International Business Theories & Management

Transcription

1 International Business Theories & Management Ph. D. Program in Management Graduate School of Management I-Shou University February 2004 Time: Instructor: Prof. Shih-Chieh Fang Office: NKFUST 理 C315 Office phone: Nature and Objectives of the Course: Mutinational Enterprise (MNE) as a distinctive firm(organization) 度來 MNE (Cross culture or Cross-border) 異 利 不 MNEs 理 略 MNEs (F.D.I) (Why?) (Where?) (How?) 理 行 力 理 論 了 MNE (What?) Why? where? and How? 列 理論 International business theory, IBT 理 (International business management, IBM) IB theory follow 理論 邏 (1)Why does MNE exist? (2)The boundary of MNEs(Entry mode) (3)How does MNE operate effectively(organization structure design) General theory of the firm (Dunning, 1993; Buckly & Chapma, 1995) IBM (1)MNEs 異 略 (Configuration) (2)MNE 理 (e.g, Global marketing international human resource ) 了 IBT IBM 令 IB IB 領 見 Course Requirements and Grading Weekly critique Class Participation Mid-term report Oral Outline Final report Literature review

2 Suggested Books: 1. Prahalad, C. K. & Doz, Y. L. (1987), The Multinational Mission, NY: Free Press. 2. Nohria, N. & Ghoshal S. (1997), The Differentiated Network, Jossey-Bass. 3. Bartlett, C. A. & Ghoshal, S. (2000), Text, Cases, and Readings in Cross-Border Management (3 rd ), New York: McGraw-Hill. 4. Bartlett, C. A. & Ghoshal, G. (1989), Managing Across Border 理, 李, 北 : 流. 5. Porter, M. E. (eds.) (2000), World View: Global Strategies for the New Economy,, 北 :. 6. Kenichi Ohame (1985), Triad Power, 北 :. 7. Kenichi Ohame (1990), The Borderless World, 北 : 聯. 8. Thurow, L. C. (1992), Head to Head,, 北 :. Teaching Materials Selected papers. 0. Overview & introduction 1. Bartlett, C. A. & Ghoshal, S. (2000), Ch1: Cross-border management motivations and mentalities, Text, Cases, and Readings in Cross-Border Management (3 rd ), pp. 1-16, New York: McGraw-Hill. 2. Perlmutter, H. V. (2000), Readings 1-1: The tortuous evolution of the multinational corporation, In Bartlett, C. A. & Ghoshal, S., Text, Cases, and Readings in Cross-Border Management (3 rd ), pp , New York: McGraw-Hill. 3. Roth, K. & Kostova, T. (2003), The use of the multinational corporation as a research context, Journal of Management, pp Buckley, P. J. & Chapman M. (1996), Theory and Method in International Business Research, International Business Review, 5(3), pp Topic : Theories of MNEs Early development(the evolution of MNE theories) 1. Casson, M. (1987), Ch2: General theories of the multinational enterprise: a critical examination, The Firm and the Market: Studies on Multinational Enterprise and the Scope of the Firm, pp , Oxford: Blackwell. 2. Buckley, J. (1985), Ch1: A critical view of theories of the multinational enterprise, In Buckley, J. & Casson, M. (eds.), The economic theory of the multinational enterprise, pp. 1-19, London: Macmillan. 3. Buckley, J. & Casson, M. (1976), Ch3: Alternative theories of the multinational enterprise, The Future of the Multinational Enterprise, pp , London: Macmillan. 2

