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Chapter
14 Outline
Notes
- This can be reconceptualized as the resource base of
the entrant, relative to indigenous competitors. For work that focuses
on this issue, see W. C. Bogenr, H. Thomas, and J. McGee, "A Longitudinal
Study of the Competitive Positions and Entry Paths of European Firms
in the U.S. Pharmaceutical Market," Strategic
Management Journal 17 (1996), pp. 85 - 107;
D. Collis, "A Resource-Based Analysis of Global Competition," Strategic
Management Journal 12 (1991), pp. 49 - 68; S.
Tallman, "Strategic Management Models and Resource-Based Strategies
among MNEs in a Host Market," Strategic Management
Journal 12 (1991), pp. 69 - 82.
- For a discussion of first-mover advantages see M. Liberman
and D. Montgomery, "First-Mover Advantages," Strategic
Management Journal 9 (Summer Special Issue,
1988), pp. 41 - 58.
- J. M. Shaver, W. Mitchell, and B. Yeung, "The Effect
of Own Firm and Other Firm Experience on Foreign Direct Investment Survival
in the United States, 1987 - 92," Strategic Management
Journal 18 (1997), pp. 811 - 24.
- S. Zaheer and E. Mosakowski, "The Dynamics of the Liability
of Foreignness: A Global Study of Survival in the Financial Services
Industry," Strategic Management Journal
18 (1997), pp. 439 - 64.
- Shaver, Mitchell, and Yeung, "The Effect of Own Firm
and Other Firm Experience on Foreign Direct Investment Survival in the
United States, 1987 - 92."
- P. Ghemawat, Commitment: The Dynamics
of Strategy (New York: Free Press, 1991).
- R. Luecke, Scuttle Your Ships
before Advancing (Oxford: Oxford University
Press, 1994).
- This section draws on several studies including: C. W.
L. Hill, P. Hwang, and W. C. Kim, "An Eclectic Theory of the Choice
of International Entry Mode," Strategic Management
Journal 11 (1990), pp. 117 - 28; C. W. L. Hill
and W. C. Kim, "Searching for a Dynamic Theory of the Multinational
Enterprise: A Transaction Cost Model," Strategic
Management Journal 9 (Special Issue on Strategy
Content, 1988), pp. 93 - 104; E. Anderson and H. Gatignon, "Modes of
Foreign Entry: A Transaction Cost Analysis and Propositions," Journal
of International Business Studies 17 (1986),
pp. 1 - 26; F. R. Root, Entry Strategies for
International Markets (Lexington, MA: D. C.
Heath, 1980); and A. Madhok, "Cost, Value and Foreign Market Entry:
The Transaction and the Firm," Strategic Management
Journal 18 (1997), pp. 39 - 61.
- For a general discussion of licensing, see F. J. Contractor,
"The Role of Licensing in International Strategy," Columbia
Journal of World Business, Winter 1982, pp.
73 - 83.
- See E. Terazono and C. Lorenz, "An Angry Young Warrior,"
Financial Times, September
19, 1994, p. 11, and K. McQuade and B. Gomes-Casseres, "Xerox and Fuji-Xerox,"
Harvard Business School Case #9-391-156.
- O. E. Williamson, The Economic
Institutions of Capitalism (New York: Free Press,
1985).
- J. H. Dunning and M. McQueen, "The Eclectic Theory of
International Production: A Case Study of the International Hotel Industry,"
Managerial and Decision Economics
2 (1981), pp. 197 - 210.
- Andrew E. Serwer, "McDonald's Conquers the World," Fortune,
October 17, 1994, pp. 103 - 16.
- For an excellent review of the literature of joint ventures,
see B. Kogut, "Joint Ventures: Theoretical and Empirical Perspectives,"
Strategic Management Journal
9 (1988), pp. 319 - 32.
- D. G. Bradley, "Managing against Expropriation," Harvard
Business Review, July - August 1977, pp. 78
- 90.
- Speech given by Tony Kobayashi at the University of Washington
Business School, October 1992.
- A. C. Inkpen and P. W. Beamish, "Knowledge, Bargaining
Power, and the Instability of International Joint Ventures," Academy
of Management Review 22 (1997), pp. 177 - 202,
and S. H. Park and G. R. Ungson, "The Effect of National Culture, Organizational
Complementarity, and Economic Motivation on Joint Venture Dissolution,"
Academy of Management Journal
40 (1997), pp. 279 - 307.
- Inkpen and Beamish, "Knowledge, Bargaining Power, and
the Instability of International Joint Ventures."
- For a review of the kinds of problems encountered when
making acquisitions, see Chapter 9 in C. W. L. Hill and G. R. Jones,
Strategic Management Theory
(Boston: Houghton Mifflin, 1995).
- This section draws on Hill, Hwang, and Kim, "An Eclectic
Theory of the Choice of International Entry Mode."
- C. W. L. Hill, "Strategies for Exploiting Technological
Innovations: When and When Not to License," Organization
Science 3 (1992), pp. 428 - 41.
- See K. Ohmae, "The Global Logic of Strategic Alliances,"
Harvard Business Review,
March - April 1989, pp. 143 - 54; G. Hamel, Y. L. Doz, and C. K. Prahalad,
"Collaborate with Your Competitors and Win!" Harvard
Business Review, January - February 1989, pp.
133 - 39; and W. Burgers, C. W. L. Hill, and W. C. Kim, "Alliances in
the Global Auto Industry," Strategic Management
Journal 14 (1993), pp. 419 - 32.
- "Asia Beckons," The Economist,
May 30, 1992, pp. 63 - 64.
- P. M. Reilly, "Sony's Digital Audio Format Pulls ahead
of Philips's," The Wall Street Journal,
August 6, 1993, p. B1.
- R. B. Reich and E. D. Mankin, "Joint Ventures with Japan
Give Away Our Future," Harvard Business Review,
March - April 1986, pp. 78 - 90.
- J. Bleeke and D. Ernst, "The Way to Win in Cross-Border
Alliances," Harvard Business Review,
November - December 1991, pp. 127 - 135.
- W. Roehl and J. F. Truitt, "Stormy Open Marriages Are
Better," Columbia Journal of World Business,
Summer 1987, pp. 87 - 95.
- K. McQuade and B. Gomes-Casseres, "Xerox and Fuji-Xerox,"
Harvard Business School Case #9-391-156.
- T. Khanna, R. Gulati, and N. Nohria, "The Dynamics of
Learning Alliances: Competition, Cooperation, and Relative Scope," Strategic
Management Journal 19 (1998), pp. 193 - 210.
- Hamel, Doz, and Prahalad, "Collaborate with Competitors."
- B. Wysocki, "Cross-Border Alliances Become Favorite Way
to Crack New Markets," The Wall Street Journal,
March 4, 1990, p. A1.
- Hamel, Doz, and Prahalad, "Collaborate with Competitors," p. 138.
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