Dear Friends and Colleagues,
The May 2017 issue of Global Strategy Journal is out!
Below is the extended table of contents.You can access the articles at
hope that you will enjoy them!
Ram and Torben
in the Editorial Team of Global Strategy Journal (pages 153–154)
Rising skepticism (pages 155–158)
Ram Mudambi and Torben Pedersen
and Mortar in a Borderless World: Globalization, the Backlash, and the Multinational Enterprise (pages 159–171)
Stephen J. Kobrin
Globalization, increased interconnectedness, and deep integration resulted in significant increases in trade and FDI from 1989 through 2008. The recession marked
the end of that trend and the rise of a broad-based opposition that has economic, social, and political components. This article explores the backlash, arguing that is driven by
sociotropic perceptions. While globalization can be explained as a cyclical or structural phenomenon, I argue that
technological change results in a networked global economy, the transition from a space of places to a space of flows, and increases the potential cost of devolution to the point where economic independence is no longer feasible. Nonetheless, I conclude that
MNCs face a period of prolonged uncertainty and develop implications for firm strategy.
do subsidiaries assume autonomy? A refined application of agency theory within the subsidiary-headquarters context (pages 172–192)
Andrew Cavanagh, Susan Freeman, Paul Kalfadellis and Salih Tamer Cavusgil
While the notion of subsidiary autonomy has received considerable attention within the international business literature, extant research is yet to comprehensively distinguish
between the different types of subsidiary autonomy. This article outlines a key type that is independently claimed by the subsidiary, ‘assumed autonomy,’ and makes the following contributions: first, we outline the causes for this type of autonomy. Second,
we elucidate how assumed autonomy is viewed by the head office. In doing so, the article also challenges previous applications of agency theory within the subsidiary-headquarters context, arguing the need for a refined, more nuanced interpretation in this
setting to reflect a revised set of agency theory assumptions.
via agglomeration: A study of township clusters (pages 193–211)
Liangding Jia, Sali Li, Steve
Tallman and Yaqin Zheng
This study examines both the horizontal and the vertical dimensions of Chinese township industrial clusters in order to disentangle the determinants of catch-up performance.
By examining 87 township clusters in Jiangsu Province, we find that a cluster's competitive intensity partially mediates the relationship between cluster size and cluster performance and that the number of R&D centers and interfirm joint actions in a cluster
positively affects a cluster's innovativeness which, in turn, contributes to cluster performance. Our study not only helps shed light on what strategic factors led Chinese manufacturing clusters to catch up in the global value chain, but our findings can be
used as a basis for comparison with other types of clusters around the world.
or greenfield entry into Africa? Responding to institutional dynamics in an emerging continent (pages 212–230)
Ruiyuan Chen, Lin Cui, Sali Li and Robert Rolfe
Foreign direct investment establishment mode literature has focused on the impact of unidimensional measures of institutional status, despite
that institutional environments in emerging economies undergo substantial and continuous changes in multiple dimensions.
This study integrates the dynamic institution-based view with the theoretical construct of institutional competitive advantages to examine the heterogeneous strategic responses of investing firms to host country institutional dynamics. Empirical results from
2,245 FDIs into Africa during the period 2008–2013 show that multinational enterprises MNEs are more likely to adopt: (1) a greenfield mode in countries with rapid development of formal institutions; and (2) an acquisition mode in countries with rapid development
of factor markets. Moreover, the regional experience of MNEs strengthens the first effect, while the institutional ties strengthen both effects.
Alvaro CUERVO-CAZURRA, Ph.D.
Professor of International Business and Strategy and Lloyd
J. Mullin Research Fellow
Co-Editor, Global Strategy Journal
Immediate Past Chair, International Management Division, Academy of Management
Northeastern University, D'Amore-McKim School of Business
313 Hayden Hall, 360 Huntington Avenue, Boston, MA 02115, USA
Phone 1.617.373.6568, Fax 1.617.373.8628
[log in to unmask],
Overcoming human capital voids in underdeveloped countries, Global Strategy Journal (2017) http://onlinelibrary.wiley.com/doi/10.1002/gsj.1144/full
Multilatinas as a source of new theoretical insights: The learning and escape drivers of international expansion, Journal of Business Research
Learning by doing in emerging market multinationals, Journal of World Business (2016) http://www.sciencedirect.com/science/article/pii/S1090951616300670
State-Owned Multinationals: Governments in Global Business. Palgrave (2017) http://www.palgrave.com/de/book/9783319517148
Emerging Market Multinationals: Managing Operational Challenges for Sustained International Growth. Cambridge University Press (2016) http://www.amazon.com/Emerging-Market-Multinationals-Operational-International/dp/1107073146/ref=sr_1_1?s=books&ie=UTF8&qid=1458691130&sr=1-1