3 4. Cantwell, J. (1991), Ch2: A survey of theories of international production, In Pitelis, N. & Sugden, R. (eds.), The Nature of the Transnational Firm, pp , NY: Rougtledge. Market Power (I-O Approach) 1. Hymer, S. (1960), Ch1: On multinational corporations and foreign direct investment, In Dunning, J. H. (ed.), 1993, The Theory of Transnational Corporations, pp , NY: Rougtledge. 2. Caves, R. E. (1971), Ch3: International corporations: the industrial economics of foreign investment, In Dunning, J. H. (ed.), 1993, The Theory of Transnational Corporations, pp , NY: Rougtledge. ( Economica, 38, pp. 1-27) 3. Teece, D. (1981), The multinational enterprise: Market failure and market power considerations, Sloan Management Review, 22(3), pp Dunning, J. & Rugman, A. (1985), The influence of Hymer s dissertation on the theory of foreign direct investment, American Economic Review, 75(2), pp Yamin, M. (1991), Ch3: A reassessment of Hymer s contribution to the theory of the transnational corporation, In Pitelis, N. & Sugden, R. (eds.), The Nature of the Transnational Firm, pp , NY: Rougtledge. Transaction Cost & Internalization 1. Buckley, J. & Casson, M. (1976), Ch2: A long run theory of the multinational enterprise, The Future of the Multinational Enterprise, pp , London: Macmillan. 2. Casson, M. (1992), Ch1: International theory and beyond, In Buckley, J. (ed.), New Directions in International Business: Research priorities for the 1990s, pp. 4-27, Aldershot, Hants, England: Edward Elgar. 3. Rugman, A. M. & Verbeke, A. (2003), Extending the theory of the multinational enterprise: International and strategic management perspectives, Journal of International Studies, 34(2), pp Hennart, J. (1986), What if internalization, Weltwirtschaftliches Archiv, 122, pp Teece, D. (1986), Transaction cost economics and the multinational enterprise: An assessment, Journal of Economics Behavior and Organization, 7, pp Hennart, J. (1991), Ch4: The transaction cost theory of multinational enterprise, In Pitelis, N. & Sugden, R. (eds.), The Nature of the Transnational Firm, pp , NY: Rougtledge. 7. Hennart, J. (1991), Control in multinational firms: the role of price and hierarchy, Management International Review, 31, pp Hennart, J. (1993), Explaining the swollen middle, Organization Science, 4, pp Knowledge-based View in IB Theories 1. Almeida, P., Song, J. & Grant, R. M. (2002), Are forms superior to alliances and markets: An empirical coast of cross-border knowledge building, Organization Science, 13(2), pp

4 2. Andersson, U. (2003), Managing the transfer of capabilities within multinational corporations: the dual role of the subsidiary, Scandinavian Journal of Management, 19, pp Martin, X. & Salomon, R. (2003), Knowledge transfer capability and its implications for the theory of the multinational corporation, Journal of International Business Studies, 34, pp Martin, X. & Salomon, R. (2003), Tacitness, learning and international expansion: A study of foreign direct investment in a knowledge-intensive industry, Organization Science, 14(3), pp Foss, N. J. & Pedersen, T., Transferring knowledge in MNEs: The role of sources of subsidiary knowledge and organizational context, Journal of International Management, 8, pp Schiegelmilch, B. B. & Chini, T. C. (2003), Knowledge transfer between marketing functions in multinational companies: a conceptual model, International Business Review, 12, pp Eclectic Paradigm 1. Dunning, J. H. (1988), The Eclectic Paradigm of International Production: A Restatement and Some Possible Extentions, Journal of International Business Studies, Spring, 19(1), pp Dunning, J. H. (1988), Introduction and Ch1-2, Explaining International Production, London: Unwin Hyman. 3. Dunning, J. H. (1988), Ch3: The Changing Dynamics of International Production, ibid. 4. Brouthers, K. D., Brouthers, L. E. & Wernert, S. (1996), Dunning s eclectic theory and the smaller firm: the Impact of ownership and locational advantages on the choice of entry-modes in the computer software Industry, International Business Review, 5(4), pp Itaki, M. (1991), A critical assessment of the eclestic theory of the multinational enterprise, Journal of International Business Studies, 22(3), pp Dunning, J. (2000), The eclectic paradigm as an envelope for economic and business theories of MNE activity, International Business Studies, 9, pp Cantwell, J. & Narula, R. (2001), The eclectic paradigm in the global economy, International Journal o the Economics of Business, 8(2), pp Madhok, A. & Phene, A. (2001), The co-evolutional advantage: strategic management theory and the eclectic paradigm, International Journal o the Economics of Business, 8(2), pp Buckley, P. & Casson, M. (2001), The moral basis of global capitalism: beyond the eclectic theory, International Journal o the Economics of Business, 8(2), pp 六 Institutional Approach 1. Kostova, T. (1999), Transnational transfer of strategic organizational practices: A contextual perspective, Academy of Management Review, 24(2), pp

