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Semiglobalization and international business strategy
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“The world is, and is likely to remain, only semiglobalized (Ghemawat, 2003).”
From A dynamic capabilities-based entrepreneurial theory of the multinational enterprise (2014) · cites this paper as Ghemawat, 2003
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Ye, M., Lu, W., Flanagan, R., & Chau, K. W. (2019) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.1831 · Cited by 57
Terrorism and country-level global business failure
Tingbani, I., Okafor, G., Tauringana, V., & Zalata, A. (2019) · Journal of business research · doi:10.1016/j.jbusres.2018.08.037 · Cited by 42
“For example, some of the research have suggested that following a terrorist attack, and where there is a need for structural repairs (Enderwick 2001; Ghemawat 2003; Suder 2004), that employees will be unwilling to work during the night or at the weekends, thereby, increasing the costs for business…”
BackgroundInfluentialNell, P. C., Ambos, B., & Schlegelmilch, B. B. (2011) · Advances in international management · doi:10.1108/s1571-5027(2011)0000024011 · Cited by 39
Altman, S. A., Bastian, C. R., & Fattedad, D. (2024) · Journal of International Business Policy · doi:10.1057/s42214-024-00197-0 · Cited by 50
“Pankaj Ghemawat (2001, 2003) drew the field’s attention to how multiple dimensions of distance constrain international activity, characterizing the world as ‘semiglobalized.’”
Place-based business models for resilient local economies
Gregorio, D. D. (2017) · Journal of Enterprising Communities People and Places in the Global Economy · doi:10.1108/jec-02-2015-0016 · Cited by 53
Chung, H. (2013) · International Business Review · doi:10.1016/j.ibusrev.2013.04.005 · Cited by 41
“In the case of family business groups, the trade-off between incentive and entrenchment impact from family involvement will achieve desirable end withmore distinctive semi-globalization pattern concern in family enterprises (Ghemawat, 2003; Rugman & Verbeke, 2004).”
BackgroundAn Exploratory Study on International R&D Strategies of Chinese Companies in Europe
Minin, A. D., & Zhang, J.-Y. (2010) · Review of Policy Research · doi:10.1111/j.1541-1338.2010.00450.x · Cited by 40
The Regional Strategies of B ritish Multinational Subsidiaries in S outh E ast A sia
Nguyen, Q. T. K. (2013) · British Journal of Management · doi:10.1111/1467-8551.12006 · Cited by 32
“The more recent evidence on the existence of incomplete cross-border integration, which Ghemawat (2003) refers to as ‘semi-globalization’, thus requires regionalization (Kolk, 2010).”
The early and rapid internationalization of Asian emerging MNEs
Chang, J.-C. (2011) · Competitiveness Review An International Business Journal incorporating Journal of Global Competitiveness · doi:10.1108/10595421111117452 · Cited by 39
Does innovation lead to global orientation? Empirical evidence from a sample of Italian firms
Cerrato, D. (2009) · European Management Journal · doi:10.1016/j.emj.2009.03.001 · Cited by 41
Family firm internationalization: Past research and an agenda for the future
Arrègle, J.-L., Chirico, F., Kano, L. L., Kundu, S. K., Majocchi, A., & Schulze, W. S. (2021) · Journal of International Business Studies · doi:10.1057/s41267-021-00425-2 · Cited by 217
“Institutions often have a supranational regional dimension, as explored in the regionalization and semi-globalization literature (Ghemawat, 2003a; Rugman & Verbeke, 2004).”
A contingency perspective on imitation strategies: When is “benchmarking” ineffective?
Posen, H. E., Yi, S., & Lee, J. (2019) · Strategic Management Journal · doi:10.1002/smj.3101 · Cited by 37
International strategy for the nonmarket context: stakeholders, issues, networks, and geography
Lucea, R., & Doh, J. (2012) · Business and Politics · doi:10.1515/bap-2012-0018 · Cited by 37
Fuchs, E. R. H., Field, F., Roth, R., & Kirchain, R. (2010) · doi:10.1016/j.ijpe.2011.03.008 · Cited by 36
“The idea that management practices may need to differ with regional and national contexts has a long history in the international business literature (Ricart et al., 2004), with some arguing that it is actually the focus of the field (Ghemawat, 2003).”
