Structural and competitive determinants of a global integration strategy

Abstract

Both structural determinants and competitive factors can work to define the relevant environment for strategy formulation within an industry. This study examines the effects of each of these two sets of factors on global integration strategies, and finds that their impacts vary considerably from one industry to another. The study also investigates the relationship between a business's global integration strategy and its performance, using an industry'specific perspective. In the aggregate, the businesses studied appear to be under‐globalized. However, this relationship varied significantly by industry; four of the industries studied appeared to be under‐globalized, while the remaining three industries were at or near an optimal level of globalization.

Outcome-based contracts as new business model: The role of partnership and value-driven relational assets

“…Based on component construct concept, PLS is ideally suited to the early stage of theory building and testing and especially appropriate when the researcher is primarily concerned with prediction of the dependent variable (Fornell & Bookstein, 1982). Compared with two-stage least squares, PLS considers all path coefficients simultaneously and allow direct, indirect, and spurious relationships and estimates the individual item weightings in the context of the theoretical model rather than in isolation (Birkinshaw, Morrison & Hulland, 1995). Compared with other multivariate analysis such as LISREL and Mplus program which are better suited for theory testing, PLS is better suited for explaining complex relationships (Fornell & Bookstein, 1982).…”

Reducing Causal Ambiguity in Acquisition Integration: Intermediate Goals as Mediators of Integration Decisions and Acquisition Performance.

“…Marsh, Hau, Balla and Grayson (1998) suggested a minimum sample size of 200. PLS is most appropriate for studies that have relatively small samples or a large number of indicators per latent variable because power in the analysis is maximized (Birkinshaw, Morrison, & Hulland, 1995). Given our sample size (n ϭ 129), use of an analytical technique that maximized power while permitting simultaneous estimation of path coefficients (Hulland, 1999) seemed prudent.…”

Executive Insights: Global Account Management Capability: Insights from Leading Suppliers

“…Reconfiguration refers to the process of changing resources and practices according to environmental changes and effectuating the necessary adjustments ahead of the competition. To secure and satisfy a global account, a supplier must be able to cross-subsidize its operations across the world and initiate counterattacks against its competitors simultaneously in multiple markets (Bartlett and Ghoshal 1988;Birkinshaw, Morrison, and Hulland 1995;Roth and Morrison 1990).…”