5 2. Kostova, T. & Zaheer, S. (1999), Organizational legitimacy under conditions of complexity: the case of the multinational enterprise, Academy of Management Review, 24(1), pp Kostova, T. & Roth, K. (2002), Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects, Academy of Management Journal, 45(1), pp Kostova, T. & Roth, K., (2003), Social capital in multination corporations and a micro-macro model of its formation, Academy of Management Review, 8, pp Osborn, R. N. & Hagedoorn, J. (1997), The Institutionalization and Evolutionary Dynamics of Interorganizational Alliances and Network, Academy of Management Journal, 40(2), pp Roberts, P. W. & Greenwood, R. (1997), Integrating Transaction Cost and Institutional Theories: Toward A Constrained-Efficiency Framework for Understanding Organizational Design Adoption, Academy of Management Review, 22(2), pp Lu, J. W. (2002), Intra- and Inter-organizational Limitative Behavior: Institutional Influences on Japanese Firms Entry Mode Choice, Journal of International Business Studies, 33(1), pp Yiu, D. & Makin, S. (2002), The choice between joint venture and wholly owned subsidiary: an institutional perspective, Organization Science, 13(6), pp Internationalization Process and Network Approach 1. Johanson, J. & Vahlne, Jan-Erik (1977), The internationalization process of the firm, Journal of International Business Studies, 8(1), pp Johanson, J. & Vahlne, Jan-Erik (1990), The mechanism of internationalization, International Marketing Review, 7(4), pp Chang, S. J. (1995), International expansion strategy of Japanese firms: Capability building through sequential entry, Academy of Management Journal, 38(2), pp Hennart, J. (1993), Explaining the swollen middle: Why most transactions are a mix of market and hierarchy, Organization Science, 4(4), pp Hadleym R. D. & Wilson, H. M. (2003), The network model of internationalization and experiential knowledge, International Business Review, 12(6), pp Araujo, L. & Rezende, S. (2003), Path dependence, MNCs and the internationalization process: a relational approach, International Business Review, 12(6), pp Sharm, D. D. & Blomstermo, A. (2003), The internationalization process of born globals: a network view, International Business Review, 12(6), pp Johanson, J. & Valhne, Jan-Erik (1990), The mechanism of internationalization, International Marketing Review, 7(4), pp Forsgren, M. (2002), The concept of learning in Uppsala internationalization process model: a critical review, international Business Review (Special issue on the internationalization process of the firm), 11(3), pp

