International Strategic Management

compulsory core literature 

1. Barney, J. (1991), “Firm resources and sustained competitive advantage”, Journal of Management, Vol 17, No. 1, pp. 99-120
2. Porter, M. (1986), “Changing patterns of international competition”, California Management Review, Vol. 28, pp. 9-40
3. Rosenzweig, P. M., & Singh, J. V. (1991). Organizational environments and the multinational enterprise. Academy of Management review, 16(2), 340-361.
4. Williamson, O. (1991), “Comparative Economic Organization: The analysis of discrete structural alternatives”, Administrative Science Quarterly, Vol. 36, No. 2, pp. 269-296
5. Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194.
6. Agarwal, R., & Helfat, C. E. (2009). Strategic renewal of organizations. Organization science, 20(2), 281-293.
7. Schmitt, A., Raisch, S., & Volberda, H. W. (2018). Strategic renewal: Past research, theoretical tensions and future challenges. International Journal of Management Reviews, 20(1), 81-98.
8. McGahan, A. M. (2004). How industries change. Harvard business review, 82(10), 86-94.
9. Hill, C.W.L., Hwang, P. and Kim, W.C. (1990) An Eclectic Theory of the Choice of International Entry Mode. Strategic Management Journal, Vol. 11: 117-128.
10. Michael Schellenberg, Michael John Harker & Aliakbar Jafari (2018) International market entry mode – a systematic literature review, Journal of Strategic Marketing, 26:7, 601-627, DOI: 10.1080/0965254X.2017.1339114
11. Benito, G. RG., Petersen, B. and Welch L. (2009) Towards more realistic conceptualizations of foreign operation modes. Journal of International Business Studies, Vol. 40: 1455–1470
12. Cullen, J.B., Johnson, J.L. and Sakano, T. (2000). Success Through Commitment and Trust: The Soft Side of Strategic Alliance Management. Journal of World Business, Vol. 35: 223-240.
13. Kale, P. and Singh, H. (2009) Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? Academy of Management Perspectives, August, Vol. 23[3]: 45-62
14. Lavie, D. (2007) Alliance Portfolios and Firm Performance: A Study of Value Creation and Appropriation in the U.S. Software Industry. Strategic Management Journal, Vol. 28: 1187-1212
15. Rašković, M., Brenčič, M. M., Jaklič, M. (2013) Antecedents and evolution of the Bartlett and Ghoshal transnational typology, Multinational Business Review, Vol. 21 [2]: 148 - 173
16. Rugman, A., Verbeke, A. and Yuan, W. (2010). Re-conceptualizing Bartlett and Ghoshal’s Classification of National Subsidiary Roles in the Multinational Enterprise. Journal of Management Studies, Vol. 48[2]: 253-277
17. Kostova, T. and Roth K. (2002). Adoption of an Organizational Practice by Subsidiaries of Multinational Corporation: Institutional and Relational Effect. Academy of Management Journal, Vol. 45: 215-243
18. Geels, F. W. (2002). Technological transitions as evolutionary reconfiguration processes: a multi-level perspective and a case-study. Research policy, 31(8-9), 1257-1274.
19. Bondy, K., & Starkey, K. (2014). The dilemmas of internationalization: Corporate social responsibility in the multinational corporation. British journal of management, 25(1), 4-22.
20. Yakob, R., Nakamura, H. R., & Ström, P. (2018). Chinese foreign acquisitions aimed for strategic asset-creation and innovation upgrading: The case of Geely and Volvo Cars. Technovation, 70, 59-72.

Supplementary Articles

1. Bartlett, C.A. and Ghoshal, S. (1987). Managing Across Borders: New Strategic Requirements. Sloan Management Review, Summer: 7-17. (Found in the Library)
2. Bartlett, C.A. and Ghoshal, S. (1987). Managing Across Borders: New Organizational Responses. Sloan Management Review, Fall: 43-53. (Found in the Library)
3. Brouthers, K.D. and Brouthers L.E. (2003). Why service and Manufacturing Entry Mode Choices Differ: The Influence of Transaction Cost Factors, Risk and Trust. Journal of Management Studies, Vol. 40: 1179-1204.
4. Chang, S. and Rosenzweig, P.M. (2001). The Choice of Entry Mode in Sequential Foreign Direct Investment. Strategic Management Journal, Vol. 22: 747-776.
5. Davis, P.S., Desai, A.B. and Francis, J.D. (2000). Mode of International Entry: An Isomorphism Perspective. Journal of International Business Studies, Vol. 31: 239-258.
6. Edman, J. (2016) Reconciling the advantages and liabilities of foreignness: Towards an identity-based framework. Journal of International Business Studies, Vol. 47: 674–694
7. Gaba, V., Pang, Y. and Ungson, G.R. (2002). Timing of Entry in International Market: An Empirical Study of US Fortune 500 Firms in China. Journal of International Business Studies, Vol. 33: 39-55.
8. Gulati, R. (1998). Alliances and Networks. Strategic Management Journal, Vol. 19: 293-317.
9. Kim, C.K. and Mauborgne, R.A. (1993). Making Global Strategies Work. Sloan Management Review, Spring: 11-27.
10. Osborn, R.N. and Hagendoorn, J. (1997). The Institutionalization and Evolutionary Dynamics of Interorganizational Alliances and Networks. Academy of Management Journal, Vol. 40: 261-278.
11. Pan, Y. and Tse, D.K. (2000). The Hierarchical Model of Market Entry Modes. Journal of International Business Studies, Vol. 31: 535-554.
12. Peng, M.W. (2006) Global Strategy. Thomson South-Western
13. Peng, M.W. (2006) Global Strategy. Thomson South-Western
14. Penrose, E. (2009, 4th Edition) The Theory of the Growth of the Firm. Subchapter III ‘Penrose’s Contribution’ xvi-xxvi in the Introductory Chapter: Edith Penrose’s ‘The Theory of the Growth of the Firm’ Fifty Years Later by Pitelis C.N. Oxford University Press (Found in the library)
15. Pothukuchi, V., Damanpour, F., Choi, J., Chen, C.C. and Park, S.H. (2002). National and Organizational Culture Differences and International Joint Venture Performance. Journal of International Business Studies, Vol. 33: 243-265.
16. Zaheer, S. (1995). Overcoming the Liability of Foreignness. Academy of Management Journal, Vol. 38: 341-363.
17. Zou, S. and Cavusgil, S.T. (1996). Global Strategy: A Review and an Integrated Conceptual Framework. European Journal of Marketing, Vol. 30: 52-69.