The Oxford Handbook of International Business Strategy (Oxford Handbooks)

Cover
The Oxford Handbook of International Business Strategy
Copyright
Preface and Acknowledgments
Contents
List of Figures
List of Tables
List of Contributors
Introduction
	References
Part I: Foundtions of International Business Strategy
	Chapter 1: The Theory of International Business Strategy
		Introduction
		The Evolution of Firm-Specific and Country-Specific Advantages
		A Unifying Framework of IB Strategy: Seven Theoretical Concepts
			Traditional Components in IB Strategy Research
			Recombination Advantages as a Higher-Order FSA
			Bounded Rationality
			Bounded Reliability
			New Insights from Applying the Unifying Framework of IB Theory
			Implications of Macro-Environmental Factors for the MNE: An Analysis of Host Country Location Advantages
			Understanding MNE Management: Combining FSAs and CSAs in a Multinational Network
			Understanding the Interaction between the MNE and External Providers of Complementary Resources: The Case of Strategic Collaboration
		Concluding Remarks
		References
	Chapter 2: International Business History and the strategy of multinational enterprises: How History Matters
		Introduction
		Globalization Waves and Mnes’ Prevailing IB Strategies
			First Global Economy and Management of Geographical Distance: 1840–1929
			Deglobalization 1929–1979: MNE Resilience
			New Global Economy, 1979–2008: Disaggregation of MNE Activities within Global Value Chains
			New Deglobalization since 2008: The Rise of Political Risk
		The Dialog Between IB and BH
			Deglobalization—What We Can Learn from the Past
			Complementing Sources of Evidence
			Extending Theory Using History: The Case of Internalization Theory
		Conclusion: How History Matters
		References
	Chapter 3: Capability-Based Theories of Multinational Enterprise Growth
		Introduction
		The Changing Nature Of the IB Landscape
		Contemporary Views of the MNE
		Dynamic Capabilities and MNE Growth
			Building Blocks of the Dynamic Capabilities Perspective
		Applying a Dynamic Capabilities Perspective for MNE Growth
		Concluding Remarks
		References
	Chapter 4: Location and International Strategy Formation: A Research Agenda
		Introduction
		Location Drivers: Past and Present
			Advanced Location Drivers
		Location in a World of Global Value Chains
			GVC Dynamics
		Location Within Global Production and Innovation Systems
		References
Part II: Core Issues in Modern International Business Strategy Research
	Chapter 5: A Review of International Entry Mode Research: 2007–2018
		Introduction
		Entry Mode Theory and Review Methodology
		Progress Since 2007
			Deepening Prevalent Theories
			New Theories
			New Methodologies
			Mode Choice and Performance
		New Research Challenges to Address
		Concluding Remarks
		References
	Chapter 6: Strategic Knowledge Creation in Multinational Enterprises
		Introduction
		The Received View on MNE Knowledge Creation
			Theoretical Origins
			The Network Model
			The Role and Evolution of Foreign R&D
		Patterns of MNE Knowledge Creation and Innovation
			European and US MNEs
			Japanese MNEs
			Emerging-Market MNEs
			Pathways and Intent in MNE Strategic Knowledge Creation
		Future Research
		Concluding Remarks
		References
	Chapter 7: Internationalization Process Perspective: Revisiting the Link Between Market Knowledge and Market Commitment
		Introduction
		The IP Perspective
			An Overview of the IP Model
			The Debate around the IP Model
		Market Knowledge, Commitment Decisions, and Firm Internationalization
		Commitment Decision, Firm’s Performance and Internationalization Dynamics
		Setting the Research Agenda on the IP
			How Do Firms Acquire Knowledge in Different Phases of the IP?
			How Do Internationalization Dynamics Evolve Over Time and What is the Underlying Mechanism?
		Concluding Remarks
		Acknowledgments
		References
	Chapter 8: Multi-Theoretical Approaches to Studying International Business Strategy
		Introduction
		Theory and Its Related Terms
		Relatively Few Multi-Theoretical Studies
		Functions of Multi-Theoretical Approaches
			Capturing the Essence of Complex Strategic Decisions
			Providing a More Complete Explanation of Outcomes
			Compensating for the Explanatory Deficiency of a Single Theory
			Exploiting the Complementarity of Theories
			Testing Conflicting Explanations
		Some Suggestions
			Promoting Multi-Theoretical Studies
			Reconciling Inconsistent Core Assumptions
			Addressing Levels Issues
			Beware of Ockham’s Razor
		Concluding Remarks
		References
Part III: Governance Structures in International Business Strategy
	Chapter 9: International New Ventures: Do They Really Matter?