BackgroundGlobal Integration ' Global Concentration
Ghemawat, P., & Ghadar, F. (2006) · doi:10.1093/icc/dtl013 · Cited by 36
“(6)The calculations here, some of which were reported on in more detail in Ghemawat and Ghadar (2000), used a modified HHI calculated from the market shares of the top 10 firms in each industry (although the market shares themselves are based on the combined size of all firms rather than just the top 10 firms).”
BackgroundMethodInfluentialSelf-citationA longitudinal study of MNE innovation: the case of Goodyear
Scalera, V. G., Mukherjee, D., Perri, A., & Mudambi, R. (2014) · Multinational Business Review · doi:10.1108/mbr-06-2014-0021 · Cited by 36
Competitiveness and interregional as well as international trade: The case of Catalonia
Ghemawat, P., Llano, C., & Requena, F. (2010) · doi:10.1016/j.ijindorg.2010.03.013 · Cited by 35
“See Ghemawat (2003) for a comprehensive review of data indicating semiglobalization at the international level and Ghemawat (2008) for a discussion of some of the evidence that there are also smaller but still significant barriers to integration across regions within a country.”
MethodSelf-citationMeasuring Long Term Superior Performance: The UK's Long-Term Superior Performers 1984-2003
Yip, G. S., Devinney, T., & Johnson, G. (2009) · Long Range Planning · doi:10.1016/j.lrp.2009.05.001 · Cited by 35
Regionalization Strategies of E uropean U nion Electric Utilities
Kolk, A., Lindeque, J. P., & van den Buuse, D. (2013) · British Journal of Management · doi:10.1111/1467-8551.12015 · Cited by 36
“Hodgetts, 2001), it has evolved as a firm-level manifestation of semi-globalization, which alludes to the fact that markets show neither complete fragmentation nor perfect integration (Ghemawat, 2003).”
Springboarding: a new geographical landscape for European foreign investment in Latin America
Barber, J. P., & Camps, J. (2011) · Journal of Economic Geography · doi:10.1093/jeg/lbr021 · Cited by 35
Foreign direct investment and regulatory remedies for banking crises: Lessons from Japan
Allen, L., Chakraborty, S., & Watanabe, W. (2011) · Journal of International Business Studies · doi:10.1057/jibs.2011.17 · Cited by 34
Toward a Theory of Regional Organization
Li, G.-H., Yu, C. J., & Seetoo, D.-H. (2010) · Management International Review · doi:10.1007/s11575-009-0021-8 · Cited by 28
“triadism. the world is not fully integrated, but, by moving towards regionalization, it is in a state of semi-globalization ( Ghemawat 2003 ).�For�MNCs, �it�is�strategically�important� to have a stronghold in each one of the triads (Ohmae 1985; Rugman and Verbeke 2004; Yeung et al. 2001).”
BackgroundHong, E., Lee, I. H., & Makino, S. (2018) · Journal of International Management · doi:10.1016/j.intman.2018.11.003 · Cited by 38
“Ghemawat (2003) highlights the importance of FSA replication, whereby MNEs exploit market similarities across multiple foreign countries, leading to economies of scale and increased scope of common activities.”
BackgroundThe Laws of Globalization and Business Applications
Ghemawat, P. (2016) · Cambridge University Press eBooks · doi:10.1017/9781316678503 · Cited by 65
Self-citationIntangible Assets and a Theory of Heterogeneous Firms
Teece, D. (2015) · Springer eBooks · doi:10.1007/978-3-319-07533-4_9 · Cited by 32
“In reality, the integration of markets for products, people, and ideas are far from complete and the world remains “semiglobalized” (Ghemawat, 2003).”
BackgroundReducing cultural uncertainty through experience gained in the domestic market
Hong, S. J., & Lee, S. (2014) · Journal of World Business · doi:10.1016/j.jwb.2014.06.002 · Cited by 37
“However, previous studies have identified that experiential knowledge may be employed neither in a country-specific manner only nor in a globally fungible way (Ghemawat, 2003).”