6 Topic : International Business Management I-R Framework 1. Johnson H. (1995), An empirical analysis of the integration-responsiveness framework: U.S. construction equipment industry firms in global competition, Journal of international business studies, Luo, Y. (2001), Determinants of local responsiveness: perspectives from foreign subsidiaries in an emerging market, Journal of management, 27, Prahalad, C. K. & Doz, Y. (1987), Ch2: Mapping the characteristics of a business; Ch3: The Dynamics of global competition, The Mutinational Mission, pp , NY: Free Press. 4. Mauri, A. J. & Sambharya, R. B. (2001), The impact of global integration on MNE performance: evidence from global industries, International Business Review, 10, Roth, K. & Morrison, A. J. (1990), An empirical analysis of the integration-responsiveness framework in global industries, Journal of international business, 21(4), pp Entry Modes/Strategies 1. Agarwal, S. & Ramaswami, N. (1992), Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors, Journal of International Business Studies, 23(1), pp Kim, W. C. & Hwang, P. (1992), Global Strategy and Multinationals Entry Mode Choice, Journal of International Business Studies, 23(1), pp Madhok, A. (1996), Know-How-, experience-and competition-related considerations in foreign market entry: an exploratory investigation, International Business Review, 5(5), pp Delios, A. & Beamish, P. W. (1999), Ownership strategy of Japanese firms: transactional, institutional, and experience influences, Strategic Management Journal, 20, pp Hill, C. W., Hwang, P. & Kim, W. C. (1990), An eclectic theory of the choice of international entry mode, Strategic Management Journal, 11, pp Gomes-Casseres, B. (1989), Ownership structure of foreign subsidiaries: theory and evidence, Journal of Economic Behavior and Organization, 11, pp Contractor, F. J. (1990), Contractual and cooperative forms of international business: towards a unified theory of model choice, Management International Review, 30(1), pp Chang, S. J. & Singh, H. (1999), The impact of modes of entry and resource fit on modes of exit by multibusiness firms, Strategic Management Journal, 20, pp Organization Control and Coordination 1. Egelhoff, W. C. (1988), Strategy and structure in multinational corporations: a revision of the Stopford and Well model, Strategic Management Journal, 9, pp

7 2. Ghoshal, S. & Nohria, N. (1993), Horses for courses: Organizational forms for multinational corporations, Sloan Management Review, 34, pp Bartlett, C. A. & Ghoshal, S. (2000), Ch5: Developing Coordination and Control: The Organizational Challenge, Transnational Management: Text, Cases, and Readings (3 rd ), pp , New York: McGraw-Hill. 4. Martinez, J. & Jarillo, J. (1989), The Evolution of Research Coordination Mechanisms in Mutinational Corporations, Journal of International Business Studies, Fall, Ghoshal, S. & Nohria, N. (1989), Internal differentiation within multinational corporations, Strategic Management Journal, 10, pp Nohria, N. & Ghoshal, S. (1994), Differentiated fit and shared values: alternatives for managing headquarters-subsidiary relations, Strategic Management Journal, 15, pp Subsidiaries Role 1. Andersson, U., Forsgren, M. & Holm, U. (2001), Subsidiary embeddedness and competence development in MNCs- a muti-level analysis, Organization Studies, 22(6), pp O Donnell, S. W. (2000), Managing foreign subsidiaries: agents of headquarters, or an interdependent network?, Strategic Management Journal, 21, pp Anderson, U. & Forsgren, M. (1996), Subsidiary embeddedness and control in the multinational corporation, International Business Review, 5(5), pp Birkinshaw, J. & Hood, N. (1998), Multinational subsidiary evolution: capability and charter change in foreign-owned subsidiary companies, Academy of Management Review, 23(4), pp Andersson, U., Forsgren, M. & Holm, U. (2002), The strategic impact of external networkd: subsidiary performance and competence development in the multinational corporation, Strategic Management Journal, 23, pp Andersson, U. & Forsgren, M. (2000), In search of excellence: Network embeddedness and subsidiary roles in multinational corporations, Management International Review, 40(4), pp Birkinshaw, J., Hood, N. & Jonsson, S. (1998), Building firm-specific advantages in multinational corporations: The role of subsidiary initiative, Strategic Management Journal, 19(3), pp Paterson, S. L. & Brock, D. M. (2002), The development of subsidiary- management research: review and theoretical analysis, International Business Review, 11, pp Paterson, S. L. & Brock, D. M. (2002), The development of subsidiary-management research: review and theoretical analysis, International Business Review, 11, pp Young, S. & Tavares, A. T. (2004), Centralization and autonomy: back to the future, International Business Review, 13, pp

