population has grown as a whole, I employ negative binomial regression analysis to weigh the effect of nonviolent protest, social movements, and world society theories on nonviolent INGO expansion. I then examine how this network and its ties to different world regions have changed over the latter half of the twentieth century. I find it has been most significantly shaped by the expansion of global political and civil society networks, global human rights work, and a global discourse about nonviolence. The purpose here is to expand knowledge of the global institutional foundations of transnational protest resources, opportunities, and discourse among nonviolent movements.

While there is an increasing understanding of the challenges that can emerge in integration processes of cross-border mergers and acquisitions, there is a scarcity of research on how the different integrative activities should be temporally sequenced. Based on an in-depth analysis of three acquisitions, we find that structural and cultural integration are intertwined. We find that cultural integration will begin only once structural integration is in progress. Cultural differences can, however, impede structural integration if structural integration is done in conflict with the existing culture of the acquired company. Thus, structural integration should come first, but it should be done in appreciation with the acquired company’s existing culture. Cultural change is then facilitated in an iterative manner over time by the new structure. Our chapter contributes to an improved understanding of the temporal dynamics of integration by demonstrating the mutually reinforcing effects of structural and cultural integration in cross-border acquisitions.

This study introduces and tests strategic diversity as a mechanism for examining the strategy/structure fit in multinational corporations (MNCs). Strategic diversity is operationalized based on Galbraith and Kazanjian's (1986) framework that used a modified value‐added chain and center of gravity concept to explain diversity as a measure of the firm's movement from and around its original center of gravity. The results indicate that strategic diversity is a valid predictor of MNC organizational structure and may be more relevant for issues of strategy/structure fit in firms with international interests than the traditional measures of diversification. Future research in this area must consider the implications of strategic diversity for issues of strategy/structure fit by examining the effect of strategic diversity on both specific measures of strategy implementation and broad measures of overall economic performance.

This paper aims to explore the effects of formal police organizational structure on child sexual abuse case attrition.

Data from two surveys were merged for this analysis: a 1988 survey of child abuse enforcement in US police departments, and the 1987 Law Enforcement Management and Administrative Statistics (LEMAS) database produced by the Bureau of Justice Statistics. Based on the structure‐performance link that is rooted in structural contingency theory, this study examines the effects of both global and specific structural features on two case disposition ratios. Because structure is more easily malleable than other factors that may affect performance, such as environment and context, it is important to know whether certain structural arrangements produce more desirable outcomes than others.

The results indicate that the global structural variables included in this analysis play a small role in child sexual abuse case attrition. None of the variables included in the model influence the rate at which cases are designated as “founded”. The size and height of police agencies and the rate at which they designate cases as founded both influence their arrest rates for child sexual abuse cases.

The small sample size made it difficult to estimate the models. Future research should test the findings reported here using larger samples.

To the author's knowledge this is the first study to compare the effects of global and specific structures on police outputs.

The starting‐point is a discussion of the current controversy regarding globalisation strategies. The conditions for success and barriers to worldwide marketing strategies are analysed and suggestions made for their successful implementation. Against the background of a global strategic orientation, the selection of an appropriate organisational structure, the adaptation of management systems and the global reorientation of organisational culture are examined. These issues are analysed within the context of a temporal and stepwise country‐by‐country concept. Both English language and German literature are integrated in the globalisation field.

As part of an exploratory study on the nature of global leaders' power, we interviewed 23 global leaders to address the question: “How do the task, culture, and relationship complexities of global leadership shape the way global leaders exercise power and influence their followers?” We identify five complicating factors that shape the use of power by global leaders: Language, culture, time zones, physical distance, and matrix organizational structures. When compared with domestic leaders, these five factors make the use of power more complex for global leaders and require global leaders to invest substantially more time and energy into building relationships, sharing leadership, and prioritizing communication to ensure common understanding of vision and goals. We highlight a sixth factor, high-quality relationships, as an enabling resource for global leaders to succeed despite contexts of global leadership complexity. We provide a conceptual model summarizing how global leader influence attempts are complicated and enhanced and offer implications for future research and practice.