BackgroundInfluentialRegnér, P., & Zander, U. (2014) · British Journal of Management · doi:10.1111/1467-8551.12054 · Cited by 30
The Internationalization of the Public-Affairs Function in U.S. Multinational Enterprises
Boddewyn, J. J. (2007) · Business & Society · doi:10.1177/0007650307301381 · Cited by 32
Formal institutional context in global strategy research: A layer cake perspective
Andrews, D. S., Fainshmidt, S., Schotter, A. P. J., & Gaur, A. S. (2022) · Global Strategy Journal · doi:10.1002/gsj.1455 · Cited by 29
The role of MNEs’ internationalization patterns in their regional integration of FDI locations
Arrègle, J.-L., Miller, T. L., Hitt, M. A., & Beamish, P. W. (2018) · Journal of World Business · doi:10.1016/j.jwb.2018.07.004 · Cited by 30
MNE Headquarters Disaggregation: The Formation Antecedents of Regional Management Centers
Schotter, A. P. J., Stallkamp, M., & Pinkham, B. (2017) · Journal of Management Studies · doi:10.1111/joms.12285 · Cited by 33
Rubera, G., Griffith, D., & Yalcinkaya, G. (2012) · Journal of Product Innovation Management · doi:10.1111/j.1540-5885.2012.00952.x · Cited by 29
Deligonul, S. Z. (2019) · Journal of World Business · doi:10.1016/j.jwb.2019.101041 · Cited by 30
The role of sales representatives in cross-cultural business-to-business relationships
Gu, F. F., Wang, J. J., & Wang, D. T. (2016) · Industrial Marketing Management · doi:10.1016/j.indmarman.2016.10.002 · Cited by 29
When distance does not matter: Implications for Latin American multinationals
Conti, C. R., Parente, R., & de Vasconcelos, F. C. (2015) · Journal of Business Research · doi:10.1016/j.jbusres.2015.10.144 · Cited by 32
Open-Innovation Effectiveness: When does the Macro Design of Alliance Portfolios Matter?
Rogbeer, S., Almahendra, R., & Ambos, B. (2014) · Journal of International Management · doi:10.1016/j.intman.2014.09.003 · Cited by 27
O efeito do país sobre o desempenho da firma: uma abordagem multinível
Goldszmidt, R., de Vasconcelos, F. D., & Brito, L. A. L. (2007) · Revista de Administração de Empresas · doi:10.1590/s0034-75902007000400003 · Cited by 27
Dynamic Capabilities and the Multinational Enterprise
Teece, D. J. (2017) · Springer eBooks · doi:10.1007/978-3-662-49502-5_5 · Cited by 26
Do I stay or do I go? Sub-national drivers for post-entry subsidiary development
Chidlow, A., Holmström-Lind, C., Holm, U., & Tallman, S. (2014) · International Business Review · doi:10.1016/j.ibusrev.2014.07.011 · Cited by 26
“the ongoing debate in the international business field on the subnational regional dimension of MNCs’ foreign subsidiary location (Arregle et al., 2009; Ghemawat, 2003; Ma et al., 2013).”
BackgroundFirm, industry, and country effects on CO2 emissions levels
López‐Manuel, L., Vázquez, X., & Sartal, A. (2023) · Business Strategy and the Environment · doi:10.1002/bse.3348 · Cited by 25
Paths and geographic scope of international expansion across industries
Oh, C. H., Kim, M., & Shin, J. (2019) · International Business Review · doi:10.1016/j.ibusrev.2018.12.002 · Cited by 30
Home Region Focus and Technical Efficiency of Multinational Enterprise
Banalieva, E. R., Santoro, M. D., & Jiang, R. J. (2012) · Management International Review · doi:10.1007/s11575-011-0127-7 · Cited by 31
How weak are the signals? International price indices and multinational enterprises
Eden, L., & Rodriguez, P. L. (2004) · doi:10.1057/palgrave.jibs.8400069 · Cited by 25
“Ghemawat (2003) provides empirical evidence that international product and factor markets are semiglobalized, and argues that arbitrage is a key strategy that MNEs use to take advantage of semiglobalization.”
