The World is Spiky: An Internationalization Framework for A Semi‐Globalized World

Kim, Jin Uk; Aguilera, Ruth V.

doi:10.1002/gsj.1094

Cited by 41 publications

(39 citation statements)

References 134 publications

(198 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Innovation is charac-terized by two fundamental empirical realities. First, the knowledge creation landscape is extremely spiky, with towering hotspots and vast flat plains featuring virtually no creative processes (Florida, 2005;Iriyama, Li, & Madhavan, 2010;Kim & Aguilera, 2015). Second, the pace of innovation has been rising inexorably; in today's economy, firms are born and reach global scale in a matter of months and industries arise, mature and decline in less than a decade (Brynjolfsson & McAfee, 2011).…”

Section: Discussionmentioning

confidence: 99%

Zoom in, zoom out: Geographic scale and multinational activity

Mudambi

et al. 2018

J Int Bus Stud

108

View full text Add to dashboard Cite

IB scholars have long studied the multinational enterprise (MNE) and now recognize that its ability to capture value stems from its control of bottleneck assets. In contrast, economic geographers and regional scientists have largely focused their attention on the locations within which economic and business systems operate. In this article, we draw on both these literatures. We emphasize that the MNE's integration of upstream and downstream strategic considerations to maximize its control of bottleneck assets implies an optimal geographic footprint. This optimal footprint is typically asymmetric, with a spatial scale that varies dramatically across the different activities of the value chain. Upstream innovation processes are likely to be based on highly local considerations like the availability of specialized resources and collocation advantages. In contrast, downstream sales and marketing processes are likely to driven by imperatives of high volume and global reach. Further, in the current fast clockspeed business environment, the location and nature of bottleneck assets are likely to change rapidly and unpredictably, making organizational flexibility a crucial MNE capability. Journal of International Business Studies (2018) 49, 929-941.

show abstract

Section: Discussionmentioning

confidence: 99%

Zoom in, zoom out: Geographic scale and multinational activity

Mudambi

et al. 2018

J Int Bus Stud

108

View full text Add to dashboard Cite

show abstract

“…Moreover, ‘these four factors are interrelated: Countries that are relatively close to one another are also likely to share commonalities along other dimensions… those similarities have intensified in the past few decades through free trade agreements, regional trade preferences and tax treaties, and even currency unification’ (Ghemawat, , p.100). Thus the benefits offered by regions are not just the sum of the countries within a region as the shared commonalities create synergies thereby elevating regional benefits further (Flores and Aguilera, ; Ghemawat, ; Kim and Aguilera, ; Rugman and Verbeke, , inter alia ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Fearlessly Swimming Upstream to Risky Waters: The Role of Geographic Entry in Innovation

Lampert

Kim

Hubbard

et al. 2018

J Management Studies

View full text Add to dashboard Cite

We examine the puzzling geographic pattern that shows firms entering countries with weak intellectual property rights (IPR) protection with their research and development (R&D) activities. Geographic entry into weak IPR protection countries is at odds with conventional wisdom as such an environment erodes a firm's ability to appropriate from its innovations. We offer that while the well‐established practice of spreading out a firm's value chain activities across a region has important implications for value creation, what remains unaddressed is the value appropriation aspect of such activities. We introduce a multilevel theory and maintain that operating regionally through commercialization activities (downstream activities) provides complementary assets to the upstream activities – specifically R&D activities in a country within that region – with which focal firms can appropriate more from their innovations. We find that regional downstream commercialization activities can substitute for weak IPR regimes, thereby providing firms with an alternative mechanism for protecting their intellectual property in weak IPR countries.

show abstract

Section: Future Directions: Strengthening the Mutual Impact Of Globalmentioning

confidence: 99%

“…The contribution to this special issue by Kim and Aguilera (, this issue), titled The world is spiky: an internationalization framework for a semi‐globalized world , illustrates the value of such insights for global strategy. Kim and Aguilera (, this issue) combine insights from the regionalization debate in global strategy with insights from organizational learning to develop a more dynamic theoretical framework of internationalization processes. Among others, the authors highlight that when firms enter foreign regions, old knowledge and assumptions may need to be unlearned in order for firms to cope effectively with the liability of regional foreignness (Barkema and Drogendijk, ).…”

Section: Future Directions: Strengthening the Mutual Impact Of Globalmentioning

confidence: 99%

“…Among others, the authors highlight that when firms enter foreign regions, old knowledge and assumptions may need to be unlearned in order for firms to cope effectively with the liability of regional foreignness (Barkema and Drogendijk, ). Kim and Aguilera (, this issue) suggest that un learning may, therefore, be a necessary precondition for firms to engage in inter‐regional exploration, or the exploration of opportunities in new regions. As the authors illustrate, the consideration of such underexplored learning processes facilitates the formulation of internationalization theories that better capture the complex dynamics of internationalization in a semi‐globalized world.…”

Section: Future Directions: Strengthening the Mutual Impact Of Globalmentioning

confidence: 99%

See 1 more Smart Citation

The Mutual Impact of Global Strategy and Organizational Learning: Current Themes and Future Directions

Hotho

Lyles

Easterby‐Smith

2015

Global Strategy Journal

View full text Add to dashboard Cite

Abstract. Despite the interest in issues of knowing and learning in the global strategy field, there has been limited mutual engagement and interaction between the fields of global strategy and organizational learning. The purpose of our article is to reflect on and articulate how the mutual exchange of ideas between both fields can be encouraged. To this end, we first conduct a review of the intersection of the fields of global strategy and organizational learning. We then present two recommendations regarding how the interaction between the two fields can be enhanced. Our first recommendation is for global strategy research to adopt a broader notion of organizational learning. Our second recommendation is for global strategy research to capitalize on its attention to context in order to inform and enhance organizational learning theory. We discuss the use of context in a number of common research designs, and highlight how the scope for theoretical contributions back to organizational learning varies with the research design that is adopted.

show abstract

The World is Spiky: An Internationalization Framework for A Semi‐Globalized World

Cited by 41 publications

References 134 publications

Zoom in, zoom out: Geographic scale and multinational activity

Zoom in, zoom out: Geographic scale and multinational activity

Fearlessly Swimming Upstream to Risky Waters: The Role of Geographic Entry in Innovation

The Mutual Impact of Global Strategy and Organizational Learning: Current Themes and Future Directions

Contact Info

Product

Resources

About