The Oxford Handbook of International Business Strategy

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