A taxonomy of business-level strategies in global industries
Article Abstract:
A classification of business-level strategies employed in the global industry setting was developed based on empirical data. The main purpose of the study was to gain a better understanding of each of the strategy's normative implications, particularly on the performance levels of companies. Examination of data collected from 115 businesses competing globally yielded four broad categories of strategies. These were the domestically oriented, product specialization strategy; the export-based, high quality offerings strategy; the international, product innovation strategy; and the quasi-global, combination strategy.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1992
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Country capabilities and the permeability of borders
Article Abstract:
Variations in the capabilities of countries can explain the long cycles of country leadership. Technologies diffuse more quickly than principles of management, and capabilities spread more quickly within national borders than across borders. Countries can attain a competitive advantage through innovations in principles of organization. The competition among developed countries is based on the way in which productive activities are organized, rather than the product market strategies that companies develop. Issues that influence competitive strategies within a country can be extended to global competition.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1991
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Competition for competence and inter-partner learning within international strategic alliances
Article Abstract:
The determinants of inter-partner learning were investigated by analyzing nine international strategic alliances of firms. The results indicated that partners have different patterns of learning, learning asymmetries change partners' relative bargaining power, and that longevity and stability may not be the best measures of the success of partnerships. The competitive and collaborative objectives of partners may be more important than structure in the determination of the results of learning.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1991
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