BackgroundEthics and international business research: Considerations and best practices
Miller, S. R., Moore, F., & Eden, L. (2023) · International Business Review · doi:10.1016/j.ibusrev.2023.102207 · Cited by 32
Institutional quality and firm-level financial performance: implications from G8 and MENA Countries
Eldomiaty, T., Apaydin, M., El-Sehwagy, A., & Rashwan, M. (2023) · Cogent Economics & Finance · doi:10.1080/23322039.2023.2220249 · Cited by 24
“These findings are also reported by several studies such as Furman (2000), Ghemawat (2003), and Hawawini et al. (2004).”
BackgroundResultInfluentialGalván-Vela, E., Herrera, E., Rodríguez, D. M. B., & Ravina-Ripoll, R. (2021) · Journal of risk and financial management · doi:10.3390/jrfm14040148 · Cited by 24
FDI location choice: the role of locational ambidexterity
Huang, S., & Cantwell, J. (2017) · Multinational Business Review · doi:10.1108/mbr-04-2016-0016 · Cited by 28
Consumer Expectations Regarding Sustainable Food: Insights from Developed and Emerging Markets
Sidali, K. L., Spiller, A., & von Meyer-Höfer, M. (2016) · RePEc: Research Papers in Economics · doi:10.22004/ag.econ.244698 · Cited by 25
Multinational enterprises and climate change strategies
Kolk, A., & Jonatan, J. (2011) · doi:10.4337/9781781009147.00033 · Cited by 24
“In this situation, FSAs may arise from ‘internalization arbitrage’ (cf. Ghemawat, 2003; Rugman & Verbeke, 2004) in the sense that MNEs obtain an advantage from proximity and easy access to multiple external markets that offer such best available practices.”
Geographic Orientation and Performance
Beleska‐Spasova, E., & Glaister, K. W. (2010) · Management International Review · doi:10.1007/s11575-010-0052-1 · Cited by 25
“Although many of the world’s largest multinational enterprises (MNEs) have been labeled as ‘global companies’, the emerging empirical evidence indicates that few actually engage in substantial operations beyond their home regions ( Ghemawat, 2003, 2005; Rugman and Verbeke 2004; Delios and Beamish 2005; Rugman 2005).”
BackgroundSpeculation in international crises: report from the Gulf
Weiner, R. J. (2005) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8400158 · Cited by 21
“In contrast, discussion of globalization of financial markets in the IB literature is sparse (e.g., Foerster and Karolyi, 1993; Ghemawat, 2003).”
BackgroundWhat makes MNCs succeed in developing countries? An empirical analysis of subsidiary performance
Hansen, M. W., & Gwozdz, W. (2015) · Multinational Business Review · doi:10.1108/mbr-06-2014-0020 · Cited by 23
“We thus tend to agree with those authors arguing that in a global economy, the defining differentiator between firms has become ability to manage geographically dispersed activities (Kogut, 1985), to integrate and arbitrage between activities in numerous locations (Ghemawat, 2003), and to manage institutional specific…”
BackgroundResultPlaying the game of catching-up: global strategy building in a Chinese company
Zhu, Y., Lynch, R., & Jin, Z. (2011) · Asia Pacific Business Review · doi:10.1080/13602380903549781 · Cited by 23
“Globalization refers to an industry in which a firm’s competitive position in one country is significantly affected by its position in other countries, with the firm’s activities being fully integrated across national borders (Porter 1986, Ghemawat 2003, Rugman and Oh 2008).”
BackgroundMarketing learning by exporting – how export-induced marketing expenditures improve firm performance
Golovko, E., Bento, C. L., & Sofka, W. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.06.015 · Cited by 29
Subsidiaries of Multinational Corporations
Michailova, S., Mustaffa, Z., & Barner-Rаsmussen, W. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051816633071 · Cited by 19
Are the World's Largest Firms Regional or Global?
