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Book part
Publication date: 4 August 2017

Camilla Jensen

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…

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.

Details

Breaking up the Global Value Chain
Type: Book
ISBN: 978-1-78743-071-6

Keywords

Book part
Publication date: 2 September 2010

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…

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.

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The Past, Present and Future of International Business & Management
Type: Book
ISBN: 978-0-85724-085-9

Book part
Publication date: 26 July 2007

Lei Li and Dan Li

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…

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.

Details

Regional Aspects of Multinationality and Performance
Type: Book
ISBN: 978-0-7623-1395-2

Article
Publication date: 8 February 2008

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

4406

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.

Details

Management Decision, vol. 46 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 1996

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…

16616

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.

Details

European Journal of Marketing, vol. 30 no. 1
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 5 April 2022

Ruiyang Hong, Zhe Zhang, Chun Zhang and Zuohao Hu

The purpose of this study is to investigate hybrid brand positioning strategies for emerging market brands based on two positioning elements: brand country-of-origin (COO…

Abstract

Purpose

The purpose of this study is to investigate hybrid brand positioning strategies for emerging market brands based on two positioning elements: brand country-of-origin (COO) and brand globalness.

Design/methodology/approach

Researchers conducted two studies. In Study 1, a survey of 128 brand managers of emerging market brands were used to examine whether asymmetric positioning strategies improve brand preference more than symmetric strategies, and if so, which type of asymmetric strategies improves brand preference more. In Study 2, a consumer experiment in the USA was conducted to identify the positioning strategy for emerging market brands that improve brand preference the most.

Findings

For emerging market brands, at any given value of COO or global elements, asymmetric strategies outperform symmetric strategies in terms of brand preference. On average, the best hybrid positioning strategy is the one that highlights brand COO and de-emphasizes brand globalness.

Originality/value

A large body of branding literature examines COO and globalness separately without considering their co-presence in the same brand positioning strategy. Few studies that examine the joint influence of brand COO and globalness focus on established brands from developed markets and do not examine whether highlighting both brand COO and global elements equally is an effective positioning strategy for emerging market brands. This study introduces a framework to systematically examine the various combinations of COO and global elements in a brand’s positioning strategies for emerging market brands. By conducting two studies, the authors empirically test the influence of various combinations of COO and global elements on brand preference for emerging market brands from both firm and consumer perspectives.

Details

International Marketing Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 2 February 2010

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…

22891

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.

Details

International Journal of Physical Distribution & Logistics Management, vol. 40 no. 1/2
Type: Research Article
ISSN: 0960-0035

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Article
Publication date: 1 February 2001

Göran Svensson

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…

31272

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.

Details

Management Decision, vol. 39 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 July 1993

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…

2042

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.

Details

Marketing Intelligence & Planning, vol. 11 no. 7
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 March 2011

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…

12288

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.

Details

Journal of Product & Brand Management, vol. 20 no. 1
Type: Research Article
ISSN: 1061-0421

Keywords

1 – 10 of over 138000