Text
Interorganizational governance and global strategy
A wide range of interorganizational relationships falls on the global market to multinational hierarchy spectrum, ranging from supplier relationships (Dyer and Chu, 2000) to multinational business groups (Colpan, Hikino, and Lincoln, 2010; Granovetter, 1994). Concurrently, as firms increasingly deepen and widen their cross-border value chains, the structure and content of their foreign location portfolios become more critical to their global competitive positions (Dunning, 1998). In pursuing foreign direct investment (FDI) and establishing managerial control across borders, multinational enterprise (MNE) managers have become progressively more able to slice global value chain activities into finer pieces and allocate them across multiple locations. Global strategy studies these competitive cross-national dynamics and how ?a firm's competitive position in one national market is significantly affected by its competitive position in other national markets? (Ghoshal, 1987: 425). Thus, decisions on the location (where) and degree/form of control (how) (Buckley and Ghauri, 2004) are critical sources of competitive advantage in managing MNEs. When firms decide to go international for various strategic objectives, they might choose to have full managerial control and acquire a firm or develop a new wholly owned subsidiary, but alternatively they might engage in different degrees of cooperation with other firms (Kogut and Singh, 1988). Generally, firms get involved in interorganizational relationships abroad to minimize firm costs, create discriminating alignment between host country uncertainties and firm control, and learn from its partners. The two articles that I discuss here explore interesting questions within interorganizational networks. Contractor, Woodley, and Piepenbrink's (2011) article distinguishes among three cross-national interorganizational relationships: licensing agreements, non-equity relational contracting (e.g., supply chain relationships), and equity joint ventures. Reuer et al. (2011) focus on equity international joint ventures (IJVs). One of the common denominators of these two articles is that they are concerned with increasing our understanding of interorganizational governance in the context of cross-national ventures. In this essay, I highlight the main ideas in these two articles on their core subject of interorganizational governance and suggest newquestions for future research at .Printed journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| GSJ0101/02 | PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Strategic Management Society., |
|---|---|
| Edisi | - |
| Subjek | Governance Foreign location choices Intercorporate relations |
| ISBN/ISSN | 20425791 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |