Global myopia: globalization theory in International Business

Clark, Terry Nichols; Knowles, Lynette L.

doi:10.1016/j.intman.2003.08.007

Cited by 46 publications

(22 citation statements)

References 3 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The argument I develop proceeds as follows. It provides an account that is consistent with a clear notion of globalization, thus responding to the 'global myopia' charge leveled against IB by authors such as Clark and Knowles (2003).…”

Section: Globalization and Accelerated Internationalization From The mentioning

confidence: 55%

See 1 more Smart Citation

Dragon multinationals: New players in 21st century globalization

Mathews

2006

Asia Pacific J Manage

1,529

1,486

View full text Add to dashboard Cite

This review article starts from the question: how does the global business system appear to a challenger firm, and how have challenger Multinational Enterprises (MNEs) from formerly peripheral areas such as the Asia Pacific established themselves successfully, against the sometimes fierce resistance of incumbents? To answer this question, the review develops an argument concerning the pluralistic character of the process of globalization, as contrasted with the conventional account that sees global processes creating uniformity and convergence. This alternative account is based on a review of the experiences of latecomer and newcomer MNEs, particularly those from the Asia Pacific-such as Acer, Ispat International, Li & Fung and the Hong Leong Group-that are dubbed "Dragon Multinationals." I argue that the innovative features that these MNEs share, such as their accelerated internationalization, strategic innovation and organizational innovation, fit particularly well with the characteristics of the emergent global economy as one of complex inter-firm linkages. The core proposition of the review is that this complementarity between the characteristics of the emergent global economy and latecomer and newcomer strategic and organizational innovations is what drives the remarkable success of these Asia Pacific firms in establishing themselves as serious international players. Such a proposition carries implications for the process of globalization as well as for the dominant frameworks utilized in International Business. The review argues that Dragon Multinationals adopt a different perspective to the resources accessed through internationalization, and that this requires a rethink of the criteria normally utilized in resource-based accounts of strategy. The challenger firm internationalizing in order to access resources also poses a challenge to the dominant OLI (ownership, locational, internalization) account of multinational advantage. Thus it is argued that the question posed at the outset goes to the core of the IB frameworks, and thereby counts as one of the 'big questions' that should guide research in IB in the 21 st century.

show abstract

Section: Globalization and Accelerated Internationalization From The mentioning

confidence: 55%

“…In one sense it refers to the emergence of a single, global business civilization-a remarkable event, but one that is feared as much as it is celebrated. (For a critical evaluation of globalization as treated in IB, see Clark and Knowles, 2003).…”

Section: Introductionmentioning

confidence: 99%

Dragon multinationals: New players in 21st century globalization

Mathews

2006

Asia Pacific J Manage

1,529

1,486

View full text Add to dashboard Cite

show abstract

“…In spite of this scenario of conceptual disputes, most of the IM literature reproduces a particular theory of globalization. More specifically, most authors in the field of IM reproduce, whether consciously or not, an extreme theoretical pro globalization approach (Clark & Knowles, 2003, made a similar argument regarding the IB literature).…”

Section: Understanding Globalizationmentioning

confidence: 91%

“…The authors of this article argue that the field of IM is too important in the context of globalization to be addressed from a standpoint that overlooks the political, the economic, and the ideological dimensions of knowledge in management or international management (Clark & Knowles, 2003;Clegg et al, 1999).…”

Section: Final Considerations and Future Implicationsmentioning

confidence: 99%

Globalization and international management: in search of an interdisciplinary approach

Guedes

Faria

2007

BAR, Braz. Adm. Rev.

View full text Add to dashboard Cite

This paper, based on the international relations and international political economy literature, shows that the international management field has been influenced by certain national interests, particularly from the United States, and also that it reproduces a particular theory of globalization that benefits the interests of transnational corporations. One of the most concerning outcomes of this dominant perspective is the suppression of governance issues 'managed' by these corporations and the interests of other key agents, such as governments. The interdisciplinary approach outlined in this paper challenges the hegemonic influence of the globalist theory within the international management field. The approach proposed addresses the domains of management and governance by recognizing from a multidimensional perspective on globalization, the political and economic interfaces between public and private, and more specifically, between government and transnational corporations. This could make the knowledge produced by the field relevant not only to transnational corporations but also to local governments, local managers, public administrators and policy makers in developing countries.

show abstract

“…Globalization entails high levels of risk (Clark & Knowles, 2003;Ricks, 2003). Cross-border business dealings are risky given the uncertainty in the political, economic, socio-cultural, and technological environments in which organizations operate.…”

Section: Risk Tolerancementioning

confidence: 99%

Antecedents of a Global Mindset: A Mixed Method Analysis of Indian, Chinese and Japanese Managers

Ananthram

Pick

Issa

2012

CMR

View full text Add to dashboard Cite

There is a growing literature pointing to the importance of global organizations having managers with global mindsets. However, some theoretical issues and contradictory research findings require attention, especially in the case of non-Western contexts. The aim of this article is to examine the extent to which current understandings about the antecedents of global mindsets apply to Indian, Chinese and Japanese organizations. Employing a quantitatively driven mixed method approach, survey data from 504 managers, and interviews with 36 executives and managers is analyzed. The findings suggest convergence in the three Asian contexts that has theoretical and practical implications.

show abstract

Global myopia: globalization theory in International Business

Cited by 46 publications

References 3 publications

Dragon multinationals: New players in 21st century globalization

Dragon multinationals: New players in 21st century globalization

Globalization and international management: in search of an interdisciplinary approach

Antecedents of a Global Mindset: A Mixed Method Analysis of Indian, Chinese and Japanese Managers

Contact Info

Product

Resources

About