		Introduction
		The INV Literature and Its Development
			INV Research in the 2000s
		So, are INVs Important for Our Understanding of IB Strategy?
			The RBV of the Firm
			Microfoundations
			Organizational Learning
			Inward and Outward Internationalization and the Domestic Context
		What Do We Need to Progress?
		Concluding Remarks
		References
	Chapter 10: It’s Not (Only) the International New Venture But (Also) the Micromultinational, Daftie!: Reconsidering the Unit of Analysis in InternationalEntrepreneurship
		Introduction
		An Overview of the Internationalized Smaller Firm: INVs, mMNEs, and the Role of IEO
			IEO as a Key Concept in IE Research
		A Proposed Reconceptualization of IEO
			IEO Dimension One: Innovativeness
			IEO Dimension Two: Proactiveness
			IEO Dimension Three: Risk Attitude
		Future Research Directions
		Concluding Remarks
		References
	Chapter 11: Internationalization of Family Firms: When Is a Managerial Focus on Socio-Emotional Wealth Effective?
		Introduction
		Family-Centric Drivers of Internationalization
		Internalization Theory Overview
		Governance Properties of SEW Endowment
			F: Family Control and Influence
			I: Identification with the Firm
			B: Binding Social Ties
			E: Emotional Attachment
			R: Renewal of Family Bonds to the Firm through Dynastic Succession
		Contingencies for Sew Contribution to Efficient International Governance: Bifurcation Bias Economizing
			Anticipative Bifurcation Bias Economizing
			Corrective Bifurcation Bias Economizing
		Summary and Concluding Remarks
		References
	Chapter 12: Internationalization of Emerging-Market Multinationals: The Role of the Underdevelopment of the Home Country
		Introduction
		The Internationalization of Emnes: New Phenomenon, new Explanations, and new Concepts
			New Phenomenon
			Challenges to Traditional Models of Internationalization
			New Models of Internationalization
			New Concepts in Internationalization
		The Underdevelopment of the Home Country and the Internationalization of Emerging-Market Firms
			Frugal Innovations and the Internationalization of Emerging-Market Firms
			Contractual Innovations and the Internationalization of Emerging-Market Firms
			Upgrading Escape and the Internationalization of Emerging-Market Firms
			Institutional Escape and the Internationalization of Emerging-Market Firms
		Concluding Remarks
		Acknowledgements
		References
	Chapter 13: State-Owned Multinational Enterprises: Theory, Performance, and Impact
		Introduction
		How Prevalent are Somnes?
			Defining the SOE
			The Scale and Distribution of SOEs and SOMNEs
		Why are SOEs Different?
			The Relative Performance of SOEs and POEs
			The Effects of Changing Ownership Arrangements and Institutions
		Theory: Why Do SOEs Go Abroad?
			State Goals and Support
			Country Governance and Firm Governance
			Institutional Challenges Overseas
		Recent Evidence on SOMNEs
		Future Research Directions
			Home Country
			SOE Advantage
			Host Country
		Concluding Remarks
		References
Part IV: Dynamics of International Business Strategy
	Chapter 14: Dynamics of Operation Modes: Switches and Additions
		Introduction*
		The Evolution of Research on Mode Dynamics
			The Choice of (Entry) Mode
			Recognition of Mode Dynamics
			Drivers of Mode Switch
				Uncertainty, Learning, and Opportunities
				Operating Cost Considerations
				Governance Cost Considerations
				Institutional Changes
		Explaining Mode Additions
			Benefits of Mode Additions: Specialization
			Costs of Coordinating Mode Additions
			Balancing Benefits of Specialization against Costs of Coordination
			Lowering Coordination Costs through a Shift of Interdependence Architecture
		Concluding Remarks
		References
	Chapter 15: Subsidiaries as Sources for Learning in Multinational Enterprises: A Commentary on the Importance of External Embeddedness
		Introduction
		Knowledge Transfer or Specialization in Customer–Supplier Relationships?