Berrill, J. (2015) · Thunderbird International Business Review · doi:10.1002/tie.21679 · Cited by 22
Fan, T., & Tan, A. (2015) · Management International Review · doi:10.1007/s11575-014-0229-0 · Cited by 22
“Second, the state’s domestic output per capita leapt from the level of developing countries to that of industrialized economies in three decades ending in the late-1990s (Ghemawat 2003), ensuring plenty of companies accustomed to the latest transport and telecommunications technologies.”
The geography of British exports: Country-level versus firm-level evidence
Beleska‐Spasova, E., & Glaister, K. W. (2009) · European Management Journal · doi:10.1016/j.emj.2009.03.002 · Cited by 21
“Ghemawat (2003) refers to this phenomenon as semi-globalization – a condition of incomplete market integration across borders where ‘‘. . . neither the barriers nor the links among markets in different countries can be neglected’’ (Ghemawat, 2003, p. 139).”
BackgroundGilbert, D. U., & Heinecke, P. (2014) · Management International Review · doi:10.1007/s11575-014-0220-9 · Cited by 18
“…cross-border integration for different types of markets (i.e., for products, capital, labor, and knowledge), referred to as semiglobalisation, where both the barriers and the links among these markets explain the regional expansion of MNCs (Banalieva and Dhanaraj 2013; Ghemawat 2003, 2005, 2007).”
Short Introduction to Strategic Management: Index
Andersen, T. (2013) · Cambridge University Press eBooks · doi:10.1017/cbo9781139381642 · Cited by 21
The Geographic Orientation of Multinational Enterprises and its Implications for Performance
Goerzen, A., & Asmussen, C. G. (2007) · Research in global strategic management · doi:10.1016/s1064-4857(07)13004-7 · Cited by 21
Incomplete global integration and regional knowledge-intensive service industries
Chen, Y.-M. (2006) · Service Industries Journal · doi:10.1080/02642060500369362 · Cited by 19
“While previous researchers [e.g. Ghemawat, 2003b; Kim et al., 2003; Makhija et al., 1997] heavily emphasised measuring global integration at the national, industry, and business levels, this research indicates several important limits based on an empirical literature review.”
BackgroundInfluentialThink global, act local: Corporate Social Responsibility Management in Multinational Companies
Morand, M., & Rayman-Bacchus, L. M. (2006) · doi:10.1108/17471117200600003 · Cited by 21
Regional and global strategies of multinational enterprises
Rugman, A. M. (2005) · Cambridge University Press eBooks · doi:10.1017/cbo9780511614071.004 · Cited by 23
Development of international corporate social responsibility framework and typology
Bhattacharyya, S. S. (2019) · Social Responsibility Journal · doi:10.1108/srj-04-2018-0094 · Cited by 24
Mauri, A. J., Song, S., & de Figueiredo, J. N. (2017) · Global Strategy Journal · doi:10.1002/gsj.1155 · Cited by 22
Student Perceptions of Internationalization, Multiculturalism, and Diversity in the Business School
Mitchell, M. C., & Vandegrift, D. (2014) · Journal of Teaching in International Business · doi:10.1080/08975930.2013.863720 · Cited by 20
The Born Global Illusion and the Regional Nature of International Business
Rugman, A. M., & Almodóvar, P. (2011) · Research in global strategic management · doi:10.1108/s1064-4857(2011)0000015015 · Cited by 22
Market characteristics and regionalisation patterns
Seno‐Alday, S. (2009) · European Management Journal · doi:10.1016/j.emj.2009.06.002 · Cited by 21
Problematizing the internationalization decision: terrorism‐induced risk
Liesch, P. W., Steen, J. T., Knight, G., & Czinkota, M. R. (2006) · Management Decision · doi:10.1108/00251740610673350 · Cited by 18
“) briefly mention the topic, while most recently, Ghemawat (2003, p. 150)”
BackgroundVerbeke, A., & Yuan, W. (2016) · Multinational Business Review · doi:10.1108/mbr-05-2015-0021 · Cited by 19
How much does host country matter, really?
