Edited by Masaaki Kotabe and Preet S. Aulakh
Chapter 10: Globalization of Firms: Strategies and Outcomes
10. Globalization of ﬁrms: strategies and outcomes Saeed Samiee The international business literature is replete with materials pertaining to the nature, prerequisites or drivers, imperatives, planning, and implementation of global strategy. Since 1980, the volume and the quality of the literature in international strategic management have signiﬁcantly increased. Much of the credit for developing this area goes to strategic management and, to some extent, marketing scholars who have, largely independently of one another, investigated and analyzed global strategy from different perspectives. Despite these advances, responding to research questions posed by technological advances and increasing internationalization and globalization drives remains a major challenge in strategic management (Bettis and Hitt 1995). In relative terms, global strategy as a discipline is in its infancy. From its inception, strategic management has been concerned with business concepts and practices that affect performance. Presumably the development of relevant theories and concepts can capture dimensions that lead to superior performance and can be incorporated in the ﬁrm’s strategic plan. However this objective may have been accomplished in a domestic sense, its international application is a debatable topic. In particular, performance consequences of globalization as a strategic thrust are not known. A range of strategies has been followed by ﬁrms in pursuit of internationalization, some of which ﬁt the framework and strategies echoed in the literature and constitute globalization. Three issues regarding globalization are noteworthy. First, there are clearly degrees of globalization. In general, globalization patterns tend to be unique to the ﬁrm (for example, international business...
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