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1 – 10 of over 156000Past research suggests that a financial crisis event has a dual and ambiguous effect on the exporting strategy of subsidiaries of multinational firms in a value chain and…
Abstract
Past research suggests that a financial crisis event has a dual and ambiguous effect on the exporting strategy of subsidiaries of multinational firms in a value chain and offshoring perspective. From a total volume perspective exports are expected to contract due to a decline in demand (demand shock) from other subsidiaries downstream in the value chain. While in a comparative perspective multinational subsidiaries are found to perform relatively better than local firms that are integrated differently (arms’ length) in global production networks (e.g., offshoring outsourcing). This chapter tries to reconcile these findings by testing a number of hypothesis about global integration strategies in the context of the Global Financial Crisis (GFC) and how it affected exporting among multinational subsidiaries operating out of Turkey. Controlling for the impact that exchange rate depreciations and volatility has on firm-level exports the study shows that the particular global event studied had no additional impact on individual firms’ exports. Since multinational subsidiaries are more insulated from these effects they are able to expand rather than contract their global integration strategies throughout the course of the GFC.
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Susan P. Douglas and C. Samuel Craig
In examining the issues relating to global marketing strategy, scholars have primarily focused on marketing opportunities in the developed world. Recently, rapid rates of growth…
Abstract
In examining the issues relating to global marketing strategy, scholars have primarily focused on marketing opportunities in the developed world. Recently, rapid rates of growth in emerging market countries have resulted in a growing interest in the market potential of these countries. Developing a global marketing strategy to target these diverse types of markets suggests the need to develop divergent strategies for different types of markets rather than focusing on integrating strategies across markets. To date, however, little is known about how to achieve this effectively. This paper briefly reviews past approaches to these issues and then indicates critical topics for future research.
This study compares U.S. firm international strategies between two starkly different industries. We find that firms are more inclined to adopt global strategies in the integrated…
Abstract
This study compares U.S. firm international strategies between two starkly different industries. We find that firms are more inclined to adopt global strategies in the integrated global industry than in the multidomestic industry. The global strategy does not seem to be effective unless a firm possesses substantial intangible assets. R&D-based intangible assets play a more significant role than marketing-based intangible assets in both the integrated global industry and (to a lesser extent) the multidomestic industry. Additionally, internationalization pace has a positive direct impact, and a negative interaction effect with the global strategy on firm performance in the integrated global industry.
Hwy‐Chang Moon and Min‐Young Kim
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Shaoming Zou and S. Tamer Cavusgil
A review of the literature reveals that global strategy is characterized by diverse perspectives and lack of a unified theory. Identifies gaps in the literature as the…
Abstract
A review of the literature reveals that global strategy is characterized by diverse perspectives and lack of a unified theory. Identifies gaps in the literature as the contributors to its current state: lack of integration of the diverse perspectives and domination by the industrial organization (IO) theoretical view. Attempts to integrate the diverse perspectives of global strategy into a six‐dimension global strategy construct, and to integrate the IO‐based theory with the resource‐based theory of strategy and competitive advantage. Presents an integrated conceptual framework of global strategy which helps reduce the ambiguity and confusion in the global strategy literature, and that serves as a theoretical foundation for future research. Discusses the managerial implications.
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Rohit Raj, Vimal Kumar, Ankesh Mittal, Priyanka Verma, Kuei-Kuei Lai and Arpit Singh
This study aims to identify and prioritize the key practices and strategies for effective global sourcing and supply chain management (SCM).
Abstract
Purpose
This study aims to identify and prioritize the key practices and strategies for effective global sourcing and supply chain management (SCM).
Design/methodology/approach
The study uses a combination of Pareto analysis and multi-objective optimization based on ratio analysis research methodology to analyze and establish the relationships among the identified key practices and strategies. Pareto analysis enables organization to prioritize organizational efforts and resources by focusing on the most critical factors.
Findings
The study shows that the “eco-friendly sourcing strategy”, “lean manufacturing” and “tool cost analysis” are the top critical practices and strategy variables for global sourcing and SCM, whereas the “risk management”, “procurement strategy” and “leverage digital solutions” are the critical practices and strategy variables.
Research limitations/implications
The findings of this research can also assist organizations in making informed decisions to optimize their global sourcing and supply chain operations.