8 International Business Strategies 1. Delany, Ed. (2000), Strategic development of the multinational subsidiary through subsidiary initiative-taking, Long Range Planning, 33(2), pp Taggart, J. H. (1998), Strategy Shifts In MNC Subsidiaries, Strategic Management Journal, 19, pp Andersson, U. & Pahlberg, C. (1997), Subsidiary influence on strategic behavior in MNCs, International Business Review, 6(3), pp Geringer, J. M., Tallman, S. & Olsen, D. M. (2000), Product and international diversification among Japanese multinational firms, Strategic Management Journal, 21(1), pp Fahy, J. (2002), A resource-based analysis of sustainable competitive advantage in a global environment, International Business Review, 11, pp Ghoshal, S. & Bartlett, C. A. (1990), The multinational corporation as an interorganizational network, Academy of Management Review, 15(4), pp Solberg, C. A. (1997), A framework for analysis of strategy development in globalization markets, Journal of International Marketing, 5(1), pp Capar, N. & Kotabe, M. (2003), The relationship between international diversification and performance in service firms, Journal of International Business Studies, 34, pp Kim, K., Park, J-H & Prescott, JE (2003), The global integration of business functions: a study of multinational business in integrated global industries, Journal of International Business Studies, 34, pp Ghemawat, P. Semiglobalization and international business strategy, Journal of International Business Studies, 34(2), pp Doukas, J. A. & Lang, L. (2003), Foreign direct investment, diversification and firm performance, Journal of International Business Studies, 34(2), pp Rangan, S. & Drummond, A. (2004), Explaining outcomes in competition among foreign multinationals in a focal host market, Strategic Management Journal, 25, pp 六 Cross-culture & Environment 1. Brouthers, K. D. & Brouthers, L. E. (2001), Explaining the national cultural distance paradox, Journal of International Business Studies, 32(1), pp Shenker, O. (2001), Cultural distance revisited: Towards a more rigorous conceptualization and measurement of cultural differences, Journal of International Business Studies, 32(3), pp Bartlett, C. A. & Ghoshal, S. (2000), Ch2: Responding to conflicting demands: the environmental challenge, Transnational Management: Text, Cases, and Readings (3 rd ), pp , New York: McGraw-Hill. 4. Bartlett, C. A. & Ghoshal, S. (2000), Reading 2-2: Culture and organization, Transnational Management: Text, Cases, and Readings (3 rd ), pp , New York: McGraw-Hill. 8

9 International Human Resource Management 1. Taylor, Beechler and Napier Toward an integrative model of strategic international human resource management. AMR, 21: Shaffer, M. A., Harrison, D. A. & Gilley K. M. (1999), Dimensions, determinants, and differences in expatriate adjustment process, Journal of International Business Studies, 30(3), pp Rosenzweig, P. & Nohria, N. (1994), Influences on human resource practices in multinational corporations, Journal of International Business Studies, 25(2), pp International Marketing 1. Lord, M. D. & Ranft, A. L. (2000), Organizational learning about new international markets: exploring the internal transfer of local market knowledge, Journal of International Business Studies, 31(4), pp Laroche, M., Kirpalani, V. H., Pons, F. & Zhou, L. (2001), A model of advertising standardization in multinational corporations, Journal of International Business Studies, 32(2), pp Lim, J-S., Sharkey, T. W. & Kim, K. I. (1993), Determinants of international marketing strategy, Management International Review, 33, pp International R & D 1. Kuemmerle, W. (1999), The drivers of foreign direct investment into research and development: An empirical investigation, Journal of International Business Studies, 30(1), pp Kumar, N. (2001), Determinants of location of overseas R&D activity of multinational enterprises: the case of US and Japanese corporations, Research Policy, 30, pp Birkinshaw, J. (2002), Managing internal R&D networks in global firms: what sort of knowledge is involved?, Long Range Planning, 35, pp 識流 理 9