Andrews, D. S., & Meyer, K. (2023) · Journal of World Business · doi:10.1016/j.jwb.2022.101413 · Cited by 19
How much does job autonomy vary across countries and other extra-organizational contexts?
van Hoorn, A. (2016) · The International Journal of Human Resource Management · doi:10.1080/09585192.2016.1192052 · Cited by 16
“…in the literature on semi-globalization, for various phenomena it may actually be more informative to transcend national borders as the differences most relevant to cross-border business occur between rather than within supranational clusters (Ohmae 1985; Ghemawat 2003; Rugman and Verbeke 2004).”
BackgroundInfluentialSkilled Egyptian diaspora contributions to Egypt
Mehrez, D. W., & Hamdy, H. (2010) · doi:10.1108/17537981011089550 · Cited by 19
Product adaptation in processes of internationalization
Horská, E., Ubrežiová, I., & Kekäle, T. (2007) · doi:10.1108/17465260710817519 · Cited by 19
TOWARD A MANAGERIAL THEORY OF THE MNC
Doz, Y. (2004) · Advances in international management · doi:10.1016/s0747-7929(04)16001-0 · Cited by 20
Pillich, S. M. (2024) · Management Review Quarterly · doi:10.1007/s11301-024-00414-3 · Cited by 16
International business opportunity recognition and development
Gregorio, D. D., Musteen, M., & Thomas, D. E. (2021) · International Journal of Entrepreneurial Behavior & Research · doi:10.1108/ijebr-03-2021-0227 · Cited by 18
Liu, Y., & MAULA, M. V. J. (2021) · Research Policy · doi:10.1016/j.respol.2021.104216 · Cited by 22
“When a firm enters foreign countries and participates in multiple networks, we argue that the location specificity (Ghemawat, 2003; Rugman and Verbeke, 2004) of firm-specific advantage becomes an important aspect to consider in understanding the value of network status.”
BackgroundPurkayastha, A., Sharma, S., & Karna, A. (2020) · Cross Cultural & Strategic Management · doi:10.1108/ccsm-03-2019-0055 · Cited by 21
What is the future of regional multinational enterprises?
Verbeke, A. C., Oh, C. H., & Jain, R. (2025) · International Business Review · doi:10.1016/j.ibusrev.2025.102442 · Cited by 19
Latecomer Challenge: African Multinationals from the Periphery
Verhoef, G. (2019) · IntechOpen eBooks · doi:10.5772/intechopen.81500 · Cited by 18
“The semi-globalisation literature argues that not only conditions in the home market impact on internationalisation decisions [55, 56] but also the nature of the markets into which expansion is planned.”
BackgroundInfluentialPogrebnyakov, N. (2016) · Management International Review · doi:10.1007/s11575-016-0281-z · Cited by 23
“This group also includes the regional internationalization (Rugman and Brain 2003) and the semiglobalization (Ghemawat 2003) perspectives.”
BackgroundUS firms – How global are they? A longitudinal study
O’Hagan-Luff, M., & Berrill, J. (2016) · International Review of Financial Analysis · doi:10.1016/j.irfa.2016.01.021 · Cited by 17
Testing the Global and Regional Strategies of Multinational Enterprises
Li, L., & Li, D. (2007) · Research in global strategic management · doi:10.1016/s1064-4857(07)13011-4 · Cited by 17
THE METANATIONAL FIRM IN CONTEXT: COMPETITION IN KNOWLEDGE-DRIVEN INDUSTRIES
Murtha, T. P. (2004) · Advances in international management · doi:10.1016/s0747-7929(04)16007-1 · Cited by 12
Capability-Based Theories of Multinational Enterprise Growth
Teece, D. J., & Petricevic, O. (2020) · The Oxford Handbook of International Business Strategy · doi:10.1093/oxfordhb/9780198868378.013.3 · Cited by 16
CAGE distance framework and bilateral trade flows: case of India
Tokas, K., & Deb, A. (2020) · Management Research Review · doi:10.1108/mrr-09-2019-0386 · Cited by 16
Lanfranchi, A. G., Melo, P. L. D. R., Borini, F. M., & Telles, R. (2020) · International Journal of Emerging Markets · doi:10.1108/ijoem-03-2019-0188 · Cited by 21
Institutional plasticity in public-private interactions: Why Japan’s port reform failed
Hatani, F. (2016) · Journal of World Business · doi:10.1016/j.jwb.2016.07.002 · Cited by 21
Dissecting home regionalization: how large does the region loom?