Originality/value
By using these methods, this research paper gives valuable insights into the critical practices and strategies that can enhance efficiency, mitigate risks and drive success in global sourcing and SCM. The subjects and elements this study identified will serve as a framework and suggestions for further theoretical investigation and real-world implementations.
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Diane Mollenkopf, Hannah Stolze, Wendy L. Tate and Monique Ueltschy
The purpose of this paper is to examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent…
Abstract
Purpose
The purpose of this paper is to examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent implementation of these three strategic initiatives, in order to develop a research agenda to guide theoretically based future research that informs managerial decision making.
Design/methodology/approach
An extensive literature review is conducted to examine research and practice with respect to the concurrent implementation of green, lean, and global supply chain strategies.
Findings
An in‐depth examination of the literature revealed drivers, barriers, converging, and contradictory points across the three supply chain strategies. Future research opportunities fall into four major themes: the need for theoretically grounded research, the need for a multi‐functional approach, the need for a systems approach that adds strategic insight, and the need for integrated measurement application. Managerial aspects are highlighted in the discussion of the metrics across the three strategic interfaces and integrated life cycle management is suggested as a framework for measurement application across the three supply chain strategies.
Originality/value
Separate literature streams have arisen to address issues in green, lean, and global supply chain management, but research has largely neglected the intersection of these three strategies practiced by multinational organizations. The current research synthesizes the literature addressing the intersections of green, lean, and global supply chain management, and suggests a research agenda to redress gaps in the literature.
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The topic of this article provides a discussion on the importance of well‐defined concepts and approaches used by scholars and by practitioners in various contexts. It is…
Abstract
The topic of this article provides a discussion on the importance of well‐defined concepts and approaches used by scholars and by practitioners in various contexts. It is troublesome when the use of a concept or an approach is ambiguous and confusing. The discussion focuses on, and is exemplified through, the globalization of business activities and the term “global strategy”. The widespread use of popular jargon cannot cover the fact that a genuine or true global strategy approach appears to be a managerial utopia. The terms “glocal strategy” and the “glocalization” of business activities are introduced to enhance the accuracy of the present usage by scholars and by practitioners of the term global strategy and the phenomenon often described as the globalization of business activities.
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Shan Rajagopal and Kenneth N. Bernard
The progressive dismantling of trade barriers emphasizes the needfor companies to compete effectively in open markets not only forbusiness but also for supplies and suppliers…
Abstract
The progressive dismantling of trade barriers emphasizes the need for companies to compete effectively in open markets not only for business but also for supplies and suppliers. Puts forward a framework for global procurement management to conceptualize current practices and to act as a guide to practitioners. Draws on existing globalization literature and examines the extent of consonance between the marketing and procurement environments, concluding that, whilst the conceptual models may be transferable and “stages” of globalization of procurement may be identified, there is no proof of sequential progress; neither is the link between global marketing and global procurement necessarily two‐way in nature. Postulates modes of involvement in global procurement as a continuum, where positioning for an individual firm depends on situation‐specific trade‐offs between their preferred corporate strategies and the benefits to be gained from involvement in foreign supply markets over time.
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Bashar S. Gammoh, Anthony C. Koh and Sam C. Okoroafo
The purpose of this paper is to examine the impact of global consumer culture positioning (GCCP) in comparison to local consumer culture positioning (LCCP) strategies on consumer…
Abstract
Purpose
The purpose of this paper is to examine the impact of global consumer culture positioning (GCCP) in comparison to local consumer culture positioning (LCCP) strategies on consumer evaluations of a new unknown brand.
Design/methodology/approach
Using an experimental method in the USA and India, the paper examines if the use of such positioning strategies in a print advertisement stimuli influence consumer evaluations of a fictitious brand.
Findings
The results support the effectiveness of such strategies as demonstrated by overall improvement in subjects' attitudinal evaluations of the fictitious brand when GCCP is used relative to the use of LCCP. Furthermore, our results show a moderation effect for subjects' level of belief in global citizenship on the effectiveness of the GCCP strategy. These results were observed across the two samples.
Research limitations/implications
This study provides valuable managerial insights into the potential value of GCCP strategy and offers specific strategic positioning guides to brand managers competing in the global marketplace.
Originality/value
With the emergence of global market segments, it is important to assist brand managers seeking to strengthen their brand's equity in a competitive global marketplace. This paper contributes to the literature on international brand positioning by empirically investigating the usefulness of GCCP as a strategic positioning guide for global marketing managers.
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