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The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
The Evolving Contributions In Intl Strategic Mgt
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The Evolving Contributions In Intl Strategic Mgt

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  • The Academy of International Business Foundation and the Eldridge Haynes Memorial Trust award the Haynes Prize for the Most Promising Scholar. The winning paper must have been accepted for presentation at the AIB conference through a double-blind-review process, and have been written by an author or authors under 40 years of age. The winner is selected by the AIB Best Paper Selection Committee. The author receives a plaque and a cash award (amount is announced in the call for submissions annually) at the awards ceremony at the AIB annual meeting.
  • LB’s data 1991 to 1995This article extended to year 2000
  • journal rankings are not as clear-cut in international management research as in strategic management research.but the number of high quality journals devoted to international management research is less than that for strategic management research.After developing this list of nine journals, I looked for articles that could be included in the sample. For an article to be included, it had to be published in one of these nine journals and meet criteria for both strategic management and international management
  • Environmental topics can be categorized into 3 groups
  • The most significant development in this category in the 1990s has been on internalcoordination and boards of directors issues. In the case of internal coordination, this attentionlikely results from practitioner and academic interest in the challenges associated withmanaging international subsidiaries. In the case of board of directors, the quantifiable natureof the data (e.g., directors’ ages and backgrounds) has no doubt helped stimulate empiricalresearch in this area.
  • Strategy, defined as the combination of a firm’s present and planned resource deployments and its environmental interactions, can be analyzed at 3 different levels
  • Transaction cost theory tries to explain why companies exist, and why companies expand or source out activities to the external environment. Managers must therefore weigh the internal transaction costs against the external transaction costs, before the company decides whether or not to keep some activity in-house, or to e.g. outsource the activity to the environment. A theory of the firm attempting to explain why companies prefer internal markets within themselves to the external (foreign subsidiary rather than licensing)
  • Transcript

    • 1. The Evolving Contributions in International Strategic Management Research
      Presented by: Diana Lim
    • 2. The Author
      Jane Wenzhen Lu
      Associate Professor, National University of Singapore
      Education Qualifications
      Ph.D., General Management, University of Western Ontario, 2001
      MBA, China Europe International Business School, 1996
      BA, Economics, Shanghai Foreign Studies University, 1990
      Academic and Professional Experience
      Associate Professor, National University of Singapore, School of Business, 2008 -
      Assistant Professor, Singapore Management University, 2004 - 2007
      Assistant Professor, National University of Singapore, School of Business, 2001 - 2004
      Visiting Professor, University of Auckland, March 2003 - May 2003
      Visiting Professor, Institute of International Business, Stockholm School of Economics, 2001
      Corporate Finance Department Head, RABOBANK, Shanghai, 1997
      Consultant, Boston Consulting Group, Shanghai, 1996
      Analyst, Department of Business Planning, BMG-Bertelsmann Book AG, London, 1996
      Export Manager, Shanghai Animal By-Products I & E Corp., 1990 - 1995
    • 3. The Author
      Jane Wenzhen Lu
      Associate Professor, National University of Singapore
      Honours and Awards
      Outstanding Reviewer Award for 2006 by the Journal of Business Venturing
      Haynes Prize for Best Paper Award at the Academy of International Business Conference (2006)
      Co-authored with Xufei Ma, National University of Singapore Article: Business Group Affiliation as Institutional Linkages: An Integration of Resource-Based View and Institutional Perspective
      Nominated for Haynes Prize for Best Paper Award at Academy of International Business Conference (2005)
      UWO International Thesis Award (2000-2001)
      UWO Doctoral Fellowship (1997-2000)
      UWO International Graduate Study Scholarship (1997-2001)
      China Europe International Business School MBA Entrance Scholarship (1995-1996)
    • 4. BACKGROUND
      Areas in ISM where key contributions have been made
      Examine leading strategic management and international management journals
      Investigate topics and evolution of theoretical perspectives
      Areas in which further work could be conducted
      Extension of Lohrke and Bruton’s (1997) work
    • 5. Research domain
      Definition of Strategic Management
    • 6. Research domain
      Definition of International Management
      Journal of International Business Studies
      Management International Review
      Journal of World Business
    • 7. methodology
      1986 – 1995 study by LB
      Both agreed on 170 of the articles with 77% agreement rate
      52 articles where only one author selected
      3rd researcher excluded 17
      Resulting in 207
      134 were for 1991 to 1995
      170
      52
      -17
      37
      TOTAL: 207
      134
    • 8. methodology
      1996 – 2000
      2 scholars reviewed the 9 journals
      192 with 66% agreement rate
      3rd scholar suggested 14 of the 192 did not meet criteria
      3rd scholar 99 other articles that only one of the initial 2 considered relevant, 18 excluded
      192
      -14
      178
      99
      -18
      81
      259
    • 9. RESULTS
      Environment
      Leadership and Organization
      Strategy
      Performance
    • 10. results
      Environment
      General industry or environment
      Environmental uncertainty
      Forces behind firm’s success in a given location
      Forces influencing firm’s decision to invest in a given location
      Cultural environment
      Dimensions of culture relevant to internal operations
      Cultural variance’s influence on strategy and performance
      Political risk
      Political variance greater crossnationally than subnationally
      So far there has been more theory development than theory testing
    • 11. results
      Leadership and Organization
      Internal coordination
      Challenges in managing foreign subsidiaries (control and coordination)
      Knowledge flows in the organization
      Need for internal coordination
      Board of directors (profile and effectiveness)
      Decision making (effectiveness of planning)
      Structure (performance implications of different organizational structures)
    • 12. results
      Strategy
      Enterprise strategy (social responsibility, stakeholder analysis)
      Corporate strategy (diversification, vertical integration, mergers and acquisitions, internal venturing)
      Business strategy
      Cost, differentiation, focus
      product, market selection
      Turn-around strategy (firms under financial trouble)
      Emerging research is on the timing of international diversification
    • 13. results
      Performance
      Comparative performance between US firms and other countries
      Few articles exist, ISM studies have not yet examined this topic closely
      A review of the other three categories shows that performance frequently emerges as key dependent variables in studies concerned with corporate strategy, business strategy, leadership, organizational, and environmental issues.
    • 14. Theoretical perspectives
      Transaction Cost Theory
      Internalization Theory
      Institutional Theory
      Organizational Learning/Knowledge Management (OL/KM)
      Resource-based view (RBV)
      Procedural justice theory
      Strategic option theory
      Network theory
      Shift from economic theories to multidisciplinary approaches
    • 15. outlets
      JIBS & MIR have been receptive outlets of ISM research
      Mainstream strategic management journals, SMJ, have become more readily acceptable outlets for publication
    • 16. Author and school affiliations
      Total of 517 authors affiliated with 238 institutions
    • 17. Future directions
      Bulk has focused on international diversification and strategic alliances
      Limited attention on:
      Enterprise (ethics, social responsibility) and business strategies
      Performance (topics concerned fundamentally with understanding the dimensions of performance, not articles that examine the performance implication of a strategy)
      • Shift from economic theories to multidisciplinary theories, opportunity to study ISM topics through different theoretical lenses.

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