Sammartino, A., & Osegowitsch, T. (2013) · Multinational Business Review · doi:10.1108/15253831311309483 · Cited by 18
“, 1991; Ghemawat, 2007) and the phenomena of new regionalization and semi-globalization (Ethier, 1998; Ghemawat, 2003).”
BackgroundMarketing strategy antecedents of value adding by foreign subsidiaries
Pehrsson, A. (2009) · doi:10.1108/02651330910950402 · Cited by 16
“Exploration of the associations of subsidiary marketing strategy can add knowledge to the common approach, which suggests that the value adding of a foreign subsidiary is determined only by the corporate strategy ( Ghemawat, 2003”
BackgroundInternationalisation of Bharat Forge Limited: a case study
Pillania, R. K. (2008) · doi:10.1108/00251740810920038 · Cited by 16
Global business and globalization
Anwar, S. T. (2007) · doi:10.1016/j.intman.2006.12.003 · Cited by 16
The emergence of multi-sided platform MNEs: Internalization theory and networks
Zeng, J., Khan, Z., & Silva, M. D. (2019) · International Business Review · doi:10.1016/j.ibusrev.2019.101598 · Cited by 106
“…internalization theory is that a key success factor behind the emergence of MNEs is their ability to transfer and exploit knowledge more effectively and efficiently within their intra corporate networks than through external market mechanisms (Buckley & Casson, 1976; Rugman & Verbeke, 1992, 2003).”
Kandoğan, Y., & Hiller, J. (2018) · Journal of International Business Studies · doi:10.1057/s41267-018-0152-x · Cited by 23
“…a transaction cost economics perspective: regionalization allows MNEs to enjoy the benefits of foreign market penetration without having to cope with the higher transaction costs associated with operating in markets that are distant in multiple dimensions (Ghemawat, 2003; Rugman & Verbeke, 2004).”
BackgroundThe home‐region orientation of Spanish exporting firms
Almodóvar, P. (2011) · Multinational Business Review · doi:10.1108/15253831111172649 · Cited by 13
Entrepreneurial profitability and persistence: Chile versus the U.S.A.
Tarziján, J., Brahm, F., & Daiber, L. F. (2008) · doi:10.1016/j.jbusres.2007.06.034 · Cited by 15
A further comment on the myth of globalization
Rugman, A. M. (2005) · Journal of International Management · doi:10.1016/j.intman.2005.06.008 · Cited by 19
Metadata
- Authors
- Ghemawat, P.
- Affiliations
- Harvard University (US)
- Corresponding author
- Ghemawat, Pankaj
- ORCID
- Ghemawat, Pankaj
- Venue
- Journal of International Business Studies
- Published
- 2003-03
- Volume
- 34
- Issue
- 2
- Pages
- 138-152
- ISSN
- 0047-2506 (ISSN-L)
- 1478-6990
- OpenAlex
- W1963639197
- Cited by
- 548
- References
- 0
- Citations by year
- 2026: 11 · 2025: 16 · 2024: 14 · 2023: 15 · 2022: 17 · 2021: 18 · 2020: 21 · 2019: 24 · 2018: 28 · 2017: 16 · 2016: 30 · 2015: 26 · 2014: 35 · 2013: 23 · 2012: 22
- FWCI
- 113.15
- Type
- journal article
- Language
- en
- Open access
- closed
- Licence
- www.springer.com/tdm (tdm)
- Locations
- Journal of International Business Studies (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › International Business and FDI
- Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Globalization, Economics, and Policies
- Social Sciences › Economics, Econometrics and Finance › General Economics, Econometrics and Finance › Global trade and economics
- Keywords
- international business strategy, market integration, cross-border integration, location specificity, barriers to integration, internationalization, business strategy
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