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

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