Managing Across Borders: The Transnational Solution

Bartlett, Christopher A.; Ghoshal, Sumantra

doi:10.1007/978-1-137-28787-8_25

Cited by 1,304 publications

(1,382 citation statements)

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“…A review by Cuervo-Cazurra and Ramo (2004) indicates that Vahnle's (1977, 1990) incremental model of internationalisation is commonly referred to as the stage-based model. Other approaches to modelling internationalisation include the life cycle model (Vernon, 1966), innovation-related model (Bilkey and Tesar, 1977;Cavusgil, 1980), the structural model (Bartlett and Ghoshal, 1989), the internalisation model (Buckley and Casson, 1976), and the FDI-based model (Chang, 1995). Building on this, research started to draw attention to the importance of networks in internationalisation (Forsgren, 1989;Johanson and Vahlne, 1993).…”

Section: Theoretical Overviewmentioning

confidence: 99%

Internationalisation of publicly traded family firms: a transaction cost theory perspective and longitudinal analysis

Memili

Misra

Chrisman

et al. 2017

IJMED

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There has been a prominent stream of research investigating internationalisation of organisations. While the importance of transaction costs in the governance decisions of firms has been well established in the literature, transaction cost theory (TCT) in family firms remains underutilised. We examine the impact of family governance (i.e. family ownership and involvement in management and the board of directors) on internationalisation within the domain of TCT using 386 S&P 500 firms. Our findings indicate an inverted U-shaped relationship between family ownership and internationalisation and a U-shaped relationship between family's involvement in management and the board and internationalisation. This illustrates the interesting differential impact of the components of family involvement on internationalisation. We conclude by discussing future research and implications for practice.Keywords: family firms; family management; family ownership; internationalisation; transaction cost theory.Reference to this paper should be made as follows: Memili, E., Misra, K., Chrisman, J.J. and Welsh, D.H.B. (2017) 'Internationalisation of publicly traded family firms: a transaction cost theory perspective and longitudinal analysis', Int.

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Section: Theoretical Overviewmentioning

confidence: 99%

Internationalisation of publicly traded family firms: a transaction cost theory perspective and longitudinal analysis

Memili

Misra

Chrisman

et al. 2017

IJMED

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“…As EMNs têm outra preocupação, dado que crescentemente são concebidas como uma rede integrada, em que cada subsidiária tem um papel distinto (Bartlett & Ghoshal, 1989;Boehe & Zawislak, 2007). Refere-se às pressões internas que induzem cada subsidiária a manter-se semelhante, ou isomórfica, a outras subsidiárias, em práticas variadas, incluindo os modos de entrada adotados, os procedimentos e rotinas, a contratação de expatriados, as parcerias com agentes financiadores, etc.…”

Section: Ambiente Institucional E As Emnsunclassified

“…A existência dessas vantagens era uma condição sine qua non para a própria existência da multinacional (Buckley & Casson, 1976). Os benefícios da presença internacional poderiam advir de novas aprendizagens, que seriam transferidas internamente entre a rede de subsidiárias (Bartlett & Ghoshal, 1989), mas também da possibilidade de arbitragem, dos preços de transferência internos face a níveis diferentes de fiscalidade e do acesso a fatores produtivos mais baratos, mais produtivos ou mais sofisticados. No entanto, para explorar e alavancar competências, tal como para aprender e aumentá-las, a EMN precisa deter operações locais ajustadas ao ambiente institucional externo e interno.…”

Section: Discussão E Notas Finaisunclassified

Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

Ferreira

Serra

2015

Rev. adm. contemp.

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Internacionalizar as operações requer que as empresas multinacionais (EMNs) desenvolvam estratégias capazes de lidar, simultaneamente, com as pressões institucionais externas, para a legitimidade, e as pressões institucionais internas, para a conformidade. Neste artigo conceitual e baseado na literatura de teoria institucional em negócios internacionais, desenvolve-se um conjunto de proposições teóricas sobre quais as estratégias de entrada nos mercados externos seguidaspelas EMNs face aosambientes institucionais. Com foco predominante no ambiente institucional externo e nas diferenças de desenvolvimento institucional, também aborda a relevância de considerar o ambiente interno. As estratégias de entrada tendem a ser baseadas em modos de baixo envolvimento e em parcerias, como jointventures, para entrar em países institucionalmente imaturos ou institucionalmente mais distantes.As aquisições e as parcerias podem ser usadas se as pressões institucionais forem menores. Conclui-se com uma discussão geral e o apontamento de questões para pesquisas futuras.

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“…This phenomenon is known as globalisation, in which single markets are formed on a worldwide scale with the consequent integration of different parts of the world. Subsequently, a number of studies have focused mainly on the content of international management (Doz, 1980;Doz, Bartlett, & Prahalad, 1981;Hamel & Prahalad, 1983;Prahalad & Doz, 1987;Bartlett & Ghoshal, 1987, 1988, 1992. Any business wishing to expand into new international markets needs to be well equipped with management and organisational skills (Zaheer, 1995;Zaheer & Mosakowski, 1997).…”

Section: Literature Reviewmentioning

confidence: 99%

International Development Strategies of Luxury-goods Players in China

Mosca¹,

Re²

2014

CBR

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The aim of this paper is to study and analyse the internationalisation strategies chosen by the main luxury-goods players in the Chinese market, demonstrating the business internationalisation processes. The research questions are:How luxury companies have developed distribution strategies in the Chinese markets? What are the main formats of distribution for the Chinese markets? Are there any differences in the internationalization process between the main players of the luxury markets and the smaller ones? The methodology is based on the analysis on multiple-case analysis on a sample of luxury-goods companies and identifies and compares the different strategies used by the players analysed. The research process starts from identifying and selecting the most well-known companies operating in the luxury branded sector, which have established a presence in the Chinese market with their own brand, collecting secondary data for the selected companies (website, corporate profile, articles on websites and in trade magazines and interviews with the management), analysing the data collected and interpreting the main results to have emerged from the research. The main findings and conclusions are that the route to development in the Chinese market taken by the players in the luxury-goods sector, historically undertaken by delocalising production operations, has in recent years begun to accelerate with new forms in play, principally linked to distribution. The Chinese market for luxury brands is ever more an outlet market rather than a production hub. The ability to create brand awareness will become a key factor for successful consolidation of the competitive position in this market, an operation that can only be performed through distribution. Moreover, Chinese high-end consumers are becoming ever more demanding, seeking out an ever more sophisticated shopping experience. Just as happening in other markets, opening directly operated stores is a strategic choice for reaching and convincing end-consumers, since these stores become their point of contact with the brand. Creating a shopping experience plays a central role in communicating the values, heritage and spirit of the brand to consumers. Global luxury-goods enterprises are multiplying their investment in opening new sales outlets, using different formats to create distribution system that is predominantly selective but that ensures adequate distribution coverage. The development of direct distribution channels, alongside the more traditional forms of indirect presence, is accompanied by the more innovative players developing the digital channel to accompany and support their retailing activities.

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Managing Across Borders: The Transnational Solution

Cited by 1,304 publications

References 0 publications

Internationalisation of publicly traded family firms: a transaction cost theory perspective and longitudinal analysis

Internationalisation of publicly traded family firms: a transaction cost theory perspective and longitudinal analysis

Abordagem Conceitual às Estratégias de Internacionalização sob Pressões Institucionais Duais para Legitimidade e Conformidade

International Development Strategies of Luxury-goods Players in China

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