Choosing between Globalization and Localization as A Strategic Thrust for Your International Marketing Effort

Ramarapu, Sangeeta; Timmerman, John E.; Ramarapu, Narender “Nari”

doi:10.1080/10696679.1999.11501832

Cited by 28 publications

(18 citation statements)

References 7 publications

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“…The earlier work on local adaptation focused mainly on the transfer of products and advertising campaigns to multiple geographical locations (e.g., Ramarapu, Timmerman, & Ramarapu, 1999;cited in Jensen & Szulanski, 2004). Organizational practices refer to how organizational members conduct their work in a firm setting on a routine basis (Kostova, 1999;Sinha & Van de Ven, 2005).…”

Section: Introductionmentioning

confidence: 99%

Building a process model of local adaptation of practices: A study of Six Sigma implementation in Korean and US firms

Zaheer

2009

J Int Bus Stud

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The strategic transformation of Asian firms into global players has involved the adoption and adaptation of many organizational practices developed in the West. We build a process model of adaptation by observing how an organizational practice is adapted to a local setting different from its locus of origin, through inductive methods and case studies of Six Sigma implementation in Korean and US firms. Based on these cases, we propose a cascading, sequential pattern to the local adaptation of the conceptual, social and technical dimensions of organizational practices, reconciling conflicting views in the literature on whether or not to adapt. Our theoretical model highlights the importance of considering the different degrees of contextual influence on different underlying dimensions of a practice, and of configuring each dimension accordingly. Further, we suggest that the sequence and configuration of adaptation across different practice dimensions matter to the successful implementation of a practice across borders.

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Section: Introductionmentioning

confidence: 99%

Building a process model of local adaptation of practices: A study of Six Sigma implementation in Korean and US firms

Zaheer

2009

J Int Bus Stud

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“…GCE consumers are well-defined consumer segments that exhibit similar demographic and socio-cultural characteristics; share similar needs, tastes, and lifestyles; converge across national borders (Douglas and Craig, 1997;Ramarapu et al, 1999); and are not limited in consumption activities by geographic location (Globerman et al, 2001). Fashion consumers use the power of technology to form distinctive consumer clusters which connect across local norms, values, and identities.…”

Section: Paradigm Shift -Fashion Consumermentioning

confidence: 99%

Shifting paradigms for fashion: from total to global to smart consumer experience

Kim

Ahn

Forney

2014

Fashion and Textiles

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Emergence of a global techno-economic system is challenging academia and the fashion industry. Consumers, the retail industry and business strategies are strategically contributing to the changing fashion paradigm, which is shifting from the Total (TCE), to Global (GCE) and to Smart Consumer Experience (SCE) concepts. The consumer experience is a pervasive value orientation that is transforming how consumers think, gain information, and make decisions about consumption activities to maximize their total experience value. Moreover, the experiences, products and services that consumers seek are being defined with a global and smart perspective that is made possible by boundary-free access to information and sourcing of products and services. Specifically, the smart consumer experience advocates consumer participation by leveraging the power of communities and networks and enabling consumers to influence retail businesses and co-create future marketspace values. This phenomenon has implications for fashion consumers and fashion retail industry business strategies since fashion is an emulated behavior.

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“…While the earlier normative work on adaptation focused principally on the transfer of products and advertising campaigns (Cui & Liu, 2001, Onkvisit & Shaw, 1987, Ramarapu, Timmerman, & Ramarapu, 1999, a recent trend, which includes the work of institutional scholars, has been to focus on the transfer of organizational practices 1 (cf. Kostova & Roth, 2002, Luo, 2000, Morosini, Shane, & Singh, 1998, Westney, 1987.…”

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confidence: 99%

Stickiness and the adaptation of organizational practices in cross-border knowledge transfers

2004

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The reuse of organizational practices in multiple locations is a fundamental way in which MNCs leverage knowledge to seek competitive advantage. Scholars approaching the issue of adaptation from both a market and an institutional perspective argue that, in order to achieve fit with the local environment, some degree of adaptation is advisable, and the need for adaptation increases as the institutional distance between source and recipient locations increases. However, arguments to date have examined the effect of adaptation primarily on a subsidiary's long-term performance. A necessary precursor is to understand the effect of adaptation on the transfer process itself, as transfer difficulty, or stickiness, may preclude the reuse of an organizational practice in the first place. In this paper, we explore how the adaptation of organizational practices affects the stickiness of cross-border transfers. We use structural equation modeling to analyze data from 122 internal transfers of best practice. Contrary to expectation, we find that adaptation significantly increases, rather than decreases, the stickiness of cross-border knowledge transfer. Journal of International Business Studies (2004) 35, 508–523. doi:10.1057/palgrave.jibs.8400107

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Choosing between Globalization and Localization as A Strategic Thrust for Your International Marketing Effort

Cited by 28 publications

References 7 publications

Building a process model of local adaptation of practices: A study of Six Sigma implementation in Korean and US firms

Building a process model of local adaptation of practices: A study of Six Sigma implementation in Korean and US firms

Shifting paradigms for fashion: from total to global to smart consumer experience

Stickiness and the adaptation of organizational practices in cross-border knowledge transfers

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