The extant business literature contains three separate characterizations of international marketing strategy: standardization–adaptation, concentration–dispersion, and integration–independence. These characterizations have, for decades, informed researchers, students, and practitioners alike of the strategic options a multinational firm might have in formulating its cross-border marketing approaches. Although useful, these characterizations have yet to be unified within an integrative classification scheme that considers the gestalt combinatorial patterns along multiple strategy dimensions. Toward creating such a classification scheme, this paper proposes a holistic conceptualization of international marketing strategy grounded in configurational theory, whereby strategies are viewed as multidimensional archetypes. We present evidence of three distinct international marketing strategy archetypes obtained through an exploratory case coding/clustering study. After discussing the characteristics, possible drivers, and contingent performance potentials of these archetypes, we offer directions for future research. Journal of International Business Studies (2006) 37, 499–524. doi:10.1057/palgrave.jibs.8400206

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<p class="MsoNormal" style="text-align: justify; text-indent: 0in; margin: 0in 19.35pt 0pt 0.5in;"><span style="mso-bidi-font-size: 10.0pt;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;">The importance of managers&rsquo; proactive behaviors in the workplace is well documented. While previous studies have focused on dispositional drivers of proactive behaviors, this paper investigates situational - cultural and procedural - factors that affect managers&rsquo; motivation to proactively engage in behaviors aimed at improving performance of their firms. Results of a survey of brand managers suggest that consumer orientation and adhocracy culture tend to increase proactive behaviors, while technology strategic orientation decreases managers&rsquo; motivation to act.<span style="mso-spacerun: yes;">&nbsp; </span>Interestingly, the cultural characteristics of a firm are significantly more effective in motivating managers than evaluation and compensation procedures.</span></span></span></p>