		External Embeddedness and Subsidiary Knowledge Acquisition in Later Works on MNE Subsidiaries
		External Embeddedness and its Importance to Subsidiary Knowledge Transfer
			Network Embeddedness as a Benchmark for Other MNE Units
			Network Embeddedness and Subsidiary Interdependence
			Network Embeddedness and the Absorptive Capacity of MNE Units
			The Relationship between External Embeddedness and MNE Learning
		Future Research Directions on External Embeddedness and Learning Within MNEs
		References
	Chapter 16: Political Strategies of subsidiaries of multinational Enterprises
		Introduction
		Political Strategies
		Political Strategies from a Subsidiary Perspective
			Types of Political Strategies of Subsidiaries of MNEs
				Engaged Political Strategies of Subsidiaries of MNEs
				Non-Engaged Political Strategies of Subsidiaries of MNEs
			Responses to Host Political Contexts and Types of Political Strategies of Subsidiaries of MNEs
			Determinants of Political Strategies of Subsidiaries of MNEs
				Home Country-Level Determinants of Political Strategies of Subsidiaries
				Host Country-Level Determinants of Political Strategies of Subsidiaries
				Multinational-Level Determinants of Political Strategies of Subsidiaries
				Subsidiary-Level Determinants of Political Strategies of Subsidiaries
				Managerial-Level Determinants of Political Strategies of Subsidiaries
			Outcomes of Political Strategies of Subsidiaries of MNEs
				Legitimacy in the Host Country
				Performance
		Future Research and Concluding Remarks
		References
	Chapter 17: Looking back tomove Forward: An Overview on Foreign Divestment Decisions
		Introduction
		Overview of Research on Foreign Divestment
			Antecedents of Foreign Divestment Decisions
				Firm-Level Antecedents
				Industry-Level and Country-Level Antecedents
			Process of Foreign Divestment Decisions
			Outcomes of Foreign Divestment
		Discussion and Future Research Directions
			A Holistic Framework Based on Attribution Theory
		Concluding Remarks
		References
	Chapter 18: Foreign Market Re-Entry Strategies: The Role of Cognitive Biases in Decision-Making
		Introduction
		Overview of Research on Re-Entry Decisions
			Foreign Market Re-Entry Motives
			Foreign Market Re-Entry Modes
			Foreign Market Re-Entry Process
		New Lenses to Understand Re-Entry: The Role of Cognitive Biases
			Availability Heuristics
			Commitment Biases
			Framing Effects
		Concluding Remarks
		References
Part V: New Dimensions of International Business Strategy
	Chapter 19: Digitalization and its Strategic Implications for the Multinational Enterprise: The Changing Landscape of Competition and How to Cope with It
		Introduction
		Key Changes Associated withDigitalization
			Connectivity and Data Analysis Capability
			Interdependence and Convergence
		Strategy in the Digital Age
			Collaborative Strategies
			Additive Strategies
			Open Strategy
		Concluding Remarks
		References
	Chapter 20: Corporate Social Responsibility, Irresponsibility, and the Multinational Enterprise Environment
		Introduction
		Conceptual Overview of Csr and Csi
			CSR
			CSI
		Themes in CSR/CSI: What we know and what we do not know about MNE Behavior
			Antecedents of CSR/CSI
			Moderators of CSR/CSI
			Outcomes of CSR/CSI
			Supply Chains
			Corruption
			Perception of MNE Socially (Ir)responsible Behavior
		Looking Forward
		Concluding Remarks
		References
	Chapter 21: Global value Chain Governance: A Multinational Enterprise Capabilities View
		Introduction
		GVC Governance and Supplier Upgrading: Current State of Knowledge
		Incentive Misalignment Problem
		An Mne Capabilities View
			Incentive Alignment Capabilities: The Role of Coordination and Collaboration Routines
			Expectation Alignment Capabilities: Using Convention Theory
		Concluding Remarks
		References
	Chapter 22: Sustainability Strategies: Research and Practice in International Business
		Introduction
		Sustainability Strategies and Research
			Broad Categories of Sustainability Strategies
			Sustainability Strategies in IB Strategy Research
			Strategy 1: Eco-Efficiency
			Strategy 2: Beyond Compliance Leadership
			Strategy 3: Eco-Branding
			Strategy 4: Environmental Cost Leadership
			Strategy 5: Sustainable Value Innovation
		Sustainability Strategies and IB: A Summary
		Research Opportunities and Concluding Remarks
		References
	Chapter 23: New International Human Resource Management Approaches and Multinational Enterprise Strategies
		Introduction
		Is and IHRM: Common Themes
		Contemporary Challenges for Sihrm
			Digitization of Global Work
			Changing Face of Global Mobility
			Corporate HR Transformation
		Future Research Directions
			Changing SIHRM Mandate
			Increasingly Diversified Global Workforce
			The Role of Context
		Concluding Remarks
		References
Index